"促进形成更多由内需主导、消费拉动、内生增长的经济发展模式。"从"十五五"规划建议到中央经济工 作会议已经明确，在充满不确定性的世界经济变局中，建立"内需主导、消费引领"的经济发展模式势在 必行。 近日，全场景AI数字生活服务平台恒生活在星城长沙，专门举办赋能新消费的高品质招商推介会，吸 引了来自亲子游乐、连锁药房、社区便利店等领域的众多实体经营者及具备丰富线下运营经验的创业者 踊跃参与。恒生活系统展示了其在智能终端部署、SaaS数字化运营、供应链整合及金融赋能等方面的全 链路能力，并现场与广州反弹碰床公园、湖南鲁比猩球游乐有限公司、湖南童梦城堡乐园有限公司三大 头部亲子娱乐品牌签署全面战略合作协议。 此次合作不仅标志着恒生活在华中市场战略布局迈出关键一步，更印证了其"以场景为锚、以技术为 帆"的智慧零售路径正加速赢得行业认可。通过深度嵌入高流量、高频次、高粘性的亲子消费场景，恒 生活正将智能零售的触角延伸至家庭生活的"最后100米"，激活本地消费新场景，助力新消费高质量发 展。 落子长沙：精准洞察区域消费活力 作为中部最具烟火气与创新力的新一线城市，长沙拥有庞大的年轻人口基数、密集的商业综合体网络以 及蓬勃 ...

（原标题：聚焦GEO赛道，智推时代如何破局AI时代营销） 21世纪经济报道记者 申俊涵 实习生 曾伊可 广州报道 近日，2025粤港澳大湾区文化产业投资大会在广州举行，大会聚集超300家文化及相关领域企业与110多家投资机构，搭建起"为资金找项目、为项 目找资金"的产融对接一站式服务平台。 在备受关注的文化科技路演专场，上海智推时代科技有限公司创始人&CEO陈缪喆分享了智推时代在生成式引擎优化（GEO）领域的创新实践情 况。 聚焦GEO赛道，构建全链路服务能力 据了解，GEO即生成式引擎优化，是继SEO（搜索引擎优化）之后的新一代流量优化赛道，核心是通过技术手段提升品牌在AI大模型中的可见度 与推荐优先级。 作为一家GEO赛道的创业公司，智推时代虽然今年5月才注册成立，但已经逐渐崭露头角。区别于市面上众多小型工作室，智推时代是一家同时 满足"披露融资信息、自研SaaS系统、有海外local业务"这三大条件的初创企业。 具体来说，陈缪喆是位连续创业者，其上一轮创业的项目在2019年被三七互娱并购。此次创办智推时代后，三七互娱再次参与到公司的种子轮融 资中。同时，智推时代自研SaaS系统覆盖GEO全流程的四大核心 ...

Core Insights - The article emphasizes the importance of integrating AI into business operations, particularly in supply chain management, to transform it from a cost center to a value center [5][23][24]. Group 1: AI Implementation in Supply Chain - Dingdong Maicai utilizes Agentic AI to enhance traceability and accountability in its fresh supply chain, addressing issues of high loss, volatility, and time sensitivity [7][8]. - The company has achieved a 95% accuracy rate in sales forecasting for overall orders and popular items, showcasing the effectiveness of AI in decision-making processes [8]. - The approach involves a full-chain upgrade from human-driven processes to algorithm-driven operations, ensuring clarity and accountability at every stage [8]. Group 2: Digital Transformation Strategies - Ningji adopts a light-asset, rapid expansion model, focusing on data-driven decision-making to reduce reliance on individual expertise, allowing the CEO to "work less" [9][10]. - The company emphasizes the importance of completing foundational steps like information and online transformation before advancing to AI applications [10]. - AI applications at Ningji are centered around efficiency and revenue generation, with practical implementations in customer service and site selection [10]. Group 3: Content Supply Chain Innovation - Tezign views content as a new SKU, advocating for a content supply chain that allows for the reuse and combination of creative assets [13][14]. - The company employs AI to manage and produce marketing content efficiently, enabling rapid generation without requiring design skills from operators [14]. - This approach positions content production as a core asset for businesses, moving away from one-time use to reusable modules [14]. Group 4: Gradual AI Integration - Shuhai Supply Chain emphasizes a methodical approach to AI integration, focusing on cost reduction, efficiency enhancement, and quality improvement [15][17]. - The company has invested over 400 million yuan in developing a comprehensive SaaS system to streamline operations across various business functions [17]. - AI implementation is approached in stages, starting with simpler tasks to build a foundation before tackling more complex scenarios [17][21]. Group 5: Industry Challenges and Consensus - Participants in the roundtable discussion highlighted the challenges of aligning consumer demands with supply chain capabilities, particularly in the fashion industry [18][19]. - There is a shared concern about measuring the value of AI, as business growth results from multiple factors, complicating the attribution of success to specific AI tools [19][20]. - A consensus emerged that AI is not a panacea but rather a complex system engineering challenge that requires a structured approach to implementation [20][22].

Core Viewpoint - The entry of Tencent's founder, Ma Huateng, into the hotel management industry signals the beginning of a "giant era" in the accommodation sector, introducing a set of standards that will reshape the industry [1][3]. Group 1: Standards Introduced by Giants - The "standards" brought by giants are not merely upgrades to hotel SOPs but a comprehensive operating system derived from internet logic, encompassing three main aspects: technology, traffic, and management [3][4]. Technology Standards - The shift from intuition-based decision-making to algorithm-driven processes will revolutionize operations, utilizing SaaS systems and data platforms for decision support in site selection, pricing, and marketing [4]. - AI-generated marketing content and smart services will permeate every service aspect, aiming to provide standardized services at minimal marginal costs [4]. Traffic Standards - Giants like Tencent create a "traffic black hole," where the entire consumer journey is contained within their ecosystem, making it difficult for traditional OTAs to compete [7]. - The use of social media for viral marketing through social connections allows for nearly zero-cost customer acquisition [7]. Management Standards - The giants view accommodation as a "product" that needs to be standardized and replicable, focusing on opening numerous locations with consistent quality and controllable experiences [10]. - Professional managers will replace individual hosts, prioritizing efficiency and financial metrics over unique hospitality experiences [11]. Group 2: Identity Crisis in the Industry - The accommodation industry faces a profound identity crisis, torn between the artisanal spirit of individual hosts and the efficiency-driven approach of giants [15][16]. - The unique charm of artisanal accommodations lies in their personal touch and storytelling, but this uniqueness also limits scalability and consistency in quality [15]. Group 3: Finding a Path Forward - Opportunities exist in niche markets that giants overlook, focusing on hyper-segmented customer bases that require personalized experiences [20][23]. Niche Market Strategies - Catering to "hardcore" digital nomads who prioritize stability and community over trendy amenities presents a viable path [25]. - Providing specialized services for high-level outdoor enthusiasts and unique local healing experiences can differentiate offerings from standardized services [29][31]. Relationship Building - The personal brand of hosts and the emotional connections formed with guests are irreplaceable assets that can create loyal customer bases [33]. - Establishing community-focused spaces for like-minded individuals can enhance customer loyalty and engagement [33]. Conclusion - The entry of giants into the accommodation sector is not necessarily detrimental; it can help filter out low-quality offerings and highlight those with genuine value [38][39]. - The path forward lies in embracing the unique, intangible aspects of hospitality that giants cannot replicate, allowing smaller players to thrive in their niches [38][39].

Core Viewpoint - The listing of YMT (Yimudian) on NASDAQ highlights the urgent need to address the challenges in China's agricultural supply chain, particularly the difficulties faced by farmers in selling their products and the challenges faced by buyers in sourcing goods [2][10]. Group 1: Company Overview - YMT, China's largest agricultural B2B platform, achieved a market value of $470 million upon its listing, marking a significant milestone in addressing the "selling difficulties" faced by 80 million farmers [2]. - The platform connects 30 million growers and 8 million buyers, covering over 2,000 agricultural products with an annual transaction GMV exceeding 300 billion yuan [3]. - YMT's growth strategy focuses on providing comprehensive supply chain services rather than merely acting as an information intermediary, which has led to a reduction in product loss rates from 30% to 8% and a 20% increase in farmers' income [4][5]. Group 2: Business Model and Revenue Structure - YMT's revenue model is heavily reliant on supply chain services, which account for over 60% of its income, contrasting with traditional platforms that primarily earn from data sales [5][12]. - The company has shifted from being an information platform to a supply chain service provider, emphasizing the need for full-chain services from production to sale [4][10]. - The platform's innovative approach includes using AI for market insights, digital supply chain tools, and a SaaS system to connect buyers and sellers directly [4][11]. Group 3: Market Challenges and Financial Performance - YMT's IPO faced a lukewarm market response, with its stock price dropping 31.7% on the first day, attributed to ongoing losses and declining revenues [12][16]. - The company reported a net loss of 34.94 million yuan in 2024, with revenues declining by 14% year-on-year [12][13]. - The reliance on membership and value-added services for revenue generation poses challenges, as the proportion of paying merchants decreased from 14% in 2023 to 11.4% in 2024 [13]. Group 4: Strategic Initiatives and Future Outlook - YMT is exploring "order agriculture," where it guides farmers on what to plant based on buyer demand, aiming to standardize production and reduce mismatches [11]. - The platform is expanding its global reach, connecting with over 100 countries and aligning with the "Belt and Road" initiative [14]. - YMT's focus on building trust and efficiency in the agricultural supply chain is seen as a long-term strategy to overcome inherent industry challenges [15][16].

Group 1 - The core idea is the integration of 5G and AI technologies with SaaS to create a smart watermelon greenhouse, enhancing the watermelon industry in Dongming County and contributing to rural revitalization [1][2][6] Group 2 - The smart greenhouse utilizes 5G network advantages and SaaS management systems to establish a comprehensive and precise planting monitoring and control system, collecting real-time environmental data through various sensors [2][4] - AI algorithms dynamically adjust operational parameters for ventilation, irrigation, and lighting based on a specialized watermelon planting model, ensuring optimal growth conditions and reducing fruit deformity rates by over 20% [4] Group 3 - A full-chain traceability marketing system is built, allowing consumers to access the entire growth process of watermelons through a digital ID, enhancing consumer trust [5] - The AI algorithms analyze market consumption data to provide personalized farming and marketing plans, increasing the average revenue per watermelon by over 15% [5] Group 4 - The initiative promotes a three-tiered industrial collaboration network, facilitating remote guidance from agricultural experts and smart matching of agricultural supply and demand, involving over 30 administrative villages and training more than 200 professional farmers [5] - The company plans to continue promoting the "5G + AI + SaaS" model to provide replicable technological solutions for rural revitalization and support high-quality economic development in Dongming County [6]

Core Viewpoint - Beike is the largest real estate transaction and service platform in China, transitioning from a traditional real estate service provider to a comprehensive living service provider with its "one body, three wings" strategy focusing on real estate brokerage, home decoration, and related services [3]. Group 1: Real Estate Brokerage Business - Beike has a significant advantage with its integrated online and offline platform, featuring 50,000 active stores and 445,000 active agents by the end of 2024. The platform integrates various real estate brokerage brands, enhancing its scale advantage [4]. - The company effectively addresses issues such as fake listings and price discrepancies through its "Building Dictionary" and ACN mechanism, while promoting digital transformation to improve efficiency and customer experience [4]. - The growth of the real estate brokerage business is expected to continue due to increasing turnover rates in the second-hand housing market and the company's leading market share [4]. Group 2: Home Decoration and Furniture Business - The domestic home decoration market is projected to reach approximately 3.9 trillion by 2024, characterized by high fragmentation and consumer dissatisfaction due to issues like price transparency and long delivery times [5]. - Beike leverages its real estate brokerage business to drive traffic and employs a "standardization + digitalization + full-link integration" model to enhance delivery capabilities in home decoration [5]. - Following the acquisition of Saintu Home Decoration in 2022, Beike is in a phase of scaling its operations by combining vertical management with an internet platform model [5]. Group 3: Rental and Residential Development - The "Worry-Free Rental" model focuses on sustainable profitability by improving rental efficiency and reducing vacancy periods, managing over 430,000 rental units by the end of 2024 [6]. - The "Beihome" initiative explores a new C2M residential development model, with plans to expand operations in major cities like Beijing, Shanghai, and Guangzhou in 2025 [6].