开栏语 征程万里风正劲，重任千钧再出发。"十四五"时期是我国发展极不寻常、极不平凡的五年。回首五载奋进路，邛崃锚定培育打造成都市域副中心目标， 以"近悦远来"营城理念为牵引，在经济高质量发展、城市功能提升、乡村振兴等领域多点突破，交出了一份沉甸甸的亮眼答卷。 为记录这段砥砺前行的征程， 即日起我们推出 《实干的邛崃—我们身边的"十四五"》 专栏， 本期推出 《消费提质升级， 品牌效应持续释放》 服务业增加值近五年平均增速7.1%，对GDP增长的贡献率达45.1%；2024年社会消费品零售总额较"十三五"末期增长40.0%，消费市场韧性十足；十四五 期间外贸进出口年均增长约19%，市级商贸物流共配仓等6个项目入围第一批现代商贸流通试点项目，开放型经济跑出"加速度"……一组组沉甸甸的数 据，勾勒出邛崃"十四五"期间消费升级的清晰轨迹。 "十四五"以来，邛崃市锚定消费提质升级主线，一系列促消费政策精准落地，消费结构持续优化，品质需求加速释放，消费场景迭代更新，新业态蓬勃生 长。从中心城区到乡镇村落，从传统商圈到新兴载体，消费市场的健康发展，不仅为全市经济稳定增长筑牢根基，更释放出向新向优、行稳致远的强韧动 能。 P ...

Core Insights - The 15th National Games significantly boosted consumption in the Guangdong-Hong Kong-Macao Greater Bay Area, with ticket sales evolving into comprehensive consumption, injecting new momentum into the market [12][13]. Group 1: Online to Offline Consumption - Online engagement surged, with "2025 National Games" videos exceeding 2.65 billion views, and related keyword searches increasing by 258.4% [2][14]. - Guangzhou's gross merchandise volume (GMV) rose by 136.5% year-on-year, while Shenzhen's increased by 128.4%, creating a complete consumption loop from online attraction to offline experience [2][14]. Group 2: Restaurant Sector Growth - The "Eat in Guangzhou" brand effect was amplified, with nearly 800 restaurants offering special "National Games viewing packages" and "champion-style" products, leading to a 142.9% increase in Guangzhou's restaurant consumption and a 134.1% increase in Shenzhen [3][16]. - Cantonese cuisine saw a remarkable growth of 144.6%, with seafood buffets, Japanese cuisine, and barbecues experiencing growth rates exceeding 260% [3][16]. Group 3: Small and Medium Enterprises (SMEs) Participation - The economic benefits of the National Games extended to SMEs, with their transaction volume in Guangzhou and Shenzhen increasing by 81.3% year-on-year [6][20]. - Local specialty shops became popular online destinations, leveraging platforms like Douyin to attract customers through live streaming and themed marketing [6][32]. Group 4: Integration of Viewing and Tourism - The combination of viewing and tourism activated cross-city consumption, with Guangzhou's accommodation spending rising by 114.5% and recreational spending by 134.2%, while Shenzhen's accommodation and recreational spending increased by 87.8% and 143.7%, respectively [8][22]. - Leisure and entertainment consumption also surged, with Guangzhou and Shenzhen seeing increases of 134.9% and 128.8%, respectively, in this sector [8][28]. Group 5: Platform Initiatives - The "Champion Greater Bay Area" initiative, in collaboration with sports stars and media resources, enhanced the economic impact of the event through city events and promotional activities [32]. - The initiative generated over 2 billion yuan in payments, reaching over 12 million users, with a daily order volume nearing 900,000 and an overall transaction growth exceeding 120% [33].

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。 ...

Core Viewpoint - Liu Qiangdong's kitchen philosophy is reshaping JD's strategic logic, emphasizing emotional connections and cultural narratives in product offerings [1][3][10] Group 1: Emotional and Cultural Connection - Liu Qiangdong promotes his hometown specialties, enhancing consumer emotional engagement through storytelling [2][3] - The successful launch of "Suqian Yellow Dog Pork" during the Double 11 event demonstrates the effectiveness of combining emotion with commerce [3] Group 2: Personal Branding and Consumer Engagement - Liu Qiangdong's cooking livestreams are a strategic move to build a relatable personal brand, moving away from purely financial discussions to sharing personal stories [5][6] - His humorous interactions during the livestreams help to create a more approachable image, fostering a connection with consumers [6] Group 3: Business Strategy and Expansion - The launch of JD's independent delivery app and the focus on quality service through "Qixian Xiaochu" signify a strategic shift towards lifestyle services [8][9] - JD's new business revenue grew by 214% year-on-year, indicating a successful transition from product retail to comprehensive lifestyle services [10] Group 4: Supply Chain and Operational Efficiency - Liu Qiangdong's cooking showcases JD's supply chain capabilities, linking culinary offerings to the company's logistics and quality control strengths [10][11] - The integration of technology in enhancing everyday experiences reflects JD's commitment to expanding its service offerings beyond traditional retail [11][12]

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]