Core Viewpoint - The letter from Yu Minhong, founder of New Oriental, sent from Antarctica, has been met with criticism from employees and the public, highlighting a disconnect between leadership and staff concerns about work pressure and morale [1][5][7]. Group 1: Content of the Letter - Yu Minhong's letter emphasizes personal reflections and poetic imagery from his experience in Antarctica, focusing on themes of time and perseverance, but lacks acknowledgment of employee struggles [2][5]. - The intention behind the letter was to inspire employees by drawing parallels between the resilience of penguins in extreme conditions and the unity of New Oriental staff during challenging times [5][6]. Group 2: Employee Reactions - Employees expressed feelings of irony and sarcasm regarding the letter, with some stating that the descriptions of Antarctica felt disconnected from their daily realities [5][7]. - Public reactions included mockery, with comments highlighting the stark contrast between the CEO's experience and the employees' situations [5][7]. Group 3: Crisis Management Response - Yu Minhong's response to the backlash was prompt and included an acknowledgment of employee dissatisfaction, stating that he encourages feedback and will address issues within the company [6][7]. - He announced a plan to take 20 employees and 10 customers to Antarctica, which was seen as a way to promote company culture and address the criticism [6][15]. Group 4: Underlying Issues - The incident reveals a deeper systemic disconnect between New Oriental's leadership and its frontline employees, indicating that the company is facing challenges in maintaining employee trust and morale [7][15]. - The company's recent financial performance shows a significant decline, with a 73.7% drop in net profit to $7.1 million, primarily due to issues in its core education business and goodwill impairment [14][15]. Group 5: Comparison with Other Business Models - The letter and subsequent reactions suggest that New Oriental's management style may benefit from adopting practices similar to those of successful companies like Pang Donglai, which emphasizes employee welfare and a unified corporate culture [12][14]. - Pang Donglai's approach includes transparent communication, generous employee benefits, and a focus on service quality, contrasting with New Oriental's more traditional, authoritative management style [12][14].

北京商报讯（记者 吴其芸）11月21日，北京市教委官方微信公众号"首都教育"发布的消息显示，北京 市经开区"双减"工作专班通报，位于经开区的"凯特领先"与"思言树科技"两家公司，因在未取得许可证 的情况下违规开展线下学科培训被依法查处，相关点位已被责令停止办学。 目前，经开区"双减"工作专班已责令上述点位停止违规行为，经开区执法部门将依法依规查处。后续经 开区"双减"专班将持续加大整治力度，打击各类隐形变异违规学科培训行为，切实保护学生和家长的合 法权益，维护良好教育生态。 北京凯特领先文化传媒有限公司亦庄分公司位于北京市北京经济技术开发区宏达北路8号1幢1层108，北 京思言树科技有限公司位于北京市北京经济技术开发区科创九街2号院14号楼1层103，两家公司均未取 得学科类办学许可证，存在线下学科类培训行为。 ...

Core Insights - The core issue revolves around the disconnect between the company's leadership and its employees, highlighted by the contrasting experiences of the founder, Yu Minhong, who celebrated New Oriental's 32nd anniversary in Antarctica, while employees faced intense work pressure and declining morale [1][2][3]. Financial Performance - New Oriental's financial results for the fourth quarter of fiscal year 2025 showed a significant decline, with net profit dropping by 73.7% to $7.1 million, and core education business growth slowing from 43.9% to 13.6% [1][18]. - The company's net revenues increased by 9.4% to $1.24 billion, but operating income turned negative, resulting in an operating loss of $8.67 million [19]. Employee Sentiment - Employees expressed frustration over the leadership's lack of awareness regarding their work conditions, with one employee stating that the boss feels increasingly distant [3][20]. - The work environment has become more challenging, with increased performance pressure, reduced bonuses, and stricter attendance policies, leading to a sense of disillusionment among staff [2][3][4]. Cultural Dynamics - New Oriental has a culture that allows for employee feedback and criticism, which has historically been encouraged by Yu Minhong. However, this culture is now being tested as employees feel their voices are less impactful [10][12][20]. - The traditional camaraderie between employees and management is eroding, with employees feeling that their concerns are not being addressed, leading to a growing divide [20][21]. Leadership Actions - Yu Minhong's recent actions, such as his trip to Antarctica and the internal letter celebrating the company's history, have been perceived as tone-deaf in light of the current employee struggles [1][2][3]. - The company has attempted to maintain a public image of openness and humor, but this may not translate into meaningful change for employees facing real challenges [12][14].

谁也没想到俞敏洪会以这样的方式陷入舆论漩涡。 俞敏洪身在南极也不忘记新东方成立32年的纪念日，在南极向新东方全体员工发布内部信，向全体员工和支持者致谢。信中以"冰雪中的坚守"为主题回顾 创业历程并擘画未来，提出新东方要成为"希望的播种者"，东方甄选应成"商家良知的代表"，新东方文旅要"让更多的人把世界装在心里"。 | 18:05 | 站在南极,我看到了企鹅在冰雪中努力生 | | --- | --- | | 收件人:全国教职员工 > | 存。它们在极端环境中,靠着彼此的体温 | | 热烈祝贺新东方 32周年生日快乐! | 与坚守,度过了一个又一个冬天,养育了 | | | 一批又一批后代。这何尝不像我们新东方 | | 亲爱的各位新东方人: | 人?面对风雨,我们相互扶持;面对未 | | 此刻,我正站在南极的冰雪世界中。四周 | | | | 知,我们始终怀揣希望。32年,是来时路 | | 是浩瀚的洁白、翡翠般的冰山和无边的宁 | 的艰辛,更是新征程的起点。过去的道 | | 静。冰川在阳光下闪烁着迷人的光芒,仿 | 路,我们坚定不移走过,未来的道路,一 | | 佛在无声地诉说着时间的力量与坚守的震 | | | 义。现 ...

Core Viewpoint - The article discusses the phenomenon of "celebrity paradox" faced by successful entrepreneurs like Lei Jun and Yu Minhong, where their high visibility and success lead to increased scrutiny and criticism, despite their achievements [3][10][14]. Group 1: Lei Jun and Xiaomi - Lei Jun has effectively tied his personal brand to Xiaomi's success, utilizing video content and live streaming to engage users and showcase the company's values [3][7]. - The success of Xiaomi and Lei Jun's personal brand has raised user expectations, leading to amplified criticism when internal issues arise, such as discrepancies between marketing and product delivery [8][10]. - The article highlights that past tolerable mistakes are now viewed as unforgivable due to the high expectations placed on Lei Jun as a prominent leader [10][14]. Group 2: Yu Minhong and New Oriental - Yu Minhong transitioned from a struggling education business to live-streaming e-commerce with Dong Yuhui, showcasing resilience and adaptability [12]. - The dual roles of being a "father figure" and a "business leader" create challenges for Yu Minhong, as he struggles to balance emotional engagement with professional management [13][14]. - Similar to Lei Jun, Yu Minhong's visibility leads to heightened scrutiny, where even minor issues are magnified due to the expectations of his public persona [14][18]. Group 3: Managing the Celebrity Paradox - The article suggests that entrepreneurs should focus on being a credible endorsement for their brand rather than seeking widespread popularity [15]. - It emphasizes the importance of aligning personal branding with the company's core values and audience expectations, avoiding the pitfalls of trying to please everyone [16][20]. - Successful personal brands should aim for deep emotional resonance with a specific audience, rather than seeking the largest common denominator [20].

证券日报网讯昂立教育（600661）11月20日在互动平台回答投资者提问时表示，快乐公社目前有4家门 店，公司将基于业务发展需要稳步推进门店拓展计划。 ...

证券日报网讯昂立教育11月20日在互动平台回答投资者提问时表示，股价涨跌受宏观经济环境、资本市 场政策、行业周期波动、二级市场流动性等多种因素影响，敬请注意投资风险。公司管理层始终致力于 提高经营管理水平，保持公司长远稳定发展，以持续维护公司价值。 （文章来源：证券日报） ...

"老板在南极，员工在加班。"这是不少网友在看到俞敏洪的最新全员信后的第一反应。11月20日上午，新东方董事长俞敏洪在社交平台发文回应此前在南 极发布全员信被吐槽。 俞敏洪表示，"允许员工吐槽是新东方的传统，我一直鼓励。员工有不满，我和公司有问题，及时纠正。也有冒充新东方员工在网上发声的，我相信大家 也能明辨。南极是一片纯净的土地，如果大家有机会，可以来看看。我打算明年冬天，选择10个左右的新东方、东方甄选的基层优秀员工，加上东方甄选 10个优秀会员，由公司支持到南极来看一看。" 俞敏洪称，到南极旅游，不同的船和舱位，不同的价格，从5万到30万不等。"我和奚志农坐的夏古号，确实是比较先进的破冰级邮轮，价格在20-25万之 间（不同舱位），而不是外界所说的148万。" 有网友评论称，曾经去新东方上课，最大的好处就是课堂上老师们的各种调侃。 此前报道 11月16日，新东方迎来成立32周年纪念日，创始人俞敏洪身处南极发布内部信，向全体员工及支持者致谢。他在信中以"冰雪中的坚守"为主题回顾创业历 程并擘画未来。同时他在信中提出，新东方要成为"希望的播种者"，东方甄选应成"商家良知的代表"，新东方文旅要"让更多的人把世界 ...

Core Viewpoint - The controversy surrounding New Oriental's chairman, Yu Minhong, regarding his trip to Antarctica has sparked discussions about employee sentiment and company culture, highlighting the disparity between leadership experiences and employee workloads [7][14]. Group 1: Trip Details - Yu Minhong clarified that the cost of the Antarctic trip was misrepresented, stating that the price for the advanced icebreaker ship, "Shagu," ranged from 200,000 to 250,000 yuan for a 12-day journey, rather than the 1.48 million yuan reported [1][10]. - The "Shagu" ship offers various itineraries, with the lowest price for a 13-day trip starting at approximately 260,000 yuan per person, while a 29-day trip can reach up to 1.48 million yuan [12][13]. Group 2: Employee Relations - Yu Minhong emphasized the importance of allowing employees to express dissatisfaction, indicating that the company culture at New Oriental is relatively relaxed, where employees can openly criticize leadership [3][14]. - The backlash from employees regarding Yu's trip reflects a broader sentiment, with comments highlighting the contrast between the chairman's leisure activities and employees' work commitments [7][8]. Group 3: Business Strategy - The trip to Antarctica may serve a strategic purpose for New Oriental's emerging cultural tourism business, which has seen an 85% revenue increase in the third quarter of the 2025 fiscal year [14]. - The public reaction to Yu Minhong's trip may be an oversimplification of a complex situation, as the narrative often reduces nuanced circumstances to binary oppositions [14].

Core Viewpoint - The acquisition of Shanghai Leyou Yutu International Travel Agency by Angli Education has raised significant concerns due to the target company's negative net assets and a high valuation increase of 521.71% despite its financial instability [1][6]. Group 1: Acquisition Details - Angli Education plans to acquire 100% of Shanghai Leyou for 38 million yuan, despite the latter having negative net assets [1]. - The board's unusual decision saw four directors abstaining from voting, indicating internal disagreements regarding the acquisition's strategic fit [4]. - The acquisition is positioned as a strategic move to enter the "silver economy" sector, aiming to create a second growth curve alongside its core education business [1][4]. Group 2: Financial Performance and Valuation - Shanghai Leyou is projected to achieve a cumulative revenue of no less than 480 million yuan over the next four years, as per a performance commitment [2][7]. - The company reported a net loss of 43.58 million yuan in 2024 and 56.72 million yuan in the first half of 2025, necessitating a rapid turnaround to meet financial targets [8]. - The valuation of Shanghai Leyou at 38.5 million yuan is justified by Angli Education through a revenue-based assessment that considers customer resources and operational management, which are not reflected in asset-based evaluations [6]. Group 3: Strategic Rationale - The acquisition is seen as a way to leverage existing customer bases from Angli Education's training business to offer tailored travel services to elderly clients [5]. - Angli Education aims to enhance its operational capabilities by acquiring Shanghai Leyou, which will allow it to enter the market for family and educational travel services [5]. - The company has initiated the "Happy Community" project, with four locations already operational, serving approximately 3,600 members [4].