智通财经6月13日电，沃尔玛和亚马逊据悉正在探索发行自己的稳定币。 ...

据华尔街日报：沃尔玛百货(WMT.N)和亚马逊(AMZN.O)正在探索发行自有稳定币。 ...

Group 1 - In May, Guangdong Province had the highest number of newly registered business entities, totaling 270,167, a decrease of 52,000 from the previous month [2] - The top ten provinces for new business registrations included Hubei, Henan, Zhejiang, Shandong, Jiangsu, Hunan, Hebei, Fujian, and Sichuan [2][3] - Overall, the top ten provinces accounted for over 60% of the national new business registrations [3] Group 2 - Hubei Province recorded the fastest year-on-year growth in new business registrations at 8.33%, although this was a significant drop from the previous month's 26.10% [5] - Only six provinces experienced positive year-on-year growth in May, with the top ten growth rankings including Hubei, Hunan, Liaoning, Beijing, Shaanxi, Fujian, Shandong, Guangdong, Guangxi, and Zhejiang [5] Group 3 - The retail sector had the highest number of new business registrations in May, with 191,800 new entities, representing a year-on-year growth of 17.19% [7] - Other sectors with significant new registrations included wholesale, business services, technology promotion and application services, software and information technology services, construction and decoration, cultural arts, agriculture, professional technical services, and real estate [7] - The technology promotion and application services sector saw the fastest growth at 25.83% year-on-year [7] Group 4 - In May, the capital market financing demand decreased, with a total of 260 financing events and a total financing scale of 20.578 billion [9] - The manufacturing sector had the highest financing scale at 11.752 billion, accounting for 57.11% of the total [9] - The electricity, gas, and water production and supply sector received 3.217 billion, making up 15.63% of the total financing [9] Group 5 - In terms of regional financing, economically developed southeastern coastal provinces led in financing scale [10] - Jiangsu had 44 financing events with a total scale of 3.693 billion, while Shanghai achieved a financing scale of 3.042 billion [11] - The financing rounds showed that public offerings accounted for 24.22% of the total financing, with D-round financing at 21.59% and A-round financing at 14.26% [11]

Core Insights - The article discusses a lengthy resignation letter from a former Alibaba employee, Yuan An, highlighting the decline of the company's core values and the shift from a customer-first approach to a performance-first mentality [1][4][5]. Group 1: Company Culture and Values - Yuan An emphasizes that the company's core values have weakened over time, with a shift in focus from dreams and integrity to KPIs, salaries, and stock options [4][5]. - The deterioration of values leads to a lack of clarity in strategy, ineffective systems, and a disheartened workforce, ultimately resulting in various organizational issues [5][6]. - The importance of maintaining and implementing core values consistently is stressed, suggesting that leadership must regularly reflect on their adherence to these values [6][7]. Group 2: Recruitment and Cultural Fit - The article warns against the dilution of company culture as employee numbers grow, noting that a rapid increase in staff can lead to cultural collapse rather than mere dilution [8][9]. - It advocates for strict recruitment practices to ensure that new hires align with the company's culture and values, suggesting that only those who have integrated into the culture should be allowed to recruit others [12][13]. - The notion of "external talent" is critiqued, as hiring high-profile individuals from larger companies may not yield the expected results due to their lack of understanding of the new company's culture [14][15][16]. Group 3: Organizational Health and Adaptability - The article introduces the concept of "organizational rigidity," which can occur as companies grow, leading to issues such as departmental silos, bureaucratic processes, and a lack of innovation [17][19]. - Regular organizational assessments are recommended to identify and address these issues, ensuring that the company remains agile and responsive to changes [19][20]. - Companies are advised to maintain strategic focus and avoid the temptation of short-term gains, which can undermine long-term sustainability and innovation [20][22][25]. Group 4: Leadership and Decision-Making - The need for leaders to possess a strong sense of determination and clarity in decision-making is emphasized, particularly in challenging times [26][27]. - The article suggests that many companies fail not due to external competition but because they lose sight of their core mission and values [24][27]. - Maintaining a balance between doing the right things and executing them correctly is crucial for long-term success [27].

Core Viewpoint - The "National Old-for-New Subsidy" policy is entering a critical phase, with a unified deadline of December 31, 2025, for three major sectors: home appliances, digital devices, and automobiles. This presents a significant opportunity for consumers to take advantage of the subsidies before the deadline [1][4]. Group 1: Policy Overview - The unified deadline for the subsidy program is December 31, 2025, covering home appliances, digital devices, and automobiles [4]. - Local execution may vary, with some regions like Henan and Hunan advising consumers to complete purchases by mid-December due to tight quotas [5]. - The subsidy program has already consumed over 150 billion yuan, accounting for more than 50% of the annual quota [5]. Group 2: Subsidy Details - Home Appliances: Subsidies range from 15% to 20%, with a maximum of 2,000 yuan for high-efficiency products [7][10]. - Digital Devices: Subsidies are 15% for products priced up to 3,333 yuan, capped at 500 yuan for higher-priced items [7][10]. - Automobiles: Up to 20,000 yuan for scrapping old electric vehicles and 15,000 yuan for scrapping older fuel vehicles [7][10]. Group 3: Consumer Guidance - Consumers are advised to use the JD APP for optimal subsidy access, searching for specific terms to claim benefits [11][12]. - It is crucial to ensure that personal information matches across platforms to avoid issues during verification [12]. - Consumers should be aware of potential price manipulation and ensure invoices are correctly issued to qualify for subsidies [13][14]. Group 4: Urgent Action Recommendations - High-value items like air conditioners and premium smartphones should be prioritized for purchase to maximize subsidy benefits [17]. - Local subsidy channels are expected to reopen in July, with consumers in regions like Chongqing and Jiangsu advised to act quickly [18]. - For automobile subsidies, it is recommended to submit scrapping applications by October to allow for processing time [19]. Group 5: Future Outlook - The Ministry of Finance has allocated 81 billion yuan for the second batch of funding, with a high likelihood of reopening subsidy channels in the second half of the year [20]. - The consumption rate of the national subsidy pool has exceeded 50%, indicating that regions may run out of funds by mid-December [20].

随着中国经济的快速发展，农村消费市场正逐渐成为经济增长的新引擎。这一市场不仅规模庞大，而且增长迅速，为商家提供 了巨大的机遇。然而，与此同时，农村消费市场的崛起也伴随着一系列挑战，需要商家深入理解和应对。 首先，农村消费市场的崛起为商家带来了前所未有的机遇。随着农村居民收入的提高和消费能力的提升，农村市场对于各类商 品和服务的需求日益增长。这不仅包括传统的农产品和日常消费品，也包括家电、汽车、电子产品等现代消费品。农村市场的 广阔空间和巨大潜力，使得越来越多的企业开始将目光投向这一领域，寻求新的增长点。 然而，农村消费市场的崛起并非没有挑战。物流问题是农村市场发展的一大障碍。由于农村地区交通不便，物流成本相对较 高，这直接影响了商品的流通和销售。此外，农村地区的基础设施相对落后，信息传播不畅，这也限制了市场的进一步发展。 消费习惯也是农村市场面临的挑战之一。农村居民的消费习惯与城市居民存在较大差异，他们更倾向于购买性价比高的商品， 对于品牌和质量的重视程度相对较低。这要求商家在进入农村市场时，必须深入了解当地居民的消费习惯和偏好，提供符合他 们需求的产品。此外，农村市场的消费者教育也是一个不容忽视的问题。由于 ...

Core Viewpoint - The article reflects on the transformation of Alibaba from a "value-driven idealistic organization" to a "short-term KPI-driven bureaucratic organization," attributing this shift to failures in both values and systems, and proposes a "seven-step remedy" to restore culture, systems, and combat effectiveness [1][2]. Group 1: Position and Initial Intent - The author voluntarily resigned with good performance and no grievances against supervisors, aiming to provide feedback to the company [2]. - Initially attracted by the mission of "making it easy to do business anywhere," the author notes a decline in respect and internal morale over time [2][3]. Group 2: Past Successes - Alibaba's past success is attributed to four pillars: macroeconomic trends, strategic vision from Jack Ma, value-driven team selection, and institutional safeguards [2][3]. Group 3: Signs of Decline - Since 2017, Alibaba has experienced a slowdown in growth, with multiple acquisitions failing to maintain industry leadership [2][3]. - Internal innovation has stagnated, with few successful new initiatives since 2015, leading to low collaboration efficiency and a culture of short-termism [2][3]. Group 4: Internal Issues - Three major internal issues are identified: inflated job levels, lack of transparency in rewards and punishments, and a culture of short-termism [2][3]. - The organization has seen a rise in "wild dogs" (high performers with poor values) and "white rabbits" (low performers with good values), leading to increased distrust and collaboration costs [2][3]. Group 5: Root Causes - The failure of the slogan "people with feelings and righteousness working together on valuable things" indicates a collapse of values, leading to ineffective HR practices and a focus solely on KPIs [3][4]. Group 6: Recommendations - The proposed remedies include restoring collective values, returning HR to a service and oversight role, breaking down hierarchical cultures, and increasing transparency in performance and promotions [3][4]. Group 7: Cultural and Value Issues - The discussion highlights that cultural values often serve as a control mechanism rather than genuine motivators, especially when companies face difficulties [3][4]. Group 8: Evaluation and Maintenance Costs - As companies grow, inefficiencies and maintenance costs increase, leading to a need for ongoing cost optimization despite not lacking financial resources [3][4].

企业名称青岛大儒盛鑫供应链管理有限公司法定代表人张婷注册资本1000万人民币国标行业租赁和商务 服务业>商务服务业>综合管理服务地址山东省青岛市市南区四川路52号-2-5号企业类型有限责任公司 (自然人投资或控股的法人独资)营业期限2025-6-12至无固定期限登记机关青岛市市南区市场监督管理局 来源：金融界 天眼查App显示，近日，青岛大儒盛鑫供应链管理有限公司成立，法定代表人为张婷，注册资本1000万 人民币，由青岛大儒盛鑫企业管理咨询有限公司全资持股。 序号股东名称持股比例1青岛大儒盛鑫企业管理咨询有限公司100% 经营范围含供应链管理服务；信息咨询服务（不含许可类信息咨询服务）；汽车零配件批发；煤炭及制 品销售；石灰和石膏销售；金属材料销售；金属矿石销售；高性能有色金属及合金材料销售；金属制品 销售；化工产品销售（不含许可类化工产品）；润滑油销售；建筑材料销售；水泥制品销售；橡胶制品 销售；塑料制品销售；电子元器件与机电组件设备销售；五金产品批发；家用电器销售；日用百货销 售；劳动保护用品销售；家具销售；机械设备销售；通讯设备销售；办公用品销售；初级农产品收购； 新鲜水果批发；新鲜蔬菜批发；针纺织品及 ...

离职老员工谈阿里"大公司病" 阿里的使命是让天下没有难做的生意，愿景是成为一家活102年的好公司。 有多少人是受到这一使命的感召来到阿里，在"一群有情有义的人在一起做一件有价值、有意义的事"口 号的感染下，期望着关于未来的美好愿景能够得以实现。 近日，钉钉的产研负责人元安（花名）离职时，在内网发布了一篇情真意切的万字长文，开篇从员工戴 胸牌的今昔对比细节引入，一针见血地指出阿里正陷入"大公司病"的深层困境。 曾经要为社会带来美好改变的梦想消失了，阿里的核心价值观也在慢慢变差，这是HR失职失信、中高 层多草台等诸多原因造成的，不得不说元安真的很敢写。 以下为原帖全文（上下滑动查看详情）： 先声明,我的绩效还可以,对于当前部门与主管也没 不满,我也是自己有计划的离职,不是领礼包。因此 写这篇帖子,不针对任何部门任何人,我说的是对于 但凡符合我以下说的一些情况的任何部门任何人。这 是基于这十五年我自己感受以及各个BU朋友的交流 后,总结的一篇帖子,更多的,是给公司整体和高层 的一个反馈。我想,作为给公司最后的一些建议吧, 希望公司能够好起来,觉得公司现在挺好的可以直接 忽路本文。 改开和全球化让我们迎来了生产力爆发 ...

天眼查App显示，近日，利那（天津）科技传媒有限公司成立，法定代表人为赵悦文，注册资本1000万 人民币，由天津启诚安和新能源科技有限公司全资持股。 来源：金融界 经营范围含组织文化艺术交流活动；商业综合体管理服务；办公设备租赁服务；企业管理咨询；信息咨 询服务（不含许可类信息咨询服务）；信息技术咨询服务；企业形象策划；个人商务服务；数据处理服 务；会议及展览服务；企业管理；酒店管理；物业管理；停车场服务；技术服务、技术开发、技术咨 询、技术交流、技术转让、技术推广；软件开发；网络与信息安全软件开发；互联网销售（除销售需要 许可的商品）；计算机软硬件及辅助设备批发；计算机软硬件及辅助设备零售；计算机及通讯设备租 赁；信息系统集成服务；计算机系统服务；软件销售；广告设计、代理；图文设计制作；新鲜水果批 发；新鲜蔬菜批发；食用农产品批发；纸制品销售；纸浆销售；电子产品销售；办公服务；网络技术服 务；日用品销售；人力资源服务（不含职业中介活动、劳务派遣服务）。（除依法须经批准的项目外， 凭营业执照依法自主开展经营活动）许可项目：食品销售；职业中介活动。（依法须经批准的项目，经 相关部门批准后方可开展经营活动，具体经 ...