来源：牛弹琴 国家及时出手了。 1月9日，国家市场监管总局披露，国务院反垄断反不正当竞争委员会办公室依据《中华人民共和国反垄 断法》，对外卖平台服务行业市场竞争状况开展调查、评估。 相关新闻，还配了一则问答。 记者的问题，是这样表述的：请介绍一下国务院反垄断反不正当竞争委员会办公室宣布对外卖平台服务 行业开展市场竞争状况调查评估的相关背景和主要考虑？ 回答者，是国务院双反办公室有关负责同志，就两段话。 第一段，分为四句。 第一二句是肯定："党中央、国务院高度重视平台经济创新和健康发展。外卖平台服务行业作为我国平 台经济的重要组成部分，在促进消费、扩大就业、推动创新等方面发挥了重要作用。" 第二句最重要，"但"开头，"但近段时间以来，外卖平台服务行业拼补贴、拼价格、控流量等问题突 出，挤压实体经济，加剧行业'内卷式'竞争，社会各方面反映强烈。" 关键词："内卷式"竞争。 第三句是措施，"为推动外卖平台依法合规经营、公平有序竞争，形成优质优价、良性竞争的市场秩 序"，国务院双反办公室"决定对外卖平台服务行业市场竞争状况开展调查、评估"。 第二段，又分为两句。 第一句，说本次调查评估，将通过各种方式，广泛听取各方意 ...

Group 1 - The central economic work conference has emphasized the optimization of the "Two New" policy, which includes large-scale equipment updates and a subsidy program for replacing old consumer goods [1] - The subsidy program, referred to as "national subsidy," will continue next year, encouraging consumer purchases of home appliances and digital products [1] - In 2025, the subsidy program will expand to include new categories such as smartphones, tablets, smartwatches, microwaves, water purifiers, dishwashers, and rice cookers, benefiting consumers and stimulating sales [1] Group 2 - The "takeout war" among delivery platforms has led to intense competition characterized by cash-burning strategies to gain market share, resulting in record-high order volumes [2] - However, this competition has created a vicious cycle of low-quality service, with issues such as declining food quality, consumer safety concerns, and inadequate protection for delivery personnel [2] - Recent regulatory measures aim to improve management practices within delivery platforms, focusing on merchant management and promotional activities to foster healthy competition and innovation in the industry [2]

当前，不少行业都在深入整治"内卷式"竞争。那么如何克服内 卷？宋志平提出四点建议。 作者：蔡越坤 封图：图虫创意 "保罗·肯尼迪的《大国的兴衰》提到，历史上大国兴盛由于它的技术创新，衰败可能由于全球化 的军事扩张。这个逻辑也适用于企业，不少的企业兴于创新，最后衰于盲目地扩张。"12月18 日，中国上市公司协会会长宋志平在2025光伏行业年度大会上表示。 宋志平主要从四个方面谈论了如何重塑企业的经营范式。 第一，从规模式扩张到内涵式发展。 一是要从速度规模到质量效益。我国现在有130家世界500 强企业，规模够大了。很多产业已经实现了或者超越了规模效益，现在到了高质量发展的阶段。因 此，我们必须重视企业内涵式的高质量发展，而不是简单的规模扩张；二是从做大做强到做强做 优，现在"做强"和"做优"是我们的核心，"强"是核心竞争力，"优"是企业效益，而不是盲目地去 做规模；三是从盲目扩张到突出主业。如果企业是中小企业，建议还是做专业化；如果是大一些的 企业，觉得撞到天花板了，可以做相关多元化，以协同性的多元化；只有少部分投资型的大型企业 集团可以做多元化。企业做专业化要突出主业。 第四，从恶性竞争到良性竞争。 所谓良 ...

（作者 蔡越坤） "保罗·肯尼迪的《大国的兴衰》提到，历史上大国兴盛由于它的技术创新，衰败可能由于全球化的军事扩张。这个逻辑也适用于企业，不少的企业兴于创 新，最后衰于盲目地扩张。"12月18日，中国上市公司协会会长宋志平在2025光伏行业年度大会上表示。 宋志平主要从四个方面谈论了如何重塑企业的经营范式。 第一，从规模式扩张到内涵式发展。一是要从速度规模到质量效益。我国现在有130家世界500强企业，规模够大了。很多产业已经实现了或者超越了规模效 益，现在到了高质量发展的阶段。因此，我们必须重视企业内涵式的高质量发展，而不是简单的规模扩张；二是从做大做强到做强做优，现在"做强"和"做 优"是我们的核心，"强"是核心竞争力，"优"是企业效益，而不是盲目地去做规模；三是从盲目扩张到突出主业。如果企业是中小企业，建议还是做专业 化；如果是大一些的企业，觉得撞到天花板了，可以做相关多元化，以协同性的多元化；只有少部分投资型的大型企业集团可以做多元化。企业做专业化要 突出主业。 第二，从成本导向到价值导向。过去我们的企业实际上是经历了成本领先的过程，在这样一个过程里我们创造了繁荣、创造了成就，所以赢得了优势。坦率 来 ...

过去两三年，在AI发展路径上中美各自形成了差异化模式。美国普遍倾向于闭源，聚焦通用能力突 破，通过强化技术壁垒维持商业优势。中国的路径则展现出开源与闭源并举、技术攻关与场景落地深度 融合的特点，形成了"应用反哺技术"的生态，力求从底层硬件、框架到上层模型与应用的系统性自主创 新。实际上，双方的差异绝非对立，而是呈现出一种深刻的互补与竞争并存的态势，共同将AI技术的 天花板不断推高，形成了一种全球性的"良性循环"。 当中美在经贸领域达成共识后，放松对华芯片出口管制本应是技术合作的新起点，但美国政策界一些人 仍抱持零和思维，不遗余力地制造障碍。2025年11月，美中经济与安全审查委员会在年度报告中仍将中 国定位为"系统性战略挑战"，延续对抗性叙事。他们强调，美国必须在算力维度"守住乃至扩大领先边 际"，推动更严厉的技术封锁。这完全是以"美国独霸"为出发点，毫无AI发展应服务人类共同福祉的天 下担当。 来源：环球时报 近段时间，中美两国都在持续推进人工智能（AI）领域的战略布局。国办印发了《关于加快场景培育 和开放推动新场景大规模应用的实施意见》，聚焦22类场景培育和开放重点领域，与此前深入实施"人 工智能+"行动 ...

Core Insights - The competition in the domestic imaging industry has intensified, with影石创新's CEO Liu Jingkang attributing DJI's significant price cuts to影石's influence, leading to a promotional campaign offering vouchers to recent DJI customers [1][2] - DJI has launched a major price reduction on various products ahead of the "Double Eleven" shopping festival, causing dissatisfaction among recent buyers who feel "betrayed" by the price drops [1][2] - The ongoing rivalry between影石 and DJI has seen both companies strategically entering each other's core markets, with影石 launching a panoramic drone and DJI responding with a competitive product [3][4] Company Strategies -影石's marketing strategy includes a "apology marketing" approach, which has garnered significant online attention and engagement, showcasing a low-cost yet high-impact promotional tactic [1][3] - DJI has implemented a 7-day price protection policy for customers who purchased products during the recent price drop period, demonstrating a commitment to customer service and satisfaction [2] - Both companies emphasize product innovation and marketing creativity as their primary competitive strategies, rather than engaging in direct price wars [4] Market Dynamics - The interaction between影石 and DJI reflects a broader trend in the imaging market where companies are focusing on building content ecosystems, service systems, and brand loyalty as key competitive advantages [4] - Analysts suggest that technological innovation remains the core driving force in the camera industry, with consumer choice and experience being the ultimate benefits of market competition [4]

Core Insights - The competition in the domestic imaging industry is intensifying, with影石创新's CEO Liu Jingkang attributing DJI's significant price cuts to影石's influence [1][4] -影石 is offering a 100 yuan voucher to customers who purchased DJI products during the recent price drop as a form of apology [1][2] - The recent price reductions by DJI have led to consumer backlash, with many feeling "betrayed" after purchasing products that were subsequently discounted [3] Group 1 -影石's marketing strategy is being praised as a textbook example of low-cost, high-impact promotion, generating significant online discussion [2] - DJI has implemented a price protection policy for customers who bought products during the discount period, allowing them to claim a price difference refund [3] - The competitive landscape is shifting from direct confrontation to a more collaborative approach, with both companies focusing on product innovation and marketing strategies [5] Group 2 - The rivalry between影石 and DJI is not new, as影石 recently entered the drone market, directly competing with DJI's core business [4] - DJI has also launched products targeting影石's strengths, indicating a strategic back-and-forth between the two companies [4] - Industry analysts suggest that the deeper competition lies in building content ecosystems, service systems, and brand loyalty rather than just price adjustments [5]

Core Viewpoint - The discussion emphasizes the importance of healthy competition among private enterprises, urging them to focus on strategic and value-driven competition rather than personal grievances [1][3][4]. Group 1: Competition and Industry Dynamics - The company advocates for a competitive environment that relies on strategy, business models, and value creation to win consumer trust [3][4]. - There is a call for private enterprises to maintain simplicity and openness in their interactions, avoiding personal conflicts [4]. - The company supports a "quality over quantity" approach in platform competition, encouraging upward competition that focuses on quality and safety [6]. Group 2: Hotel and Travel Business Strategy - The company plans to enter the hotel industry without engaging in price wars, aiming to protect service quality and profit margins for hotel operators [8]. - A new hotel development plan is expected to be announced soon, focusing on innovation rather than price competition [8]. Group 3: Food Delivery Industry Insights - The company entered the food delivery market due to the high commission rates (up to 25%) charged by existing platforms, which negatively impact food safety and quality [10]. - The company has committed to providing full social insurance for its delivery personnel, a first in the industry [12][10]. - The launch of "Seven Fresh Kitchen" has resulted in significant order volumes and increased business for local restaurants, demonstrating a complementary rather than competitive relationship [13][14]. Group 4: Entrepreneurial Journey and Business Philosophy - The company’s founder reflects on the journey from starting with a small computer accessories business to becoming a leading player in various retail sectors, emphasizing the importance of addressing consumer pain points [16][17]. - The company has consistently focused on transparent pricing and quality assurance, which has contributed to its growth and market leadership [16][17].

Core Viewpoint - The competition between JD.com and Meituan in the food delivery market is intensifying, with JD.com’s founder Liu Qiangdong advocating for open communication and healthy competition rather than personal conflicts [1][3][4] Group 1: Competition Dynamics - Liu Qiangdong expressed regret over the inability to meet with Meituan's founder Wang Xing to discuss industry development, emphasizing the need for direct communication among private enterprises [1][3] - The competition between JD.com and Meituan has escalated across various dimensions, including rider recruitment, merchant acquisition, and user subsidies [3][4] - JD.com has implemented significant measures such as paying full-time delivery riders' social insurance and offering substantial subsidies to disrupt Meituan's market dominance [3][4] Group 2: Strategic Focus - Liu Qiangdong highlighted that competition should focus on strategic advantages, business models, value creation, and consumer trust, rather than personal grievances [3][4] - JD.com has set a profit margin cap of 5% for its food delivery service to prioritize service quality and user experience over profit maximization [4] - The call for open competition and potential dialogue between JD.com and Meituan may provide an opportunity to ease tensions and promote sustainable development in the food delivery industry [4]

Core Viewpoint - BYD emphasizes the importance of healthy competition in the automotive industry and advocates against negative rivalry with peers, promoting a collaborative environment for growth [1]. Group 1 - BYD's General Manager of Brand and Public Relations, Li Yunfei, calls for fans to avoid unnecessary online disputes, highlighting the company's focus on its own development rather than attacking competitors [1]. - Li Yunfei draws a parallel between BYD and the martial art "Wing Chun," stating that both value defense and do not initiate attacks, reinforcing the idea of coexistence in a large market [1]. - During this year's shareholder meeting, BYD's Chairman Wang Chuanfu reiterated the principle of not undermining competitors, asserting that only healthy competition can drive industry progress [1].