（来源：新华日报） □ 徐 晋 推开一扇扇玻璃门前，我本以为这会是一次关于"硬件升级"的常规报道。笔记本上列着面积、功能、人 次……直到生动鲜活的场景扑面而来。 在红悦商圈的"宁小蜂驿站"，一位外卖骑手对记者说，以前累了只能在车座上歇脚，现在能进来喝热 水、充电，商户的折扣让他"觉得被瞧得起"。社区书记的话很朴素："他们也是家人，奔波的人更需要 一个能'靠一靠'的地方。" 是什么让这些空间真正"活"了？泉水社区主理人胡晶晶的话给出了答案："社区不能一直'被给予'，它得 自己会'呼吸'，能'生长'。"那个需精打细算的"善邻"空间，恰恰证明：最可持续的活力，源于一种内在 的"主人"意识——在能人、合伙人、志愿者身上，同样清晰。 更深的智慧，是"双向奔赴"。雨花台区明义社区的听证圆桌有权威，因为居民的话在这里真管用；红悦 商圈的联盟规则能被遵守，因为它是大家一起"谈"出来的。 此行的我，像是在观摩一场温暖的"编织"。社区党群服务中心是那枚梭子，穿引各方丝线，编织出一张 牢固又柔软的网。它兜住急难愁盼，托起寻常日子，联结人心冷暖。 结束采访，回望那些亮着暖光的社区窗口，"人气"二字有了新生力——它不是数字，是愿意走进 ...

本报讯 （成都日报锦观新闻记者 白洋） 记者21日获悉，麓湖公园社区综合服务中心作为成都社区综合 服务中心试点案例，亮相泰国曼谷举行的2025环太平洋社区设计国际会议，让世界看到成都在社区治 理、社区服务领域的创新探索。 转自：成都日报锦观 成都社区案例亮相国际舞台 据了解，麓湖公园社区综合服务中心是四川天府新区首个省级试点建设项目，也是成都市首批建成投用 的社区综合服务中心，并于2025年获得省级城乡社区治理"创特色"专项激励。 该中心总面积7788平方米，创新采用"市场化投资、公益化运营"模式，由华阳街道委托麓湖蓝图社区服 务公司投资运营，商业收益将全部用于反哺社区公益与公共治理。空间融合了便民食集、生鲜市集、社 区卫生服务与文化教育等多元功能，为居民、游客、商户及新就业人群等提供全方位、全龄友好的配套 服务。 "麓湖公园社区综合服务中心的案例此次成功走向国际，我们感到无比自豪与欣慰。"四川天府新区华阳 街道麓湖公园社区党委书记王燕表示，他们将进一步深化社区综合服务中心的运营内涵，持续优化"15 分钟便民生活圈"的服务品质，努力让社区的温暖与活力，成为城市最动人的风景线。 ...

者 张龙 本版摄影 本报记 每天中午11时刚过，普陀区万里街道交暨路193弄的社区生活服务中心一楼便开始热闹起来。混合着红 烧肉、清炒时蔬和番茄蛋汤的香气从敞开的门里飘出。"开饭咯！"伴随着工作人员轻快的声音，这方嵌 入社区生活服务中心的空间，又迎来一个温暖的中午。这里既是社区长者食堂，也是居民口中的"邻家 食堂"。这里不仅仅解决大家日常吃饭问题，更在尝试用一餐一饭的温度，温暖整个社区。 与此同时，在食堂楼上的社区生活服务中心日间长者照护区内，十多位老人的餐食也已由工作人员准时 送达。对于这些行动更为不便的老人，食堂提供了"零距离"送餐服务，确保他们无需下楼就能按时吃上 营养均衡的午餐。 化身社区会客厅 如果说可口的饭菜是食堂的"硬件"，那么这里洋溢的人情味，则是无可替代的"软件"。 这个小小的空间，早已超越了单纯的就餐功能，悄然成为社区居民的"比邻驿站"，一个充满生活气息的 社区会客厅。独居老人在这里找到固定的"饭搭子"，边吃边聊，排解寂寞；带着孙辈的长辈们，分享着 育儿心得；刚搬来的新邻居在这里结识朋友。"有时候，就是过来吃个饭，顺便和街坊聊聊天，日子就 没那么冷清了。"一位常来就餐的阿姨说。 线上线下全 ...

Core Viewpoint - The article discusses the transition of urbanization in China from a rapid growth phase to a stable development phase, emphasizing the shift from large-scale expansion to improving existing assets through urban operation as a new production force [1] Group 1: Urban Development Trends - Urban development will focus on cost reduction, efficiency enhancement, and sustainable operation, with "urban operation" being more relevant than concepts like "urban renewal" and "smart cities" [2] - The theme of urban development is shifting from building infrastructure to ensuring continuous economic, social, and environmental benefits from existing assets through refined and intelligent operations [2] Group 2: Strategic Transformation of the Company - The company has initiated a strategic transformation to integrate planning design, urban operation, and smart city services into a "three-in-one" service system [2][3] - The company aims to enhance its core competitiveness by merging industry planning and spatial planning, establishing a unique position in the industry [3] Group 3: Implementation Paths - The core paths for the company's urban operation strategy include cost reduction and efficiency enhancement, refined management, and innovative operational models [4] - Refined management focuses on granular oversight of urban operation units, allowing for tailored services and resource allocation based on specific needs [4] Group 4: Financial Empowerment - Long-term funding is essential for urban operation, with the potential for securitization of future revenues from quality urban assets through public REITs [5] - The company plans to establish a city operation fund to facilitate investment and operational product implementation [5] Group 5: Future Vision - The company is exploring projects like the "Park Metaverse," which aims to provide personalized urban leisure activity recommendations through specialized AI models [5] - The company envisions a future where architectural design not only satisfies clients but also demonstrates long-term economic returns through operational strategies [6]

Core Points - The community has launched a new initiative called "Abacus Enlightenment: Healthy Silver Age" aimed at enhancing cognitive abilities among the elderly through activities like abacus training [1] - The community is focusing on improving the quality of life for both the elderly and children, with recent upgrades to facilities and the establishment of a community service center [1][2] - Plans are in place to collaborate with large hospitals to create "home hospital beds" for chronic disease management, providing regular health check-ups and medication guidance at home [2] - The community is expanding educational offerings for children, including a variety of courses and the introduction of AI educational equipment [2] - A smart community service platform is being developed to facilitate services such as elderly care appointments, medical registration, and fall prevention reminders [2] Summary by Sections Community Initiatives - The "Abacus Enlightenment: Healthy Silver Age" program aims to slow cognitive decline in the elderly through engaging activities [1] - The community has improved its infrastructure and services, including the establishment of a party-mass service center and a happy dining hall for the elderly [1][2] Healthcare Services - The community plans to partner with major hospitals to offer home-based medical services for chronic conditions like hypertension and diabetes [2] - There will be ongoing adaptations for homes of elderly individuals with disabilities to enhance their living conditions [2] Educational Programs - The community offers a variety of after-school programs for children, including science exploration and traditional crafts [2] - Future plans include the introduction of new educational technologies and services for preschool children [2] Smart Community Development - A community smart service platform is being developed to streamline access to various services, enhancing convenience and safety for residents [2]

Core Viewpoint - The company reported a revenue increase of 13.8% year-on-year for H1 2025, with a net profit attributable to shareholders rising by 13.2% year-on-year, indicating strong operational performance and growth potential in property management and community value-added services [1][2]. Group 1: Financial Performance - The company achieved an operating income of 1.82 billion yuan in H1 2025, reflecting a year-on-year growth of 13.8%, with a gross profit of 460 million yuan, also up by 13.8%, maintaining a gross margin of 25.2% [1]. - The net profit attributable to shareholders reached 220 million yuan, marking a 13.2% increase year-on-year [1]. Group 2: Property Management and Sales - The property management revenue for H1 2025 was 1.06 billion yuan, showing a significant year-on-year increase of 23.1%, accounting for 58.0% of total revenue, indicating that property management remains the largest and fastest-growing revenue source [1]. - The associated company, Jianfa Real Estate, achieved a total sales amount of 95.6 billion yuan from January to September, up by 12.1% year-on-year, and secured new land worth 80.4 billion yuan, ranking 7th in the industry [1]. Group 3: Community Value-Added Services - Community value-added services generated 450 million yuan in revenue for H1 2025, representing a year-on-year growth of 23.5%, with home living services experiencing a notable increase of 33.9%, making up 32.4% of the community value-added segment [3]. - Non-owner value-added service revenue decreased by 19.4% to 280 million yuan, primarily due to a reduction in the number of sales centers amid market adjustments [3]. Group 4: Operational Efficiency and Future Outlook - As of June 30, 2025, the company managed an area of 83.28 million square meters, with 74.2% located in the Haixi cluster, showcasing significant scale effects [2]. - The overall gross margin for H1 2025 was maintained at a high level of 25.2%, with a sales and management expense ratio of 11.0%, indicating potential for further optimization as the managed scale expands [2].

Core Insights - The article emphasizes the hidden rules and strategies that shape the academic journey of PhD students, particularly focusing on the importance of institutional reputation, mentorship, and strategic research choices [5][12][53]. Group 1: Academic Hierarchy and Networking - The academic landscape is influenced by a "prestige hierarchy," where the reputation of the institution and the mentor significantly impact career opportunities [5][6]. - A study highlighted that a few elite universities dominate the hiring network in computer science, indicating a closed academic pipeline that favors graduates from top institutions [8]. Group 2: Strategic Research Choices - PhD students are advised to avoid direct competition with top-tier teams in popular research areas and instead carve out a niche by focusing on less crowded topics [11]. - The concept of "scooping" is introduced, where researchers fear their ideas may be taken by others, suggesting the need for unique research spaces [11]. Group 3: Performance Metrics and Publication Strategy - The article discusses the anxiety surrounding academic metrics, particularly the importance of citation trends over sheer volume, with a preference for a "hockey stick" growth pattern in citations [12][14]. - The significance of producing high-impact papers is emphasized, as one influential paper can greatly enhance a researcher's career trajectory [18][22]. Group 4: Proactive Engagement and Visibility - PhD students are encouraged to take initiative in their academic relationships, actively seeking feedback and clarifying their goals with mentors [23][26]. - Increasing academic visibility through presentations and community engagement is crucial for establishing a professional reputation [31][36]. Group 5: Community Building and Service - Academic service should be viewed as an opportunity to build a supportive community rather than a mere obligation, with examples of initiatives that foster collaboration among early-career researchers [34][36]. Group 6: Mindset and Resilience - The article addresses the common feeling of "Imposter Syndrome" among PhD students, suggesting that a shift in perspective can help overcome self-doubt [41][44]. - Emphasizing the importance of maintaining a long-term view of the PhD journey, the article advocates for a focus on inputs such as clarity of research questions and community involvement [46][54].

Core Viewpoint - Company focuses on a three-in-one development engine of "supermarket + asset leasing + management output" centered around physical stores, covering regions such as Hainan, Guangdong, Shaanxi, Hunan, Jiangsu, and Jilin [1] Group 1: Business Operations - The company continues to optimize its business model in response to new consumption trends, with the supermarket chain segment centered on Shun Kelong, leveraging the Guangdong-Hong Kong-Macao Greater Bay Area policies [1] - Aiming to build an ecosystem of "fresh direct procurement + instant retail + community services" through "regional deep cultivation + scenario innovation" to create an omnichannel network [1] - The company utilizes digital and AI technologies to enhance the "online ordering + community self-pickup" model, deepening cooperation with Meituan and JD Daojia for improved short-distance delivery efficiency [1] Group 2: Real Estate Projects - The commercial real estate projects focus on the trend of consumption upgrades, with innovations in business formats to stimulate revenue, such as the Changchun project which creates a "night economy complex" led by entertainment, supplemented by e-commerce and specialty dining [1] - The company emphasizes the operation of industrial properties in major national and regional center cities, focusing on "commercial operation + urban integration" to create a smart, high-value-added industrial ecosystem [1] Group 3: Brand Development - The company operates the Xingyue MALL, a dual-use underground commercial space that integrates shopping and leisure with national defense emergency functions, participating in urban safety system construction [1] - During the reporting period, the total foot traffic in the operated Xingyue MALL districts increased by 11% year-on-year, with key stores in Zunyi, Guiyang, Panzhihua, and Yining successfully established [1] - In brand output, the company signs light-asset projects using the "TOD + dual-use" standardized model to expand the "Xingyue MALL" brand, generating revenue from commercial operations [1]

Core Insights - The future five years will see the emergence of "dark horses" in China's service consumption market driven by demographic changes, technological innovations, and precise policy guidance [1] - From 2020 to 2024, China's service consumption expenditure is expected to grow at an average annual rate of 9.6%, with a 5.2% year-on-year increase in service retail sales from January to July this year [1] - The service sector's contribution to the national economy has been increasing, with an average value-added share of 54.6% over the past decade, indicating a shift towards a service-oriented economy [1] Industry Analysis - The shift in consumer behavior reflects a transition from material goods to higher-quality life experiences, with surging demand in tourism, culture, and health services [1] - Multinational companies have significant opportunities in China's market, particularly in high-end medical, financial services, and digital entertainment sectors [1][2] - The service consumption landscape is evolving, with growth in smart health, community services, and AI-integrated services expected to drive further industry upgrades [3] Market Opportunities - The pet economy is transitioning from product consumption to service upgrades, with the market expected to exceed 100 billion RMB by 2025 [3] - The ongoing China International Service Trade Fair serves as a platform for global companies to share opportunities, attracting nearly 2,000 exhibitors, including around 500 Fortune 500 companies [3] - The fair promotes deep integration of industrial chains, innovation chains, and service chains, aiming to expand international market space and enhance global service trade certainty [3]

Group 1 - The establishment of the "Dandelion" community factory in Baoji City provides an income-generating space for 120 community residents through free crochet skill training in collaboration with a local cultural and creative company [1] - The community factory primarily serves retired workers, young mothers, and special groups, reflecting a targeted approach to community engagement and skill development [1] - Baoji City has created various supportive platforms for different social groups, including elderly care, child care, and educational initiatives, to enhance community welfare [1] Group 2 - The "Labor Rights Protection Knowledge Lecture" held in the Qinchuan District aims to educate new employment groups and merchants about their rights, addressing issues like wage arrears [2] - The community and local businesses collaborate to provide services and training for new employment groups, enhancing their knowledge and skills [2] - The community has successfully recovered 140,000 yuan in unpaid wages for workers in the business district, demonstrating effective advocacy for labor rights [3] Group 3 - The establishment of a community "discussion hall" allows residents to resolve disputes, such as compensation issues related to property damage caused by extreme weather [4] - The community actively mediates conflicts by facilitating discussions between affected parties and providing professional assistance, leading to amicable resolutions [5][6] - The community engages over 1,650 volunteers and various resources to support residents and address local disputes effectively [6] Group 4 - The "Colorful Classroom" initiative in the Xijian community offers educational activities for children during school holidays, providing a safe environment while parents are at work [7] - The program includes diverse courses such as traditional painting, calligraphy, and public speaking, which have received positive feedback from both parents and children [7] - Since its inception, the "Colorful Classroom" has conducted over 30 activities annually, benefiting more than 5,000 participants [7]