Core Viewpoint - The experience economy is reshaping urban offline consumption by focusing on sensory pleasure, emotional resonance, and participatory value, moving away from traditional product-centric models [1][2]. Group 1: Definition and Characteristics of Experience Economy - The experience economy shifts from traditional product functionality to personalized sensory and emotional satisfaction, where consumers pay for unique experiences, social connections, and spiritual fulfillment [2]. - Unlike past experiences that were supplementary to traditional services, the experience itself has become the core of consumption, emphasizing personalization, interactivity, and immersion [2]. Group 2: Current Development Status in China - The experience economy is in a golden development period, covering various sectors such as cultural tourism, retail, education, and health, with service industry value added reaching 59.3 trillion yuan, accounting for 58.4% of GDP [3]. - Service retail sales grew by 5.2%, outpacing product retail growth by 0.6 percentage points, indicating that the experience economy is becoming a new engine for economic growth [3]. - Key sectors driving market growth include cultural tourism, entertainment socialization, and new retail experiences, particularly among younger consumers [3]. Group 3: Examples of Experience Economy Initiatives - The "MOJO HAPPY WORLD" event in Shanghai, a collaboration between the Oriental Pearl Tower and STAYREAL's MOJO FAMILY, exemplifies a multi-dimensional immersive experience attracting young consumers [5][6]. - The Dongguan Strawberry Music Festival attracted 80,000 attendees, generating approximately 280 million yuan in cultural tourism consumption, showcasing the evolution of entertainment venues into comprehensive experience spaces [8]. - New retail spaces are transforming into composite environments, as seen in Shanghai's Moon Bay Flower Market, which combines various activities to enhance consumer engagement [8]. Group 4: Challenges and Solutions for Experience Economy - Despite rapid growth, the experience economy faces challenges such as insufficient innovation sustainability, leading to content homogenization and short-lived experiences [10][11]. - The reliance on human services complicates standardization and long-term quality maintenance, while high investment and easy replication of creative concepts pose operational challenges [10][11]. - Consumer disputes arise from the broad scope of experience consumption, with issues like sudden business closures and exaggerated promotions affecting consumer trust [11]. Group 5: Policy Recommendations for Development - There is an urgent need for policy measures to support the experience economy, including establishing industry standards and regulatory frameworks to protect consumer rights and simplify complaint processes [12]. - Encouraging innovation and technology application through financial incentives can help lower costs for small businesses, promoting diverse experience consumption scenarios [12]. - Strengthening intellectual property protection and combating creative plagiarism will foster a competitive market environment [12]. Group 6: Future Trends in Experience Economy - The experience economy is projected to grow significantly, with the market size expected to reach 18.4 trillion yuan by November 2025, reflecting a 22.6% year-on-year increase [15]. - The next 3 to 5 years will see trends such as accelerated technological integration, a rise in green experiences, and increased cross-border experience fusion [16]. - The experience economy is positioned as a new growth point for urban consumption, emphasizing the need for market innovation and policy support to transition from selling products to selling experiences [16].

Company Formation - A new company named Henan Zaitian Book Co., Ltd. has been established with a registered capital of 5 million RMB, focusing on retail, wholesale, and printing of publications [1] - The company is co-owned by Suzhou Fengyue Wanjuan Cultural Book Co., Ltd. (65% ownership) and Henan Gaoshuo Cultural Technology Co., Ltd. (35% ownership) [1] Background of the Founder - Zhang Xuefeng, also known as Zhang Zibiao, is the sole shareholder of the co-owning company Suzhou Fengyue Wanjuan Cultural Book Co., Ltd. [1] - Zhang Xuefeng has a total of 11 associated enterprises, with 9 currently active, including companies in education, tourism, cultural communication, and software services [2] Recent Controversies - Zhang Xuefeng was recently named in a report by "Wangxin China" for violating regulations related to online celebrity accounts, specifically for using inappropriate language during live broadcasts [3][5] - Following a 28-day suspension due to inappropriate remarks, Zhang Xuefeng's accounts were initially restricted from being followed on multiple platforms, but later became accessible again [9]

来源：行长要鉴 某行新规：业绩指标完不成周末一律取消。 意思很明确，如果完不成规定任务目标（指标额度大部分人是完不成的），还不接受加班，可以卷铺盖 走人了。就算这样强硬的让人加班令人不适，不敢下定决心辞职的员工也只能默默承受。这类"硬性加 班"的案例也不少见。而且，越是地方性的网点，在工作部署，加班安排上越是"随意"。 之前，《行长要鉴》也曾做过类似相关报道。某行将某些重点日子的营业时间改为6：00—22：00，引 发了大家的广泛讨论。可以说，银行基层的加班已经是常态化、普遍化的共识了。尤其行至12月 份，"开门红"打硬仗的时候，也是银行最忙碌的一段日子。如今社交媒体上骂领导的帖子多得数不过 来，但试问，难道基层网点、支行行长就真的那么爱加班吗？ 压在每个支行的指标，行长都是第一负责人。不加班是真完不成任务啊。前段时间各银行高管在各种场 合表达过要积极响应"反内卷"，但实际上看来落在基层网点员工身上的担子分毫未减。可以说是完 美"反向反内卷"…… 其实普遍的加班现象出现在各个职场。比如新东方最近的员工小作文事件。12月4日，新东方一名杭州 课程顾问通过内部途径群发信件，致信集团管理层，标题为《别让教育初心，耗 ...

刚赴云南学楷模，又到海南谋发展。11月30日至12月1日，河北诺亚集团党总支书记、董事长兼总校长王建刚带领集团党员团队赴云南丽江华坪女子高级 中学接受党性教育并拜会张桂梅校长，之后又直飞海南，于2日至7日间在琼考察项目，洽谈合作，检查集团海南项目运营情况。我国当代著名教育改革家 魏书生，集团特聘德育专家、《德育报》原社长兼总编辑张国宏等一同考察。 在听取了各产业项目的介绍，亲见了其紧张有序、红红火火的生产运营情况后，魏书生老师对王建刚着眼全局、服务社会的担当意识大为称赞；对其结交 到的志同道合、同心勠力的合作伙伴赞赏有加；对诺亚集团紧盯世界前沿科技，服务民生、服务未来、争上项目的美好前景给予充分认可。高兴之余，他 现场挥毫泼墨，写下"同频共振"等书法作品，鼓励王建刚要继续秉承初心、发展初心，积极践行"大我"担当，努力为社会和谐、人类和谐多作贡献。 王建刚表示，集团海南项目能得到魏书生老师的肯定非常高兴，这给了我们莫大的鼓舞和信心。魏书生老师深耕教育领域数十载的育人智慧与家国情怀， 让我对企业责任与担当有了更深刻的体悟。我们定会谨记魏书生老师的嘱托与要求，始终坚持在党的领导下，与国家战略同频共振，与民生需求同步 ...

Core Viewpoint - A New Oriental employee's open letter criticizing excessive overtime and chaotic work conditions has sparked significant discussion on social media, highlighting issues of work-life balance and employee rights within the company [1][3]. Group 1: Employee Concerns - The employee's letter titled "Don't Let the Educational Original Intention Be Wasted on Chaotic Overtime" describes a grueling work schedule of 9:30 AM to 9:30 PM, effectively a 996 work culture with only one day off, making the eight-hour workday a distant dream [3][5]. - The employee expressed disappointment that the company's initial promise of a respectful work environment and adherence to labor laws has been overshadowed by unrealistic performance targets and constant additional tasks [5]. Group 2: Company Response - Following the publication of the letter, it was quickly deleted, and the employee's account was suspended, indicating the company's strict stance on internal communications and employee grievances [6]. - New Oriental's management stated that there are established reporting mechanisms for employee concerns, suggesting that the public nature of the letter was inappropriate and would be addressed accordingly [6]. Group 3: Broader Implications - This incident raises questions about the boundaries of employee expression and the company's commitment to its stated values of "people-oriented" management, as highlighted in a previous email from the chairman [6]. - The chairman's earlier message about maintaining educational integrity and the company's responsibility towards its employees has also faced scrutiny, indicating a potential disconnect between corporate ideals and actual practices [6].

Group 1 - The core issue revolves around an employee's open letter criticizing the company's work culture, specifically the "996" work schedule, which contradicts the company's stated values of prioritizing education and employee rights [2][6] - The employee's letter highlighted a significant discrepancy between the company's ideals and the reality of long working hours, with shifts extending from 9:30 AM to after 9:30 PM, making the promised weekends off nearly impossible [2][6] - Following the letter's circulation, it was deleted, and the employee's account was banned, indicating a potential internal conflict regarding employee expression and management's response to grievances [6] Group 2 - The founder, Yu Minhong, addressed the situation by assuring that the employees who wrote the letter would not face repercussions and that their concerns would be investigated [1][6] - Yu's previous internal communication during a trip to Antarctica, intended to inspire employees, instead led to backlash as employees felt disconnected from the realities of their work environment [6] - The company emphasized the importance of addressing grievances through internal channels rather than public platforms, suggesting a need for better communication and support systems within the organization [6]

Core Viewpoint - The founder of New Oriental, Yu Minhong, addressed concerns regarding an employee's open letter, assuring that the employees involved are safe and continuing their work as usual [1][4] Group 1: Employee Concerns - Yu Minhong stated that the issues raised by employees will be thoroughly investigated by relevant departments, and any legitimate problems will be promptly corrected [4] - An internal letter from a New Oriental course consultant highlighted concerns about excessive overtime, work targets, and the complexity of job responsibilities [4]

上海开放大学非学历教育部副部长应一也表示，经过调研发现，部分郊区家长群体中有超过六成家长为来沪务工人员，因工作繁忙无法参与常 规家校活动，他们有极大迫切需求，希望能在空余时间就近、就便得到家庭教育指导。 央视网消息：12月5日，上海家长学校首批100个乡村家庭教育学习点集中挂牌。这标志着上海的家庭教育指导服务网络，从原先的市、区、街 镇三级，全面延伸覆盖到了农村基层。 乡村家庭教育学习点 能学什么？怎么学？ 在上海市闵行区吴泾镇和平村的乡村家庭教育学习点里，家长和孩子们正一起制作本地特色的芦纹布手工包。 5年前，上海开放大学创办了上海家长学校，通过线上讲座、线下培训等多种方式，帮助家长缓解"育儿焦虑"，共同守护青少年健康快乐成 长。首批集中授牌的100个乡村家庭教育学习点，全部位于上海市郊区乡村与社区，实现了家庭教育公共服务的全域下沉。服务点建到了村 里，到底能学什么、怎么学？ 在上海市金山区亭林镇的一个中药百草园，孩子们亲手采摘山楂、辨识草药。对家长来说，这不仅是陪伴，更是一次和孩子并肩探索的体验。 上海家长学校的目标，不仅是教家长如何教育孩子，更是帮助家长成为孩子的"学习伙伴"和孩子一起进步。 上海家长学 ...

Core Viewpoint - The recent internal communications and public responses from New Oriental's chairman, Yu Minhong, have sparked significant discussion regarding employee concerns and company culture, particularly in relation to work conditions and management's awareness of these issues [2][3][5][11] Group 1: Employee Concerns - An internal message from a New Oriental course consultant highlighted issues such as excessive overtime, unrealistic performance targets, and a lack of clarity in job responsibilities, prompting a call for management to address these concerns [3][4] - Employees expressed feelings of disconnect between their experiences and the leadership's perspective, particularly in light of Yu Minhong's recent trip to Antarctica, which some found difficult to relate to [8][11] Group 2: Management's Response - Yu Minhong publicly reassured employees that their concerns would be taken seriously and that any legitimate issues would be promptly addressed [2][11] - In a follow-up communication, Yu emphasized the importance of maintaining the company's image and encouraged employees to resolve grievances through internal channels before resorting to public platforms [11] Group 3: Company Culture and Values - Yu Minhong's communications reflect a commitment to the company's foundational values, emphasizing the importance of education and employee well-being, while also acknowledging the challenges faced by staff [5][7] - The company aims to foster an environment where employees feel empowered to voice their concerns, aligning with Yu's vision of New Oriental as a "sower of hope" and a representative of "business conscience" [5][11]

Core Viewpoint - The article discusses the recent controversies surrounding New Oriental and its founder Yu Minhong, particularly focusing on employee grievances and Yu's response from Antarctica, highlighting the disconnect between management and staff experiences [1][4][7]. Group 1: Employee Grievances - A New Oriental employee publicly criticized the excessive work hours and unrealistic performance targets, describing the work environment as a "996 single day off" situation, which has led to dissatisfaction among staff [2][3]. - The employee's long message was inspired by Yu Minhong's email from Antarctica, which encouraged open expression and freedom of speech, motivating them to voice their concerns [2][3]. Group 2: Yu Minhong's Response - Yu Minhong addressed the situation by reassuring that the employees who wrote the letter are safe and continuing their work, and he has instructed relevant departments to investigate the issues raised [1][4]. - In a follow-up communication, Yu expressed gratitude to employees and supporters, reflecting on the company's journey and emphasizing the importance of maintaining the company's image and addressing employee concerns through internal channels [10]. Group 3: Public Reaction - The internal letter from Yu did not resonate as expected with employees, leading to mixed reactions on social media, where some employees humorously contrasted Yu's Antarctic experience with their own challenging work conditions [7]. - Yu clarified misconceptions about his trip to Antarctica, including the cost, and reiterated the company's tradition of allowing employee feedback while cautioning against extreme public statements [7][10].