This article is from the WeChat official account:Chaos University (ID: hundun-university)According to Li Shanyou’s lecture notes in February 2020, the author: Li Shanyou (founder of Chaos University), the original title: "You attack to the death, but you can’t fight a department of giants? After Wang Xing cut three knives… | Classic Good Lesson", the header picture comes from: Screenshot of "Flowing Golden Years"

Many start-up company owners like to put the phrase "nothing unexpected, only impossible" on the wall, thinking that as long as you have a great dream, you will be able to achieve it.

But we often overlook that starting a business is for survival, not to die in competition. Competition is just a part of entrepreneurship, and there is no need to force yourself to attack the giants head-on unless it is a last resort.

In the competition, how to use the weak to overcome the strong is the first proposition for everyone. So, how to solve the problem?

In fact, God has left a "back door" for entrepreneurs

Take the horizontal axis as the market and the vertical axis as the technology to draw a simpleValue network model:

There is no doubt that incumbent companies often occupy the best technology, the best customers, and stand in the most dazzling value network – this is the mainstream market. The marginal value network composed of edge markets and edge technologies is often ignored by everyone.

Imagine you are a start-up, into such an existing competition landscape, will choose the mainstream value network, or the edge value network?

In real life, the vast majority of entrepreneurs will enter the mainstream value network market because it looks the most fertile and the least risky. But in fact, the emerging marginal value network is the best window of opportunity for entrepreneurs.

To follow or to destroy?

Going back to the value network model just now, if you choose the mainstream value network, you obviously adopt a follow-along strategy, thinking that you are more courageous than the giants of the mainstream market. If you choose the emerging value network, you adopt a strategy of disruptive innovation.

A common saying is that entrepreneurs feel they are more productive and have better values, so they can win by putting their lives on the line to compete with a division of a large company.

However, if you go outside Alibaba and Tencent buildings at 2 a.m., you will find that these giant companies are still shining brightly at night, with amazing combat effectiveness and efficiency.

So, don’t think it’s good to be diligent. Many times, we are very diligent just to cover up our laziness in thinking. As Wang Xing said, most people are willing to do anything to avoid thinking.

What are the differences between the two strategies?

In "The Innovator’s Dilemma," Christensen studied the 20-year history of disk drives and statistically said,If you compete head-on with the giants, the success rate is only 6%. If you are the first to enter an emerging value net and adopt a disruptive innovation competitive strategy, the success rate will be as high as 37%, a six-fold difference.

So we say,The first law of entrepreneurship is better than better.This is the simplest and most direct explanation of the thinking model of dislocation competition.

There is a line in Good Strategy, Bad Strategy: "For a start-up, it’s not that you don’t have a chance. You have to find areas where your strengths and weaknesses are avoided. Make your strengths longer and your weaknesses less important." This is misplaced competition.

Meituan: Specializing in "chicken ribs", leaving the fat for BAT

Meituan did group buying in the early days, when the first giant in the field of e-commerce was Ali. When I studied the Meituan case, I was very shocked that the first consideration of Wang Xing’s entrepreneurship in 2010 was how to compete with Ali.

He has successively proposed two theories of dislocation competition:

Four vertical and three horizontal

Wang Xing said that there are four areas in the Internet: information, communication, entertainment, and business.

In the Web 1.0 search era, there are giants in these fields, such as Baidu in information, Tencent in communication, Shanda in entertainment, and Alibaba in business. Therefore, he must go to the Web 2.0 era to find opportunities.

In the era of Web 2.0 social media, the giants in the information field include Sina Weibo, Renren in communication, and Kaixin001.com in entertainment. Is there any opportunity in business? Therefore, in this field, he made Meituan group buying against Ali, which is the positioning of 2010.

AB classification

In competition, we often have the illusion that the giants stand in front of us like mountains, so that you see the ecosystem where the giants are located as all possibilities. In fact, this is a huge illusion.

For example, most e-commerce companies are eyeing Ali to compete. But Meituan put forward a theory called AB classification:

First of all, based on whether supply and performance are online, we make a cross-cutting knife. Supply and performance are Tencent (Category A) online, and Ali is offline(Category B)…

In category B, there is a more beautiful second knife: Ali is a physical e-commerce, and there is another possibility besides physical e-commerce that is a life service e-commerce. For example, takeaway is a life service e-commerce, and selling books, home appliances, and clothes is a physical e-commerce.

This knife is very beautiful. Most people limit e-commerce to the field of physical goods because Ali has done physical e-commerce. But Meituan cut this second knife, allowing you to see a completely different world.

In life service e-commerce, there is also a third knife: off-site life service e-commerce and local life service e-commerce.

Wang Xing’s analysis is very interesting, saying why do life service e-commerce instead of physical e-commerce? Because if you compete directly with Ali’s Juhuasuan, you have to have logistics, which is a very high cost for the start-up company.

Second, life service e-commerce is a non-standard product, a dirty and messy hard work, with low gross profit, so giants often disdain to do it. Meituan Wang Huiwen said:

"We have fallen in love with low-value things. How can BAT be interested in something that is not very profitable, difficult and slow. We specialize in chicken ribs and leave fat to BAT."

Looking back, what are the choices of other group buying websites at the same time? In 2010 and 2011, 58% of companies chose physical e-commerce. They were not killed by Meituan, but by Ali Juhuasuan.

In 16 years, Caijing interviewed Wang Xingshi and asked: Did the emergence of Meituan and Didi bring changes to the original BAT-led Internet order?

Wang Xing said: The law of competition in the Internet field has not fundamentally changed. It is not to squeeze out the original people in the original field, but to expand the new battlefield, and new players occupy the new battlefield. Innovation is always on the edge.

Wang Xing’s words are very wonderful. This is the power of the marginal value network.Innovation is always on the periphery.If you can’t see perfection, it’s because you’re too close to the picture.

Theory, is it really useful? "After being killed by the giant, I was reborn in a dislocation"

Many people ask me, Professor, Meituan is a successful giant, so is dislocation competition useful for small businesses? Is it useful for entrepreneurs?

Here, I would like to proudly invite a classmate to tell my story. Her name is Sister Deng, and she has used this theory to lead her company out of weakness and rebirth.

In 2010, I founded ROYMAX.(Wimes)LED company, launched a patented product, Apollo(LED three-sided luminous candle light), the turnover of single products reached 10 million.

But soon, the giant entered the market and beat our 68 yuan product with a 9.9 yuan congeneric product, causing our sales to plummet by 70% and being crushed by the giant.

Almost overnight, my ten-year savings were wiped out. Why is it that I am obviously different, but still being crushed by the giants?

On an occasional occasion, I learned the theory of "misplaced competition" and understood: "The difference is the difference between different value networks. The difference between the same value network is only better.

So, we started again, re-analyzed the market, positioned ourselves, and did succulent plant lighting and Jedi rebirth. How did you do it?

rough cut market

First look at the LED category map, divided into general lighting, medical lighting, agricultural lighting, and special lighting.

At that time, general lighting was already a red ocean market. Medical lighting was all for hospitals, and we couldn’t reach it in terms of professional technology. Special lighting refers to the aviation, aerospace, and marine fields, and it was difficult for us to enter the market. But there is still one area left, and we seem to have a chance – agricultural lighting.

Slice niche

Then we can divide the agricultural planting lights into breeding lighting and planting lighting. Aquaculture lighting because I was not familiar with it at the time, I couldn’t do it.

Planting lighting giants mainly serve B-end users, and Philips has launched a comprehensive solution that has eaten up this market.　

It can be seen that the opportunity can only be found at the C end. The C end requires flower and fruit lighting and succulent lighting. Because of the wide variety of colors, flowers need to be matched by many different spectra. At that time, our resources were insufficient, so we had to give up.

The pain point of succulent plants is the slow growth cycle and single color, which can be satisfied by our products. And in this field, compared with giants, as a start-up company, we have structural advantages: flexible market, online and offline simultaneous operation; startups with few personnel and efficient organization; product iteration speed is very fast.　

Through layers of analysis, we finally found the edge industry that this giant could not see, see, or do – succulent lighting, competing in a dislocation.

In the end, we occupied 60% of the market share, and the 18-year turnover exceeded 50 million, becoming a leading enterprise in the field of Taobao and Tmall horticultural lighting.

This is the power of the theory of misplaced competition, and by applying it, I can make change happen in the present moment.

Summary: Better than better, better than different

In an environment where leading companies have established a dominant advantage, any me too product will be reduced to chicken ribs. Don’t exaggerate your execution, don’t exaggerate your efforts, and don’t exaggerate your efficiency. The efforts and efficiency of today’s giants are much greater than ours, which is unimaginable.

Therefore, entrepreneurs need to keep in mind the misplaced competition model of "better than different".

The dislocation competition is not to be weak, but to make the chessboard bigger. To make the chessboard bigger, not in the same plane, but after the breakdown, it becomes a higher dimension and becomes bigger in a higher dimension.

This article is from the WeChat official account:Chaos University (ID: hundun-university)According to Li Shanyou’s lecture notes in February 2020, the author: Li Shanyou (founder of Chaos University)

　　The weather is getting cooler, and the concerts are still hot. Since the beginning of this year, Mayday, Liu Ruoying, Liang Jingru, Wu Bai, Ren Xianqi, TFboys and other celebrities have started singing in Chongqing, setting off waves of craze. Looking across the country, "Go to a city for a concert" "Spend 500 to buy Wu Bai’s tickets and sing 500 to Wu Bai" and other hot searches have emerged one after another. Next, there are many concerts to be sung, and some venues have been scheduled until 2025…

　　Behind the explosion of the concert is healing, feelings, and the chemical reaction brought about by the release of long-suppressed demand, but with it, there are also chaos such as "unable to grab tickets", "strong real-name system out of shape", "poor singer condition", "fans shouting refund tickets on the spot". What new changes have emerged behind the popularity? When the concert fever enters the second half, how can the traffic become the "retention" of the city?

　　From chasing stars to pursuing "healing" concerts into a collective carnival

　　"I can’t grab it, I can’t grab it at all." This past weekend, Wu Bai started singing in Chongqing. Citizen Hu Lisa is an old fan of Wu Bai and especially wants to participate in the "chorus". Unfortunately, she didn’t get tickets for both games. No matter how many strategies she did before, such as turning off all the programs on her mobile phone and finding the place with the best signal, there were too many people grabbing tickets. "Instead, it was my friend, a passerby fan who got it."

　　More and more "passersby fans" are entering the concert scene, which is a new phenomenon this year. They often don’t chase stars, just to enjoy the atmosphere. "I haven’t seen a concert for three years. This time at the door of my house, I have to arrange it no matter what, and focus on a happy one." After watching the Mayday concert, Chongqing audience Chen Han hurriedly sent a set of photos to Moments, and the happy trip ended successfully.

　　Zheng Xiaolin, a Guangzhou-based spectator, has seen three concerts a month. "It’s really relieving," she said. When she walked into the venue, she saw the crowd dressed up to watch the concert and the smiles on everyone’s faces, she felt "the moment is so good" and instantly forgot all troubles. At the scene, there will also be a certain lyric that makes her chest feel like it was hit, "the resonance is especially strong."

　　Happiness and healing have become high-frequency words for watching concerts. The crowd at concerts can bring a short-term emotional release, and even if they are not chasing stars, people can get healing here. To a certain extent, watching concerts has gradually changed from an internal carnival of fan groups to a collective carnival of public participation.

　　In this regard, Yang Yongfeng, an associate professor at the School of Geography and Tourism of Chongqing Normal University, explained: This is the inevitable result of the concentrated release of market demand for large-scale cultural and entertainment activities after the three-year epidemic. "Previously, people were confined to a small family or unit space, and they had a thirst for inner emotions and group connections, and they needed a leisure method similar to a concert to release and resolve."

　　The market has also captured this mentality of the public. Since the beginning of this year, performance venues across the country have increased the number of performances to "seamless". Take the Mayday Chongqing concert as an example. From September 22 to 24, the Chongqing Olympic Sports Center held three consecutive days and three consecutive games, 120,000 fans flocked to the venues. "After mastering the audience’s love for concerts, the performers have more confidence. It is normal to have dense performances." Yang Yongfeng said that this is the law of the market economy and the need for economic and social development.

　　The audience called out "rollover scene"

　　The concert has frequent negative reviews

　　At the same time as the popularity, there have also been some chaos. Since the second half of the year, many negative news and comments about the concert have been trending. For example, the TFboys Xi’an concert saw a phenomenon of "scalpers" hyping ticket prices. Shortly after the official announcement, the first row of tickets was fried to tens of thousands of yuan. On the day of the concert, there were also conflicts between fan groups over the competition for the support venue.

　　Yang Yongfeng believes that there is a disorder in the ticket management of many concerts, and the emergence of "scalpers" not only damages the rights and interests of consumers, but also directly causes market chaos. Most of the concert audiences are young people, and everyone’s safety awareness is relatively lacking. Emotions are easy to get excited, coupled with the imperfect security mechanism of the organizers, unclear rights and responsibilities, etc., which can easily make the scene lose control.

　　On the other hand, the quality of some concerts has aroused doubts among netizens. At Liang Jingru’s concert in Nanjing, more than one audience member reported encountering "pillar tickets" and the location was occupied; at the Chengdu concert, Xue Zhiqian had to stop halfway due to fever and tonsillitis; Miriam Yang’s Xiamen concert, the 580 yuan ticket seats were so dirty that fans did not dare to sit; Jay Chou’s Tianjin concert was suspected of being trapped in props for 20 minutes; at the Hainan "Diva Night" concert, the audience complained that "the song could not be heard clearly and the sound effect was poor"… In this regard, Yang Yongfeng said that there were many performances, heavy tasks, and after the high-intensity "special forces" performance, the singer would inevitably be in poor condition; the organizers blindly pursued economic interests or the pursuit of scenes, lacked control over the status of the guests, and ignored the audience’s feelings; The equipment was not well maintained, the seating arrangement was unreasonable, and the effect was also reduced. If a concert with the selling point of "star effect + live experience" finally brought such an experience to everyone, it would only consume everyone’s enthusiasm and chill the fans.

　　Go to a city for a concert

　　How to turn traffic into city "retention"

　　Although there are a series of practical problems, it has to be admitted that the intensive holding of concerts has brought real popularity and consumption power to the city.

　　According to the China Performing Arts Association’s observation of the first quarter of this year, one of the new trends in concert ticket sales is that the proportion of consumers who buy tickets to watch performances across cities has increased significantly, with an average cross-city viewing rate exceeding 50%. Industry insiders believe that compared with simple tourism, concerts attract more "gold content". The data also confirms this – before and after the Mayday Chongqing concert, the number of views of Chongqing hotels, restaurants, etc. rose rapidly, and it was difficult to find a room in the hotels around the Olympic Sports Center; TFboys Xi’an concert ticket revenue was 35.76 million yuan, which directly drove 416 million yuan in tourism revenue; Ele.me data shows that on October 12, Jay Chou’s Shanghai concert, the day-on-day ratio of Shanghai supper takeout increased by 24%. " Concerts are comprehensive activities that integrate culture, entertainment, and economy. They have a strong’spillover effect ‘. Not only can they bring in considerable ticket revenue, but they can also gather a large number of passengers in a short period of time, driving the development of transportation, accommodation, catering, tourism, and other industries.

　　It is understood that in July this year, the National Development and Reform Commission issued "Measures for Restoration and Expansion of Consumption", which mentioned that it is necessary to promote entertainment and sports exhibition consumption. The countdown will start in 2023, but the popularity of concerts continues. According to Barley Network data, 129,000 people marked Li Ronghao’s Chongqing concert "want to see", Zhang Huimei’s Chongqing concert reached 271,000 people, Eason Chan’s Chengdu concert 743,000 people were hot to grab, and some popular performance venues have been scheduled to 2025.

　　How can the concert develop in a healthy and orderly manner next, and truly turn the traffic into the city’s "retention"? The first priority is to ensure safety. Yang Yongfeng said that local governments should make advance predictions and responses to problems that may affect safety and stability. The police, enterprises, and the police and the public work closely together to truly establish institutional safety management measures to effectively detect, prevent and reduce hidden dangers from the source.

　　Secondly, organizers should strengthen ticketing management. Yang Yongfeng suggested that large-scale concerts implement a real-name ticket purchase and real-name admission system, and establish a refund mechanism. It is also necessary to plug policy loopholes, squeeze the space for "scalpers" to speculate on tickets, and make "strong real names" real and real, so as to truly solve the problem of concert ticket buying. Guide the fan group to establish correct values and cultivate a healthy star-chasing culture.

　　"After this wave of fast-paced and hot topics, the concert market will gradually stabilize." Yang Yongfeng believes that in the future, concerts should combine local characteristics to promote the integrated development of "people’s livelihood + cultural performance + industry", expand and strengthen the concert industry chain, and extend the huge flow of people it brings to the entire cultural tourism consumption chain such as scenic spots, hotels, restaurants, and shopping, so as to fully release the "spillover effect" of the concert economy.

　　Recently, Changan Automobile and Huawei signed an "Investment Cooperation Memorandum" in Shenzhen. Xu Zhijun, chairperson of Huawei, Yu Chengdong, executive director of Huawei and chairperson of BU Intelligent Vehicle Solutions, and Zhu Huarong, chairperson of Changan Automobile, attended the event. According to industry analysts, the cooperation between the two parties will further release technological benefits for the domestic automotive industry, and Avita, as a smart model jointly built by the two parties, may enjoy priority to empower.

　　After all, the reason why Avita, as an emerging smart car brand, can quickly make a name for itself in the domestic market is inseparable from Changan Automobile, Huawei, and Ningde Times, which respectively empower Avita Technology in the fields of vehicle research and development, smart car solutions, and smart energy ecology. Take Avita’s two flagship models as an example, Avita 11 is fully equipped with HI Huawei full-stack smart car solutions, and with strong strength, it has become the world’s first car brand to reach Mount Everest with intelligent driving. The subsequent iteration of Avita 12 is a new benchmark for global luxury smart electric vehicles.

　　According to the official data released by Avita, in November this year, Avita 11 delivered a total of 4,080 units, and at the same time, sales are also steadily increasing. And Avita 12, which went on sale on November 10, orders exceeded 20,000 units in November, and mass deliveries are about to start. At the same time, Avita launched its two flagship models in the Thai market to show overseas fans the charm of China’s intelligent luxury, and its overseas strategy is steadily advancing.

　　From the "Memorandum of Investment Cooperation" signed by Changan Automobile and Huawei in Shenzhen, Huawei plans to integrate the core technologies and resources of the smart car solutions business into the new company. Changan Automobile and related parties will intend to invest in the company and jointly support the company’s future development with Huawei. The new company of Huawei’s car BU business will continue to serve customers with high quality, and work with partners to promote the innovation and leadership of smart car technology and promote the prosperity and development of the automotive industry.

　　From the perspective of the shareholding structure of the new Huawei Car BU company, Changan Automobile, as the only shareholder at present, has a relatively large say in the new company. Furthermore, based on the previous experience in building the Avita brand, the deep coordination and strategic cooperation between Changan Automobile and Huawei this time will be a further innovation and sublimation of the CHN model. Next, the new Huawei Car BU company is likely to tilt more core technologies to Avita, help its existing models OTA upgrade, and empower new smart driving models.

　　Next, Avita will use the technology of Changan Automobile and Huawei to create a more user-friendly smart travel experience for the majority of users, and at the same time set an example to show the world the smart driving strength of China’s own brands.

The original title: A summary of new games that sold millions on Steam in 2016

　　There are still 3 days to end in 2016. Recently, foreign media checked through SteamSpy what are the games that sold 1 million in 2016. Before announcing the game, let’s say that this investigation does not count free games and remastered games that provide free upgrades. In addition, games that landed on Steam Early Access in 2014 or 2015 and were officially released this year will not be included.

　　Game Sales Ranking

　　Game Sales Ranking

　　But in terms of sales, it seems that "H1Z1: Killing King" is the best-selling new game on Steam in 2016. The Steam version sold more than 3 million sets, and the game first landed on Steam on February 17. The second place is the indie game "Stardew Valley Story". The game landed on Steam in February, and as of now, it has sold almost 2 million sets (1.89 million).

　　In third place is the multiplayer (4v1) horror game "Dead by Dawn", which sold around 1.45 million. Judging from Tieba and live broadcasts, this game seems to be relatively popular in China. As for 3A games, the games on the list include "Doom 4" (1.45 million), "Civilization 6" (1.43 million), "Dark Souls 3" (1.23 million), "Tomb Raider: Rise" (1.23 million), "The Division Lockdown" (1.02 million), "UFO 2" (1.08 million) and "Warhammer: Total War" (1.03 million).

　　Game Sales Ranking

　　Game Sales Ranking

　　Most of the games on the list were released in the first half of 2016 (except for Civilization 6, which was released in October), and the masterpieces released in October and November were not on the list. Watchdog 2 is only a month away from now, and it must be difficult to sell millions, but according to SteamSpy statistics, the current sales are around 190,000. For 3A games, I don’t know if Ubisoft can accept it?

　　In addition, the "Dishonored 2" released on November 11 currently sells about 320,000 Steam, while the "Call of Duty 13" released on November 3 sells about 260,000 Steam.

　

As we all know, there have been many revelations about the iPhone 16 series long before the release of the iPhone 15 series. In line with the principle of "bold assumptions, careful verification", we will still learn about predictions or revelations about new models to see what new things Apple may do next year.

Recently, Haitong International Securities analyst Jeff Pu revealed some details about the iPhone 16 Pro. He introduced,The device will feature a faster 5G modem, Wi-Fi 7, and a new ultra-wide-angle lens at the rear.

In a note to investors, Jeff Pu based his predictions for the iPhone 16 series on his sources in Apple’s supply chain.

He revealed that the size of the new iPhone will be 0.2 inches larger than the current 6.1 inches and 6.7 inches, that is, the standard version iPhone 16 and iPhone 16 Pro will increase to 6.3 inches, and the larger iPhone 16 Plus and Pro Max models will become 6.9 inches – In contrast, Huawei Mate 60 Pro is 6.82 inches in size.

Coincidentally, Tianfeng International industry analyst Guo Mingxuan and DSCC CEO Ross Young have reported that iPhone 16 series will be larger in size.

And thanks to the larger fuselage size,Apple will be able to carry the same quadruple prism periscope head as the iPhone 15 Pro Max on the relatively small iPhone 16 Pro model, and will finally support 5x optical zoom.

Jeff Pu emphasized that both the iPhone 16 Pro and Pro Max will feature 12 million-pixel quadrilateral prism periscope heads for better zoom.

But in this way, the more widely applicable triple telephoto seems to be gone. If Apple still maintains the 3-lens module, the lack of 3x optical telephoto becomes a loss.

Jeff Pu said in the report that Apple plans to upgrade the super wide-angle lens for the Pro series models, and this lens has not been moved since iPhone 13 Pro.

The ultra-wide-angle lens on the iPhone 16 Pro series will use 48 million pixel sensor, a huge leap over the current 12 million pixels. Better ultra-wide-angle quality can also improve the utilization rate of ultra-wide angle to some extent.

Apple’s A-series chips have changed this year, and the appearance of the A17 Pro has changed the next naming rules. Not surprisingly, the iPhone 16 Pro will be equipped with a new A18 Pro chip, built on the same 3nm process as the A17 Pro. The memory is still estimated to be 8GB.

It is worth noting that iPhone 16 Pro changes in terms of connectivity, whether it is Wi-Fi or 5G, iPhone 16 Pro will be upgraded. Jeff Pu speculates that the new iPhone will be equipped with a Qualcomm Snapdragon X75 modem, which can achieve 5G download speeds of up to 7.5 Gbps.

While the iPhone 15 Pro was the first to introduce support for WiFi 6E, next year’s iPhone Pro will likely feature WiFi 7. The latest Wi-Fi standard has speeds of up to 46 Gbps, four times that of WiFi 6.

But support is support. If you want to enjoy the speed of WiFi 7, you also need the corresponding network speed and router, and WiFi 6 routers are not yet popular… I can only say that in the future, it is no problem to use the mobile phone for two more years.

Jeff Pu also predicted the standard iPhone 16. He said that the iPhone 16 will still use a dual-camera module, and the ultra-wide-angle lens will retain 12 million pixel sensor, but will not support macro function.

iPhone 16 standard model should be the A17 didn’t run, after all, to pull the gap with the A17 Pro. The good news is that the memory is 8GB, but the 5G modem will not be upgraded. In terms of connectivity, the iPhone 16 and iPhone 16 Plus are also finer – they will support WiFi 6E, not WiFi 7.

The above information is an early reference, Apple is expected to launch iPhone 16 series in September next year, the future we will continue to pay attention to Apple and the new iPhone.

Apple launches a new iPhone every year, and we haven’t seen a refreshing update on the iPhone in years – oh, the last one was called "Dynamic Island". Many users and fans of competing products expressed dissatisfaction and ridicule at these small fixes.

Apple does not tweak new iPhone every year, but it does upgrade. In a recent interview with Brut., Apple CEO Tim Cook answered the question "Is it necessary to launch a new iPhone every year?"

"I think it’s a great thing to have a iPhone every year for people who want it," he said. Apple promotes the practice of users trading in old phones for new ones. So if the phone still works, Apple resells it (recycles it).

If it doesn’t work, Apple has a way to disassemble it and recycle the material to make new iPhone. This is also in line with Apple’s environmental values, although the idea of releasing iPhone annually seems to contradict environmental sensitivity.

But Cook believes that Apple is committed to maximizing the value of older iPhone. iPhone 13 Pro series is still the most worth buying iPhone model in the past 5 years, if iPhone 16 Pro series still has no upgrades, then I may still retain that view.

　　China News Service, Shanghai, July 23rd (Wang Gupi) The fourth Bilibili Macro Link two-dimensional concert hosted by Bilibili bullet comment network, China’s largest young people’s trend culture and entertainment community, was held in Shanghai on the evening of the 23rd. Under the high temperature of 40 ° C that day, 10,000-person two-dimensional fans from all over the country showed undiminished enthusiasm and shared this annual "two-dimensional event" in China.

　　Bilibili Macro Link (hereinafter referred to as "BML") is an annual large-scale offline party brand created by Bilibili bullet comment network (hereinafter referred to as "bilibili"), a cultural gathering place of China’s two dimensions (generally referring to Animation, Comic, Game, Virtual Idol, etc.) and the largest young people’s trend culture and entertainment community in China. In recent years, it has formed an increasing influence across the country.

　　According to Chai Xujun, general manager of the cultural division of bilibili, BML’s name comes from a programmer’s "brain hole". "Macro refers to the macro command in the computer. We think this activity should be able to connect a very’grand ‘group of two-dimensional audiences, so there is such a name." And from the first 800-person small performance to this year’s 10,000-person scale, BML’s "macro" wish has been gradually realized.

　　At the concert that night, in addition to the popular "UP masters" from the bilibili music district, dance district and other major sectors, the organizers also invited well-known foreign stars such as Miyazuki, who had sung interludes for "Digital Baby", to help perform and interact with Chinese fans.

　　It is worth mentioning that the world’s first Chinese virtual singer Luo Tianyi and the well-known Japanese virtual idol Miss Black and White also took the stage that night with the latest holographic technology.

　　"We want to give all two-dimensional fans a carnival experience. It’s a concert, and it’s a two-dimensional music festival," Chai Xujun said.

　　According to the organizers, a total of 12,000 tickets for this year’s BML were sold out in less than two hours. Among them, the most expensive 1280 yuan (RMB) infield tickets were "sold out" in 4 minutes. The main force of ticket purchases this year is the "post-95s" who do not seem to have high spending power.

　　"I have been registering for bilibili for many years. I am very curious about what my friends who like the two-dimensional world are like, and I also want to see the behind-the-scenes look of bilibili who has been with me for so long. It’s like wanting to meet an old friend, so when I see BML, I immediately grab the ticket." "After 95" freshman "Yin Lin" said.

　　Chen Rui, chairperson of Bilibili, told reporters that in today’s growing spiritual demand, new forms of cultural consumption are also emerging, young people are more willing to accept new things, and the need for cultural consumption structure to develop in a diverse direction is becoming increasingly obvious. "For example, when we started BML, we just wanted to give everyone an opportunity for offline communication, but we didn’t expect to end up with the current 10,000-person scale."

Recently, Dayao Beverage has launched a variety of new products and upgraded the quality of big soda to a juice version, preparing for the upcoming peak season of the beverage industry. In the process of continuously meeting the diverse needs of consumers, Dayao Beverage practices the concept of long-term doctrine, using this as a guide to pursue the common improvement of categories, quality and brands, so that more consumers can feel the "refreshing atmosphere" of national soda.

It’s not a good idea.The big kiln soda has been newly upgraded, and the juice content is the core

In the era of quality consumption, the consumption scene, consumption demand and sales channels of China’s beverage market are becoming increasingly diverse. The consumer side not only presents diverse needs, but also has increasing requirements for quality, not only to drink well, but also to drink well, and even to satisfy emotional value. Because of this, "quality-price ratio" instead of "cost performance" is becoming a new consumption concept that a considerable number of consumers agree with and pursue.

In the big soda category, the big kiln has always been known for its good drink, large quantity and high cost performance. Under the trend of quality-to-price consumption, the big kiln drinks continue to up the ante in terms of category and quality, and pry the market with high quality-to-price bottles of juice soda, so as to realize the long-term repurchase of products at the end point and establish a long-term deep link with consumers.

For a long time, Dayao Beverage has used "big soda" as a brand strategic positioning through detailed market research and judgment to consolidate the core characteristics of "big soda and aerated drinks". At present, Dayao Beverage has listed carbonated drinks, fruit and vegetable juice drinks, plant protein drinks, and functional drinks in four categories. In terms of taste innovation, Dayao Beverage has launched Qu Jie soda sparkling water, small kiln fruit steam, Chayuanxiang juice sparkling tea, pomelo love honey pomelo sparkling tea series, etc. In 2023, Dayao Beverage launched energy coffee functional drinks.

This time, the classic carbonated product family added 520ml large glass bottles of pineapple-flavored juice soda, and also launched three portable pineapple, lime, and frozen pear, bringing a more refreshing experience to the whole people in midsummer. At the same time, the official announcement of the big kiln drinks increased the juice content of the three classic products, the big kiln guest, the big orange kiln Nuo, and the big kiln Liai, and upgraded it to juice soda, integrating the original classic taste with the juice demand. On the basis of retaining the core characteristics of "refreshing atmosphere", up the ante juice soda category. Previously, in order to meet the juice needs of young people, the big kiln has launched the big fruit juice in 2023, featuring the "chewing and drinking" big fruit juice, which truly returns to the original taste of fruit.

It is worth mentioning that, no matter how the product is upgraded, Dayao Beverage has always regarded quality management as the top priority of product development, adhered to the implementation of the "0471" quality management strategy, and controlled the quality from the whole process of supplier management, transportation and warehousing, environmental hygiene, and production technology, so that consumers can rest assured.

In addition, the quality of the newly upgraded Big Kiln Juice Soda has been greatly improved, but the product maintains the original 520mL specification, and the price remains unchanged, insisting on large quantity and high quality. Under the guidance of quality and price ratio, Big Kiln drinks have now been recognized by more and more consumers, providing strong support for the national market.

It’s not a good idea.Nationalized strategy-driven, long-term approach leads sustainable development

In the current practice of high-quality development requirements, it is essential for enterprises to adhere to the long-term approach, focus on the future, take a long-term perspective, give full play to the company’s determination, resilience and vitality, and pursue excellence in brand, quality and word-of-mouth, so as to create more cost-effective beverages for consumers.

Among them, Dayao Beverage will make nationalization the core strategy for the long-term development of the enterprise and firmly implement it. At present, Dayao Beverage has built seven production bases across the country. In 2017, Ningxia Dayao Beverage Production Base was officially put into operation; in 2021, Dayao Production Base in Liaoning, Jilin, and Shalqin, Inner Mongolia was put into operation one after another; in 2022, Anhui Funan Factory was put into operation; in 2023, Dayao chose to build two new production bases in Baoji, Shaanxi and Tai’an, Shandong, and will be put into operation one after another this year.

The production capacity of the seven major production bases of Dayao Beverage covers seven regions in North China, Northeast China, East China, Central China, South China, Southwest and Northwest China. It can not only efficiently guarantee production capacity, deliver in time, shorten the logistics radius, reduce costs and increase efficiency, but also control the quality from the raw materials, production environment, packaging, transportation and other aspects of the product, so that consumers can drink more assured, and provide sufficient and rich supply and quality assurance for the "North Business and South Aid" plan proposed by the southern market.

In the era of intensive farming in the industry, Dayao Beverage is well aware that long-term principles must achieve sustainable development. Therefore, in the early stage of its establishment, Dayao Beverage aimed to build "intelligent, digital, multi-functional, high-reliability, long-life, heavy quality, and safety" factory production technology. Product Research & Development focuses on all high-value attributes of carbonated beverage products throughout the life cycle, and fully introduces ecological concepts. In the process of factory construction and management, multiple energy-saving equipment such as electric energy metering, water saving, solid waste disposal and other intelligent equipment are invested to reduce excessive energy consumption, realize waste heat recovery and recycling, and achieve emission reduction from the source to ensure maximum utilization of resource recycling, so as to achieve clean production management.

Long-term perseverance has resulted in the high-quality development of the enterprise and the recognition of authority in the industry. Many factories of Dayao Beverage have won national and provincial honorary titles such as "Green Factory", "Digital Workshop" and "Intelligent Factory", highlighting the recognition of consumers and all sectors of society for the development achievements of Dayao.

In the future, Big Kiln Beverage will continue to embrace technological innovation, enhance its independent research and development capabilities, and ensure product quality through digitalization, intelligence, and information technology. This will provide momentum for the sustainable and efficient development of enterprises and bring the best quality-to-price soda to the people.

The acceleration time of Mercedes-Benz E300 is 6.6 seconds per 100 kilometers, which can directly reflect the dynamic performance of the car.

Among the vehicles with the same displacement, the vehicles equipped with turbocharged engines usually perform better in the acceleration of 100 kilometers, because they have stronger power output and a wide maximum torque output range, so that vehicles can exert their best acceleration ability at low speeds.

As a mid-range model of Mercedes-Benz, E300 has been completely redesigned in appearance and interior.

It is equipped with the interior ambience lights of Mercedes-Benz S-Class models, which makes the lighting combination in the car more luxurious when the lighting system is turned on at night.

In addition, the headlights can automatically adjust the brightness according to the external environment, providing a smarter lighting experience.

Volvo pulled out of the pole star and its share price soared by 30%.

Volvo Car announced that it will no longer provide funds for Polar Star and plans to reduce its holdings. The reduced shares will be mainly taken over by Geely.

In the past, some analysts believed that Volvo held a large number of polar stars, which dragged down Volvo.

The market reaction confirmed this view, and Volvo’s share price soared just after the announcement.

Volvo pulled out and its share price soared.

Volvo Car (hereinafter referred to as Volvo) announced that it would stop blood transfusion to Polar Star and adjust its shares.

At present, Volvo is evaluating the distribution of shares in Polar Star to its shareholders, and Geely Sweden is the potential main recipient.

Some analysts believe that Geely will replace Volvo’s position as an important shareholder of Polar Star.

For Volvo’s reduction, Geely responded that it supports Volvo to concentrate resources on developing itself.

Geely also stated that it will continue to provide comprehensive business and financial support for Polar Star.

Geely also added that supporting Polar Star will not make Geely reduce its holdings of Volvo. This will be added, because only last month, Geely reduced its holdings of Volvo.

Volvo currently holds 48% of the shares of Polar Star. Some analysts once thought that holding such a high share was a burden for Volvo.

The market proved that this was the case. After Volvo announced its withdrawal from Polar Star, its share price once rose by 30%.

The share price of Polar Star once fell more than 15%, and its market value shrank by nearly 86% compared with the highest value.

The polar star, which just announced layoffs not long ago, is now worse, and the recent situation is in sharp contrast with Volvo.

Volvo is in a good situation, but Polar Star is in a bad situation.

On February 1st, Volvo released its performance report, which showed that its global sales in 2023 was 708,000 vehicles, driving the company’s revenue to increase by 21% year-on-year to 399.3 billion Swedish kronor (equivalent to about RMB 275.9 billion).

Excluding joint ventures and associated companies, the company’s basic operating profit is about 17.694 billion yuan, up 43% year-on-year.

What is even more rare is that the transformation results are also good:

Volvo sold 113,000 pure trams last year, up over 70% year-on-year, and the sales volume of plug-in hybrid vehicles was 152,000, up 10% year-on-year.

Simply calculate, the sales volume of Volvo’s new energy vehicles accounts for over 37.4% of the total sales volume.

Jim Ron, CEO of Volvo Cars, summed it up:

In 2023, Volvo’s revenue and profit reached new highs, which was an important milestone on the company’s transformation road.

In 2017, Polar Star, a joint venture between Volvo and Geely, did not perform well last year.

The annual sales volume was only 54,600 vehicles, and the total loss in the first three quarters was equivalent to RMB 5.27 billion.

Just announced 15% layoffs last week, saying that "the market is full of challenges", and it is necessary to adjust the business scale to cut costs and reduce blood transfusion of Geely and Volvo.

The poor performance of Polar Star is partly due to insufficient attention to the domestic market. The financial report in the first quarter of last year showed that its revenue share in China was only 1.4%.

Polar Star realized the problem, and in order to cater to the preferences of consumers in China, the new polar star 4 was designated as an SUV model.

In view of the local development in China, it was built on the vast platform of the same model SEA, the chassis was tuned by Volvo, and considering the intelligent competitiveness, Meizu’s Flyme Auto was installed on the car core.

It can be seen that Geely assembled the main battle for the battle of Polar Star 4.

In June 2022, the market value of IPO rushed to the pole star of nearly 197.3 billion yuan, which ushered in a dream start, but it was abandoned by "Swedish fellow villagers" less than two years later.

With the withdrawal of Volvo, the problem of polar star is more directly placed in front of Geely case. Geely has gained more direct equity, so it is necessary to try to make Polar Star shine again.

Editor in charge: Ruofeng

　　() Financial Research Center On April 21st, some investors asked (), Hello: Is the newly released Zhiji L7 pure electric vehicle jointly built by your company and Alibaba? Is it true that this car also has wireless charging function? thank you

　　The company replied, Dear investors, hello. Zhiji Automobile Technology Co., Ltd. was established at the end of 2020. It is a brand-new user-oriented automobile science and technology company jointly built by SAIC, () and Alibaba Group. Zhiji L7 has wireless charging function.