中新社上海11月10日电 题：进博"大棋盘"上的"竞"与"合" 谈及如何"破圈"，纽仕兰乳业亚太区CEO盛文灏的答案异常清晰："赢得竞争的关键，在于以高质量新 供给创造新需求，提振消费。" 中国市场的广袤与多元，令任何企业都难以"通吃"。进博会上，乳业巨头在竞争外已超越简单的攻杀， 转而寻求"共活"，携手做大市场蛋糕。 奶牛年均超350天在牧场活动、"6亩地1头牛"、每头牛年产仅4吨奶……此次，恒天然和纽仕兰分别推 出"草饲标准"。 这表面上是直接争锋，实则是一场默契的"联合启蒙"。当两大品牌共同普及"草饲"背后的天然放牧与可 持续理念时，他们正协力将这一细分品类培育成具有广泛市场认知和价值溢价的黄金赛道。 在进博会，合作的契机往往仅一步之遥，"邻里之缘"或许能擦出合作的别样火花。此次，精油企业多特 瑞与同展区"邻居"仙乐健康达成战略合作，共同开拓含有精油的食品这一新赛道。 作者 谢梦圆 缪璐 第八届中国国际进口博览会上，乳制品展区一众新品轮番首发：面向肿瘤患者的专用营养品、有助延缓 早期阿尔茨海默病的补充剂、全球首创1:1重构母乳脂球的奶粉…… "越来越多客户和消费者追求天然、美味的优质产品。"恒天然全球原 ...

Core Insights - The article discusses the transformation of industry structures due to changes in market access conditions, leading to a re-evaluation and reconstruction of existing operational logic and competitive dynamics [3][4]. Group 1: Original Industry Structure - The original market structure was characterized by a relative concentration of market participants, particularly in capital-intensive and high-tech industries, where a few large players dominated [4]. - The industrial chain structure was relatively rigid, ensuring stable supply and promoting large-scale development [6]. - Competition was primarily among established large players, focusing on scale expansion, cost control, and technological iteration, creating significant barriers for new entrants [6]. - Large enterprises had advantages in long-term, complex technological innovations, but often lacked flexibility in exploring disruptive business models and service experiences [6]. Group 2: Direct Impacts of Changing Conditions - Adjustments in market access conditions have diversified capital flows, attracting a wider range of investments into previously restricted sectors [7]. - New competitors, including small and medium enterprises with specific technical expertise or unique business models, are entering the market [7]. - The emergence of new market players is accelerating talent mobility, creating new job opportunities and facilitating knowledge and technology exchange [7]. - A variety of technological solutions and pathways are emerging as more participants join the market, breaking the previous trend of singular technological routes [7]. Group 3: Pathways for Industry Restructuring - The traditional tightly-knit industrial chain may loosen, leading to the emergence of new specialized markets and the integration of different sectors through new technologies [8]. - The core sources of value creation in industries may shift from scale and specific qualifications to technology innovation, brand value, user experience, and data applications [8]. - New entrants are likely to introduce innovative business models, such as bundling products with services or adopting performance-based pricing [8]. - The relationships between companies are becoming more complex, with competitors also acting as partners in certain areas, necessitating more sophisticated strategic thinking [9]. - The influx of participants will drive the evolution and enhancement of industry standards, reflecting technological advancements and market demands [9]. Group 4: Challenges and Considerations in the Restructuring Process - The restructuring process may lead to intensified competition and consolidation pressures, resulting in a survival-of-the-fittest scenario [11]. - Existing companies must quickly address gaps in market operations, customer service, and agile innovation, while new entrants need to focus on understanding industry dynamics and building sustainable business models [11]. - Efficient resource allocation in the new market environment is crucial to avoid redundancy and waste [13]. - The ultimate goal is to enhance the overall health and long-term competitiveness of the industry, fostering an environment that encourages innovation and compliance [13]. Group 5: Future Outlook - A more open and competitive market environment is expected to drive all companies to improve operational efficiency, innovation capabilities, and service levels [14]. - A diverse market landscape will create a richer innovation ecosystem, with large companies focusing on major technological challenges and smaller firms on application innovations [14]. - Increased competition and innovation are likely to benefit consumers with more choices, better value, and improved service experiences [14]. - Companies that thrive in the domestic market will have opportunities to compete globally, enhancing the overall strength and international influence of related industries [14].

Group 1: Core Competition and Collaboration - The term "Cola Wars" refers to the intense competition between Coca-Cola and PepsiCo, which began in the 1930s and peaked in the 1980s, focusing on consumer loyalty and market share [1] - Despite being direct competitors, both companies benefited from each other's presence, creating strong demand for cola beverages and expanding the overall soft drink market [1] - This competitive yet collaborative relationship allowed both brands to gain unprecedented global recognition and optimize their business strategies through mutual learning [1] Group 2: Sustainable Development Competition - A hidden competition for sustainable development is taking place among leading companies across various industries, striving to become benchmarks in sustainability [2] - In the technology sector, Schneider Electric and Siemens are competing to be the preferred partners for enterprises and governments in reducing environmental impact, focusing on energy management and smart infrastructure [2] - In the nutrition ingredients sector, the merger of DSM and Firmenich, along with Chr. Hansen and Novozymes, has reshaped the competitive landscape, emphasizing bio-based solutions to replace high-pollution alternatives [3] Group 3: Value of Sustainable Competition - Companies are increasingly integrating sustainability into their core business strategies, recognizing it as a source of profit and a means to create economic and environmental benefits [7] - Sustainable competition not only strengthens existing customer relationships but also opens new market opportunities, driving innovation in materials and technologies [8] - By fostering a sense of mission among employees, these companies attract talent seeking meaningful work, thereby enhancing team efficiency and industry leadership [9] Group 4: Collaborative Efforts in Sustainability - Companies are forming substantial collaborations to advocate for government policies and optimize structural investments for sustainable development [11] - Through industry organizations, companies like Schneider Electric and Siemens are working together to establish unified industry standards, enhancing transparency and reducing costs [11] - Collaborative efforts also include developing tools for measuring and reporting carbon emissions, which can save time and resources compared to individual approaches [12]

Core Viewpoint - The collaboration between Mercedes-Benz and BMW reflects a strategic balance between traditional internal combustion engine (ICE) operations and the transition to electric vehicles (EVs), showcasing a dual approach to meet market demands and regulatory pressures [1][2]. Group 1: Engine Collaboration - Mercedes-Benz is in advanced negotiations with BMW to supply its 2.0-liter turbocharged four-cylinder engine (B48 series) for multiple Mercedes models, which aligns with the upcoming Euro 7 emission standards [1]. - This engine can be utilized across various platforms, including models such as CLA, GLA, GLB, C-Class, E-Class, GLC, and the planned "small G" series, potentially produced in Austria or the U.S. to avoid tariffs [1][2]. - The partnership allows Mercedes to reduce R&D costs for ICEs while maintaining competitiveness in the plug-in hybrid and range-extended vehicle markets [1]. Group 2: Charging Network Collaboration - Mercedes and BMW have established a joint venture, Beijing Yianqi New Energy Technology Co., Ltd., to build and operate a high-power charging network in China, with plans to construct at least 1,000 charging stations and approximately 7,000 charging piles by the end of 2026 [1][2]. - The charging stations will feature a rated power of 600 kW and a maximum current of 800 A, supporting a voltage range of 200V to 1000V, and will offer functionalities like plug-and-charge and online reservations [2]. - This collaboration addresses the growing demand for high-end charging experiences and reflects the necessity for infrastructure investment as a competitive differentiator in the luxury automotive market [2]. Group 3: Market Dynamics - The dual strategy of maintaining ICE and hybrid models while enhancing EV charging infrastructure illustrates the challenges luxury automakers face amid slow EV sales growth and limited profit contributions from electric vehicles [2]. - The partnership between Mercedes and BMW signifies a pragmatic approach to resource sharing and cost distribution, highlighting the flexible stance of luxury car manufacturers in navigating competition and collaboration during the transition period [2]. - If the engine collaboration is finalized, consumers may see Mercedes vehicles equipped with BMW engines, alongside access to the jointly developed high-power charging network in China, representing a compromise in the face of industry uncertainties [2].

Group 1 - The article emphasizes the importance of collaboration over competition, highlighting a case where two restaurants shared customers to create a win-win situation [1] - It discusses the transformation of competition into cooperation in the agricultural sector between Chongqing and Sichuan, leading to increased scale, value, and brand recognition [1] - The concept of "grasping fingers into a fist" is introduced, suggesting that while unity is important, each participant must also play their role effectively [1] Group 2 - Huawei's strategy focuses on leveraging its strengths in information and communication technology to assist car manufacturers rather than producing vehicles itself, showcasing a model of mutual empowerment [2] - The article points out that the phenomenon of "involution" in some industries stems from a limited mindset, which restricts collaboration and growth opportunities [2] - It highlights the vast potential of the Chinese market and the global economy, advocating for a broader perspective on competitive relationships to unlock new avenues for development [2] Group 3 - The narrative from the movie "Nezha" serves as a metaphor for the automotive industry's need to work together to overcome developmental challenges, emphasizing the spirit of cooperation [3]