今天，公共服务数字化已不是新鲜词。各类政务APP层出不穷，网络办事窗口加快建设，越来越多事务 能够"一部手机走全程"，极大便利了日常生活。 然而，实践中也出现了一些值得警惕的倾向。比如，有的地方将平台上线视作任务完成，认为技术投入 效果能够立竿见影，忽略了不同群体的使用习惯与场景需求，导致部分项目建而不用、用而不优；个别 应用虽号称"一网通办"，实际却功能单一、操作复杂；有的地区因部门壁垒，资源不互通，居民办事要 登录多个APP；部分网络窗口规则不清、指引不明，用户不愿用。说到底，上述情况陷入了"为数字化 而数字化"的形式主义窠臼，"重建"不"重管"，影响了群众使用体验。 数字化建设是一场耐力赛，决不能"一建了之"。建设前要广泛调研、问需于民，以问题导向设计功能， 避免重复建设、无效建设；建成后要持续推动数据共享、服务更新，在迭代升级中更好满足群众需求。 浙江"浙里办"平台引入智能搜索，助力群众迅速定位服务；安徽推行"沉浸式"换位体验，站在群众角度 想问题，不断改进网络办事流程。这些探索抓住了便民这一关键，让技术真正服务于人，值得借鉴。 公共服务数字化不是冰冷的技术升级，而是充满温度的治理转型。多一些用户思维 ...

成立仅5年的岚图汽车，在"十四五"即将收官之际交出了一份硬气的答卷：继达成第30万辆整车下线里程碑、新品岚图泰山顺利上市后，再迎喜讯， 11月交付量首次突破2万辆，达20005辆，同比增长84%。今年以来，岚图已实现连续10个月环比增长，多次创下历史新高。 对于一个仅仅成立5年的高端新能源汽车品牌而言，持续保持高增长态势绝非易事。放眼整个行业，岚图汽车可以看作"十四五"央企高端新能源汽车 发展的一个缩影。在亮眼的增长曲线背后，究竟蕴藏着怎样的增长密码？我们通过岚图速度、岚图品质、岚图口碑寻找答案。 厚植造车底蕴 "自研+合作"双轮驱动 在自主研发之外，岚图也积极探索开放合作之路。近年来，通过与华为在智能化领域的合作，岚图先后推出岚图FREE+、岚图知音、岚图泰山等多 款搭载华为鸿蒙座舱5和华为乾崑ADS 4的车型。即将上市的岚图追光L同样全系搭载华为"全家桶"，作为华系阵营压轴上市的重磅产品，用技术硬实力向 BBA（奔驰宝马奥迪）等合资豪华标杆发起正面挑战。岚图汽车董事长、总经理卢放在接受记者采访时曾表示，岚图与华为的合作是相互赋能、共同学 习、共创共享，初心是为了让更多中国消费者体验到中国汽车智能化快速发展 ...

Core Insights - The article highlights the emergence of a "substitute economy" in professional training, where participants hire substitutes to attend training sessions on their behalf, undermining the intended purpose of these educational programs [1][2][3] Group 1: Training Practices and Issues - Many professionals, especially in government and enterprises, are required to participate in continuing education, but the training often fails to meet actual needs, leading to a disconnect between content and practical application [2][3] - Training sessions are frequently conducted in a "crash course" manner at the end of the year, conflicting with critical work periods, driven by budget management practices that penalize unspent funds [3] - The lack of genuine engagement in training is evident, with many attendees distracted by their phones or not participating actively, indicating a need for better content and delivery methods [2][3] Group 2: Comparison with Other Training Models - In contrast to professional training, non-academic extracurricular training for students is more effective because it is self-selected, personally funded, and focused on core developmental needs, leading to higher quality and effectiveness [3][4] - The article suggests that valuable training should not rely on attendance tracking or formal titles but should instead foster a genuine desire for personal growth and development [4]

Core Viewpoint - GAC Group is undergoing significant reforms to enhance its autonomous vehicle segment, aiming for 60% of total sales from self-owned brands by 2027, with Aion as a key player in this strategy [1][12]. Group 1: GAC's Reform and Strategy - GAC has shortened its new car development cycle to 18-21 months and improved market response efficiency by over 600% [1]. - The company aims to increase the number of self-owned brand models by 20% and enhance procurement efficiency by approximately 50% [1]. - The shift from "engineer thinking" to "user thinking" is highlighted as a major transformation within GAC [1]. Group 2: Partnership with Huawei - GAC and Huawei have launched the "Qijing" model, marking a new collaboration approach where GAC retains brand control while leveraging Huawei's technology [2][5]. - The "Qijing" model is a result of deep collaboration across product, technology, and marketing, with significant input from Huawei's R&D teams [7]. - GAC's organizational structure has shifted from a functional model to a matrix structure, focusing on project-based product development [9]. Group 3: Aion's Market Positioning - Aion is transitioning from a B2B focus to a B2C strategy, with the launch of the Aion UT Super, which has already received over 16,000 orders since its launch [12][13]. - The Aion i60 is being marketed with a focus on youth and modernity, aiming to redefine its brand image [13]. - Aion's past performance issues are acknowledged, with a commitment to improve sales and market presence through strategic marketing and product positioning [12][14]. Group 4: Overall Market Challenges - The high-end sedan market, where the "Qijing" is positioned, is competitive, with limited capacity, making it crucial for GAC and Huawei to effectively execute their product and marketing strategies [10]. - GAC's other brands, including Haobo and Trumpchi, are also undergoing rebranding and repositioning to enhance their market competitiveness [14].

（原标题：广汽"番禺行动"一周年：落地华为"第一境"，埃安战略由B转C） 从左至右为：启境CEO刘嘉铭、华为智能汽车解决方案BU首席执行官靳玉志、广汽集团总经理閤先庆 21世纪经济报道记者 何煦阳 广州报道 在风高浪急的汽车红海里搏击一年后，广汽发起的"番禺行动"，究竟有没有杀出属于自己的一片蓝海？ 11月21日，2025广州车展媒体日上，主场作战的广汽成为全场焦点。广汽集团董事长冯兴亚交出了广汽 改革一周年的成绩单：新车研发周期缩短至18~21个月，市场响应效率提升了6倍以上，采购业务效率 提高约50%，产品整体规划车型数量优化约20%……与此同时，首次以广汽集团总经理身份亮相的閤先 庆，直言广汽体系最大的转变，是从"工程师思维"转向"用户思维"。 广汽试图用一系列数据和新的领导团队，将制度改革的成果具象化。但归根结底，衡量一场企业制度变 革是否成功，最终还是要回到产品本身。 在合资品牌销量普遍承压的背景下，"番禺行动"的核心目标是做强广汽的自主板块：争取在2027年实现 自主品牌占集团总销量60%以上，挑战自主品牌销量200万辆。其中，埃安作为广汽的"新势力"代表和 曾经的独角兽，过去一年推出的埃安UT ...

Core Insights - GAC Group acknowledges that while it has strong technology and product functionality, its market performance has been lacking in recent years, attributing this to a need for a shift from an engineering mindset to a user-centric approach [1] - The company has restructured its product development process to enhance efficiency and responsiveness to user needs, achieving a 50% increase in business efficiency and a sixfold improvement in market response speed [2] Group 1: User-Centric Development - GAC Group's transformation focuses on integrating user needs into the entire product development process, establishing a user insights department with a team of 200 to drive this change [2] - The company plans to launch nine new or revamped models by 2026, aiming to better align with user demands [2] Group 2: Brand Differentiation and Market Strategy - GAC is working to differentiate its brands, with Aion focusing on affordability, Trumpchi enhancing its MPV offerings, and Haobo aiming for high-end product development [3] - The company has set a target for its self-owned brands to account for 60% of total sales by 2027, with a goal of selling 2 million units [3] Group 3: Sales and Service Enhancements - GAC recognizes the need to improve its service and dealership experiences to match leading competitors, announcing plans for a new integrated brand experience center to support its future strategies [3][4] Group 4: Strategic Partnerships - GAC has formed a deep partnership with Huawei, leveraging its expertise in smart technology to enhance product offerings, including the launch of the high-end brand "Qijing" [5] - The collaboration with Huawei has involved significant resource sharing, with up to 800 personnel from Huawei contributing to GAC's development efforts [5] Group 5: Market Penetration and Infrastructure - GAC is actively expanding its presence in lower-tier cities, collaborating with JD.com to introduce a battery rental model for electric vehicles priced at 49,900 yuan [6] - The company has established a nationwide network of over 21,000 charging stations and plans to deploy 1,000 battery swap stations across 45 cities [6] Group 6: Future Vision - GAC envisions the future of automobiles as intelligent mobile spaces, emphasizing the importance of ecosystem partnerships to meet customer needs and stay competitive [7]

Core Viewpoint - GAC Group is undergoing significant transformation through the "Panyu Action," focusing on technology, AI, and market-driven development to achieve the goal of reinventing itself as a new GAC [2][3] Group 1: Transformation Strategy - The core of GAC's development is to transition from an engineering mindset to a user-centric approach in product development, integrating user needs into the entire product lifecycle [5] - GAC has adopted Huawei's Integrated Product Development (IPD) model to enhance market insights and product delivery, marking a significant organizational change from a functional to a matrix structure [5] - The dual focus on market and technology is essential for improving GAC's competitiveness and achieving commercial success [5] Group 2: Brand Differentiation - GAC and Huawei's new brands, "Jing" and "Jie," are positioned to avoid homogenization by targeting different market segments and consumer needs [6] - The "Jing" brand aims at a younger, fashion-forward audience with high demands for vehicle performance, encapsulated in the "three highs": high aesthetics, high technology, and high performance [6] Group 3: Product and Service Innovations - GAC's four development engines include new technology, new products, new services, and a new ecosystem, with a focus on electric vehicles and AI integration [8] - GAC has established over 21,000 self-operated charging stations in China, the highest number among domestic automakers, and has partnered with CATL for battery swapping solutions [9] - The company has conducted 45 over-the-air updates this year, enhancing over 300 features across nearly 150,000 vehicles, emphasizing the importance of software and AI services [9] Group 4: Brand Positioning - GAC's brands, including Trumpchi, Aion, and the new partnership with Huawei for the "Qijing" brand, are strategically positioned to cater to different consumer demographics [10] - Trumpchi focuses on traditional fuel vehicles while transitioning to hybrid models, Aion targets young families with electric vehicles, and Qijing aims at high-end intelligent electric vehicles for a younger audience [10]

Core Insights - The 20th Central Committee's Fourth Plenary Session emphasizes the need for systematic reform in mainstream media, integrating news promotion and online public opinion management to enhance the guiding capacity of mainstream discourse [1] - The 2025 China New Media Conference, held from November 12 to 14, focuses on the theme of "Intelligent Power System Reform," addressing the deep logic of media transformation in response to the technological revolution [2][3] Group 1: Technological Integration - The conference highlights the importance of leveraging artificial intelligence and other technological innovations to drive media transformation and create a new landscape for mainstream discourse [1][2] - Media organizations are encouraged to build high-quality information flows and content that resonate with audiences, likening this to constructing "cultural mountains" and "era peaks" [2] Group 2: Content and User Engagement - The shift from "release thinking" to "communication thinking" is crucial for mainstream media to adapt to the internet era, focusing on user-centered approaches and enhancing the quality of content [6] - Successful media strategies involve creating engaging content that resonates emotionally with audiences, as demonstrated by the viral success of the short film "One Night" commemorating the 80th anniversary of the victory in the War of Resistance [6] Group 3: Systematic Reform and Internal Motivation - Mainstream media must act as "actionists and pragmatists" in driving systematic reform, integrating technology deeply into all aspects of media operations [7] - Initiatives like the "Three Become One" plan aim to transform journalists from mere writers to content curators, enhancing the visibility and impact of their work [7] Group 4: Community and Grassroots Engagement - Media organizations are encouraged to connect closely with community users, exemplified by platforms like "Neighbor Communication" that link local residents and businesses [6] - The importance of grassroots storytelling and authentic engagement is emphasized, with examples of media professionals using relatable narratives to connect with their audiences [8]

Core Insights - This year's Double 11 shopping festival sees e-commerce platforms adopting "official discounts/single item direct reductions" as the main promotional strategy, simplifying the purchasing process for consumers and allowing them to focus more on product selection [1] - The home appliance industry is increasingly favoring brands with strong product and service capabilities, as evidenced by Haier's leading sales performance across multiple categories during the event [1] - Haier's success is attributed to its long-term commitment to "user thinking," which includes product innovation, interaction optimization, service upgrades, and rights protection, aligning with industry trends and consumer needs [1] Product Highlights - Haier's AI-driven products address consumer pain points, with the Cloud Creek Wash-Dry 4.0 Pro set achieving top sales in the washing machine category due to its efficient cleaning and drying capabilities [3] - The Haier Mairang refrigerator, featuring award-winning preservation technology, ranks first in the high-end refrigerator segment, while the Haier Big Mouth C61 Pro range hood leads the new product rankings in the subsidized category [3] Marketing and User Engagement - Haier focuses on high-quality content to enhance user trust, involving nearly 500 influencers in live demonstrations to showcase product capabilities [4] - Collaborative events like "Challenge New Possibilities" with CCTV allow consumers to witness the performance of Haier's products under extreme conditions, reinforcing the brand's technological strength [4] Service and Customer Experience - Haier has improved service efficiency through digital transformation, ensuring prompt delivery and installation across a wide geographic area, including rural regions [5] - The company has launched promotional campaigns tied to partnerships with major football clubs, offering consumers opportunities to win prizes and enhancing engagement with sports fans [5] Strategic Outlook - The Double 11 event emphasizes the importance of product strength, brand power, marketing innovation, and user engagement for brands to succeed in a competitive landscape [7] - Brands that align closely with consumer needs and preferences are likely to see increased order volumes as a form of consumer endorsement [7]

Core Insights - The chairman of Seres Group, Zhang Xinghai, emphasizes user engagement and feedback in the development of the AITO brand, aiming to redefine luxury in the Chinese electric vehicle market [1][3][5] - The company has implemented a "recognition before delivery" model, allowing users to participate in the testing of vehicles before they are officially delivered, enhancing user trust and satisfaction [5][7] - AITO has achieved significant market success, with cumulative vehicle deliveries surpassing 800,000 units, and the AITO M9 model leading the luxury vehicle market with over 250,000 units delivered in 21 months [7] User-Centric Approach - Zhang Xinghai frequently interacts with users at various AITO centers, emphasizing the importance of understanding user needs and preferences [1][3] - The company promotes a market-oriented approach where users define the product, ensuring continuous improvement in product quality and user satisfaction [3][5] - AITO's commitment to user feedback is reflected in its product iteration process, which aims to break traditional luxury boundaries and create a new definition of luxury in electric vehicles [5] Market Performance - AITO's rapid growth is evidenced by its delivery milestones, with the M9 model being a significant contributor to its market leadership in the luxury segment [7] - Research indicates that AITO ranks first in the development confidence index from late 2024 to mid-2025, with an ongoing improvement in brand prestige [7] - The company's mission of "serving users wholeheartedly" is a core principle that drives its product evolution and user experience [7]