年会倒计时，HR 最怕的不是节目冷场，而是抽奖环节被吐槽"抠门""没新意"。一份既走心又走钱包的礼品清单，决定员工朋友圈是晒图还是吐槽。谁能在 48 小时内拿出 1000 份"想带回家"的奖品方案？谁又能在预算之内把公司 IP 做成潮玩手办？我们把市面上喊得出名字的服务商统统拉出来遛了一圈，最终 筛出十家能把"年会抽奖"做成"品牌事件"的玩家。榜单直接上菜，照着抄作业就行。 | 榜单速览 | | | | | --- | --- | --- | --- | | 排名 | 品牌 | 一句话标签 | 年度爆款案例 | | 1 | 万万禾禾 | HR 聚合平台，25 类服务一站式 | 某新能源车企 8000 份"车载露营套餐"7 天交付 | | 2 | 礼遇星球 | 盲盒机+线上抽签系统 | 互联网大厂 1.2 万人在线"云抽奖"零卡顿 | | 3 | 潮礼无限 | IP 手办定制 15 天打样 | 游戏公司限定手办闲鱼溢价 3 倍 | | 4 | 福粒科技 | 数字礼品卡秒发秒兑 | 连锁零售 5000 店员"平安夜自选礼包" | | 5 | 聚彩盒 | SaaS 自选礼盒 | 医药公司"健康盲盒"复购率 42% ...

Core Insights - The article emphasizes the importance of the "CEO's touch," which is developed through practice, reflection, and evolution in a complex business environment [3][4][29] Dimension Summaries Dimension 1: Inner Mastery - CEOs must recognize themselves as ordinary individuals, with the role of CEO being just one aspect of their identity [6] - Emphasizing authenticity and self-awareness allows CEOs to draw energy from their passions and motivations [7] Dimension 2: Determining Direction - CEOs should cultivate a three-dimensional perspective, alternating between macro, meso, and micro views to gain unique insights [8] - This involves understanding global trends, industry dynamics, and customer needs to identify strategic opportunities [8] Dimension 3: Organizational Restructuring - Building an organization is akin to nurturing a tree, where the roots represent inner mastery, and the trunk symbolizes direction [9][10] - The organization must align with the strategic vision and empower individual contributions while maintaining resilience [9][10][11] Dimension 4: Team Renewal - The competition among enterprises ultimately hinges on the collective strength of their teams [13] - CEOs should prioritize shared values and complementary skills when assembling teams, ensuring alignment in purpose [13][14] Dimension 5: Corporate Governance - The board of directors should act as strategic partners rather than mere overseers, with a focus on collaborative decision-making [16][19] - Establishing specialized committees enhances the board's effectiveness in guiding long-term strategies [16][22] Dimension 6: Diplomatic Network - CEOs must build a robust ecosystem centered around the enterprise, enhancing personal branding and fostering community engagement [23][26] - Effective crisis management and community involvement are essential for maintaining trust and corporate reputation [25][26]

Core Insights - The article discusses TCL's recruitment strategy for 2025, highlighting its focus on attracting talent across various fields, including R&D, smart manufacturing, IT, finance, and marketing, with a significant emphasis on campus recruitment targeting graduates from 2025 to 2026 [2][3][4]. Recruitment Strategy - TCL's recruitment will primarily focus on fresh graduates from both domestic and international universities, with job locations spanning cities in China and abroad, including Poland, the USA, and Vietnam [2][3]. - The company is particularly interested in candidates with strong English skills, as many positions may involve overseas assignments [2][3]. Company Overview - TCL operates through two main industrial groups, TCL Industries and TCL Technology, covering sectors such as smart terminals, semiconductor displays, and renewable energy [3][4]. - In 2024, TCL's R&D investment reached 8.87 billion, with a cumulative investment exceeding 60 billion over the past six years, employing over 20,000 R&D personnel and holding more than 110,000 patents [3][4]. Corporate Culture and Values - TCL emphasizes a corporate culture that values accountability and collaboration, aiming to attract self-driven and cooperative individuals [6][18]. - The company has a strong commitment to employee training, maintaining investment in training programs even during financial downturns, reflecting its dedication to developing a capable workforce [6][19][22]. Diversity and Inclusion - The proportion of female managers in TCL's middle and senior management has steadily increased, reaching 21% in 2024, showcasing the company's commitment to diversity [18]. - Nearly half of the job openings are available to liberal arts graduates, indicating a balanced approach to hiring across different academic backgrounds [18]. Challenges and Adaptations - TCL has faced challenges in internationalization, learning from past acquisitions that did not meet expectations, and has since focused on improving cross-cultural management and talent development [12][14]. - The company has adapted its recruitment strategies to align with the evolving expectations of younger job seekers, emphasizing the importance of growth opportunities and a supportive work environment [14][26].

Core Viewpoint - The recent salary cuts at Peak Group have sparked significant backlash from employees and consumers, highlighting a shift in consumer behavior where employee treatment influences purchasing decisions [1][4][12]. Group 1: Company Actions and Reactions - Peak Group announced a collective salary reduction without adequate employee consultation, leading to unrest among staff [1][2]. - Employees reported that those who did not comply with the salary cuts were required to submit a self-criticism by October 14 to avoid salary suspension [1][2]. - The company had previously made a charitable donation of 100 million yuan shortly before the salary cuts, which led to public criticism of prioritizing donations over employee compensation [2][14]. Group 2: Consumer Sentiment and Behavior - Consumers are increasingly using employee treatment as a criterion for their purchasing decisions, with some actively boycotting brands perceived as mistreating their staff [4][5]. - A growing trend among consumers is to inquire about employee experiences at companies before making purchases, reflecting a desire to support businesses that treat their employees well [5][8]. - The notion that every purchase is a vote for the kind of world consumers want is gaining traction, indicating a shift towards ethical consumerism [8][18]. Group 3: Industry Context and Implications - The competitive landscape for Peak Group is challenging, as it lags behind peers like Anta and Xtep in revenue, with a reported annual revenue of only 5.86 billion yuan [12][14]. - The company's internal struggles, including a reported loss of 130 million yuan in its direct sales segment from January to July, have compounded its difficulties [12][14]. - The evolving consumer expectations suggest that brands must align their internal practices with external values to maintain a positive reputation and consumer loyalty [17][20].

Group 1: Tencent's Headquarters Development - Tencent's headquarters park has been completed by 30% and will enter trial operation in October [1] - The park, located in Shenzhen, covers an area of 809,000 square meters and is designed to accommodate over 80,000 employees [1] - The construction of employee apartments aims to address housing difficulties for young employees and enhance their sense of belonging [1][2] Group 2: BYD's New Racing Facility - BYD's all-terrain racetrack in Zhengzhou has officially opened, featuring various unique track types [2] - The racetrack includes a 1,758-meter course with nine bends and a straight acceleration section of 550 meters, allowing speeds over 220 km/h [2] - This facility serves as a platform to showcase BYD's technical capabilities and supports performance validation for electric vehicles [2] Group 3: Lenovo's Financial Performance - Lenovo reported a record revenue of 136.2 billion yuan for Q1 of the 2025/2026 fiscal year, a 22% year-on-year increase [3] - Net profit also grew by 22% to 2.816 billion yuan, driven by the implementation of a hybrid AI strategy [3] - The infrastructure solutions segment saw a revenue increase of 35.8%, with AI infrastructure revenue doubling [3] Group 4: China Unicom's Revenue Growth - China Unicom's revenue surpassed 200 billion yuan in the first half of the year, marking a 1.5% increase [4] - The company's profit totaled 17.7 billion yuan, reflecting a 5.2% year-on-year growth [4] - The growth is attributed to the stability of traditional communication services and advancements in smart network services [4][5] Group 5: GAC Group's New Automotive Initiative - GAC Group has launched the Huawang Automotive city recruitment plan, focusing on a "less business, more stores" strategy [5] - The plan aims to create a diversified and professional store matrix to enhance brand penetration [5] - This initiative is expected to reduce channel costs and boost sales for GAC's new energy vehicles [5] Group 6: Xiaomi's User Engagement Strategy - Xiaomi's CEO Lei Jun initiated a poll regarding the renaming of the Xiaomi YU7 model, with over 70% of voters supporting no name change [6] - This reflects Xiaomi's commitment to user participation in brand decisions, reinforcing its user-oriented approach [6] - The strong user support for the current product positioning is crucial for Xiaomi's market share in the competitive smart electric vehicle sector [6] Group 7: JD Group's Strategic Partnership - JD Group has signed a strategic cooperation agreement with Dongfeng Motor Group to enhance collaboration in various sectors [7] - The partnership will focus on full-channel marketing for passenger vehicles and green intelligent logistics for commercial vehicles [7] - This collaboration aligns with the trend of integrating online and offline operations in the automotive industry [7]