动画片《浪浪山小妖怪》，前些天和小红书合作，在北京三里屯做了一场观影活动，找来傅首尔和苏敏 来做嘉宾。 傅首尔原本是《奇葩说》选手，因为一贯的毒舌和后来的离婚引来不少争议；苏敏阿姨因为"50 岁逃离 家庭自驾游"而广为人知；至于电影已经不需要多说，这已经是暑假里第二火的电影，也是今年第二火 的动画。 类似的观影活动有很多。和热门电影合作，邀请平台上的创作者，做做口碑和话题，已经是电影营销的 标配，所以谁也没想到事后会有这么大的风波。 争议非常直接，觉得片方在夹带私货，利用社会争议的观点来做议题绑架，也让作品变得不纯粹。到现 在，一些反对者已经在各类与《浪浪山》有关的话题下表达立场，抖音、小红书、知乎、豆瓣等等地方 的评论区，只要涉及这部电影，差不多都已经被反对声音攻陷。 到这还算容易理解，但甚至有人说，要是达不到猫眼预测的 17.5 亿票房那就是反对者的能量；也有人 说，上影的股份跌了 5%，就是因为请了傅首尔和苏敏。 我有点讨好型人格，总会试着理解所有言论背后的合理性。我能理解这些反对者，但依然觉得很多人的 言论，透着没怎么上过班的清澈感。 单纯地把这件事归结为"嘉宾人设与电影主题不符"，没什么错，但过于简 ...

Core Viewpoint - The article discusses the author's journey as a freelance writer in the parenting education sector, revealing the disconnection between professional writing and personal parenting experiences, highlighting the industry's reliance on trends and superficial content rather than genuine educational value [2][38][56]. Group 1: Freelance Writing Journey - The author began writing parenting articles in 2018, eventually publishing over 800 pieces and earning nearly 700,000 yuan [1][38]. - Initially motivated by personal experiences as a mother, the author found success in writing for various parenting media platforms, leading to a high frequency of submissions and publications [5][10][23]. - The author faced challenges in understanding the criteria for article acceptance, realizing that content aimed at emotional resonance often outperformed personal narratives [12][18]. Group 2: Industry Insights - The parenting content industry is characterized by a focus on trends and viral topics, often leading to a formulaic approach to writing that prioritizes engagement over substance [18][21][36]. - Many parenting influencers and content creators are often not genuine experts but are instead products of marketing strategies designed to attract views and generate revenue [29][36]. - The author highlights the prevalence of "ghostwriting" in the industry, where content is produced under the guise of personal experience but lacks authenticity [25][36]. Group 3: Personal Reflections on Parenting - Despite writing extensively on parenting, the author struggles with applying these principles in real life, often feeling disconnected from the advice given in her articles [40][56]. - The author expresses a sense of irony in her situation, where the pressure to produce content conflicts with her ability to engage meaningfully with her child's education [52][56]. - The article concludes with a critical view of the parenting advice industry, questioning the validity of widely accepted educational methods and the impact of societal pressures on parenting [56].

Core Viewpoint - The story of a girl scoring 288 in the college entrance examination (Gaokao) has sparked widespread attention and debate, highlighting the tension between educational achievement and the commercialization of failure through social media and live streaming [1][3][12]. Group 1: Background and Initial Reaction - The girl’s low score of 288, with individual subject scores significantly below average, was met with unexpected joy from her family, who celebrated it as her best performance [3][5]. - This reaction resonated positively with many online, as it challenged the traditional emphasis on academic scores, promoting a more accepting view of educational outcomes [3][5]. Group 2: Shift to Commercialization - Following the viral success of the video, the mother-daughter duo quickly transitioned to live streaming, leveraging their newfound popularity to engage with followers and share their experiences [5][7]. - The mother, already an established content creator, began producing multiple videos related to the low score, capitalizing on the situation for increased viewership and engagement [7][12]. Group 3: Public Backlash and Media Response - The rapid commercialization of their story led to public skepticism, with many questioning the authenticity of their initial joyful reaction and accusing them of exploiting the situation for financial gain [8][9]. - Official media outlets, initially supportive, later deleted their posts about the incident, indicating a shift in perception regarding the appropriateness of the narrative [7][22]. Group 4: Broader Implications for Education and Society - The incident raises concerns about the erosion of educational values, as the narrative of failure is repackaged for entertainment and profit, potentially undermining the seriousness of academic pursuits [12][23]. - The phenomenon reflects a growing trend where emotional storytelling and social media influence overshadow traditional educational metrics, prompting a reevaluation of societal values regarding success and failure [20][24].

Group 1 - The core achievement of Xiaomi's YU7 is breaking the record with over 200,000 pre-orders in just 3 minutes, showcasing the success of its new car launch model [2] - Xiaomi's marketing strategy involves a "three-step jump" approach, which raises price expectations, emphasizes high costs at launch, and then reveals a lower price to create a buzz [2] - The phenomenon of "scalpers" is not unique to Xiaomi, as seen in previous instances with Apple, indicating a broader issue of high demand and low supply in the market [2] Group 2 - The emergence of a secondary market and scalper schemes complicates the market dynamics, increasing transaction costs for consumers and disrupting normal market order [2] - To combat scalper issues, a multi-faceted approach is necessary, including consumer education, platform regulation, and brand strategy optimization [3] - Xiaomi needs to address supply and demand management issues, enhance production capacity, and improve transparency in delivery schedules to mitigate these challenges [3]

Group 1 - The core achievement of Xiaomi's YU7 is the record-breaking pre-order of over 200,000 units within three minutes, validating its new car launch model [1] - Xiaomi's marketing strategy involves a "three-step jump" approach, which includes pre-heating prices, emphasizing high costs at launch, and then offering a lower price to create excitement [1] - The phenomenon of "scalpers" reselling orders at significant markups has emerged, with some reselling for tens of thousands of yuan, indicating a supply-demand imbalance [1] Group 2 - The existence of negative effects, such as scalpers, increases consumer transaction costs and disrupts market order, which should not be solely borne by the market [2] - Companies are beginning to recognize their responsibilities, as seen with Apple's policy changes and Xiaomi's updates on order delivery timelines, although these measures have had limited impact [2] - To eliminate the "scalper era," a multi-faceted approach is needed, including consumer education, enhanced platform regulation, and optimized brand strategies [2] Group 3 - Xiaomi's marketing approach has faced scrutiny, indicating that the "Xiaomi-style marketing" may backfire due to excessive focus on traffic generation [3] - Companies must balance the benefits of traffic with the responsibility to consumers and the market, transitioning from a "traffic frenzy" to a "responsibility-driven" model [3] - The importance of safety and responsibility is emphasized as being more valuable than mere popularity [3]

Core Viewpoint - Xiaomi is facing a significant trust crisis in the automotive sector, stemming from safety controversies and misleading marketing claims, which contrasts sharply with its previous success in consumer electronics [1][2][3] Group 1: Trust Crisis and Consumer Expectations - The controversy surrounding the SU7 Ultra carbon fiber hood highlights the mismatch between Xiaomi's marketing strategies and the rigorous standards of traditional automotive manufacturers [1][2] - Consumers' expectations for technology in the electric vehicle era have been amplified, leading to a conflict between internet-driven marketing and engineering ethics [2][3] Group 2: Response and Accountability - Xiaomi's response to the carbon fiber hood issue, including offering compensation, has been criticized as inadequate compared to its previous handling of other issues, such as the full reimbursement for parking assistance flaws [2][3] - Legal implications suggest that if false advertising is confirmed, Xiaomi could face substantial penalties, emphasizing the importance of maintaining technical integrity in the automotive sector [2] Group 3: Industry Implications and Regulatory Changes - The crisis has prompted a broader industry reflection, with consumer-driven testing and increased regulatory scrutiny reshaping marketing practices and standards in the automotive field [3][4] - Recent regulations from the Ministry of Industry and Information Technology and the State Administration for Market Regulation require truthful and comprehensive information regarding smart connected vehicles, indicating a shift towards more regulated industry practices [4] Group 4: Future Outlook - The current trust crisis may serve as a pivotal moment for Xiaomi, potentially marking its transition from a cross-industry challenger to a mature automotive enterprise [4] - The situation underscores the necessity for companies to embed sincerity into every aspect of vehicle production to thrive in the competitive electric vehicle market [4]

Core Viewpoint - Xiaomi's recent statements and actions have sparked significant controversy, reflecting broader issues within the Chinese automotive ecosystem, particularly in the context of its electric vehicle (EV) offerings and the challenges faced by the company and its leadership [1][10]. Group 1: Company Performance and Product Success - Xiaomi's SU7 has achieved remarkable sales, with monthly deliveries surpassing 20,000 units and a total of 135,000 units sold in the previous year [4]. - In the first quarter of this year, Xiaomi delivered 76,000 units of the SU7, bringing the cumulative total to 258,000 units, positioning it as the top-selling model in the 200,000 yuan and above EV segment, even outperforming Tesla's Model 3 [4]. - The recently unveiled YU7 has also received positive market feedback, with user interest significantly higher than that for the SU7, indicating strong potential for future sales [5]. Group 2: Financial Performance - Xiaomi Group reported a record-breaking first-quarter financial performance, with revenue reaching 111.29 billion yuan, a 47.4% increase from the same period last year [7]. - The company's profit for the quarter was 10.89 billion yuan, marking a staggering 161% increase year-on-year, highlighting the financial strength despite ongoing controversies [7]. Group 3: Controversies and Challenges - Recent incidents, including a tragic car accident involving the SU7, have led to increased scrutiny and criticism of Xiaomi's smart driving technology, prompting regulatory responses from government agencies [7][8]. - The company faced backlash over issues related to the SU7 Ultra, including horsepower limitations and consumer rights disputes, leading to a significant reputational impact [8]. - Xiaomi's founder, Lei Jun, has entered a period of reduced public engagement, reflecting the pressure from ongoing controversies and the dual nature of media attention as both beneficial and detrimental [8][10].

Core Viewpoint - The article discusses the evolving relationship between Dong Mingzhu and Meng Yutong, highlighting their recent collaboration in a live-streaming event for Gree Electric, which serves as a strategic move to attract younger consumers and boost sales amid declining revenue trends [3][8][39]. Group 1: Relationship Dynamics - Meng Yutong's recent social media post indicates a reconciliation with Dong Mingzhu, contrasting their previous public disputes following Meng's departure from Gree [4][5][7]. - The warm interactions between the two during the live-stream are perceived as a marketing strategy rather than genuine personal feelings, emphasizing the importance of profit over personal relationships in the business world [8][12]. Group 2: Live Streaming and Sales Performance - The live-stream event on May 23 featured over 100 Gree products and achieved significant sales, topping the "big home appliance" category shortly after its start [13][27]. - Despite the initial success, specific products like the high-end beauty device struggled to sell, indicating challenges in appealing to younger consumers [36][39]. Group 3: Company Performance and Challenges - Gree's revenue for 2024 showed a decline of 7.31% year-on-year, amounting to approximately 190 billion yuan, marking a return to 2022 levels [31][32]. - The drop in revenue is primarily attributed to a 4.29% decrease in the consumer electronics segment, particularly air conditioning, which constitutes 78.54% of total revenue [32][33]. Group 4: Strategic Shifts and Market Position - Gree is attempting to diversify its product offerings and rebrand its stores to attract younger consumers, with plans to rename stores to "Dong Mingzhu Health Home" and introduce a wider range of smart home appliances [34][36]. - The company faces intense competition, particularly from Xiaomi, which has gained market share in the air conditioning sector, further complicating Gree's efforts to maintain its market position [33][34]. Group 5: Leadership and Public Perception - Dong Mingzhu's outspoken nature and public persona contribute to her status as a media figure, which Gree leverages to enhance brand visibility [30][31]. - The company recognizes the need for a narrative beyond Dong Mingzhu's personal brand to engage younger consumers effectively, as reliance solely on her image may not suffice in the current market landscape [39].

Core Viewpoint - The recent interactions between Dong Mingzhu and Meng Yutong are seen as a strategic move to generate buzz and drive sales for Gree's products, particularly in the context of their joint appearance in a live-streaming event [4][9][32]. Group 1: Background and Relationship Dynamics - Meng Yutong's departure from Gree two years ago led to public disputes with Dong Mingzhu, but recent social media exchanges suggest a reconciliation aimed at leveraging their relationship for marketing purposes [4][5][15]. - The live-streaming event on May 23 served as a platform for both individuals to promote Gree products, indicating that their personal dynamics are being utilized for commercial gain [9][21][32]. Group 2: Financial Performance and Market Position - Gree's revenue for 2024 was reported at approximately 189.16 billion yuan, reflecting a year-on-year decline of 7.26%, marking a return to 2022 levels [26]. - The company's net profit for 2024 reached approximately 32.18 billion yuan, a 10.91% increase from the previous year, indicating strong profitability despite revenue challenges [26]. - The decline in revenue is attributed to a 4.29% drop in the consumer electronics segment, particularly in air conditioning, which constitutes 78.54% of total revenue [26][27]. Group 3: Strategic Initiatives and Market Adaptation - Gree is attempting to diversify its product offerings and attract younger consumers by rebranding its offline stores as "Dong Mingzhu Health Home," which will feature a wider range of smart home appliances [27][29]. - The company has faced challenges in its diversification efforts, with previous attempts to enter mobile phones and electric vehicles yielding limited success [31]. - The collaboration with Meng Yutong, who has a significant online following, is seen as a crucial strategy for Gree to connect with Generation Z consumers and reshape its brand image [32].

Core Viewpoint - The article discusses the rise of Fan Daidi and Yan Jianya, the founders of Juzhi Biotechnology, who recently became the richest couple in Shaanxi with a net worth exceeding 450 billion yuan, highlighting their journey from academia to entrepreneurship and the commercialization of their scientific research [1][2]. Group 1: Background and Early Career - Fan Daidi, born in 1966, comes from an ordinary family in Weinan, Shaanxi, and became China's first female PhD in biochemical engineering after studying at Northwest University and East China University of Science and Technology [2]. - After returning from a visit to MIT in 2000, Fan led a research team to develop human-derived collagen, which garnered significant academic recognition [2][3]. - Yan Jianya left the academic system in 2000 to co-found Xi'an Juzhi Biotechnology with Fan, starting from a small office and focusing on the commercialization of their research [2][3]. Group 2: Business Development and Challenges - Despite holding core technology, the couple faced challenges in converting their research into marketable products, relying on personal savings during the initial years [3]. - Yan Jianya pivoted to the military sector in 2003, leveraging his connections to attract state and private capital, which alleviated financial pressures on their research [3][4]. - Fan Daidi continued to focus on technological breakthroughs, leading to the establishment of a research center and the completion of a factory in 2005 [3][4]. Group 3: Commercialization and Growth - The couple's business model combined scientific expertise with commercial acumen, leading to the launch of their first commercial brand, Keli Jin, in 2009 [5][6]. - They formed strategic partnerships, notably with Wanse City, which significantly increased their market reach despite later controversies surrounding the partner's business practices [6][7]. - The establishment of Xi'an Maker Village allowed them to expand their distribution network, contributing significantly to Juzhi's revenue [6][7]. Group 4: IPO and Financial Performance - Juzhi Biotechnology went public in 2022, becoming the first Hong Kong-listed company focused on recombinant collagen, with a revenue growth of nearly five times from 2019 to 2024 [12]. - The company reported a revenue of 55.38 billion yuan in 2024, with a compound annual growth rate of 42% [12]. - Despite high revenue growth, concerns arose regarding governance, reliance on a single brand, and increasing sales expenses, which outpaced revenue growth [13]. Group 5: Market Position and Future Outlook - Juzhi holds the top position in the collagen protein skincare market and ranks second in the medical dressing market with a 9% market share [9]. - The company has attracted significant investment from prominent firms, indicating strong market confidence, with a pre-IPO valuation exceeding 19.3 billion yuan [11]. - The transition of leadership to the next generation has raised questions about the sustainability of the business model and governance structure [12][13].