第十五届全运会为粤港澳大湾区带来的不只有赛场内的精彩，也带来了巨大的消费增量。抖音生活服数据显示，赛事期间，全运会相关视频播放量超过26.5 亿，推动广深商品交易总额同比增长逾120%。"门票经济"有效拓展为"全域消费"，为湾区消费市场注入新动能。 线上热度高效转化，带动线下交易增长 进入十五运会周期以来，线上关注度持续攀升，并迅速转化为消费行为。抖音生活服务数据显示，"#2025全运会"相关视频播放量突破26.5亿，"全运会""观 赛"等关键词搜索量环比增长258.4%。线上热度有效拉动线下交易额提升，11月以来，广州商品交易总额（GMV）同比增长136.5%，深圳增长128.4%，形 成"线上引流—线下体验"的完整消费闭环。 餐饮消费活力释放，粤菜引领多元增长 "食在广州"品牌效应在全运期间进一步凸显。近800家餐饮商家推出"全运观赛套餐""冠军同款"等特色产品，带动餐饮消费显著提升。数据显示，广州餐饮 消费额同比增长142.9%，深圳增长134.1%，共同推动湾区餐饮市场繁荣。其中，粤菜消费增长144.6%，成为比赛期间最受欢迎的餐饮品类，海鲜自助、日 料和烧烤等品类增速均超过260%，同样受到消费者青 ...

Core Insights - "Bili Information," a digital solution provider in the travel and hospitality industry, has recently completed a multi-million RMB A+ round of financing, led exclusively by Tiantu Capital, to accelerate the development of its travel media platform and the commercialization of AIGC and AI Agent technologies [1][10] Company Overview - Founded in 2016, Bili Information focuses on AI-driven personalized travel experiences, offering two main product scenarios: "Hotel+" and "Ticket+" [1][2] - The "Hotel+" scenario serves as the foundation of Bili's business, evolving from the MYCOOLTV product to a comprehensive travel media platform that provides localized content and services for travelers [2][4] Business Model and Market Reach - Bili Information's travel media platform has expanded its reach across various venues in the Asia-Pacific region, including hotels, theme parks, and cruise lines, with partnerships with major hotel groups like Marriott and Hyatt [4][6] - The company has a significant annual reach, impacting over 80 million travelers on the move (POTM) [4] Technological Innovation - Bili Information leverages AI technology to enhance user engagement, with AI Agents providing personalized content recommendations in real-time as users enter hotel rooms [5][9] - The company is developing a new model for "in-time" and "in-where" recommendations, focusing on immediate consumption experiences during travel [6][9] Future Growth and Revenue Structure - Currently, the "Hotel+" business accounts for 90% of Bili's overall revenue, but the company plans to shift this balance, aiming for 70% of revenue to come from scenic and travel experiences within five years [8] - The founder, Wang Yang, has a background in marketing and B2B sales, which has contributed to the company's strategic positioning in the market [8] Investment Perspective - Tiantu Capital views Bili Information as a leader in the travel and hospitality sector, with a clear replicable model in both accommodation and ticketing, positioning AI as a core driver for the next growth phase in the industry [10]

Core Viewpoint - Liu Qiangdong's kitchen philosophy is reshaping JD's strategic logic, emphasizing emotional connections and cultural narratives through food [1][2][3] Group 1: Emotional and Cultural Connection - Liu Qiangdong promotes his hometown specialties, enhancing consumer emotional engagement with products [2][3] - The successful launch of "Shu Qian Huang Gou Zhi Tou Rou" during Double 11 indicates the effectiveness of the "emotion + commerce" model [3] Group 2: Personal Branding and Corporate Image - Liu Qiangdong's cooking livestreams are a strategic move to build a relatable personal brand, moving away from purely financial discussions [5][6] - His personal stories and humor create a warmer image, resonating with consumers and enhancing brand loyalty [6][8] Group 3: Business Strategy and Expansion - The launch of JD's independent delivery app and the focus on quality through "Qi Xian Xiao Chu" signify a strategic shift towards lifestyle services [1][8] - JD's new business revenue grew by 214% year-on-year, reflecting the company's ongoing transformation and investment in supply chain capabilities [9][10] Group 4: Integration of Technology and Daily Life - Liu Qiangdong's cooking showcases JD's supply chain strengths, linking technology with everyday experiences [9][10] - The emphasis on "human warmth" in JD's strategy illustrates the company's commitment to expanding from retail to comprehensive lifestyle services [10][11]

而让他们更难受的是，最新的京东三季度财报显示： 集团营收2991亿元，同比增长14.9%，延续了增长态势；但新业务经营亏损高达157.36亿元，前三季度累计亏损318.4亿元，相当于每天一睁眼就烧掉1.16 亿元。 可外卖日订单量仍停滞在半年前的2500万单。 自京东高调进军外卖行业以来，他们的股价已经跌了近30%，而同期的A股上证指数却上涨了超过20%。 这种反差着实让京东的投资者感到难受。 尽管刘强东亲自下场送外卖、站台卖酒，但京东试图用高频外卖业务带动平台活跃度的战略，似乎并未达到预期效果。 更严峻的是，阿里在今年夏季整合饿了么推出的淘宝闪购，以500亿元补贴规模强势入侵，至今还在补贴烧钱，已经吃下了外卖市场的大头。 京东的巨额投入，正在成为阿里的嫁衣…… 今年2月京东高调进入外卖市场，并且通过给骑手上"五险一金"的消息，成功引起了舆论刷屏，一时间，股价也是大涨。 这意味着，京东新业务在短短9个月内烧掉了超过300亿元。 这些成本不仅仅是外卖的补贴，还有很大一部分来自于大规模地扩充全职骑手队伍，并为他们缴纳五险，每人每月平均缴纳约2000元。 之所以如此执着于外卖业务，源于刘强东对京东增长困境的焦虑。 ...

每经评论员付克友 一把炒勺，两端平衡。刘强东的厨房哲学，似乎正在重构京东的战略逻辑。 11月17日晚，三亚。刘强东再次系上围裙，在第三场"京东品酒会"前直播炒菜。当晚，刘强东宣布京东 外卖独立App上线，他还表示，京东点评将永不商业化。 "我对渔民、对船有天然的感情，小的时候免费蛋白质基本都来自水里，夜里经常钓黄鳝，白天抓小 鱼。"刘强东边炒边与观众聊天，仿佛是老友间的家常叙旧。 这时，距离刘强东上次直播炒菜刚过去两个月。上一次，他炒的是老家宿迁名菜"黄狗猪头肉"；这一 次，他做了两道宿迁名菜，"卷饼尖椒小鱼"和"酱豆炒蛋"。 他炒的是家乡味道。 近年来，不断推广宿迁特产，似乎成了刘强东的一个标签。 在直播中，他介绍酱豆的来历，还说这是小时候冬天补充蛋白质的好东西，道出了物质匮乏年代的记 忆。他坦言，即使到世界各地，也会一直带着老家的酱豆子。 这些故事将菜品从简单的食物，提升为情感与文化的载体。消费者购买的不仅是特产，更是一份有故事 的情感连接。 显然，在商品同质化严重的今天，情感附加值成为差异化竞争的关键。刘强东的个人故事与乡土情怀， 为京东品牌注入了独特的情感元素，甚至成为京东品牌的核心内涵。 于是，个人 ...

Core Insights - Liu Qiangdong, founder and chairman of JD Group, showcased his culinary skills at the third JD wine tasting event, indicating JD's new strategic focus on the food and beverage sector, including coffee and travel [1][2] Group 1: Food and Beverage Strategy - Liu Qiangdong prepared local dishes, emphasizing JD's integration of local flavors with its manufacturing capabilities, particularly in the context of its supply chain [2] - JD is leveraging a C2M (Customer-to-Manufacturer) model to enhance its supply chain, as seen in the collaboration with GAC and CATL for the "National Good Car" initiative [2] - The introduction of "Seven Fresh Coffee" aims to differentiate itself in the coffee market by using fresh milk instead of cream, aligning with the brand's health and authenticity positioning [4] Group 2: Travel and Tourism Initiatives - The event in Sanya marked the launch of JD Travel's "Treasure City" plan, which aims to collaborate with local governments to enhance tourism experiences and offer exclusive deals to attract visitors [3] - JD's strategy includes integrating its supply chain with local tourism industries to optimize consumer experiences and stimulate travel consumption [3] Group 3: Brand and Market Positioning - JD is adopting a "super supply chain + scenario-based experience" approach to create new growth opportunities, maintaining a customer-first philosophy throughout its evolution [5] - The wine tasting events serve as a platform for direct customer engagement and brand value communication, reinforcing JD's commitment to innovative marketing strategies [5]

Core Viewpoint - Consumers can effectively protect their rights through various complaint channels when facing issues with companies, ensuring timely responses and resolutions [1][15]. Group 1: Complaint Channels - **In-App Customer Service**: The fastest and most direct method for resolving issues within specific apps or platforms, such as e-commerce, food delivery, and travel services [3][4]. - **National 12315 Platform**: The most authoritative official complaint channel, suitable for serious issues like product quality problems and false advertising [5][6]. - **Industry Regulatory Hotlines**: Specialized hotlines for specific industries, providing higher efficiency in handling complaints related to telecommunications, transportation, and product quality [7][8]. Group 2: Alternative Complaint Platforms - **Black Cat Complaints**: A social platform that offers transparency and quick feedback, ideal for unresolved issues with companies [9][10]. - **Consumer Associations**: A more gentle mediation approach for disputes that can be resolved through communication, such as service attitude disagreements [12][13]. - **Legal Recourse**: The last resort for serious issues involving fraud or significant financial loss, allowing consumers to seek legal assistance [14]. Group 3: Summary of Complaint Process - The complaint process is straightforward, with a recommended order of channels to follow: In-App Customer Service → Platform After-Sales Intervention → Industry Hotline (if applicable) → 12315 → Black Cat Complaints → Consumer Association/Legal Action [15][16].

Core Viewpoint - The recent promotional strategies of JD.com, particularly the "million cash reward" for price comparison, reflect a reliance on outdated marketing tactics that may not resonate with today's consumers [1][3][4]. Group 1: Marketing Strategies - JD.com is attempting to revive old promotional tactics, such as cash rewards for price comparisons, reminiscent of strategies used over a decade ago [3][4]. - The current price comparison campaign is limited to the home appliance category, neglecting other significant categories like clothing and beauty products, which may not effectively enhance JD.com's low-price perception [4]. - The marketing approach appears to lack innovation, as evidenced by the repetitive nature of campaigns and the recent replacement of JD.com's retail marketing head [3][4]. Group 2: Competitive Landscape - JD.com faces increasing competition from platforms like Pinduoduo and Douyin, which are gaining market share without relying heavily on traditional promotional tactics [9]. - The company's efforts to expand into new areas, such as food delivery and local services, have shown initial promise but face challenges in sustaining momentum against competitors [6][9]. - JD.com's ambition to surpass Alibaba's Tmall has been complicated by the emergence of Pinduoduo, shifting the focus from leading the market to merely competing for second place [8][9]. Group 3: Leadership and Strategy - Liu Qiangdong's personal involvement in various initiatives, such as the food delivery business, reflects a hands-on leadership style but raises questions about the long-term strategic direction of JD.com [6][8]. - The company's historical successes in marketing, such as the 618 shopping festival, contrast sharply with its current reliance on outdated methods, indicating a potential strategic blind spot [8]. - There is a need for JD.com to adopt more effective and innovative business practices rather than relying on traditional marketing strategies to drive growth [9].

Core Viewpoint - The article highlights the issues faced by merchants in the platform economy, including forced subsidies, unreasonable rules, and the impact on industry health and merchant rights [1][2][3] Merchant Complaints - Merchants report being forced to participate in subsidy programs without prior notice, leading to financial losses [2][3] - Specific examples include merchants being required to subsidize customer discounts, sometimes below cost, which can lead to a decline in product quality [2][3] - Instances of merchants being unknowingly enrolled in promotional activities have been documented, raising concerns about transparency [2][3] Platform Practices - Some platforms are accused of coercing merchants into exclusive agreements, limiting their ability to operate on multiple platforms, which may violate antitrust laws [3][4] - The presence of intermediaries and aggressive sales tactics by platform representatives can lead to unfair practices against merchants [4][5] Industry Regulations - Regulatory bodies have previously penalized platforms for monopolistic behaviors, yet issues persist, indicating a need for stricter enforcement [3][10] - Recent regulatory changes aim to prevent platforms from forcing merchants to sell below cost and to ensure fair competition [10][11] Flow Anxiety and Cost Pressures - Merchants experience "flow anxiety," feeling pressured to invest heavily in advertising and promotions to remain competitive, which can detract from product quality [7][9] - The reliance on paid promotions creates a cycle of increasing costs without guaranteed returns, leading to a detrimental impact on smaller merchants [7][9] Recommendations for Improvement - Experts suggest that platforms need to enhance rules and innovate regulations to create a healthier market environment for merchants [9][11] - Proposed measures include establishing better communication channels between platforms and merchants, as well as creating a fairer system for managing promotional activities [11]

Core Viewpoint - The platform economy, as a vital part of the digital economy, is facing challenges where merchants report unfair practices by platforms, such as forced subsidies and unreasonable rules, which harm both merchant interests and industry health [1][2]. Merchant Complaints - Merchants have reported being forced into subsidy programs without prior notice, leading to situations where they must provide discounts that reduce their profits below cost [2][3]. - Specific examples include a merchant who discovered he was unknowingly participating in a subsidy program, resulting in significant financial losses [2]. - Another merchant faced pressure to choose between platforms, indicating a "choose one" scenario that could violate antitrust laws [4]. Regulatory Environment - The National Market Regulatory Administration has been drafting guidelines to address these issues, with a focus on fair practices in the food delivery sector [4][10]. - Previous actions against platforms for monopolistic behavior highlight ongoing regulatory scrutiny, with calls for compliance with e-commerce laws [10]. Industry Practices - Some platforms employ tactics that indirectly force merchants into unfavorable agreements, such as requiring exclusive contracts that limit competition [4][5]. - The existence of "price adjustment assistants" on platforms allows for unilateral changes to merchant pricing without consent, raising concerns about transparency and fairness [5][10]. Flow Anxiety and Competition - Merchants experience "flow anxiety," feeling pressured to invest heavily in advertising and promotions to remain competitive, which can lead to reduced product quality [7][8]. - The competitive landscape is skewed, where larger merchants can outspend smaller ones on advertising, creating an uneven playing field [8][9]. Recommendations for Improvement - Experts suggest that platforms need to enhance rules and innovate regulations to create a healthier market environment, focusing on fair treatment of merchants [9][10]. - Proposed measures include establishing mechanisms for merchant representation and feedback, as well as creating a more transparent system for flow distribution [12].