Life needs a sense of ceremony, and Chinese New Year is an important ceremony in Chinese’s traditional customs. As the highlight of this ceremony, the New Year’s Eve dinner is of great significance.

　　How many people have traveled thousands of miles by train just to have a reunion dinner with their relatives. This is probably the longest meal eaten by most Chinese in a year, and it is also the most unforgettable meal.

　　This meal has gone through thousands of years, from simple and concise to rich and diverse, and witnessed the historical changes.

　　However, do you know that the changes of the New Year’s Eve dinner also affect the statistical investigation? The following small series will take you to understand the unknown statistical cold knowledge in the New Year’s Eve dinner!

　　Monitoring and investigation of livestock and poultry

　　Help you pay attention to the price of Chinese New Year "hard dishes"

　　Chicken, duck and fish can be said to be the standard of New Year’s Eve, and many places still retain the custom of killing pigs. New year’s dishes made by livestock and poultry have always been an indispensable "hard dish" on the dining table.

　　The price of chicken, duck, pig, beef and mutton is closely related to the quantity and price of slaughter. The monitoring and investigation of livestock and poultry we carry out is to pay attention to their quantity and price at all times.

　　However, from the monitoring data in recent years, due to the development of refrigeration and transportation technology, the price of livestock and poultry is not affected by festivals, and the supply of chickens, ducks, pigs, cattle and sheep is stable and sufficient.

　　Diet preference custom

　　Affect the weight of CPI compilation in various places

　　Although it is the same New Year’s Eve, there are totally different eating customs in different places. For example, as a coastal city of Ningbo, seafood is an essential frequent visitor to the table; As a southwest province in Sichuan and Chongqing, hot pot and string are the necessities of the annual flavor … …

　　The consumer price survey, also known as CPI, is closely related to the dietary preferences shown by everyone at the New Year’s Eve dinner.

　　For example, because Ningbo residents consume more seafood, the weight of aquatic products is higher in the compilation of CPI in Ningbo; In some inland cities, the consumption of meat is greater, so the weight of livestock meat is higher.

　　Eat at home or eat out?

　　Affect the classification of consumption expenditure

　　With the living conditions getting better and better, many families began to book New Year’s Eve dinners in restaurants and hotels, while some families invited chefs to their homes to make New Year’s Eve dinners.

　　This subtle change is also reflected in the residents’ living expenses.

　　If you bring your own New Year’s Eve dinner, it will involve various items such as grains, vegetables, meat and poultry, aquatic products and drinks. Eating out for New Year’s Eve or letting the chef come to the door is a catering service.

　　lucky money

　　Not included in disposable income.

　　For children, the last part of the New Year’s Eve dinner is the lucky money! Lucky money! Lucky money! Although it may be "mom saves it for you" in the end, I am still looking forward to this moment.

　　However, the lucky money is not included in the disposable income we often say, but included in the non-income income together with other one-time gifts, so the lucky money is generally not included in the income of residents we often say.

　　The above is the statistical cold knowledge about the New Year’s Eve dinner.

　　Look, isn’t statistics interesting?

　　"Is Xiaomi an Internet company?"

　　Although Lei Jun preached his own answer as early as the beginning of his business, Xiaomi has never escaped the self-torture caused by the above topics for the next eight years.

　　"Xiaomi is an Internet company that must focus on mobile phones, intelligent hardware and IoT platforms." In Xiaomi’s IPO prospectus, as many as three attributes were attached before the definition of "Internet company". The latter two are the new business opportunities that Xiaomi has developed for himself after experiencing the "U-shaped" trough in 2015.

　　Lei Jun once felt that this new version of "Millet Genesis" should push its valuation to 100 billion dollars. But at least when it went public in July this year, the capital market only recognized 45 billion dollars-less than half of it. At the end of October, the company’s market value once fell to about 32.5 billion dollars.

　　Xiaomi urgently needs to prove to investors that he has enough imagination and considerable profit margin in commercial liquidity.

　　On November 19, 133 days after the completion of the listing on the Hong Kong Stock Exchange on July 9, Xiaomi Group announced its financial report for the third quarter of 2018. Although its mobile phone revenue still accounts for 68%, it has continued to decline compared with 70.30% in 2017-in 2015, this figure was still 80.4%.

　　While the proportion of mobile phone revenue is shrinking, the revenue structure is growing from "Internet service" and "Internet of Things (IoT) and consumer products". Their contributions to Xiaomi’s total revenue have reached 9.2% and 22.1% respectively.

　　In the past few years, due to the excessive number of MIUI systems and the premature implementation of the important mission of "realizing Internet services", the engineers of MIUI team had to directly face the performance tasks split to each of them, and the contradiction between user experience and realization once became very sharp.

　　Fortunately, the hardware with non-"Mijia" label produced by more than 200 eco-chain companies invested by Xiaomi, especially sold through Xiaomi’s retail channels, is actively helping Xiaomi to unload some of the liquidity pressure on MIUI at least in the short and medium term-they don’t need to strictly abide by the rule of "the comprehensive net profit rate of hardware should not exceed 5%" set by Lei Jun, but are only required to be significantly lower than the profit rate of similar products in the same industry, as long as the price is competitive, the product concept and.

　　There is a consensus in the industry that the smart phone market has entered the stock market, and the smart hardware launched by Xiaomi Eco-chain Company can not only contribute considerable hardware revenue, but also continuously provide the "Internet users" that Xiaomi craves, and they can even leap over the Android system to which MIUI belongs, winning a large number of iOS users for Xiaomi. The heavy responsibility of continuously expanding the sales of "IoT and consumer products" was handed over to Xiaomi’s so-called new retail strategy.

　　However, in the face of increasingly complex business structure, this young company continues to increase its management challenges. The distance between the Internet ideal preached by Lei Jun and the realization reality faced by Xiaomi seems to be constantly being lengthened.

　　# MIUI: realize, realize, realize #

　　Just two weeks after Xiaomi announced the most important structural adjustment in the company’s history, "rice noodle" Zhang Yong left Xiaomi. To be precise, he made this decision after "powdering".

　　He joined Xiaomi in early 2016, which was the darkest moment in the company’s eight-year history. But Zhang Yong had a very optimistic judgment at that time: it was an opportunity for an excellent company to "bargain-hunting".

　　During that time, Xiaomi was at the end of a high-level personnel struggle. As the end of this struggle, in late May 2016, Lei Jun issued an internal letter about the appointment and dismissal of personnel, saying that "Zhou Guangping, co-founder and vice president of Xiaomi Technology, will be the chief scientist of Xiaomi". Zhou Guangping’s new position is described as "being responsible for the research in the frontier field of mobile phone technology", which is quite modest. In the past, the two business lines of Xiaomi mobile phone research and development and supply chain, which he led for many years, were changed to Lei Jun himself.

　　Zhou Guangping’s downfall stems from the "Xiaomi 5 Incident" which began to ferment in the spring of 2015. Xiaomi 5 is the 5th generation mobile phone of Xiaomi. It was originally planned to be launched in June 2015, but it was not until February of the following year that the mobile phone was shipped from the factory. The reason is that Guo Jun, vice president of Xiaomi’s mobile phone supply chain, who reported to Zhou Guangping, almost offended Xiaomi’s suppliers. In the whole half year, there were 10 mobile phones on Xiaomi Mall, but only one or two were available. This is the starting point for Xiaomi to fall into a series of bad luck in the absolute core business of mobile phones.

　　"Many people didn’t believe that (the company) would turn over from (Xiaomi) 5." Zhang Yong told China Business News. But what he didn’t expect was that Xiaomi’s turn-over journey, which took more than two years, eventually became his own "powder removal" journey.

　　Being in Xiaomi Company, Zhang Yongcai gradually realized that the "ideal" and "model innovation" that Lei Jun preached every day had experienced layer-by-layer transmission, and the realistic pressure that he, a grass-roots product manager in MIUI department, had to face every day could have turned into an irreconcilable contradiction.

　　The two system versions—MIUI 7 and MIUI 8 released in August 2015 and June 2016—are both called "ADUI", which means that it is an advertising system, not a user interaction system.

　　These two systems will not only force advertisements to be pushed without customization by users, but also recommend other related or unrelated new applications in the form of buoys when users open some applications. The effect is just like the kind of advertisement floating window on many Internet pages. If you want to close it, you may not even find the entrance. Some users feel that their mobile phones have become like "warm babies", and it is suspected that there is something wrong with the battery. In fact, the system loads too much content.

　　Outside, people began to label Xiaomi as a "giant baby company", which means to grow hands and feet first, then brains, and to form values because of its rapid growth. Didi Chuxing and today’s headlines were later considered as this type of company.

　　This word may not be appropriate for Lei Jun.. He is nearly 50 years old and has successively listed four companies. Those companies can be called excellent, not excellent. He has said on many occasions that Xiaomi was the last company he founded in his lifetime. Even if it is not out of the social ideal of creating a national brand and promoting a new round of industrial revolution, he badly needs a company worth 100 billion dollars to prove himself.

　　The problem Lei Jun faces is not that the company has no values, but that his expectations are so high that he will unconsciously create luck and rationalize some radical practices when he can’t reach them. "He once said at the press conference that we sell mobile phones at such a low price, and users are definitely willing to let us make some money on the system. If one day we are going out of business, there will be rice noodles to donate to us." Zhang Yong said.

　　MIUI’s advertising space has been increasing under Lei Jun’s indifference. A person from Xiaomi’s public relations department told CBN Weekly that the company has never formulated a specific KPI for the MIUI department, let alone linked the liquidity to the salary of the employees in the department. However, Zhang Yong said that those numbers will be written into OKR(Objectives and Key Results) and become a kind of implicit encouragement. "The so-called OKR can actually be understood as KPI, and sometimes the bosses will blurt out’ KPI’ when they are in a hurry …"

　　"The mission of engineers is no longer just to make a pure product, let alone have any energy to support them to polish a successful application that jumps out of Xiaomi system in terms of user value and is enough to serve the users of the whole network." Zhang Yong’s enthusiasm for the company is fading. Including himself, a word that MIUI engineers often talk about later is called "big market data"-always remember the real characteristics of Xiaomi mobile phone users and the corresponding user needs-and finally the products that they keep iterating in their hands are becoming more and more "headline-oriented" in content selection, in exchange for higher user stickiness and greater traffic. The final value of these efforts is to convert them into more advertising revenue.

　　Xiaomi asked Nielsen, a data research company, to complete a customized user experience report. When the report was placed on Lei Jun’s desk, he realized the seriousness of the problem.

　　Lei Jun spent a lot of money to restore the confidence of users. He asked the next MIUI9 to solve the core task, which is to let users re-realize that Xiaomi mobile phone is "as fast as lightning". To this end, "(advertising) can be cut first, and the manual switch is set for the advertising space that cannot be cut."

　　At the Xiaomi Note 2 mobile phone conference in October 2016, taking advantage of most Xiaomi employees, Lei Jun suddenly released Xiaomi’s first full-screen concept mobile phone, Xiaomi MIX, at the end of the conference.

　　Xiaomi has spent two years on the research and development of this mobile phone. It uses a ceramic body to prepare for wireless charging and the arrival of the 5G era. More importantly, Xiaomi became the first mobile phone company in the world to make a 17: 9 screen at that time. In Lei Jun’s words, the advent of MIX was the result of Xiaomi’s "development at no cost", and when the first batch of MIX mobile phones were mass-produced, the yield was less than 10%, which meant that the cost of each mobile phone was equivalent to 10 mobile phones.

　　Zhang Yong experienced this scene, and that moment really made him feel a little bit when he became a "rice noodle". "It’s the kind of feeling that really makes you forever young and always in tears. At that time, after reading the introduction of Note 2 in the audience, I took a meal first, and then the PPT flashed, my God. " Zhang Yong knows that after Zhou Guangping was persuaded to retreat, Lei Jun personally took the Xiaomi mobile phone team all the way to support it, just for the arrival of this moment-"In order to let all rice noodles see the Xiaomi who once met the Buddha and killed the Buddha and only pursued technology." "

　　The release of MIX is an important encouragement to the morale of Xiaomi team.

　　In June 2017, when the refreshing mobile phone system MIUI9 was released, Zhang Yong’s confidence in the company was once again enhanced. However, that fundamental contradiction has not been solved. "In this version of MIUI10, the advertising space that came back has all come back." The Internet service represented by MIUI department is still Xiaomi’s greatest hope to achieve overall profit-although the revenue ratio is not high, its gross profit margin can currently exceed 60%, while the gross profit margin of smartphones is only about 6% to 8%, and the gross profit margin of IoT and consumer products is also not high, at around 10%.

　　This temptation is implied in the business model of "small profits but quick turnover" put forward by Lei Jun in 2010: first enlarge the scale of hardware users, and then get more profits from the Internet service level.

　　Facts have proved that this model is a bit idealistic.

　　# Xiaomi New Retail: Sales Volume, Sales Volume, Sales Volume #

　　Since Xiaomi decided to open an offline store, its first step was to transform and upgrade Xiaomi Home, which only undertook after-sales service before.

　　Lei Jun has publicly stated that it is actually "too late to start" to really transform Xiaomi House in 2016. At the end of 2016, there were only 51 "Xiaomi Home" stores that were given retail functions again. Then in just two years, the number of stores expanded to 499-almost twice that of MUJI, which started to open stores in China in 2008.

　　In order to further complete the sinking to the lower-end market, in addition to the store model of Xiaomi House, Xiaomi successively launched two forms of stores: "Xiaomi Authorized Experience Store" and "Xiaomi Store" in 2016. The relationship between these three stores is that the closer to the county and township, the greater the difference between the appearance of the latter two stores and the flagship store of Xiaomi House.

　　In the latest quarterly report, Xiaomi took the initiative to mention a "great leap forward" in its new retail business-it opened 740 "authorized experience stores" in 90 days, increasing the total number of offline stores in this format to 1,100, covering 563 counties across the country, and this number should be at least doubled in the future.

　　More subtly, the term "Xiaomi Store" gradually disappeared in Xiaomi’s public relations communication. Its iterative name is "Xiaomi franchise store" or "direct supply point". The number of such stores has now exceeded 37,000, and their task is to further sink Xiaomi’s channel network to tens of thousands of towns and villages across the country.

　　On October 1, 2018, in Wuhan, Hubei Province, the flagship store of Xiaomi Home, located in Chuhehan Street, the most famous local commercial street, opened. This flagship store, which has three floors and is by far the largest in China, sells all kinds of goods, such as mobile phones, computers, rice cookers, electric toothbrushes and even towels, and the minimum inventory units (SKUs) except mobile phones add up to more than 700. Besides, this is just a mobile phone shop, which is completely inappropriate. It looks like IKEA-there are even model rooms in the store.

　　Lei Jun’s ideal model for offline stores is MUJI: the product category structure is diversified, the product design and display methods are extremely simple, the location tends to be shopping centers, and the sales model, he also hopes to "cut off the middlemen" and run the store himself like MUJI.

　　These practices are different from the traditional offline distribution model of mobile phones. Take OPPO and vivo, which mainly gain market share offline, as an example. Both companies pursue a three-level agency model from "national generation" to "provincial generation" and then to "county generation". "Sometimes there will be more levels." A retired employee of vivo told China Business News that those agents usually open their stores in the streets where mobile phone brands gather, and the goods in the stores are basically mobile phones.

　　Diversified commodity structure and location strategy make Xiaomi House look more attractive than offline stores of OPPO or vivo, but its market coverage is limited. Xiaomi originally hoped to sink into more third-and fourth-tier markets with weak online shopping habits through this model. However, according to its third-quarter financial report just released, Xiaomi’s 499 Xiaomi homes in mainland China are mainly distributed in first-and second-tier cities. According to the news provided by Xiaomi’s public relations department to CBN Weekly, Xiaomi will not increase the number of such stores in the future.

　　This makes the actual number of Xiaomi homes only half of Lei Jun’s original goal. In February 2017, at the Yabuli Forum, Lei Jun proposed to open 1,000 millet homes within three years. At present, a large part of Xiaomi House which has been opened is actually invested by franchisees. Xiaomi official never disclosed the ratio of this model to the fully self-operated Xiaomi House, but Sun Yanbiao, president of the First Mobile Phone Research Institute, told CBN Weekly that Xiaomi only kept a few model stores in some cities for self-operation, while others were funded by franchisees, and Xiaomi sent teams to operate. According to the data he provided, each franchisee has to spend at least 1 million yuan to join a store.

　　When the "Xiaomi Xiaodian" project was first established in 2016, Xiaomi expected to join this cause with its hundreds of millions of rice noodles. Xiaomi store has set a very low threshold for franchisees, and even a college student without any savings or stores can open a Xiaomi store. But the people who really joined this business later were not the "ideal candidates" for Xiaomi, or rice noodles.

　　Xinzhou District, 40km away from downtown Wuhan, is a county town with a resident population of only about 200,000. Xie Wendong, who lives there, was the first franchisee to come into contact with Xiaomi Store. Before, he had a shop of about 80 square meters in the local pedestrian street, mainly selling LeTV. Considering that the introduction of millet products might bring new passengers to the store, he registered and applied for a Xiaomi shop to try.

　　The process of opening a store is relatively smooth. Xie Wendong said, "Just scan a QR code and there are dozens of questions to see if you agree with the brand concept. If you get 80 points or more, you will pass, which is particularly simple." After that, he received an account, which was used to log in to Xiaomi Store’s website to purchase goods in the background.

　　Xie Wendong selected more than 80 products at first, but so far all he sells in his shop are Xiao Ai speakers, several Xiaomi TVs, and more than 20 products that don’t take up much space, such as towels, rainbow batteries and signature pens. These products can bring him passengers, but "from the point of view of our businessmen’s pursuit of maximizing profits, it’s really unprofitable." Xie Wendong said that he compared the LeTV products he had operated with OPPO and vivo, which have 30% gross profit space across the street.

　　Unlike other mobile phone brands, which get goods directly according to the price of secondary or tertiary channels, Xiaomi’s next store adopts a rebate mode-Xie Wendong first gets the goods in full according to the price in the background, and the price is the retail guide price marked online at that time, and only after the goods are sold can he get the "income" next month. He showed reporters the background operating system of Xiaomi Store. Clicking on a mobile phone with a retail price of 999 yuan at will pop up and tell the merchant that the profit is 180 yuan, and the profit from selling a rice cooker at a price of 999 yuan is 149 yuan. It seems that this "rebate" is not low, but Xie Wendong still shouts that he will not make money-the problem is that Xiaomi has no "guaranteed price" strategy for small stores.

　　"I sell 999 yuan for a mobile phone, but at the same time JD.COM may only sell 699 yuan for activities. I can only take the initiative to reduce the price myself. So even if Xiaomi returns to 180 yuan, in the end, we actually don’t make money at all. " Xie Wendong said. At the same time, the franchisee of Xiaomi Store is not optimistic about the penetration of Xiaomi in low-tier cities-in Xinzhou, a county town with a per capita monthly income of 2,000 yuan, it is still unrealistic for a family to accept new things like IoT. Some of his customers will buy 299 yuan small love speakers because they are fresh and fun, but after a month or two, they will become idle products at home.

　　Xiaomi’s idea of selling mobile phones by rice flour is good. After all, only people who understand Xiaomi and believe in Xiaomi’s brand concept can better complete the sales of goods through word-of-mouth marketing, but Xie Wendong is not such rice flour. Sometimes, for business reasons, he will "operate" more. For example, when JD.COM reduces the price, he will get the goods from JD.COM, or open a shop on Taobao, and sell the inventory in the shop to customers far away in Jiangsu and Zhejiang. Some real estate developers there like to get the goods from him best, and they can either invoice or negotiate the price. Later, Xiaomi official also deliberately played down the active spread of Xiaomi store.

　　Qin Fuyong is also a Xiaomi franchisee in Wuhan. Unlike Xie Wendong, he has bid farewell to the primary store model of Xiaomi Store and has a Xiaomi authorized experience store.

　　Qin Fuyong is optimistic about Xiaomi. "Although the profit margin is small, the volume is large and the efficiency can be high." He told China Business News that the practice of OPPO and vivo would become less and less attractive to him.

　　Qin Fuyong actually "promoted" from Xiaomi store to authorized store. His performance during the Xiaomi store was not bad, which attracted the attention of the store management team under Xiaomi. In August this year, Xiaomi Company sent a provincial manager to visit his store several times, and took the initiative to upgrade Qin Fuyong’s direct supply point to Xiaomi authorized store. The authorized store model enjoys the "guaranteed price" policy-when the online price is lower than the delivery price, Qin Fuyong can sell at the online price, and the company will subsidize the difference together.

　　However, if you want to become an authorized store, you need to act as an agent for franchisees to purchase goods worth 400,000 yuan at one time. Moreover, although Qin Fuyong thinks that Xiaomi’s "new retail" is more promising, he feels at a loss in the specific store operation. "I don’t know how to do it. I didn’t think about it. Maybe Xiaomi didn’t think too well." What he doesn’t understand includes the whole set of business methods from commodity structure, in-store display, dynamic line design and marketing. How to do every link in the end is almost explored by Qin Fuyong himself. During the whole process of opening a store, Xiaomi’s store operators only provided a set of standardized solutions for store decoration for his reference.

　　If the business is good enough, Qin Fuyong intends to open more stores, but he is not very happy that the authorized store he has painstakingly managed has to assume the role of so-called "offline experience"-those customers who come to the store only look at it and don’t buy it, which is actually zero contribution to his business.

　　The "selling goods" at the level of authorized stores make the price of millet products in many areas chaotic, and the different store images also make it difficult for consumers to form brand awareness. However, these problems are not in Xiaomi’s task management list at present. Xiaomi’s goal at this stage is to open more shops run by agents. "At least there is no upper limit at present." After Xiaomi announced the third quarterly report, the above-mentioned Xiaomi public relations department told China Business News.

　　# "Eco-chain" company: users, users, users #

　　More than 200 Xiaomi "eco-chain" companies provide SKUs for Xiaomi’s offline stores.

　　Hans tung, managing partner of GGV ggv capital, first heard Lei Jun put forward the word "ecological chain" in September 2013. At that time, he attended the Global Mobile Internet Conference (GMIC) in Silicon Valley. Lei Jun and several people from Shun Wei Capital found him and told a story about Xiaomi’s upgrade.

　　"At that time, he mentioned that he wanted to be a Xiaomi ecological chain. We all thought this idea was very good, because Xiaomi already had a brand effect. Everyone was used to buying things in its App or Xiaomi Mall. If more products can be added, we think this model is worth exploring." Hans tung told China Business News.

　　According to Lei Jun’s idea, Xiaomi can create an ecological circle with the smart phone as the core, and a smart home circle and lifestyle consumables circle can also be constructed around the mobile phone. All the intelligent hardware in these products can be controlled by MIUI, which can not only expand the number of users on the Xiaomi market, but also play a role in draining the frequency of physical store-to-store-compared with towels or batteries, people may only change their mobile phones once a year or two.

　　Among all commodities, Xiaomi only designs and produces a few items such as mobile phones, televisions, routers and smart speakers to stay focused. Other intelligent hardware products such as mobile power supply, desk lamp, rice cooker and water purifier, or lifestyle products such as towels, batteries and electric toothbrushes are all handed over to the eco-chain company for operation. Xiaomi will "empower" these companies with its product concept, design capability, supply chain resources, sales channels and successful experience.

　　Most of the "eco-chain" companies attracted by Xiaomi and his investment team are startups. They take "a certain rice" as their brand name, and some of them don’t even have a formed company form when they receive investment. For example, Zimi, which produces mobile power supply, is the result of "proposition composition". Its founder, Zhang Feng, was originally the general manager of NVIDIA. After talking with Lei Jun and Liu Deshen, Zhang Feng accepted the proposal that the two founders of Xiaomi wanted him to set up a company to develop mobile power supply.

　　This model has great advantages at the beginning. Under the guidance of Xiaomi, some eco-chain companies quickly produced the first "explosive products".

　　On April 8, 2015, Huami bracelet, one of the most famous products in Xiaomi ecological chain, achieved a single-day sales of 208,000 pieces.

　　The first product released by TS Glasses with the help of Xiaomi platform is its nylon polarized sunglasses which participated in "Xiaomi Crowdfunding" in February 2017 and achieved 1130% completion. Two months later, it officially joined the Xiaomi ecological chain. "When Xiaomi has a meeting with us, he often reminds us to do the basic idea first, that is, you should do the’ single item explosion’ first, and don’t consider too many other things at first." Yan Jin, general manager of TS glasses, told CBN Weekly that Xiaomi’s biggest advice to eco-chain companies is that the first product must "break through", that is, it will quickly occupy the market through low prices, leaving competitors’ products with little room for survival.

　　According to Xiaomi’s product positioning suggestion, the first product of TS glasses is made into sunglasses without offline optometry, and the price is set at 199 yuan, because according to Xiaomi’s online business experience, "once the customer’s unit price exceeds 200 yuan, the sales volume will drop by 70%". In the procurement process, Xiaomi added TS glasses to the joint procurement list that needs to purchase silicone just like mobile phones and bracelets, which made this sunglasses match the suppliers of high-end competing products in the market from the beginning, and the cost was lower than the other party. Because of the sales platform provided by Xiaomi, the first production order, TS glasses opened the quantity to the order of 100,000 pairs.

　　Shenzhen Yunmi’s first water purifier is also such a process. It learns from Xiaomi to re-examine all links in the supply chain, cut off those parts that can be "cost down" and improve those designs with poor experience. In the end, it changed the assembled waterway in the traditional water purifier into an integrated waterway, which not only solved the problem of easy water leakage of the assembled waterway, but also reduced the injection cost through the large-scale procurement of Xiaomi platform. In the water purifier market with an average price of about 5,000 yuan, Yunmi manufactured a product with a price of 1,999 yuan for Xiaomi platform.

　　These companies and products began to prepare in 2013. When Xiaomi House opened its offline store in 2016, goods were available for sale immediately. After that, it is difficult to empty the shelves of the store under the rice noodle.

　　But not all products are as easy to re-examine the cost and design as mobile phones. "Some products have natural inventory turnover problems, such as clothing, as well as seasonal and fashion trends. No matter how efficient I am, it is impossible to guarantee that it is like a fan (long-term sales), then its cost-effective gross profit margin must be greater than that of a fan." A founder of an eco-chain enterprise who did not want to disclose his identity told China Business News.

　　Even the little ants who produce cameras can’t do this. "We said that you should quickly penetrate the market with lower price and faster reaction speed, but the other party did not follow our logic, and its pricing was very expensive. In this case, it is equivalent to not breaking through. It should have sold two or three billion yuan a year, but now it is still hovering over hundreds of millions. " Liu De, co-founder of Xiaomi, who was in charge of the eco-chain business, said in an interview with China Business News in November 2016.

　　According to the investment agreement, Xiaomi will customize some products in these companies by means of project establishment, and the relevant person in charge of Xiaomi’s eco-chain products will participate in the project establishment. If they are products of eco-chain companies’ own brands, they will have more autonomy. That is to say, if you choose to sell in Xiaomi channel and make "Mijia" branded products, you should follow Xiaomi’s 5% profit margin setting. Products that are not sold through Xiaomi channel need to set up another brand. Eco-chain companies can freely set prices, but in principle, they should still be consistent with Xiaomi’s values of "low profit margin", at least there should be obvious differences in profit margin with products of the same quality in the same industry.

　　With this "right", these companies almost unanimously chose to set up their own brands with high-end positioning and higher profit margins outside Xiaomi platform. The manager of Yunmi Guangzhou Zhengjia Plaza Store told CBN Weekly that Yunmi developed a water purifier with a price of 4,999 yuan in addition to the 1,999 yuan water purifier customized by Xiaomi. The two products use similar water purification technology, but different materials are used in the fuselage consumables and carbon core and other water purification consumables-in fact, this is a return to the traditional mode of marketing-driven and relying on layer-by-layer agents to enhance market share.

　　"We feel that (ecological chain) must be good for Xiaomi, and whether it is good for Xiaomi Ecological Chain Company depends on their own nature." Hans tung said. Ggv capital finally invested in four Xiaomi Eco-chain companies, including Pure Rice, Smart Rice, Purple Rice and Jiayi Lianchuang, which make rice cookers, humidifiers, mobile power supplies and headphones respectively. Of these four companies, only Zimi has extended its business from mobile power supply to "battery expert", and other companies have not jumped out of the "single product victory" stage.

　　The supply chain built by Xiaomi from the beginning of investment to the shelf of products is bigger and more difficult to manage effectively than it originally imagined, but it is a step that Xiaomi has to take.

　　Eco-chain companies provide diversified hardware, which is just connected with Xiaomi’s "offline store" strategy. Their common goal is to help Xiaomi continue to expand the number of users. If these products have the attribute of "artificial intelligence", they will eventually be in the Internet service level. Let Xiaomi and Eco-chain companies get more room to realize.

　　# Self-help and the future #

　　After the large-scale expansion of offline channels and investment in eco-chain companies, Xiaomi’s mobile phone sales, total revenue and user base all rebounded or improved in 2017.

　　Xiaomi’s financial report in the third quarter of this year showed that the monthly active users of MIUI system exceeded 224 million. Through the sales of eco-chain products, Xiaomi has won more new customers of non-Xiaomi mobile phone users. According to the latest data in the third quarterly report, there are about 132 million devices (excluding mobile phones and laptops) connected to Xiaomi IoT platform, and the monthly active users of AI intelligent voice assistant "Little Love Classmate" as the center of a new generation of IoT are more than 34 million. In addition to users of Xiaomi mobile phones, a large proportion of these people are iOS users.

　　In terms of real value, these new users are more users who contribute "activated devices" to Xiaomi. In the future, these activated devices may be able to string together more complete behavior data of users. But the time it takes is unpredictable. "Due to multi-category, multi-modality and even cross-industry reasons, the IoT side needs mobile phone companies to have strong resource integration, standard collaboration, investment layout and long-term investment capabilities while increasing the market share of mobile phones, in order to achieve market position in the IoT field." Gao Bin, director of communication and technology research at Nielsen, said.

　　Even if the profit of Internet service level is still a relatively distant dream, Xiaomi has now exchanged income from the "new retail" section of his business model by providing sales platform services for these eco-chain enterprises. An operator of Mijia App revealed to CBN Weekly that half of the gross profit of the eco-chain products sold by Xiaomi’s own channels belongs to Xiaomi. "Sometimes, for high projects, Xiaomi can still make 60% of the gross profit.". Xiaomi is still an absolutely strong Party A in this cooperation.

　　It seems that the company is getting back on track. But Zhang Yong’s confidence in the company didn’t come back. "My boss continues to tell me how many hundred million yuan the revenue task of the whole project team is, and how much my group should share … In short, we are talking about numbers." Zhang Yong said, the title is OKR.

　　Lei Jun is actually well aware of the problems facing the company. After completing the listing on the Hong Kong Stock Exchange on July 9, Lei Jun began to carry out management changes to the company, with the purpose of operating Xiaomi’s various Internet businesses more finely and ensuring a balance between commercialization and user experience.

　　First, on July 23rd, Xiaomi appointed Yan Kesheng, former vice president of the mobile phone department, as the vice president of the group and concurrently served as the chairman of the quality committee of the group. Yan Kesheng is Xiaomi’s No.53 employee. He is internally evaluated as "very straightforward" and previously worked in Motorola’s mobile phone research and development department. The new appointment will expand Yan Kesheng’s authority from the quality management of hardware such as mobile phones to the user experience at the Internet service level. This role is said to be "and while one man guards it", whose duty is to try to reduce the erosion and harm of Xiaomi’s commercialization to the user experience.

　　Then, on September 22nd, Xiaomi announced "the biggest organizational structure change since the establishment of the company": the organization department and the staff department of the group were newly established, and the original MIUI department and the mutual entertainment department were split into four Internet business departments, focusing on MIUI experience, application stores, information, videos, etc. MIUI Experience Department no longer undertakes the responsibility of realizing the Internet, but is only responsible for "doing things right". Applications stores, information, videos and other businesses involving the realization of the Internet directly report to Lei Jun..

　　Before leaving his job, Zhang Yong knew that Xiaomi had to make greater structural adjustments to MIUI. The preliminary brewing of this adjustment began even in the first half of this year. He agrees that this round of reform is Xiaomi’s hope, at least the general direction is right. "In the past, the internal roots were intertwined, but now it has finally loosened, and the business line will become clearer." But in the end he chose to leave. "Some problems can’t be solved by changes at the architectural level." Zhang Yong said.

　　Chen Yanning, who only joined Xiaomi in 2017, also expressed the confusion of the so-called participants like Zhang Yong. "The mobile phone itself is not profitable, and the sales (retail channels) are not very high, then MIUI becomes a profit center." He told China Business News.

　　Both Chen Yanyu and Zhang Yong think that if we give them a better environment for product research and development, so that they can bear less pressure of commercialization, focus more on making the product itself better, develop products with more long-term value, and even make more explosive applications that are welcomed by users all over the network, Xiaomi’s imagination of "realizing the Internet" could have been larger.

　　In addition to MIUI system, Xiaomi has also developed many applications, such as reading software, instant messaging software Mi Chat, information software Xiaomi Info, and Xiaomi calculator, games, etc. Among them, Mi Chat was born earlier than WeChat, but among these applications, only Xiaomi calculator can be regarded as a cross-platform product. "First of all, you have to cross the defense between mobile phone manufacturers. Secondly, for example, to do information applications, you have to do it with the volume of today’s headlines. This Internet model can be successful." Chen Yanning said that the Internet application market is no less competitive than the mobile phone market.

　　Among the 200 million users of Xiaomi, nearly 70% hold Redmi series mobile phones with a unit price below 2,000 yuan, and most of them are men. They may be active payers of mobile games, but these users have limited willingness to pay for more potential content such as e-commerce, reading, film and television. Half a month ago, Xiaomi won the brand authorization of Meitu’s mobile phone business, also to increase some female users.

　　Xiaomi’s employees are envious of Apple’s healthier and more comfortable model. Under the premise of high gross profit of the hardware itself, in the environment of iOS, which naturally has a better payment order, the software layer can perform the mission of "continuously improving the user experience" with more peace of mind.

　　But Lei Jun never regarded Apple as Xiaomi’s benchmarking company. He is very diligent and thinks he has the ability to make a model according to his own understanding of the market.

　　Until he left Xiaomi, Zhang Yong said that he still agreed with Lei Jun’s ideas, and he didn’t feel that Lei Jun was insincere every time he talked about his ideals. In his view, the management problem exposed by Xiaomi at this stage is actually that the people above have a good idea. When it reaches the middle layer, there will always be some benefits delivery or personnel problems, which will lead to the final deformation in execution.

　　"This situation has become very serious since the listing of Xiaomi was put on the agenda. There are more and more internal things that can’t be said directly, you know and I know, but it just can’t be said directly. I don’t know why, it’s strange, for example, when something is not done well, you can’t say it directly. "

　　(At the request of the interviewee, Zhang Yong and Chen Yanyu are pseudonyms. )

In 2020, with the listing of Wuling Hongguang MINI EV, it quickly exploded the mini-car electric vehicle market with high cost performance, and was called "people’s scooter", which was favored by consumers. However, with the development of the times, the existing product forms can obviously not meet the increasingly stringent car demand of consumers. As the saying goes, "Wuling will build whatever the people need." Wuling has been listening to the voices of millions of users and continuously exploring their pain points in the process of using cars. Based on this, the car system ushered in a new upgrade, and the third generation macaroon of Hongguang MINI EV (hereinafter referred to as the third generation macaroon) was launched. The new car is a 215km long-life version with an official guide price of 46,800 yuan.

Then, can the rejuvenated and upgraded third-generation macaroon still sit firmly on the throne of "global leader in small electric vehicles"? As a "people’s scooter", what surprises will it bring to consumers and fans? Let’s take a look together today!

Modeling remains kawaii

Compared with the previous generation of macaroon, the appearance of the third generation of macaroon has been greatly upgraded, and the whole looks more cute. Among them, the front face is replaced with inductive halo LED headlights, plus a very Q-cute contrast front bumper and exquisite retro electroplating rings, which makes its appearance more exquisite; From the side, the petal-shaped hub cover and the smiling MACARON side logo highlight the fashion trend; The cute circular design factor is also added to the tail, which echoes the front face design. The circular LED taillight design makes the whole car more lovely. Secondly, the third-generation macaroon also added a roof rack intimately, so that users can add a roof trunk in the later period without worry, expand more storage space and ensure worry-free travel.

In terms of appearance color, the car body color of the third-generation macaroon has also been upgraded from 4 kinds in the old macaroon to 5 kinds, namely light mans yellow, avocado green, white peach powder, iris blue and milk apricot coffee. Coupled with the contrast color matching of the white roof, the overall look and feel is younger than that of the old macaroon.

In terms of body size, the length, width and height of the third-generation macaroon are 3064/1493/1629 mm and the wheelbase is 2010 mm. As a reference, the length, width and height of the old macaroon are 2920/1493/1621 mm and the wheelbase is 1940 mm. It can be seen that the third-generation macaroon has a longer body and a longer wheelbase, which will bring more spacious driving for users. At the same time, the wheelbase is longer, and the trunk volume of the third-generation macaroon (after the rear seats are put down) is also increased from the old 650L to 734L, further enhancing the loading capacity of the whole vehicle.

Comfort upgrade

In addition to the kawaii appearance and spacious space, the comfort of the third generation macaroon has also been significantly improved.

First of all, it is the seat that is in frequent contact with us every day. The third-generation macaroon has a newly designed ergonomic seat, and its sitting height is 20mm lower than that of the old macaroon, which is more comfortable to ride; The cushion is thicker and fuller, and has better support for the contact parts of the human body; The contact area of the backrest of the third generation macaroon also increased by 44%, and the contact area of the seat cushion increased by 19%, so that it has a super-large back contact area of 86000mm2, and the average pressure of the seat has decreased by 25%, and the maximum pressure has also decreased by 12%, ensuring that the drivers and passengers have a higher average contact area of the seat, further improving the driving comfort and the sense of seat wrapping, and no longer having the feeling of a small bench.

Secondly, an 8-inch central control screen and multi-function steering wheel have been added in the third-generation macaroon, which has built-in richer entertainment functions, effectively improving the convenience and pleasure of drivers and passengers.

The third-generation macaroon equipped with high-power speed temperature regulating air conditioner has an air output of 320 m3/h h. Compared with the old camaron, its refrigeration efficiency is improved by 14%, which not only allows users to feel the coolness in summer in the scorching sun, but also effectively improves the electric energy utilization rate of the whole vehicle, thus improving the power consumption level of the whole vehicle. Moreover, the third-generation macaroon has also optimized the motor and reducer, low-speed warning tone, compressor and other aspects, so that the NVH performance in its car has reached the leading level in the same class, effectively making up for the lack of driving quietness of micro electric vehicles and providing users with good ride comfort.

At the same time, the hand brake strength of the third-generation macaroon has also been reduced. When the vehicle is fully loaded, the hand brake strength of the third-generation is reduced by 36% compared with that of the old macaroon. For most female drivers, it can be stopped calmly. And its newly upgraded crawling function allows users to move forward on low-speed and congested roads without stepping on the accelerator. When reversing, you only need to step on the brake pedal without switching the pedal back and forth, which effectively improves the driving safety, at the same time, it can effectively avoid the problem of jitter caused by the low speed of the motor and improve the driving comfort.

Of course, the improvement of comfort is also reflected in the chassis suspension of the third generation macaroon, which adopts a brand-new front lower arm structure and bushing structure, and through Wuling’s excellent chassis adjustment technology, the front and rear suspensions can be moderately soft and hard, and the vibration isolation of the chassis has been significantly improved, achieving the best balance between comfort and stability.

It’s safer to use a car

As a micro electric vehicle, safety is also crucial, and as the "Wuling of the people", it will certainly be considerate for users. The third-generation macaroon adopted a ring cage body design, with high-strength steel accounting for 60%. The whole vehicle used 1500MPa hot-formed steel in eight places, reaching the leading level of the same level. At the same time, the whole vehicle passed the test of 82 collision conditions such as collision, column collision, side collision, turn collision and rollover, and the whole scene was accurately verified. After the collision, the high-voltage electricity will be automatically cut off, and the accident can be effectively avoided by matching with the main and passenger airbags.

In terms of battery safety, users can rest assured that Wuling Hongguang MINIEV has a base of over one million users since its listing, and achieved a proud achievement of "one million zero spontaneous combustion". Therefore, there is no doubt about the battery safety of the third generation macaroon. Five-fold battery protection, reaching the highest dustproof and waterproof IP68 level of electric vehicle parts, coupled with the lifetime warranty of Sanpower, ensures the safety of users’ travel and the quality of the whole vehicle. In addition, the third-generation macaroon can also monitor the status of vehicles in the cloud, which will actively remind users of the abnormal status of vehicles, such as the door is not closed, the voltage of the charging grid fluctuates, the hand brake is not applied, and the power is severely lost. And through 24-hour online active service, we can provide users with solutions quickly. In addition, Wuling has more than 2,800 sales and service outlets all over the country, which can provide users with strong after-sales service support, so in the after-sales service area, users can really worry-free about using cars.

Power life is more powerful.

The third-generation macaroon also has an update focus, that is, it provides a 215km endurance version. If the commuting distance is not very long, it can run for ten days at a time. Therefore, users can effectively reduce the charging frequency in their daily commuting, thus saving more time costs. At the same time, in order to give users a more solid endurance, the third-generation macaroon also recalibrated and optimized the three-electric system, which increased its energy recovery rate by 8% and further improved the utilization rate of electric energy. The third-generation macaroon also carried out the lightweight design of the car body, which made the curb weight of the 215km version only 777kg, and the lightweight level reached the same level.

Not only that, the third-generation macaroon also optimized the wind resistance of the car body, optimized the shapes of headlights, front face and rear bumper bottom, and added the design of the front airbag dam, which further improved the aerodynamic performance of the car body and achieved the effect of reducing the wind resistance coefficient. With the help of low-drag calipers, the power consumption of the third-generation macaroon 215km version is only 9kWh per 100 kilometers, and the use cost of one kilometer is only about 5 cents, achieving a battery life of 12.4km with 1 kWh.

In terms of charging efficiency, the newly added 215km battery life version also supports 15kW DC fast charging, which can charge the power from 30% to 80% in just 35 minutes, and the slow charging power is also improved, from the previous 8 hours (170km version) to the shortest 5 hours at the same level, thus effectively shortening the charging time and improving the charging efficiency. Even users without fast charging conditions can complete charging in a short time. Wuling also provides users with a "one-stop" charging installation service. It has all self-developed intelligent and safe charging products, including 2.2kW safety sockets, 3.5kW/7kW small charging piles and other products, covering various charging scenarios, and has more than 10,000 professional technicians to serve users and meet the needs of customers for charging equipment installation and maintenance. It is worth mentioning that the third-generation macaroon also has a very intimate function, that is, it also supports intelligent battery charging, effectively avoiding the trouble that the small battery can’t be started because of power loss.

Che Shu concluded:

To sum up, we can see that the third-generation macaroon has been fully upgraded in appearance, interior, safety, comfort and endurance configuration, so that its product strength has been advanced again. At this point, we also have reason to believe that the third-generation macaroon is bound to have a surprising market performance in the next micro-electric vehicle market, and for consumers, the third-generation macaroon is undoubtedly the best choice in the same category.

　　Just after the Mid-Autumn Festival, the "Eleventh" Golden Week followed. As in the past, the consumer market is still hot in this double festival, and marketing ideas are frequently new. However, unlike the past, traditional food consumption is returning to its original meaning, and the e-commerce platform of mass consumption channel is pursuing "fast" and "truth" at the same time, and personalized travel has increasingly become the first choice of many families … … Please follow the reporter to see this "two-festival" mass consumer market — —

　　Diet: Returning to Consumption Rationality

　　Compared with previous years, this year’s holiday food market has lost the "sky-high price" gimmick and is constantly moving towards rationality.

　　Before the Mid-Autumn Festival, the reporter visited many supermarkets and stores in Beijing and found that the mooncakes of traditional time-honored brands such as Beijing Daoxiang Village, Guangzhou Restaurant and Wufangzhai were the most eye-catching, with prices ranging from 50 yuan to 300 yuan. Among them, the traditional mooncakes with simple packaging, such as bean paste, coconut paste and five kernels, have regained public love. Many customers said that they mainly buy moon cakes at home or give them to relatives and friends, so they pay more attention to cost performance, and the categories are mainly low-sugar and low-calorie old traditional tastes.

　　Some mooncake brand stores and baking shops reduced the sales of over-packaged mooncakes, and began to approach consumers actively, offering mooncake baking courses and inviting consumers to interact with pastry chefs. In Chaoyang Joy City, Xizhimen Kaide MALL, and oriental ginza Lane, many DIY bakery shops have advertised courses such as "Flowing Moon Cake" and "Frozen Moon Cake", with prices ranging from 128 yuan to 388 yuan.

　　Liu Meiting, a Beijing mother who has been on business all the year round, decided to take her 5-year-old daughter to a bakery to make moon cakes this year. She told reporters that the moon cakes made by herself are cheaper than those sold in shopping malls because of saving the time cost of baking and making fillings more easily. Making moon cakes by yourself not only increases the opportunities for parent-child interaction, but also shows sincerity in giving them away.

　　"Now moon cakes are returning to the original meaning of reunion, and the utilitarian exchange function has been diluted." Liu Meiting feels that this makes the cultural significance of family reunion and happiness carried by the Mid-Autumn Festival more "original".

　　In addition to the hot moon cake market, Mid-Autumn Festival and National Day are also traditional food and beverage consumption seasons. During the two festivals this year, a series of food promotion activities in various places continued to be carried out. In Beijing, the International Western Food Festival, the Mid-Autumn International Food Festival and the Shunyi Flower Port Chrysanthemum Light and Food Festival of the 2018 Beijing International Food Festival have been opened one after another. In Zhuhai, Doumen Food Festival will be officially launched on October 1st. In Changsha, the International Food Expo introduced all kinds of delicious food, which attracted many "foodies".

　　At the same time, some consumers choose to look for traditional memories in time-honored restaurants. During the Mid-Autumn Festival, some catering enterprises in Beijing launched special family dishes with the theme of "reunion", which were both homely and affordable, and were well received by the market. On September 24th, the Mid-Autumn Festival, consumers who went to old restaurants such as Donglaishun, Cheap Square and Zhimeilou had a long queue. "During the three-day Mid-Autumn Festival holiday, the box has already been fully booked, and customers started booking a month ago." Manager Li of Taoranting Store in Zhimeilou introduced.

　　According to the statistics of Beijing Municipal Commission of Commerce, during the Mid-Autumn Festival, mass catering was sought after by the public, and the turnover of Meizhou Dongpo Restaurant and Jindingxuan increased by more than 10% year-on-year. The turnover of time-honored catering enterprises such as Quyuan Restaurant and Ma Kai Restaurant increased by more than 5% year-on-year.

　　Online shopping: both fast and true

　　Using big data, artificial intelligence and other technical means to upgrade the production, circulation and sales of goods, and deeply integrate online services, offline experiences and modern logistics are the new trends of this year’s "Double Festival".

　　Among them, the marketing of Yangcheng Lake hairy crabs is "going into the lake from heaven", and the Internet technology is fully applied. Although the "Opening Lake" time announced by Yangcheng Lake hairy crabs this year is September 21st, the related "pre-sale coupons" and "subscription coupons" have already been on sale.

　　According to statistics released by Tmall, on September 9 alone, the platform traded 3.9 million hairy crabs. Shanghai, Beijing, Hangzhou, Guangzhou and Shenzhen are in the forefront of consumption. "Crab powder" born in 1984-1993 is the mainstream, "eating" 51% of the share.

　　"Fast" is the key word of hairy crab marketing this year. In order to win this "fresh-keeping war", several major e-commerce platforms have tried their best to innovate logistics distribution methods in an effort to "deliver directly" and "arrive immediately". JD.COM Fresh uses drones to deliver fresh crabs for the first time in the industry, and it can deliver freshly caught crabs within 48 hours in nearly 300 cities across the country, among which consumers in more than 190 cities can receive live crabs within 24 hours. Alibaba announced that from September 26th, consumers in Beijing, Shanghai, Guangzhou and Shenzhen can enjoy the "one-hour delivery" service after placing orders at Tmall Supermarket, and so on.

　　Xue Cheng, a "senior foodie" who lives in Guanganmenwai Street, Beijing, ordered a delivery voucher for Yangcheng Lake hairy crabs worth 1188 yuan on a shopping website early. It took less than 24 hours from placing an order to receiving the goods. "When I got the courier, 12 hairy crabs were still alive and kicking, so fresh."

　　Xue Cheng told reporters that while pursuing "fast", this year’s hairy crab e-commerce has put more emphasis on "genuine goods" and "quality and quantity". Some merchants have docked blockchain technology and supported the traceability of hairy crab products to dispel consumers’ concerns about "bathing crabs" and "branded crabs". "As long as you take out your mobile phone and scan the anti-counterfeiting label at the seal of the outer packaging box, you can get a lot of information such as the place of origin, growth environment, quality inspection report, fishing date and so on." Xue Cheng said.

　　There are endless promotion methods, not only Yangcheng Lake hairy crabs. During the "Double Festival" this year, all localities actively innovated marketing methods around the demand for consumption upgrading. A number of e-commerce platforms integrate modern technological elements such as scene shopping, experiential shopping and live video broadcasting, and launch activities such as shared consumption and online and offline sharing discounts to attract consumers’ attention. The signs of online retail driving consumption upgrading are becoming more and more obvious.

　　Travel: more personalized

　　Since ancient times, autumn has been sad and lonely, and I say autumn is better than spring. For people who like to travel, this year’s Golden Week is a veritable "spell holiday week". The spell holiday strategy of "please take 6 breaks and 16 breaks" and "please take 5 breaks and 14 breaks" has made many office workers eager to move as early as a few months ago.

　　Many online travel platforms have predicted that this year’s National Day holiday will usher in a new round of long-distance travel boom. Ctrip predicts that the number of outbound tourists in China will reach 7 million during the National Day holiday this year, accounting for about 5% of the outbound tourists in the whole year. Among them, 56% tourists will choose long-distance tours for more than one week, such as Europe, Eastern Europe, the United States, Canada, Australia and New Zealand.

　　According to the statistics of Mama Donkey, since the beginning of July this year, China has entered the growth period of long-distance outbound tour products for the National Day, and August is the peak of domestic long-distance tour bookings, and Zhou Bianyou bookings have increased substantially in September. Beijing, Sanya, Xiamen, Lijiang, Xi ‘an, Chengdu and Guiyang have become popular cities for long-distance travel in China. Japanese, Singaporean, Vietnamese, Thai, China and Hongkong are among the top destinations for outbound travel.

　　Judging from the crowd of tourists, the proportion of orders for two to three people to travel exceeds 70%, with one big and one small, two big and one small becoming the mainstream, and "taking the baby to travel" has become the new normal of the National Day holiday. Among them, Disneyland, Chimelong Happy World, Haichang Polar Aquarium, Beijing Zoo and chengdu research base of giant panda are favored by parents and family tourists.

　　According to the forecast report released by Gaode Map, since the Mid-Autumn Festival is separated from the National Day by 6 working days, it is expected that there will be several small travel peaks, and the greater travel demand is still concentrated during the National Day. October 3 rd is the first choice for peak travel.

　　It is worth mentioning that with the increasing experience of tourists, the tourism income has gradually increased. The demand for personalized travel is gradually increasing. Compared with group travel, free travel is increasingly favored. Especially for young people, they care more about the quality, depth and customization of travel. In addition to traveling, the importance of food, shelter, transportation, shopping and entertainment in tourism has been continuously strengthened.

　　Of course, it is inevitable to book a hotel when traveling on holidays and planning ahead of time. Many consumers are used to booking rooms online, but while enjoying convenience, disputes sometimes occur. In this regard, China Consumers Association reminds consumers that after booking online, it is best to confirm directly with the reserved hotel phone number before they can travel with confidence. At the same time, it is suggested that consumers should pay attention to the decoration of the hotel when booking the hotel, and try to avoid choosing to stay in the newly renovated hotel in case the decoration pollution is too heavy to make it impossible to stay. (Economic Daily China Economic Net reporter Li Hualin)

　 　 Produced by famous producer Zhang Jiazhen and directed by mainland young director Lu Yang, Zhang Zhen, Liu Shishi, Wang Qianyuan, Li Dongxue, Nie Yuan, Zhu Dan, Zhou Yiwei, Jin Shijie, Ye Qing, Zhao Lixin and many other powerful and popular actors starring, known as the most passionate movie of 2014, and the only romantic martial arts masterpiece in the summer will be released nationwide on August 7. Today, the film released stills of "The Ultimate Battle". In the stills, Zhang Zhen, Nie Yuan, and Zhou Yiwei are fighting for their lives on the grassland, and the war is in full swing. According to director Lu Yang, Zhang Zhen and Nie Yuan encountered acclimatization when filming this scene, but they still insisted on filming and were very dedicated.

　 　 The plot of the romantic martial arts giant "Embroidery Spring Knife" is quite tortuous. The three brothers of Jinyi Wei, played by Zhang Zhen, Wang Qianyuan and Li Dongxue, fall into the "Rashengmen" of life and death because of a secret order from Nie Yuan, the governor of the East Factory, and become "a group of ants that can be trampled to death at any time" as the villain Nie Yuan said. But what he never expected was that it was these "ants" who unyielded to fight against fate. The stills exposed this time are the stills of Shen Lian, played by Zhang Zhen, Ding Xiu, played by Zhou Yiwei, and Zhao Jingzhong, played by the villain Nie Yuan, and his henchmen in the grassland.

　 　 In the stills, Zhang Zhen, who took off his flying fish suit, was dressed as a hunter, holding a sharp-edged embroidered spring knife, and fighting with Nie Yuan, who had shaved his head and left a small whip. At this time, Zhang Zhen had a murderous look on his face, and the embroidered spring knife in his hand went straight to Nie Yuan’s key points, while the big villain Nie Yuan was full of violence, and his fierce attacks were continuous, and he stabbed Zhang Zhen in the shoulder with a rifle. During the battle between the two, the swordsman wielded long knives around him, and fought the impact of dozens of cavalry alone on the prairie. The tragic shape of the blood splattered all over his body made people couldn’t bear to look directly.

　 　 Director Lu Yang said that although the final presentation of "The Ultimate Battle" was very good, it was also very "tragic" at the time of filming. Because the crew went to Inner Mongolia to shoot this scene just in time for the beginning of autumn, the whole team suffered from vomiting and diarrhea because of the lack of acclimatization. "The serious thing is that when they leave work in the morning, they have to go to the hospital to make a hanging bottle, and then go to the team to work and change another colleague to go to the hospital." Since the filming was coming to an end at that time, the whole crew was insisting on filming the play well. Although the stars Zhang Zhen and Nie Yuan were also having a tummy, they still insisted on filming the play every day, and Zhang Zhen was even more optimistic. Every morning, he would jokingly ask people "Did you pull it today?". The atmosphere of the whole crew was still very relaxed and happy.

　　From December 16th to 17th, Chongqing International Talent Exchange Conference was held in Chongqing. Important guests and experts from 42 countries, regions and international organizations participated in the grand event. At the closing ceremony, talents and projects in Chongqing were collectively signed. According to statistics, this year’s conference introduced 2954 talents and 206 projects.

The signing site of Chongqing International Talent Exchange Conference. Photo courtesy of the organizer

　　Academicians and experts offer suggestions and suggestions around talent construction.

　　"At present, the construction of a modern new Chongqing is in a critical period, which requires the active participation of talents and strong intellectual support." Yuan Jiajun, secretary of the Chongqing Municipal Party Committee, said in his speech at the opening ceremony, "We have vigorously implemented the strategy of scientific and technological innovation and strengthening the city with talents, cultivated and introduced all kinds of talents in an all-round way, and accelerated the construction of the western talent center and innovative highland."

　　Up to now, Chongqing’s total talent resources exceed 6.3 million people, and its talent density ranks first in the west. There are 105 national science and technology innovation platforms, and 69 disciplines have entered the top 1% of ESI (Basic Scientific Indicators Database) in the world.

　　What kind of talents are needed in the new round of scientific and technological revolution and industrial transformation, and how to cultivate and gather talents?

　　"The major technological infrastructure is ‘ The heavy weapon of the country ’ It has the unique advantages of cultivating, condensing talents and promoting international scientific and technological cooperation. " Bai Chunli, an academician of the China Academy of Sciences, said that he made a statistic and found that 30 of the Nobel Prize in Physics since 1951 were obviously related to major scientific and technological infrastructure, accounting for 48% of the prize-winning proportion. The major scientific and technological infrastructure is also an important platform for international scientific and technological cooperation and the implementation of international science plans. At present, China is in a critical period of accelerating the realization of high-level scientific and technological self-reliance and building a world-class scientific and technological power, and talents are the first resource.

　　Bai Chunli said: "We must give full play to the unique role of the cradle of major scientific and technological infrastructure talents, so that these high-level scientific research platforms can continuously feed back the cultivation of talents and continuously improve the independent training ability of basic research talents."

　　"Since the reform and opening up, the overall development trend and scale of talents in China are very good. The problem we are facing now is that there are many general talents and many strong talents, but the more we go up, the less top talents there are. " Shi Yigong, academician of China Academy of Sciences and president of West Lake University, put forward three suggestions on how to maintain the leading position of top talents. The first is long-term trust and stable support; Secondly, attach importance to young talents and support young people; Third, open cooperation, diversification will bring innovation drive.

　　"I chose to join Changan Automobile because Changan Automobile has strong scientific and technological innovation. I chose to come to Chongqing Liangjiang New District because it has a solid industrial base, a vast market space and a high degree of openness. " Klaus Chijola, vice president of Chongqing Changan Automobile Company, mentioned the reason why he became attached to Chongqing in his keynote speech. He introduced that with the increasing globalization trend, Changan Design Center, as an important part of Changan Automobile, has formed an international professional layout. At the same time, Changan Automobile continuously integrates excellent human resources, promotes excellent product design, and strives to build a new global strategic partnership.

　　Promote the talent chain and empower the industrial chain.

　　This year, Chongqing proposed to build the strategic layout of "416" scientific and technological innovation and the construction of "33618" modern manufacturing cluster system, closely following the layout of talent chains in key industrial chains, and Chongqing played a "combination boxing" to attract outstanding talents to innovate and start businesses in Chongqing.

　　At the opening ceremony, Chongqing’s scientific and technological research project "Revealing the List" was released, with a total of 28 projects covering intelligent networked new energy vehicles, advanced materials, intelligent equipment and other fields, with a list amount of 221 million yuan. Highlight the needs of the industry and the ability of innovation, and set up a high-level research team by giving play to the role of leading talents as "head geese" to concentrate on collaborative research.

　　"Chongqing’s good talent base and scientific research advantages are important reasons for attracting our team to participate in this competition." Liang Feng, the winner of the "Xingyu Cup" International Innovation and Entrepreneurship Project Competition, "Research and Development of Multi-gene Combination Therapy for Anti-tumor and Anti-vaccine Based on MRNA Platform", said that he was going to set the research and development and manufacturing center of anti-tumor vaccine project in Chongqing. In this competition, a total of 1,369 outstanding talents competed with innovative and entrepreneurial projects, and 1,069 household units launched 19,000 positions to attract talents.

　　At the closing ceremony, talents and projects were introduced for centralized signing cooperation. Of the 2,954 talents introduced by this year’s conference, 1,637 were involved in the "33,618" modern manufacturing cluster system, accounting for 55.42%; Among the 206 imported projects, the top three imported projects are manufacturing, information transmission, software and information technology services, scientific research and technical services.

　　This time, a series of policies, such as the digital platform for talent work in Chongqing, the new Chongqing talent loan and the new Chongqing talent insurance, were released to facilitate the development of talents.

　　In the next step, Chongqing will further implement the strategy of scientific and technological innovation and strengthening the city with talents, improve the overall intelligence, talent concentration, strategic support, policy competitiveness and ecological conservation in an all-round way, and build a platform and create opportunities for all kinds of talents.

(Editor: Han Mengchen)