以下文章来源于APPSO ，作者发现明日产品的 AI 第一新媒体，「超级个体」的灵感指南。 #AIGC #智能设备 #独特应用 #Generative AI 本文来自微信公众号： APPSO （ID：appsolution） ，作者：发现明日产品的，原文标题：《投了 5762 份简历 0 offer，这个名校计算机系毕业生，最后被麦当劳拒绝了》，题图来自：AI生成 计算机也要变成"天坑"专业了吗？ 纽约时报最近最近一篇报道，调查了计算机专业毕业生的就业情况，里面提到残酷的就业困境， 美 国计算机应届毕业生根本找不到工作 ，甚至去麦当劳打工也没有人要。 纽约时报文章，Chipotle是一家美式墨西哥速食连 锁店。 22～27岁的大学毕业生中，计算机科学和计算机工程专业毕业生面临着最高的失业率之一，分别为 6.1%和7.5%。 APPSO . 而生物学和艺术史毕业生失业率竟然才3%，计算机是它们的两倍以上。 Labor Market Outcomes of College Graduates by Major 专业毕业生的劳动力市场结果 | MAJOR | | UNEMPLOYMENT | UNDEREMPLOY ...

本文来自微信公众号：APPSO （ID：appsolution），作者：发现明日产品的，原文标题：《投了 5762 份简历 0 offer，这个名校计算机系毕业生，最后被 麦当劳拒绝了》，题图来自：AI生成 纽约时报文章，Chipotle是一家美式墨西哥速食连锁店。 22～27岁的大学毕业生中，计算机科学和计算机工程专业毕业生面临着最高的失业率之一，分别为6.1%和7.5%。 而生物学和艺术史毕业生失业率竟然才3%，计算机是它们的两倍以上。 计算机也要变成"天坑"专业了吗？ 纽约时报最近最近一篇报道，调查了计算机专业毕业生的就业情况，里面提到残酷的就业困境，美国计算机应届毕业生根本找不到工作，甚至去麦当劳打 工也没有人要。 Labor Market Outcomes of College Graduates by Major 专业毕业生的劳动力市场结果 | MAJOR | | UNEMPLOYMENT | UNDEREMPLOYMENT | MEDIAN WAGE | MEDIAN WAGE | SHARE WITH GRADUATE | | --- | --- | --- | --- | --- | --- ...

Core Viewpoint - The article emphasizes the role of digital finance in empowering the transformation and upgrading of the securities industry, highlighting the importance of technology in enhancing service capabilities and operational efficiency [2][3]. Group 1: Digital Transformation in Securities Industry - The securities industry is undergoing a digital transformation driven by emerging technologies like artificial intelligence (AI), with firms like Guojin Securities leading the way [2]. - Guojin Securities has implemented a strategy focused on leveraging technology to enhance core business areas such as investment banking, institutional services, and wealth management [2][3]. Group 2: Business Development and Efficiency - Guojin Securities has developed an integrated investment banking platform that incorporates intelligent document review and writing functions, significantly improving work efficiency and quality [4]. - In 2023, the platform assisted in reviewing over 6,000 documents and comparing more than 20,000 data streams, enhancing data comprehensiveness and timeliness [4]. Group 3: Research and Institutional Services - The company has invested in digital technologies to improve analysts' efficiency in information acquisition and processing, utilizing tools like big data and intelligent search [5]. - Since the beginning of 2023, Guojin Securities has served over 50,000 online institutional clients and produced more than 1,700 digital reports covering nearly 20 industries [5]. Group 4: Continuous Investment in Technology - Guojin Securities has maintained a high level of investment in technology, with a significant portion of revenue allocated to tech development, positioning itself as a leader in the industry [6]. - The company launched its first AI advisory service in June 2025, focusing on providing accessible and customized investment support to retail investors [6]. Group 5: AI Integration and Organizational Culture - The rise of generative AI technologies has prompted Guojin Securities to explore and apply large model capabilities across various financial scenarios [7][8]. - The company aims to create an "AI-friendly organization" to foster collaboration and innovation, enhancing its competitive edge in the market [8][9].

2012 年，微软公司高管 Brad Smith 发起一项旨在推动更多高中开设计算机课程的合办活动，并表示"相关岗位 的起薪通常超过 10 万美元"，再加上 1.5 万美元的招聘资金和价值 5 万美元的股票奖励。 编译 | 核子可乐、Tina 在长达一年的技术岗位工作和实习尝试之后，今年 5 月从普渡大学毕业的 Mishra 却始终没有收到任何录用通 知。 今年 21 岁的 Mishra 回忆起自己一直听到的那些"经验之谈"：只要学会编程、认真学习并拿下计算机科学学 位，起薪就能轻松达到六位数。这些诱人的许诺促使 Mishra 在小学时就开发出自己的第一个网站，在高中时学 习了高级计算机课程，并在大学期间主修计算机科学。但她怎么也没有想到，大学毕业后，可能要去烤肉店工 作。 Mishra 今年夏天在 TikTok 上发了一段"somebody pls hire me"的视频，提到"我是计算机科学专业的应届生，可 唯一一家打电话通知我面试的是 Chipotle 墨西哥烤肉店"。自发布以来，该视频观看次数已经超过 14.7 万次。 Mishra 最终未能得到在 Chipotle 制作墨西哥卷饼的工作，她后来申请了 ...

Core Insights - The article emphasizes that sustainable growth for companies is driven by two engines: market share and wallet share, which must be balanced to avoid stagnation or financial difficulties [1][10] - The rise of AI technology has shifted pricing strategies from user count to actual usage and the value created, making pricing a strategic decision throughout product design and operations [2][3] Pricing Strategies - A growing number of AI companies are adopting hybrid pricing models that combine subscription fees with usage-based billing, though designing these models can be complex [4][5] - Clay's pricing strategy exemplifies hybrid pricing, offering a subscription package with usage credits, which encourages customer retention and avoids revenue erosion from large discounts [5] - The popularity of hybrid pricing is attributed to its ability to smoothly transition from traditional models, provide natural upsell paths, safeguard profits, and maintain predictable costs for customers [6][7] Common Pricing Models - Various pricing models are discussed, including pay-as-you-go, capped usage fees, and platform fees combined with usage fees, each with its own advantages and challenges [8][9] - Companies should adapt their pricing strategies based on their product's value delivery and customer preferences, potentially combining different models as they grow [9] Market Share and Wallet Share Strategy - Companies must focus on both acquiring new customers (market share) and maximizing revenue from existing customers (wallet share) to achieve sustainable growth [10][11] - Early-stage companies should prioritize product development and user growth, while later stages should enhance monetization capabilities, ensuring both engines are operational [11] Pricing Misconceptions - Entrepreneurs often fall into pricing traps by focusing too heavily on one growth engine, leading to missed opportunities or customer loss [13][14] - Common pitfalls include overemphasizing market share at the expense of retention, complicating pricing structures, and misjudging the relationship between price and perceived value [14] Value Attribution and Pricing Models - A 2x2 pricing model framework is proposed, categorizing pricing strategies based on value attribution and autonomy, guiding entrepreneurs in selecting appropriate pricing paths [15][17] - The ultimate goal is to reach a results-based pricing model, where companies charge based on measurable outcomes, significantly increasing their pricing power [18] Core Principles of Pricing Strategy - Key principles include focusing on the most valuable product features, overcoming price anxiety, and attracting the right customers to reduce churn [19] - Companies should ensure that core value is not given away for free and should be willing to adjust pricing based on the value provided [19] Organizational Changes and Challenges - Transitioning to usage-based pricing necessitates significant internal operational changes, requiring a redefinition of roles and processes across departments [20][21] - Establishing clear pricing responsibilities and collaborative processes is crucial to avoid decision-making paralysis as companies scale [21] Strategic Leadership in Pricing - CEOs must lead pricing strategy changes, setting clear timelines and accountability to ensure successful implementation across the organization [22][23] - Pricing should be integrated into product experience and brand strategy, reflecting the company's value proposition and differentiating it from competitors [23][24] AI Market Dynamics - The shift towards usage-based pricing is driven by structural factors, making it essential for companies to adapt their organizational frameworks to support this model [24][25] - Companies that effectively implement usage-based pricing can gain a competitive edge, as customer loyalty becomes harder to disrupt once established [25]

Core Viewpoint - OpenAI's acquisition talks for AI programming assistant Windsurf, valued at $3 billion, collapsed due to Microsoft's intellectual property concerns, leading to Google acquiring the technology instead [1][2]. Group 1: Acquisition Details - The acquisition negotiations lasted several months and ended recently, with Windsurf's team expressing concerns about how their programming assistant would integrate with OpenAI and Microsoft's existing agreement [1]. - Google will hire Windsurf's CEO Varun Mohan and some employees, obtaining a non-exclusive license for the company's technology, while Windsurf will continue to operate independently with around 250 employees [1][3]. - The failed acquisition highlights the intense competition among major tech companies in the AI programming tools sector and how complex partnerships can impact industry consolidation [1][4]. Group 2: Microsoft Agreement as a Barrier - OpenAI's existing agreement with Microsoft, which grants Microsoft exclusive hosting rights for OpenAI models on its cloud platform and access to OpenAI's intellectual property until 2030, was a significant obstacle to the acquisition [2]. - OpenAI attempted to exempt Windsurf from this agreement but was unsuccessful, and during negotiations, Anthropic restricted Windsurf's access to its models, complicating the situation further [2]. Group 3: Google's Strategic Move - By acquiring Windsurf's technology license and key personnel, Google aims to enhance its competitiveness in the AI programming tools market without the complexities of a stock acquisition [3]. - This "talent + technology licensing" approach has become a popular strategy among major tech companies to acquire AI talent, as seen in previous deals by Google, Microsoft, and Meta [3]. Group 4: Market Competition - The AI programming tools market is becoming a focal point for tech companies, with products that significantly improve software development efficiency [4]. - Cursor, another prominent startup in this space, recently surpassed $500 million in annual recurring revenue and declined acquisition offers, indicating the high valuation and scarcity of quality AI programming tool companies [4][5]. Group 5: Windsurf's Future - Windsurf, previously known as Codeium, is well-regarded in the developer community, and under the new arrangement, its business head Jeff Wang will become the new CEO, leading the team to develop programming tools for large enterprises [5]. - Non-traditional acquisition agreements allow major tech companies to quickly recruit top AI researchers while avoiding lengthy merger review processes, giving them an edge in the talent competition [5].

Core Insights - The article argues that technology does not replace skills but rather elevates them to a higher dimension, as evidenced by historical trends in the tech industry [1][11] - The narrative surrounding AI programming tools suggests they will replace programmers, but the reality is that they will lead to a transformation of roles rather than elimination [3][12] Group 1: Historical Context of Technology in Programming - Previous technological advancements, such as no-code and low-code tools, were expected to eliminate the need for programmers but instead created new high-paying roles like no-code experts and backend integration engineers [5][6] - The cloud computing revolution did not eliminate system expertise; instead, it transformed roles, leading to the emergence of DevOps, which commands significantly higher salaries [7][8] - Offshore development was initially seen as a cost-saving measure, but it faced challenges related to communication and quality, leading to a realization that effective software development requires deep business understanding and collaboration [9][10] Group 2: The Current AI Programming Assistant Revolution - AI programming assistants promise to automate code writing, but early experiences show that AI-generated code often contains errors, requiring experienced engineers to spend time correcting them [10][12] - The article emphasizes that while AI can optimize specific functions, it struggles with overall system design, which is crucial for maintaining a sustainable codebase [12][14] - The ability to design system architecture remains a critical skill that AI cannot replicate, highlighting the ongoing need for skilled engineers in the industry [4][14]

Core Insights - Traditional marketing channels are declining, while companies like Cursor are experiencing explosive growth due to innovative market entry strategies [1][2][3] - The article outlines three evolutionary phases of market entry strategies, highlighting the shift from pull to push tactics [4][18] Phase Summaries Phase 1: From Offline to Online (2000-2010) - Pull Strategy - The first wave of internet startups digitized offline information, exemplified by platforms like Trulia [6][7] - This "pull" strategy relied on search engine optimization to attract users, but has become less effective as the market matured [11] Phase 2: Product-Driven Growth (2010-2020) - Push Strategy - The second wave introduced products with built-in viral mechanisms, where user growth directly enhanced product value [12][13] - This era marked a transition to a "push" strategy, focusing on product features to capture market share [14][15] Phase 3: External Push - The latest strategy emphasizes leveraging existing communities rather than solely building proprietary platforms [19][20] - Companies are now utilizing third-party networks for community building, a tactic referred to as "ecosystem marketing" [22][23] Effective Strategies - The current market entry strategy combines product virality with community building [24] - Key principles include creating a multiplayer experience and maintaining authenticity in marketing efforts [25] Specific Tactics 1. **Open Building**: Transparency in company progress fosters user trust and engagement [26][28] 2. **Community-Driven Growth**: Establishing communities in existing user hubs accelerates network building [34] 3. **Self-Service Viral Products**: Allowing users to discover and use products independently enhances growth [36] 4. **Targeting Professional Consumers**: Focusing on prosumers who have a higher willingness to pay and decision-making power [38] 5. **Open Source Foundations**: Building communities around free software can drive product adoption and growth [40][42] 6. **Influencer Marketing**: Leveraging social proof through influencer partnerships can significantly boost sales [44][46] Conclusion - As traditional marketing channels become saturated and costly, companies must innovate their market entry strategies to remain competitive [49] - The new formula emphasizes a combination of product and community frameworks to create genuine connections with users [50]