科技云报到原创。 从ChatGPT的语言魔法到DALL·E的图像创造，虚拟世界的AI已无处不在。但当我们把目光转向现实世界，一个新名词正引发热议：具身智能。 具身智能被誉为"AI的下一站"，让机器不仅会"思考"，还能"行动"——从工厂的搬运机器人到养老院的陪伴助手，甚至是太空探索的机械先锋。马斯克宣 称，特斯拉的Optimus将是"通用智能的载体"；谷歌DeepMind则押注机器人来破解物理世界的难题。 然而，现实远比愿景骨感。2025年，具身智能的商用化仍步履蹒跚：成本高企、效率低下、数据瓶颈频现。波士顿动力Spot在巡检场景表现不俗，但价格高 达20万元；优必选的Walker搬运箱子耗时数分钟，远逊于人类工人。 如今，技术已将其推至产业变革的商业化临界点。但我们仍必须回答三个关键问题：需要怎样的颠覆性创新，才能赋予具身智能真正的泛化行动能力？又如 何跨越从"技术可行"到"商业成功"的鸿沟，找到其不可替代的价值锚点？当"数字认知"的潜力被空前释放，我们如何将AI其转化为"物理世界"的真实生产 力？ 具身智能的价值最终要靠场景落地来体现，目前多个传统行业已经尝到了技术红利。制造业、医疗健康、零售业、能源行业、 ...

Group 1 - The core focus of the article is the intensified competition between WeChat Pay and Alipay in the digital payment sector, particularly in the development of intelligent agents aimed at creating a payment closed loop in the AI era [1][3]. - WeChat Pay has launched the "Yuanqi" platform, integrating the MCP protocol, allowing developers to deploy payment interfaces using natural language, significantly reducing development time and increasing testing efficiency by 90% [1][3]. - Alipay continues to enhance its "Treasure Box" intelligent agent development platform, emphasizing rapid service creation and multi-scenario coverage, integrating with offline payment and membership systems to strengthen B-end service capabilities [3][4]. Group 2 - The competition between the two platforms has reached a critical point, with WeChat leveraging its social relationship network to create a "social agent" barrier, while Alipay focuses on integrating intelligent agents with offline payment scenarios to enhance its B-end market service [4][6]. - Developers are testing both platforms, noting that WeChat offers more efficient traffic distribution, while Alipay provides richer merchant resources, leading to a potential dual-platform deployment strategy [6]. - The open payment capabilities are expected to accelerate the commercialization of intelligent agents, but challenges remain, including user consumption habits, regulatory compliance, and ecosystem sustainability [6].

Group 1 - Chengdu has signed a strategic cooperation agreement with Ant Group to establish an "AI Enterprise Service Headquarters and Western R&D Center" in the city, focusing on AI applications, fintech innovation, and cross-border payment facilitation [1] - The agreement was signed by high-ranking officials from both the Chengdu government and Ant Group, indicating the significance of this partnership [1] - Ant Group's establishment in Chengdu aims to promote high-quality development of the AI industry and contribute to the construction of an international consumption center city [1] Group 2 - In early 2024, Shanghai also reached a strategic cooperation agreement with Ant Group, focusing on advanced technology research and contributing to the construction of Shanghai's international innovation center [2] - This partnership is seen as a milestone for Ant Group post-regulatory adjustments, marking a new phase of development for the company [2] Group 3 - In May 2024, Guangzhou signed a strategic cooperation agreement with Ant Group to establish a South China Digital Operations Center, focusing on digital finance, cross-border payments, and ecological construction [4] - Shortly after, Xiamen also partnered with Ant Group to enhance cross-border trade development, particularly for small and medium-sized enterprises [4] - Ant Group's CEO revealed a future technology strategy emphasizing significant investment in AI and data technology over the next decade [4][5] Group 4 - Ant Group is focusing on next-generation privacy computing technology and has a comprehensive data technology strategy that includes distributed databases, blockchain, and green computing [5] - The company has launched a global recruitment initiative for top AI talent, aiming to attract elite researchers from leading universities [5] - Ant Group's strategic direction is clear, with expectations for the company to create greater societal value in the AI sector [5]

Core Viewpoint - Ant Group is expected to restart its IPO process by the end of 2024 or early 2025, following significant regulatory approvals and internal leadership changes, although uncertainties remain regarding its successful execution [1][4]. Group 1: IPO and Regulatory Environment - Ant Group's IPO was initially halted in 2020 due to regulatory changes, leading to a three-year rectification period [2][3]. - The company has obtained several key business licenses, including for digital RMB pilot participation, indicating regulatory trust and paving the way for its IPO [1][4]. - The appointment of a new CEO with investment banking experience suggests preparations for the IPO, aligning with the timeline for A-share listing requirements [1][4]. Group 2: Market Competition and Challenges - The delay in Ant Group's IPO has allowed new fintech companies to emerge, increasing competition in the market, particularly from WeChat Pay in the payment sector and traditional banks in credit services [4][9]. - Regulatory pressures remain significant, with stricter standards for the fintech industry, necessitating ongoing compliance efforts from Ant Group [4][5]. Group 3: Business Transformation and Innovation - Ant Group has undertaken major adjustments to its traditional business lines, focusing on risk management and optimizing user credit mechanisms for products like Huabei and Jiebei [5][6]. - The company is heavily investing in AI, establishing a dedicated department for AI innovation, and launching various AI applications aimed at enhancing consumer and financial services [6][8]. - Ant Group's strategy includes building an ecosystem in the AI field through investments in multiple AI companies, indicating a commitment to innovation despite regulatory challenges [7][8]. Group 4: Future Outlook and Strategic Focus - The AI strategy is viewed as a critical component for Ant Group's future, with ambitions to reshape consumer experiences and enhance data services in the B2B sector [8][9]. - Despite the potential of its AI initiatives, Ant Group faces challenges such as technological limitations, market competition, and regulatory scrutiny that could impact its success in the AI domain [9].

没有人能断言支付宝一定会成功，但它已经开始向上爬坡了。 在中国互联网精彩的三十年里，支付宝占据了二十年，2024 年 5 月的 Quest mobile 报告显示，支付宝 MAU 持续增长至 8.9 亿，增速为行业 2.5 倍。 从一根 64K 国际专线接入开始，从 OICQ 到微信，从网易到腾讯，从 1688 到淘宝天猫，从优酷土豆到抖 音，从百度到小红书，竞争和资本的焦点无数次变换，具备 "穿越周期性" 的商业模式却寥寥无几：社 交、内容和支付，这三个元素成就了当下几大超级应用，支付宝也是其中之一。 20 年来，总结支付宝在业务探索的关键词，是 "突破性"。2004 年，为解决买家先付款还是卖家先发货的 问题，支付宝在淘宝体系下被孵化出来，为买卖双方做信用担保。此后，快捷支付、余额宝、水电煤缴 费、花呗、借呗、收钱码、蚂蚁森林等一系列产品创新构成了当下人们熟知的超级应用，并且培育起一个 超 10 亿的用户群体，其中相当一部分人花钱存钱都会使用支付宝 —— 这是支付宝能走过 20 年最大的基 本盘。 支付带来流量，流量需要分配。但很长一段时期，支付宝没法只做一个支付工具，它还是中国两大互联网 阵营 —— 阿 ...

2024 年 3 月 19 日， 蚂蚁集团宣布改组 —— 新任命一位总裁，蚂蚁国际、OceanBase、蚂蚁数字科技三大业 务成为独立公司。当时，蚂蚁集团 CFO 韩歆毅被任命为集团总裁，全面负责数字支付、数字互联和数字金融 业务，向井贤栋汇报。 井贤栋刚刚在 12 月 1 日过完了自己的 52 岁生日，他在 2007 年加入阿里，2015 年 6 月也是在蚂蚁集团先担 任总裁，一年多后出任集团 CEO，八年过去，他将 CEO 一职，交棒给比他小 5 岁的韩歆毅。 担任集团总裁的 9 个月里，韩歆毅给蚂蚁带来了很多变化，上述蚂蚁人士形容韩歆毅 "有锐气"。 井贤栋出任蚂蚁 CEO 八年后，将交棒给比他小 5 岁的韩歆毅。 文丨管艺雯 陈晶 编辑丨管艺雯 我们了解到，12 月 8 日上午 9 点，蚂蚁集团董事长兼 CEO 井贤栋发布全员邮件，宣布将卸任 CEO，由总裁韩歆毅接任，于明年3月1日起正式生效，井贤栋仍将继续担任董事长。 这不是一场出人意料的交接。一位蚂蚁管理层说，"韩歆毅接任 CEO 很早就已经确定。" 多位蚂蚁 人士对我们说，在韩歆毅九个月前担任蚂蚁总裁时，他们就猜测他将会接任 CEO。 业务上， ...