Recently, NATO has increased the deployment of military forces in Eastern Europe. The picture shows October 13th, in siauliai, Lithuania, NATO E— 3A airborne early warning aircraft arrived at the air base. Xinhua news agency

　　The two-day meeting of NATO defense ministers ended in Brussels, Belgium on October 27th. The meeting decided to expand NATO’s military presence in Eastern Europe in order to deter Russia from "constantly invading". In response, Russia immediately responded by strengthening its military strength in the Baltic Sea. Some analysts pointed out that with the escalating military wrestling between NATO and Russia in the Baltic region, the suspicion of the Cold War once again shrouded.

　　With the complete integration of land, sea and air, NATO sent 9,000 more troops to five countries in Eastern Europe.

　　At the press conference after the meeting, NATO Secretary General Stoltenberg said that NATO will deploy four battalions of multinational forces in the Baltic countries and Poland early next year. The defense chiefs of several NATO member countries responded positively at this meeting and announced their plans to send troops to form this multinational force.

　　It is reported that the total strength of these four battalions is 4,000, and the configuration strength also includes armored forces and drones. These fighting forces will be combined with missile defense, air patrol and cyber attack defense, and when potential conflicts occur, more forces will be assembled to advance to the Baltic Sea and Poland.

　　The four battalions will also be supported by a NATO rapid reaction force. The strength of this rapid reaction force was only 13,000 last year, and now it has expanded to 40,000. It can reach any place in the world by land, sea and air within a week, and deploy a vanguard of 5,000 troops within 48 hours.

　　Stoltenberg also announced that Canada, Germany, the Netherlands, Poland, Turkey, Britain and the United States will also send troops to join a new NATO brigade in Romania to strengthen their military presence in the Black Sea. The brigade has at least 5000 people. Britain will also send Typhoon fighters for the first time to patrol the Black Sea and provide air support for Turkey.

　　The British "Daily Mail" analysis believes that this will be NATO’s largest military deployment in Eastern Europe since the end of the Cold War, showing NATO’s determination to fight with Russia.

　　Russian threat? Putin said it was ridiculous.

　　Stoltenberg said that Russia has assembled more than 330,000 troops on the borders of NATO member countries. "Just this month, Russia deployed a nuclear warhead-capable ‘ Iskander ’ The missile unilaterally tore up the agreement reached with the United States on handling weapons-grade plutonium. "

　　"The multinational force we formed this time is a real multinational force, which sends a very clear message: NATO is one, and attacking any member state is an attack on our collective." Stoltenberg claimed that the main purpose of NATO’s military presence in the Baltic and Black Seas is to strengthen the collective defense force, aiming at deterring Russia and preventing conflicts rather than provoking them.

　　Grushko, Russian representative to NATO, said that since 2014, the NATO defense ministers’ meeting has not sent any signal to improve the relations between Russia and NATO. Although it has always claimed to "keep an open dialogue", it has actually been comprehensively curbing Russia. It is expected that this momentum will continue for a long time.

　　Russian President Vladimir Putin said at the Valdai International Forum a few days ago that Russia is not prepared to invade any country, and the analysis materials of some experts in Europe and America are incredible, stupid and unrealistic. The United States and NATO have a total population of about 900 million, while Russia has less than 200 million. It is ridiculous to talk about the Russian threat theory. However, it is profitable to publicize the imaginary Russian military threat and deploy troops and weapons near Russia’s borders. It can cater to the interests of superpowers and bring more military budgets to our country.

　　The British Guardian website commented that after the end of the Cold War, the whole world thought that it would be easy to breathe from now on, and it would no longer live in the nuclear terror of the hegemony of great powers. But now, as NATO and Russia continue to engage in military wrestling in the Baltic Sea, people are beginning to worry about whether they will return to the terrible old days.

　　Give birth to new fears and cast a shadow over regional security and stability.

　　Zivadin Jovanovic, President of the Belgrade Equal World Forum, said in an interview with this reporter that many conflicts in the world are caused by fear, and the surge in troops in sensitive areas is a major cause of fear. NATO’s large-scale deployment of troops in Eastern Europe will stimulate Russia to generate new fears, which will inevitably trigger a new round of arms race and bring new unstable factors to the already fragile regional security.

　　Jovanovic believes that NATO is a product of the Cold War, which has already ended, and NATO should have entered the history museum long ago. In order to seek legitimacy for its continued existence, NATO has been involved in regional conflicts since the end of the Cold War, from Afghanistan and Iraq to Libya and Mali. However, wherever NATO went, it eventually left behind a mess that could not be cleaned up. People’s livelihood was depressed, the economy was paralyzed, society was in turmoil, terror prevailed, innocent civilians were massacred, and survivors were forced to embark on the road of escape. Europe is also a victim of NATO’s global military intervention led by the United States, and the refugee tide that has plagued Europe is a bitter fruit planted by NATO.

　　"Russia Today" news agency quoted danilov, director of the European Security Department of the European Institute of Russian Academy of Sciences, as saying that there was no reasonable explanation for a series of actions of NATO in its relations with Russia. To limit Russia’s need for "leverage", the West can now be described as "indiscriminate leverage". It is impossible to prohibit Russian warships from crossing the Da Daniil Strait, and it is also impossible to prevent Russia from cooperating with the Syrian government, so there is a "pragmatic approach" for NATO to expand its military presence now.

　　Ermak Fu, an expert at the Russian Institute of Strategic Studies, believes that Russia is now suffering from the consequences of the wrong policies in the 1990s, and Russia did not fully prevent NATO’s eastward expansion when withdrawing its troops from the Baltic and Eastern European countries. However, the west does not intend to abide by the agreement signed with Russia, so now NATO has reached its doorstep. What Russia is worried about is not the military strength currently deployed by NATO, but this trend.

　　(People’s Daily, Brussels, Moscow, October 28th, reporter Ren Yan in Belgium, reporter Qu Song in Russia)

EQ platform, every car will be scolded once, but there are still sales. Who is buying it?

Mercedes-Benz, an automobile brand representing exquisite craftsmanship and luxurious quality, has also been actively deployed in the field of electrification in recent years, and launched EQ series electric vehicles. howeverCompared with its brilliant performance in the fuel vehicle market, the response of EQ series in the market is not enthusiastic. Sales are also extremely bleak, and EQ models are ready to cut prices by 100,000. …

First of all, the lack of product strength under the platform of oil reform is one of the important factors leading to poor sales of EQ series.As the representative of the oil-to-electricity platform, Mercedes-Benz EQ naturally has no advantages over the pure electric platform being developed..

CLTC battery life:

Es8′ s playing and singing life is 605, and Mercedes-Benz 609 is equal. The whole system comes standard with double motors, starting with 600 horsepower and EQE with only 400 horsepower.

Power chip:

Weilai comes standard with 4 Orion-X computing chips, with a computing power of 1016tops. On the other hand, there seems to be one over there, but it is smart, and it has already reached L2.

Hub tire:

Weilai started with 255/50 tires here, with 265 wide tires; On EQE’s side, there are tires equipped with 235, so Mercedes-Benz’s blowing, pulling, playing and singing are cheating.

Dimensional comfort:

Looking at comfort, Mercedes-Benz has a wheelbase of 3030, a length of only 4.9 meters and a five-seat model; This way, the length of the car is 5 meters, and the wheelbase reaches 3070. It is standard in all departments, and the height is adjustable.

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Furthermore, the awareness of Mercedes-Benz brand in the electric vehicle market is relatively low. Although Mercedes-Benz has a very high brand influence in the fuel vehicle market, in the field of electric vehicles, consumers are more inclined to choose new brands such as Weilai. These brands are more competitive and have stronger products in the electric vehicle market.

However, the characteristics of users in the domestic market are very strange. As long as it is a car, it can always be sold. Even if 500 thousand can buy this high-quality electric car,Still a few users buy Mercedes-Benz EQE cars? Is it just for a sign?

EQ series, as an industrial product from oil to electricity, is not only poor in internal strength, but also poorly designed in appearance. I really disagree with the design of the front face of EQ series.

But fortunately, Mercedes-Benz does not pit the poor. Whether it’s industrial waste or not doesn’t affect my cycling with one hand.

　　"My car has been used a lot, and it was normal before, but this year a message suddenly popped up saying that it would cost more than 300 yuan to continue to use some car networking functions." A car owner in Beijing told reporters that he bought a BMW 3 Series sedan four years ago, and he was puzzled by the sudden charging by the manufacturer. He said, "When buying a car, these are standard, and now they can only be used after charging. The display screen doesn’t even show the road conditions. Is this reasonable? "

　　With the electrification and intelligent upgrade, the vehicle networking system has gradually become the standard for vehicles. Nowadays, cars running on the street can be regarded as "antiques" without networking function. However, in recent years, many users found that some car networking functions began to charge, and many consumers even learned that these functions were actually free for a limited time and needed to pay a certain fee to continue using them.

　　Then, is the car networking charge an experience upgrade or a consumption trap?

　　Zou Ming (pseudonym), an expert in the field of intelligent networking, said that the Internet of Vehicles can realize an integrated network of intelligent traffic management, intelligent dynamic information service and vehicle control, which is a typical application of the Internet of Things technology in the transportation field, the only way for the mobile Internet and the Internet of Things to develop in essence and depth, and the integrated technology for future information communication, environmental protection, energy saving and safe development.

　　At present, car companies do not divide the functions of car networking uniformly, but most of them provide supporting functions around networking. Industry insiders told reporters that from the perspective of the cost of car networking services, it mainly includes three parts: hardware cost (car terminal and software), communication cost (data flow) and content cost. Because hardware is generally used as a car terminal, it is often directly embedded in the car, and the cost is included in the price of the whole car. Therefore, the composition of car networking charges is actually in communication cost and content cost.

　　Generally, the communication cost directly refers to the data traffic cost required for terminal networking, and the charging party includes communication service providers such as China Unicom and China Mobile. The content cost is a customized service provided by car companies.

　　At present, there are more and more vehicles with the function of car networking in the market. This kind of car networking service is mainly controlled by mobile APP, such as remote opening and closing, vehicle starting, air conditioning control, vehicle anti-theft, audio and video information push, emergency rescue, vehicle information viewing and so on. The above-mentioned insiders pointed out that such services as emergency call service (when a life-threatening situation occurs, the vehicle will automatically send distress information to the nearest emergency center) and anchor call service (when the vehicle breaks down, the vehicle will immediately call the road rescue agency) are the car networking services that consumers pay more attention to at present. The extended charging items are traffic and networking services. Zou Ming told reporters that Anjixing, which provided car networking services in the early days, mainly focused on security, and could provide users with 14 services including 6 categories. Later, it launched a smart phone app to remotely control the functions of air conditioning, windows and trunk in the car. Nowadays, new cars generally have the functions of seat heating, active steering of rear wheels, and intelligent interconnection of app (remote vehicle control).

　　Intelligent networked car has become a new type of intelligent terminal. Some people think that hardware constitutes the basic structure of a vehicle, and the real definition of a vehicle is software application, because software is more imaginative and valuable. In other words, the value chain of the automobile industry will shift from the single hardware sales in the past to the continuous software and service premium business model, and the value-added of the car networking service has gradually become the growth point of the interests of automobile enterprises. Different car companies provide different networking functions. Although the industry has not yet formed a unified charging standard for car networking, most car companies have the idea of charging for it.

　　It is reported that the market price of GM’s car networking system is about 3,000 yuan higher than that of ordinary models, and it usually provides car owners with a full-featured free trial service for one year. After the expiration of one year, if consumers still want to enjoy the car networking service, they have to pay a certain fee. It is understood that the annual fees of the four kinds of packages it provides are between 780 yuan and 1,800 yuan.

　　General OnStar is currently the most well-known and installed interconnected system on the market. Since 2017, as long as consumers buy vehicles equipped with OnStar system, they can enjoy five years of basic services, and 100G of car-linked application traffic is free for life every year; The remaining appreciation services are only available for one year. After five years, if consumers still want to use mobile phone remote control and other services, they need to spend money to buy them. It is understood that the specific price, anti-theft interconnection package is 499 yuan a year, 799 yuan for two years and 1499 yuan for four years; Enjoy the internet package, which is 999 yuan for one year, 1599 yuan for two years and 1999 yuan for four years; The Supreme Internet Package is 1699 yuan for one year and 2399 yuan for two years.

　　Tesla also began to "test the water" in terms of car networking service charges. Since July 1, 2018, Tesla has launched a standard service package and an advanced service package, in which the advanced service package requires users to pay when purchasing. The latest news, from the official Tesla, is that the new Tesla car ordered from July 21, 2022 will no longer enjoy the life-long free standard car entertainment service, and will need to pay for subscription after 8 years. The specific price has not been announced yet. Volkswagen promised that the car networking service would be free for four years, and the policy was undecided after three years.

　　In terms of independent car companies, the Great Wall Motor Interconnection System has been installed in models such as Euler R1. The basic function of the Euler R1 Interconnection System is permanent and effective, while the value-added function is only valid for one year. However, according to consumer feedback, its value-added function is few, and the annual cost is 300 yuan, and some of them are not worth it.

　　In terms of new forces in building cars, taking Weilai Automobile as an example, its interconnected system is free for life, including road rescue; Car networking service (8GB traffic per month), that is, the functions of unlocking and finding cars; Services such as power supply in different places. According to the reporter’s understanding, at present, most of the value-added services provided by car companies need to spend money, while the new domestic car-making forces are still free of charge for basic car-linked services.

　　■ Car networking charges "cut leeks"?

　　At present, there are still vague boundaries and unclear rights and responsibilities in the concept, function, charging standard and deadline of car networking subscription service in China. Therefore, in recent years, consumers have even complained more and more about this.

　　Shen Yu, a car owner from Beijing, believes that the Internet of Vehicles is indeed a functional selling point, but these functions are also among the services provided by car companies. Networking service functions are based on 4G or 5G networks, and vehicle networking traffic is provided by communication operators, so it is normal to pay like mobile phone packages. Because this kind of payment is not for car companies, but directly for operators. If the car company is free, it means that in order to improve the vehicle experience, the car company has paid in advance or counted in the car price.

　　Another consumer, Mr. Hu, said that now more and more car networking charging items are "invisible", which is the problem. In his view, when the "invisible" car networking charges of car companies last long enough, consumers will be forced to accept them. Then, consumers will be regarded as "leeks".

　　Is there a "cut leek" for car-enterprise-car networking charges, and should consumers pay the bill? Zou Ming believes that first of all, car networking charges should give consumers the right to know. Some car companies use the Internet connection as a promotional selling point when their models go on the market, but they don’t explicitly tell them that there will be a fee or provide a clear charging standard when they buy a car. As a result, it is very unreasonable to ask users to pay the fee for the Internet connection function after 1 ~ 3 years of free use.

　　Shao Yuanjun, a senior expert in the automotive industry, also said: "Considering that some functions and traffic are promised as selling points when consumers buy cars, such as navigation, intelligent interaction and traffic charges generated during the operation of the car, it is unreasonable if such projects are charged again during the commitment period. However, under the trend of intelligence, some models have the potential of continuous iteration of software and application functions, and some functions are updated through OTA and other means after buying a car. It is reasonable and easier for these consumers to charge after purchasing according to their needs. Accepted. " In addition, he believes that it may be more reasonable for consumers to charge on schedule. On the one hand, consumers can decide whether to continue to apply according to their experience; On the other hand, it can encourage enterprises to continuously and iteratively upgrade the functions of car networking.

　　Zou Ming also supports car networking charges, which will help the car networking industry to develop continuously and healthily. From the consumer’s point of view, consumers are willing to pay the bill if the experience of the car networking application function is excellent enough and the price is reasonable. At present, consumers are more inclined to pay for intelligent services with partial functions, and car companies are more willing to invest in this to increase the added value of vehicles. Consumers in China are not willing to pay for software, which has improved significantly in the past two years. In this regard, car companies need to think about how to develop innovative networking services and products that are more acceptable to consumers, and less loopholes and leeks.

　　Xinlang Technology Zhang Jun

　　At the end of 2013, Xiaomi started the eco-chain plan and set the goal of investing in 100 eco-chain enterprises within five years. As of June 30, the number of Xiaomi eco-chain enterprises has reached 89, which is getting closer and closer to Lei Jun’s goal.

　　In addition to the changes in numbers, Liu De, co-founder and vice president of Xiaomi Company and head of Xiaomi Eco-chain, told Sina Technology that the play of Xiaomi Eco-chain is also changing.

　　Take category as an example, from the initial category and field as the standard, to the current user group as the center. Therefore, the Xiaomi ecological chain has also expanded from the original mobile power supply, bracelets and other hardware products to consumer goods such as towels and electric toothbrushes. In the selection of enterprises, Xiaomi Eco-chain has invested in most startup companies before, and will also invest in medium-sized companies in the future. In addition, in the management of eco-chain enterprises, Xiaomi gradually gave up the practice of signing exclusive agreements, maintained moderate competition, and even let some enterprises that did not do well quit.

　　With the maturity of the style of play and system, the Xiaomi ecological chain, which originally grew up by relying on the Xiaomi brand dividend, has begun to bring irreplaceable value to Xiaomi in turn.

　　Taking Xiaomi’s offline channel Xiaomi Home as an example, Xiaomi Eco-chain provides it with a variety of products, which are combined into a single high-frequency shop through multiple low-frequency products, which is also the secret of Xiaomi Home’s high ping efficiency.

　　Recently, Lei Jun, chairman and CEO of Xiaomi, announced at the swearing-in meeting of mobile phone business that the shipment of Xiaomi mobile phones reached 23.16 million units in the second quarter of this year, and resumed rapid growth. Lei Jun also regards the competition for the international market as the third wave of China’s mobile phone industry after the rise of smart phones and the change of machines in the third-and fourth-tier markets.

　　In Liu De’s view, with the reappearance of the incremental effect of Xiaomi’s mobile phone, the Xiaomi ecological chain will usher in a new wave of dividends.

　　The secret of rise

　　Since the Xiaomi Eco-chain Plan was launched at the end of 2013, the companies under Xiaomi Eco-chain have expanded rapidly. In March 2016, this number was 55; In March of this year, the number increased to 77; As of June 30, Liu De revealed that the number of Xiaomi eco-chain enterprises has reached 89.

　　Although only more than 30 out of 89 companies have released their products, explosive products such as Xiaomi Mobile Power Supply and mi band have been born, with sales exceeding 10 million. As of March this year, among the 77 companies, there are 16 unicorn companies with annual sales exceeding 100 million yuan and 4 unicorn companies with a valuation exceeding 1 billion US dollars. In 2016, the revenue of Xiaomi Ecological Chain Company has exceeded 15 billion yuan.

　　Why can Xiaomi ecological chain rise? In Liu De’s view, the first is the strict standard of investment in Xiaomi ecological chain itself; The second is to enjoy the dividend of Xiaomi; The third is a good time.

　　Regarding whether a company deserves to be included in the ecological chain by Xiaomi, Liu De summed up the following principles:

　　1. Is it a big field or a big market, because the Xiaomi ecological chain model is bound to make some big markets;

　　2. Is there any shortage of products in this market? Only when there are pain points and shortages can you get a knife;

　　3. See if the products in this field can be iterated. If they can’t be iterated, the company can’t last;

　　4. Is it in line with Xiaomi’s user base? The closer it is to the user base, the better it will be;

　　5. Is the team strong in technology and a great knife?

　　6. Does the boss have the same values as Xiaomi, not making quick money and being a national enterprise?

　　It is on the premise of sharing common values that dozens of companies in the ecological chain can form an alliance and it is possible to jointly launch explosive products.

　　In addition to the explosive attributes of eco-chain enterprises and products themselves, Xiaomi bonus is the biggest external factor for the rise of Xiaomi eco-chain. Liu De regards millet as a hot stove, while the ecological chain uses the waste heat around it. Specifically, it is mainly the eco-chain companies that enjoy the dividends of Xiaomi in four aspects.

　　1. Xiaomi’s brand bonus, because there is a brand, it is easy to expand the category.

　　2, Xiaomi’s user base dividend, Xiaomi has more than 200 million users, many of whom are science and engineering men. What these users need is what Xiaomi wants to do.

　　3. Channel dividends, especially Xiaomi’s online sales ability and the whole network sales ability, now have the offline sales ability of Xiaomi House, including the ability of Mijia to have a new platform.

　　4. With the growth of Xiaomi’s overseas business, overseas business should increase by 200% or even 300% this year, so opening mobile phones overseas first will open the dividend of overseas markets in the ecological chain.

　　With the explosion attribute and Xiaomi bonus, Liu De told Sina Technology that the explosion of products still needs an industrial node.

　　He took Xiaomi mobile power supply as an example. In 2013, the global sales of notebook computers declined. Xiaomi judged that there must be a lot of surplus of 18650 batteries that are most commonly used in notebook computers, so Xiaomi mobile power supply decisively adopted 18650 batteries, which not only had high performance and mature technology, but also had a relatively low price at that time, which made Xiaomi mobile power supply win the market with high quality and low price.

　　"Including our mi band, Americans have been promoting this for ten years, and suddenly one day it is about to break out, and we will enter the market." Liu De said.

　　Play reform

　　After Xiaomi’s ecological chain gradually grew, Liu De said that he was often asked, "Xiaomi has invested in so many categories. Where is your boundary?" The problem. In fact, when the products sold by Xiaomi cover air purifiers, rice cookers, even towels and electric toothbrushes, Xiaomi users, media and netizens can’t sit still. How did Xiaomi change from a mobile phone company to a "department store"?

　　Faced with all kinds of doubts, Xiaomi shouted the goal of being a "MUJI in science and technology", and officially launched the Mijia brand in March 2016 to specifically carry eco-chain products.

　　With the Mijia brand, Xiaomi will not generalize the Xiaomi brand when launching eco-chain products, but will have a more accurate smart home brand. At the same time, on the basis of Mijia brand, the Xiaomi ecological chain will be smoother when products such as sweeping robots and laser tv are launched, and users will feel reasonable and not so exclusive.

　　Liu De took Mijia Youpin launched by Mijia as an example. At first, when Mijia Youpin sold towels, users were cursing. "Everyone thinks how Xiaomi sells towels. Are you still a technology company?" Some time ago, Mijia had products and even started selling underwear. At first, I was afraid of being scolded, but as a result, the users didn’t scold again this time. "Many users have accepted it. We started selling tea two days ago, and they can accept it." Liu De said.

　　In addition to brand independence, Xiaomi’s investment ideas are also being adjusted.

　　Xiaomi ecological chain was originally laid out by fields, such as smart white electricity, personal transportation, toys and so on. Now it is divided by user groups, that is, investing around Xiaomi user groups. "When we pay attention to the user base, we will provide services and products for him around the core user base of 224 million Xiaomi. You will find that it doesn’t matter whether we consider the boundary. As long as he needs it, we will do it early, if he strongly needs it, we will do it early, close to the mobile phone, and late from the mobile phone. "Liu De told Sina Technology.

　　Correspondingly, in terms of specific categories, the Xiaomi ecological chain used to be more about technology, 3C and household appliances, but now it has begun to pay attention to some fast-moving consumer goods and daily necessities. "It is getting farther and farther away from mobile phones, and the layout circle is getting bigger and bigger."

　　Now the Xiaomi ecological chain has also changed in enterprise selection and enterprise management.

　　At first, Xiaomi paid more attention to the start-up team, thinking that they were flexible and easier to adjust the team, with less investment in products and less risk. Now, Liu De believes that Xiaomi has invested in 80 or 90 companies, and the basic plate is already very good. Therefore, when looking for a company, he will start to pay attention to medium-sized companies, even invisible champions in some fields, and companies with first-Mover advantage.

　　In the management of eco-chain enterprises, Xiaomi will sign an exclusive agreement with the invested enterprises in the first two years of investment, and one investor in each field will promise not to invest in the second one within two years. "Two years later, the exclusive agreement period ended, and then there was no exclusive agreement, because we found that the exclusive agreement had the advantages of concentrating on fighting a big battle, but it also had some disadvantages. Once there is exclusivity, it will affect the competition of this company. " Liu De reflected.

　　For example, he said that Xiaomi had given the field of driving recorder to an eco-chain company before, but this company did not come out with products for two years, which led to Xiaomi not entering the field of driving recorder for two years. "This opportunity is too great. In Xiaomi’s business system, I want to be a driving recorder, and I will get great benefits if I go public early. Therefore, this form gives various eco-chain companies the feeling of starting to delimit the site. Our management is becoming more and more mature, and the companies that invest later will not plan the site, or maintain a certain degree of competition, otherwise we will encounter great competition outside the ecological chain system. "

　　In addition, even if an eco-chain enterprise is invested by Xiaomi, it will not sit back and relax completely. Liu De revealed to Sina Technology that at present, two companies have been eliminated by the ecological chain system, one is a pet tracker, and the other is a maternal and child air purifier. "We told him not to do this. There is no such market segment. He firmly believes that there is such a market, but there is actually no such market." Liu De said that in the end, these two enterprises were eliminated.

　　Borrow from Xiaomi

　　While achieving rapid growth with the help of Xiaomi dividend, Xiaomi ecological chain is also of great significance to Xiaomi.

　　After Xiaomi reached the top of domestic smartphone shipments in 2014, Xiaomi failed to complete the shipment target of 80 million units in 2015. Lei Jun bluntly said that it was not OK, and said that 2016 would be happy. Then in 2016, IDC data said that Xiaomi only sold 41.5 million mobile phones in the whole year, plunging 36% year-on-year.

　　In the difficult two years of Xiaomi, Liu De believes that the value of Xiaomi’s ecological chain is crucial.

　　"The first is to maintain the activity. While making up lessons, we are consolidating, adjusting the team and adjusting the products, while maintaining the activity. The second is to keep the heat. We constantly have new products that can keep the heat of the market and the heat of the media. " Liu De said.

　　The greater value is to take the opportunity to lay out new areas, such as the Internet of Things. According to the data released by Liu De at the annual conference of Mijia in 2017, as of May 31 this year, the total number of networked devices based on Xiaomi MIOT platform has exceeded 60 million, which has gradually spread all over the world in terms of geographical distribution, and the Xiaomi ecological chain has become the largest intelligent hardware platform in the world.

　　Another function of Xiaomi ecological chain exceeds Liu De’s expectation, that is, the expansion of user groups.

　　At the end of 2015, half of the Xiaomi ecological chain was Xiaomi users.Users and non-Xiaomi Android users each account for a quarter. By 2016, the proportion of Xiaomi users has dropped to one third, and the proportion of Apple users and non-Xiaomi Android users has also risen to one third. "This year, I think that non-Xiaomi Android users and Apple users will further increase, which shows that the products of Xiaomi Eco-chain are slowly beginning to exceed Xiaomi’s original user system, and more and more Apple users and more non-Xiaomi users come to use our products." Liu De said that Xiaomi’s eco-chain products have played a role in expanding the user base and developing new users for Xiaomi.

　　At the same time, Liu De said that as a Xiaomi ecological chain that used to rely on Xiaomi mobile phone dividends, it is time to help Xiaomi mobile phones.

　　In the two years when Xiaomi’s mobile phone encountered Waterloo, it was also the two years of the rise of offline channels. Lei Jun, who led Xiaomi to make up the offline channel, shouted the goal of opening 1,000 Xiaomi homes in three years, and the support of ecological chain is indispensable to opening and maintaining 1,000 Xiaomi homes.

　　In Liu De’s view, Xiaomi has completed Xiaomi’s product portfolio through the layout of the ecological chain in recent years. Combining multiple low-frequency products into a shop with high-frequency purchases is also the secret of Xiaomi’s home to achieve high ping efficiency.

　　Recently, Lei Jun announced that the shipment of Xiaomi mobile phone reached a record high in the second quarter of this year. With the expansion of Xiaomi’s offline channels and overseas markets, the mutual borrowing effect between Xiaomi’s mobile phone and Xiaomi’s ecological chain will be further revealed.

The contradiction between the grandfathers and grandmothers who danced in the square dance and the young people who played basketball has always existed, and this time it finally broke out.

On the morning of June 1st, a video was circulated on the Internet: In the basketball court of Luoyang Wangcheng Park, young people playing basketball and grandmothers dancing in the square dance had conflicts and even physical conflicts because of the venue problems. It is reported that the local police have been involved in this matter and the basketball court has been closed.

In the end, are the grandfathers and grandmothers who dance in the square dance leaning on the old and selling the old, or are the young people who play basketball too serious? At least for now, neither side of the conflict benefits.

A martial arts drama triggered by basketball field.

From the video provided by local media in Luoyang, we can see that in an outdoor basketball court, a group of grandfathers and grandmothers dancing in the square dance surrounded a shirtless young man.

As the emotions of both sides became more and more excited, the conflict also evolved from verbal confrontation at the beginning to a big fight.

In this physical conflict, at least five or more uncles and aunts chose to shoot and pushed a shirtless young man to the corner to punch each other. One of the old men in red punched the young man several times, and the young man then tried to fight back.

Finally, under the dissuasion of both sides, they chose to stop.

It is reported that,The conflict between the grandfathers and grandmothers in the square dance and the young people playing basketball has been going on for many days. Netizens uploaded videos of the scene conflict earlier, which also attracted the attention of the local police.

Luoyang City Public Security Bureau once wrote a message below Weibo: "Where is the specific location? Does this basketball court have a clear management organization? " The police also came to the scene for adjustment in the next two days, but it did not achieve good results.

It was not until the evening of May 31 (the day of the incident) that the conflict finally broke out when the two sides competed for the venue again.

Young people want to play a little longer, and old people want to jump a little longer. Verbal coordination has no effect, and eventually it has become a violent martial arts drama.

A netizen who often plays here also explained the cause of the conflict: "Wangcheng Park basketball court is also one of the few stadiums in Luoyang City. Every 19 o’clock in the afternoon, it is also the office worker who just got off work. It is the time to play. The aunts who can dance square dance come to the stadium on time every day. "

"We lost, and justice is on the side of the elderly."

In fact, this confrontation about the venue competition has been going on for many days.

As early as May 26th, a user named "Brothers Basketball 008" in Weibo posted the first Weibo about this matter. He is also one of many young people who often play ball here.

In Weibo, he wrote: "Square dance, this is not a square, this is a stadium, where young people exercise. I hope the relevant departments can pay attention to it and rectify it. The park is so big that you can’t jump there. You have to occupy the court with young people. (It is estimated that this is a common problem in many places). "

In the following days, he successively published Weibo: "The basketball court plays basketball, and you go to the square to dance in the square dance"; "No negotiation, and finally the police were driven away by the aunt. Relying on the old and selling the old, the park is so big, we must seize the basketball court to dance square dance "; "We just want to find a place where we can play. Is it so difficult?"

Weibo of Dahe newspaper Luoyang News also released a video before the incident, and the two sides also had a consultation on the use of the stadium. Several young people tried to communicate with their uncles and aunts to share this venue.

"Why don’t we go half way?" Some young people made such a request, but the square dance team with a scale of over 100 did not agree. Finally, this communication was lost.

It is reported that after the incident was exposed, many Luoyang basketball fans spontaneously went to the Wangcheng Park basketball court where the incident occurred, but there were more uncles and aunts dancing in the square dance.

Netizen @ Brothers Basketball 008 wrote: "Well, we lost, and justice is on the side of the elderly."

However, there are many voices supporting young people online. "Is it reasonable to dance square dance on the basketball court?" "It is understandable for the elderly to exercise, but they can’t sell their old age by their old age. It is not appropriate to dance in the square dance to the square, and it is not appropriate to dance in the basketball court. Young people should also exercise"; "Remembering what Aamir Hussain Khan said on the program, respecting the elderly should respect his behavior, not his age."

The lack of square dance venues is once again highlighted.

From this conflict, the problem of "square dance space" mentioned by the media many times before was once again highlighted.

With the accelerating aging of China, square dance has gradually become the topic of relevant national ministries and commissions. In September 2015, the General Administration of Sport, together with the Ministry of Culture and other ministries and commissions, jointly issued a notice, indicating that they would work together to guide the development of square dance.

As early as March of that year, at the 2015 National Square Aerobics Dance Conference, the General Administration of Sports indicated that it would launch 12 sets of outstanding square aerobics dance works nationwide for promotion and training.

But with the continuous development of square dance, there are more and more problems caused by square dance. The core of these problems is the lack of square dance venues.

The elderly need social public space to find their own leisure ways, but at present, the uneven distribution of public resources can not meet their needs.

Because the "demonized" square dance has a tendency to disturb the people, it has been reported many times, and various places have set guidelines for square dance, including time limit and place.

In February 2015, Xi ‘an, Shaanxi Province implemented the Regulations on the Prevention and Control of Environmental Noise Pollution, which defined the disturbing time of square dance as 9: 00 pm to 7: 00 am the next day; The Regulations on Urban Landscaping in Nanchong, Sichuan Province explicitly prohibits square dancing in urban green spaces.

However, the People’s Daily published in March this year that square dance should not be "stigmatized", and it is necessary to give space while setting rules.

Guangming Daily is even more blunt. The conflict of square dance is actually caused by the uneven distribution of public resources, which highlights the shortcomings of national fitness at this stage.

"We also can’t, who doesn’t want to go to the park to jump? The environment and air in the park are much better than here. But how many parks are there? We are all people in their seventies and eighties. It is impossible to run so far to find the park every day. "

We can read more helplessness from the words of an old man who often dances square dance but has been repeatedly restricted.

?

(This article was transferred from the People’s Daily client; Editor’s Email: shguancha@sina.com Title Source: vision china Photo Editor: Yong Kai)

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On June 15th, Weilai ES7 went public.

As the first SUV of Weilai NT2 platform, Weilai ES7 not only adopts a brand-new appearance and interior design, but also benefits from the "watchtower" sensor composed of lidar and camera on the roof, which can provide support for the whole vehicle to achieve high-order assisted driving. It was Weilai ES7 that used a lot of advanced design concepts and technologies, so it attracted a lot of attention when it went on the market, and everyone praised it unanimously.

However, Weilai ES7 was only in the limelight for a while, and was quickly robbed by the ideal L9.

Then, something even more exciting happened. On the afternoon of June 22nd, a test vehicle of Weilai ET7 fell from the third floor of the parking building of Shanghai Innovation Port, killing two digital cockpit testers. Interestingly, this happened on the afternoon of June 22, and it didn’t continue to ferment on the Internet until the afternoon of June 23.

As a result, Weilai Automobile issued an official notice in various channels, which probably meant to explain the specific situation of the "falling incident" and the handling methods of subsequent things. Of course, the last sentence, "According to the analysis of the scene, it can be preliminarily confirmed that this was an accident, which has nothing to do with the vehicle itself", which really chilled many people.

After years of accumulated reputation, Weilai Automobile was cast a shadow after this battle. After all, it was the consumers who took it seriously, but Weilai Automobile was too fickle.

In just seven days, the ups and downs of Weilai Automobile from the release of Weilai ES7 to the fall of Weilai ET7 were simply in an instant.

In fact, if you carefully sort out the incident of "Weilai ET7 falling from the building", you will find the strangeness.

The official declared that the falling accident was an accident and had nothing to do with the vehicle, but the fact is that most people are concerned about whether there is something wrong with the automatic assisted driving system or the brake system of the accident vehicle. However, according to Weilai Automobile’s reply, the two workers who were killed were digital cockpit testers, which proves from the side that they are probably testing the vehicle system and other functional configurations. As for whether the automatic parking and intelligent assisted driving system are being tested, Weilai Automobile needs to publish subsequent videos and test data to know.

In addition, Weilai Automobile has repeatedly stressed that this "falling incident" has nothing to do with the car, but is an accident. What is the intention? Here I have to mention the brand-new car-making platform of Weilai NT2.

Whether it is Weilai ES7, Weilai ET7 or Weilai ET5, they are all products under Weilai NT2 platform, and these three models are important players of Weilai Automobile in the next few years, shouldering the heavy responsibility of Weilai to further explore the market and increase sales. Moreover, from a technical point of view, the selling point of the car under the platform of Weilai NT2 is the scientific and technological configuration such as intelligent driving and digital cockpit. In addition, they are all new cars and are in the early stage of delivery, so Weilai Automobile will not tolerate any mistakes.

On the other hand, although Weilai Automobile is eager to help its own vehicles clean up the relationship, the "falling incident" has already caused a bad influence. Therefore, whether it is a safety accident or an accident caused by vehicle problems, Weilai Automobile needs to prove itself through video materials and data information.

In fact, the fuel consumption or battery life of the same class models are not much different now, so the high configuration is often more attractive to consumers. The competition in the automobile market is still very fierce. What Xiaobian brings today is. Let’s take a look at it next.

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This car has been introduced almost before, and I believe many users who buy a car have taken a fancy to its comfort and practicality. If you go offline and actually experience it, it is estimated that there will be many new gains.

() The operating comments of the Board of Directors in 2023 are as follows:

　　I. Discussion and analysis of business conditions

　　In 2023, faced with the complex situation of global economic recovery and the urgent need to boost domestic consumer demand, the Chinese government adopted a series of accurate and effective policies and measures, which effectively promoted the recovery of the consumer market. In 2023, the total retail sales of social consumer goods in China was 47.15 trillion yuan, a year-on-year increase of 7.2%; The contribution of final consumption to expenditure and economic growth reached 82.5%, which became the main driving force of economic growth. For leisure and snack enterprises, 2023 is a year connecting the past with the future, and market products and channel innovations emerge one after another. After experiencing the rapid expansion of channel brands, the industry will enter the stage of intensive cultivation, which also puts forward higher requirements for snack enterprises to find a correct strategic direction and seize development opportunities.

　　1. The snack food industry has great potential and broad development space.

　　Leisure food is the food that consumers eat in leisure and rest, which has the characteristics of wide coverage, rich consumption scenes, long user life cycle, low customer unit price and high consumption frequency. According to the latest data from China Commercial Industry Research Institute, the market size of leisure snacks in China was 928.6 billion yuan in 2023, and it is estimated that the market size will exceed one trillion yuan in 2024. In terms of consumption, the per capita consumption of leisure snacks in China is only 1/2 of the global average, 1/3 of Japan and 1/5 of the United States, and the market space is broad. Because the entry threshold of snack food industry is relatively low, there are many industry participants and new players appear constantly, and the brand concentration is low, showing a completely competitive market state. With the increasing market competition, enterprises with advantages in brand, channel, product and supply chain will be able to adapt to consumer demand and occupy a competitive advantage position.

　　2. Offline stores are the main circulation channel of snack food and the main position to form brand mind.

　　According to the data of Euromonitor International in 2023, offline channels account for 82.6% of the circulation share of snack foods, and modern channels such as snack specialty stores and convenience stores continue to occupy the market share of traditional couples’ stores, and the trend of channel upgrading continues; Online channels accounted for about 17.4%, the growth of traditional e-commerce platforms slowed down, and online traffic shifted to high-quality products and content-based e-commerce platforms. Because snack food has the characteristics of impulse buying and what you see is what you get, whether it can be seen and bought everywhere has become an important factor for brands to attract consumers. In recent years, convenience stores and snack discount stores, which mainly serve community users, have achieved rapid growth with richer products, better consumption experience and higher cost performance, and become an important force to promote the development of the snack industry. Close to consumers, opening stores intensively around target consumer groups, providing consumers with convenient, diverse and high-quality products and experiences, has become an important driving force for the growth of offline stores.

　　3. Generation Z has become the main consumer, and brand rejuvenation is the inevitable choice for snack food brands.

　　Generation Z is becoming the main consumer of snack food. According to the data of the seventh census, there are 223 million people born after 1980s, 210 million people born after 1990s and 163 million people born after 00 in China. Among them, the total number of generation Z is about 260 million, accounting for about 19% of the total population. Generation Z consumers have stronger spending power, more diversified and personalized consumer demand, and are more easily influenced by social media. From the perspective of consumption preference, delicious taste, safety and health, cost performance, brand, functional components and packaging value are the most important factors for young consumers to consider when purchasing snack food. To satisfy more critical and changeable young consumers, it is the basic action to maintain high quality and high value in products, and to impress young consumers and satisfy emotional value in expression and communication.

　　4. Consumers’ demand for snack foods is diversified, and high quality and health are long-term and sustainable needs.

　　On the whole, consumers’ demand for snack food with good ingredients, good taste, low burden, nutrition, freshness and face is widespread and increasing continuously. In the leisure snack industry facing the whole country and the whole customer group, the differences of consumers’ consumption preferences also exist objectively. Low sugar, low salt, low fat and no additives have become the necessary options for most family consumers, but the mixed flavor, stimulating taste and novel taste are deeply loved by young consumers, and it is the common demand of most consumers that they are convenient to buy, economical and diverse. Facing the increasing diversified demand, snack food enterprises must develop products accurately according to the diversified demand, form a diversified product matrix, and pass on the value to consumers in the most efficient way. No matter how the consumer demand changes, higher requirements for product quality and making consumers eat healthier are always the most basic guidelines for the brand management of leisure snacks.

　　During the reporting period, the company’s operating measures are as follows:

　　1. Continuously optimize the omni-channel layout around consumer demand.

　　(1) Store business focuses on single store promotion: amplifying brand value and market competitiveness.

　　In 2023, the store business actively expanded cooperation with local life platforms, such as Tik Tok and Meituan, aiming at expanding market coverage and improving business capabilities. By establishing diversified marketing models, including "city matrix live broadcast", "talent with goods" and "official number live broadcast", the store business has effectively improved the efficiency of product promotion and enhanced the ability to attract customers into the store.

　　The store business adheres to the price strategy of "good goods are not expensive". By lowering the prices of more than 300 products and setting up characteristic display areas in the store, the market competitiveness of products has been enhanced. At the same time, through the continuous promotion of WeChat private domain and local life platform, the store business has achieved significant growth in sales of various single products.

　　At the same time, the store business continues to explore new category models and pilot fresh and short-term snacks in stores to better meet the diversified needs of customers. In addition, through the seasonal introduction of ready-to-eat frozen products and freshly baked foods, such as frozen durian, frozen chestnut, frozen bayberry, etc., the customer unit price and sales of the store in the current season have been effectively improved.

　　The company’s store business has made positive progress in improving product value, improving consumers’ cognition and meeting customers’ differentiated product needs, and the number of customers has steadily increased year-on-year.

　　(2) E-commerce business restructuring business competitiveness: focusing on product innovation, new channel development and user stickiness improvement.

　　In 2023, the company actively adjusted its online business strategy, and rebuilt the new competitiveness of e-commerce business development by optimizing product structure, enhancing user experience and strengthening marketing innovation. And continue to tap the user’s scene demand, innovate all kinds of scene product portfolio sales programs, focus on the user’s consumption demand for "nature, health and nutrition", and actively market and promote products with "clean formula and rich nutritional elements". By accurately matching the needs of users, the company successfully achieved a breakthrough in the sales scale of scene combination products; At the same time, the light-weight series products with 0 addition and 0 sugar have also been favored by consumers. The company has further strengthened cooperation with emerging e-commerce, actively expanded new e-commerce channels, and achieved rapid growth in sales scale on real-time retail platforms such as Meituan, Pupu and Yonghui. On the social e-commerce platform, the company makes full use of the content creation ability of platform experts to interact and communicate with consumers through short videos, live broadcasts and other forms, effectively enhancing brand awareness and user stickiness.

　　Looking forward to the future, the company’s e-commerce business will continue to maintain the trend of innovation and development, strengthen the research on the purchase scenarios and behavior habits of users on various platforms, and provide natural and healthy snacks for users’ various consumption scenarios around the new trend of consumers pursuing natural and healthy consumption; Strengthen the integration of (), improve the marketing efficiency of customer acquisition and reduce the cost of customer acquisition through omni-channel integrated marketing; Strengthen the application of new AI technology in product content creation, innovate the content quality of product "page, video and live broadcast", and improve the user’s shopping experience.

　　(3) Broad performance prospects for group buying business: channel expansion and New Year Festival marketing promote sales profit growth.

　　In terms of distribution channels for group buying gifts, the company has established a wide network covering five strategic regions, namely Central China, South China, North China, West China and East China, providing services to agents in 42 cities across the country. The company’s group purchase products and services are widely used in various scenarios such as employee welfare, business gifts and high-end club entertainment in terminal enterprises. Aiming at different user groups, the company has formulated and implemented accurate marketing promotion strategies, and won wide recognition from customers in the industry by providing high-quality products with high cost performance and differentiation and a perfect marketing system. These efforts have significantly enhanced the company’s brand image and market reputation, and further consolidated its leading position in the group buying gift market.

　　During the New Year Festival in 2024, the company further expanded the super-customer network of distributors in Northeast China, North China and Northwest China, and actively explored and implemented diversified marketing strategies for gift box products. In close cooperation with major supermarkets, the company not only enriches the sales channels of products, but also innovates the marketing forms of gift box products, which meets consumers’ demand for high-quality gifts during festivals, effectively enhances the market penetration rate of the company’s products, and enhances brand visibility and consumers’ willingness to buy.

　　In 2024, the company will continue to deepen the expansion of group buying channels, optimize product structure and improve service quality in order to achieve more stable performance growth. In addition, the company will continue to pay attention to market dynamics and flexibly adjust its marketing strategy to cope with the ever-changing market environment and consumer demand.

　　2. Focusing on the diversified and multi-scenario product needs of users, we will continue product innovation and enhance competitiveness.

　　In 2023, the company’s gift box product line achieved good results. Sales of gift boxes for new year’s goods increased by 25% year-on-year. Among them, canned nut gift boxes have been further consolidated with their leading position in the market, achieving a year-on-year increase of 158%. In addition, the company also launched an IP gift box co-branded with Wutai Mountain and the movie "Three Wan Li in Chang ‘an", as well as a series of high-protein gift boxes, which not only met the diverse needs of consumers for holiday gifts, but also deeply explored the emotional value and blessing meaning. Once these products were launched, they received enthusiastic response from the market, and their sales increased by 160% year-on-year.

　　In the supply chain management of gift boxes, the company has effectively improved its operational efficiency through refined management and cost control. The company has deeply integrated and optimized the supplier system, reducing the operating cost of the whole chain of gift boxes. In the field of marketing, the company adopted the strategy of combining online and offline, and effectively expanded the brand influence and increased the interaction with consumers through online channels such as social media, live broadcast and offline promotion of ground media. Relying on all-round marketing strategy, it not only enhances consumers’ perception of good shop brands, but also lays a solid foundation for the continuous growth of gift box product line. Looking forward to the future, the company will continue to devote itself to product innovation and market expansion in order to maintain its dominant position in the gift box market and achieve sustained growth in sales performance.

　　3. Integrate supply chain resources, and reduce prices without degrading quality.

　　During the reporting period, the company "actively strives for change and faces the competition", first of all, from the aspect of supply resources, integrating the global high-quality supply chain resources, only to provide users with more products with the ultimate quality-price ratio.

　　In the pot-stewed category, the company fully took advantage of the high-quality supply chain system to build a research and development center with industry leaders. The two sides shared R&D resources and technical advantages, and launched a variety of explosive products covering chicken feet, air-dried beef and other varieties. In vegetarian food, the company developed bean skin with chickpeas instead of soybeans as the core raw material around the changes of users’ needs, and gave full play to the advantages of suppliers in raw materials and technology, and promoted the high-temperature puffing process to replace the traditional frying process, making the bean skin as thin as cicada’s wings and crisp in taste, thus meeting consumers’ needs for zero trans fatty acids and reducing oil and fat. In order to better meet the young customers’ demand for novelty-seeking with new tastes and emotional value of snacks, the company cooperated with international suppliers to introduce foreign high-quality goods such as well-known wafer biscuits and drinks into the company’s offline stores.

　　In addition, in order to ensure stable product quality and higher quality-price ratio, the company continuously monitors dozens of food raw materials throughout the year, gives full play to the advantages of the source of the supply chain, promotes the distribution of direct mining resources at home and abroad, and continues to deliver more delicious and better quality-price ratio snacks to consumers, truly achieving "price reduction without quality degradation".

　　

　　Ii. the industry in which the company is located during the reporting period.

　　(1) The industry in which the company is located

　　According to the Guidelines for Industry Classification of Listed Companies issued by China Securities Regulatory Commission (Announcement [2012] No.31 of China Securities Regulatory Commission), the company belongs to retail industry (classification code: F52). Judging from the main products and business model of the company, it is generally believed that the company’s business belongs to the snack food industry.

　　(B) Industry development stage and trend analysis

　　1, industry characteristics and development stage

　　Leisure snacks are foods that consumers eat in leisure and rest, which have the characteristics of wide coverage, long life cycle of users, low unit price of customers and high consumption frequency. Snacks are rich in consumption scenes, diverse in product forms, diverse in varieties and specifications, delicious in taste, safe and healthy, cost-effective, brand, functional components and packaging value are the most important factors for consumers to consider. The characteristics of consumers’ diversification, changefulness, early adopters and impulsive buying make the product change and channel change of snack industry faster, and each round of big product change and channel change corresponds to huge industrial development opportunities.

　　According to the latest data from China Commercial Industry Research Institute, the market size of leisure snacks in China was 928.6 billion yuan in 2023, and it is estimated that the market size will exceed one trillion yuan in 2024. In terms of consumption, the per capita consumption of leisure snacks in China is only 1/2 of the global average, 1/3 of Japan and 1/5 of the United States, and the market space is broad. Because the entry threshold of snack food industry is relatively low, there are many industry participants and new players appear constantly, and the brand concentration is low, showing a completely competitive market state.

　　From the perspective of product changes, the growth rate of new categories such as packaging, baking and meat snacks is more than 1.5 times that of the industry market, which is the most noteworthy market. Sugar Qiao, biscuits, puffs, packaged nuts, ice cream and other categories are growing at a slower rate than the industry market. New brands are constantly opening up new market space through new value propositions, and there is room for category innovation.

　　From the perspective of channel changes, according to the data of Euromonitor International in 2023, offline channels account for 82.6% of the circulation share of snack foods, and modern channels such as snack specialty stores and convenience stores continue to occupy the market share of traditional mom-and-pop stores, and the trend of channel upgrading continues; Online channels accounted for about 17.4%, the growth of traditional e-commerce platforms slowed down, and online traffic concentrated on high-quality products and content-based e-commerce platforms.

　　Generally speaking, the leisure and snack industry is in the stage of medium and high-speed growth, full competition in the market, and endless innovations in products and channels. Enterprises that can accurately grasp consumer demand and create consumer value will gain competitive advantages in the future.

　　2. Industry development trend

　　On the whole, the consumption classification trend of snack food industry is obvious, and the demand is diversified. Consumers’ demands for good ingredients, good taste, low burden, nutrition, freshness and face are widespread and increasing. In the leisure snack industry facing the whole country and the whole customer group, the differences of consumers’ consumption preferences also exist objectively. Low sugar, low salt, low fat and no additives have become the necessary options for most family consumers. Mix and match flavors, stimulate tastes and novel tastes are deeply loved by young consumers, and convenient purchase, economy and variety of choices are the common needs of most consumers. Because of the huge consumer base in China, there is a huge market behind any kind of consumer choice. Facing the increasing diversified demand, snack food enterprises must develop products accurately according to the diversified demand, form a diversified product matrix, and pass on the value to consumers in the most efficient way.

　　Infinitely close to consumers has become a key element, and the near-field and content-based formats have developed rapidly. Because leisure snacks have the characteristics of impulse purchase, what you see is what you get, etc., whether consumers can see and buy them everywhere has become an important factor for brands to attract consumers, and both online and offline have obvious characteristics of near-field and content. Online, convenience stores and snack shops that mainly serve community users have achieved rapid growth in recent years with richer products, better consumption experience and higher cost performance, and have become an important force to promote the development of the snack industry. Close to consumers, opening stores intensively around target consumer groups, providing consumers with convenient, diverse and high-quality products and experiences, has become an important driving force for the growth of offline stores. From the perspective of online format, the instant retail platform has developed rapidly, effectively expanding the coverage radius of stores, and providing a foundation for leisure snack brands to obtain new traffic and better serve users; Content-based and socialized platforms are attracting more young consumers and providing a broader position for casual snack platforms to interact with consumers.

　　Facing the Z generation group, which has gradually become the main consumer, is both an opportunity and a challenge for the snack food industry. Generation Z consumers have stronger spending power, more diversified and personalized needs, and are more easily influenced by social media. In order to meet the ever-changing and iterative consumption demand of the main consumer groups, leisure and snack enterprises should not only adapt to the fresh and healthy life concept pursued by young people, but also use brand expressions that young people are willing to accept, and more importantly, control the product quality and delivery quality of the whole chain, which puts forward higher requirements for the resource integration ability and operational efficiency of leisure and snack enterprises in all channels and the whole industry chain.

　　(III) Industry status of the company

　　Liangpin Shop has been deeply involved in the snack food industry for 17 years. It is a well-known brand in China and one of the snack food enterprises with omni-channel development. Its sales scale is in the forefront of the snack food industry. In 2020, as the first "cloud-listed" enterprise in Shanghai Stock Exchange, the company landed in the A-share market and became the "first share of high-end snacks" in China. According to the data of "2022 Snack Market Research Report" of China National Business Information Center, good shops led the national sales of high-end snacks for eight consecutive years from 2015 to 2022.

　　

　　Iii. Business of the Company during the reporting period

　　(a) the company’s main business

　　As a platform-based, digital and innovative retail enterprise driven by product innovation and channel development, operating all kinds of snacks, multi-brand operation, balanced omni-channel layout and coordinated industrial chain, the company is mainly engaged in the research and development, procurement, sales, logistics and distribution and operation of snack foods, and is committed to providing consumers with higher quality products and services to meet users’ needs for different healthy and nutritious ingredients, different purchase tasks and different use scenarios.

　　During the reporting period, the company’s main business has not changed.

　　(II) Main products of the company

　　1. The company has a rich product line.

　　In order to meet the needs of different users in different scenarios, the company has set up a rich product line, including meat snacks, seafood snacks, vegetarian delicacies, preserved preserved preserved plum, dried red dates, nuts, roasted seeds and nuts, drinks, candied fruit, canned jelly, scented tea, baked cakes, biscuit puffing, instant food, gift boxes, children’s snacks and other product lines.

　　2. The company provides a variety of products based on the user’s segmentation needs.

　　The company continues to adopt the product strategy of customer demand-oriented and creating value for customers, upgrade to the direction of "natural and healthy new snacks" and continuously improve the product matrix. For school-age children, fitness people, beauty lovers, white-collar office workers, enterprises and institutions, the company has launched a variety of products, such as children’s snacks, fitness snacks, collagen candy snacks, breakfast and dinner meal replacement, holiday gifts and so on.

　　(III) Main performance drivers of the company

　　During the reporting period, the company researched and developed products around the needs of users, and continued to explore product innovation in market segments. By optimizing the product operation mode, it helped new products to be new, and created a number of tens of millions of new products; Continue to deepen the supply chain and improve the efficiency of production and sales; In-depth omni-channel operation, refined operation, and promote continuous optimization and improvement of business.

　　(4) The business model of the company

　　The company carries out product innovation guided by users’ subdivided needs, and supports with leading food health and nutrition technology, formulates quality specifications and standards of raw materials, product processes and formulas, purchases products from upstream suppliers, and carries out actions such as receiving, warehousing and delivery after completing strict product quality inspection, and finally sells products to users through a perfect omni-channel network to provide users with high-quality products and services.

　　1. R&D mode

　　The company studies the different needs of segmented users in market insight, and at the same time, according to the new technologies in the market, it selects the segmented product categories to be included in the annual R&D plan to form product R&D needs, and supports and responds to the needs quickly by adopting independent in-depth R&D and outsourcing cooperative R&D according to the demand categories. Independent in-depth R&D is led by its own scientific research team, which independently or integrates domestic and foreign external scientific research forces to research and develop new raw materials, new formulas and new technologies for R&D innovation, and outputs products with better nutritional and healthy value and taste, which can meet the needs of users. Outsourcing cooperative R&D means that the company invites enterprises with rich industry experience and innovative ability to participate in the development, and sets up an evaluation expert group to evaluate the technology and products, which is mainly suitable for iterating over existing products, increasing the taste of products to meet the needs of customers with multiple tastes, improving the taste of products to bring customers a better experience, and innovating product forms to make customers feel more pleasant. At the same time, supported by food science and technology, the company has carried out work such as process improvement, environmental protection, product standards improvement, cost reduction and efficiency improvement, and quality improvement around R&D and innovation.

　　2. Product operation mode

　　The company’s product operation mode is based on the company’s strategic intention, market analysis and customer demand insight, with the operation of new products and cooked products as the core, including seven business processes: product development planning, single product planning and design, research and development, product testing and testing, listing and delivery, mature operation and product delisting, which provides strong support for meeting the different needs of different consumer groups for snack food.

　　3. Supply chain management mode

　　The company has established a supply chain management mode with supply planning as the control hub, logistics management as the supply guarantee and quality management as the safety guarantee, and controls and manages the whole process of product procurement, warehousing, logistics and delivery.

　　In the supply planning stage, according to the sales history and trend forecast of each channel, the company decomposes and forecasts the sales and supply of goods in different periods, formulates the procurement plan and improves the procurement efficiency.

　　In the procurement process, the company cooperates with excellent suppliers and takes measures such as locking in global high-quality bulk raw materials to ensure product quality and optimize procurement costs. The company also implements the mode of "purchasing by sales" to purchase customized and non-customized products accurately and in a planned way, greatly reducing the inventory turnover rate and ensuring the freshness of products reaching consumers.

　　In the warehousing and logistics link, the company manages the inventory in omni-channel sharing mode, and after receiving the order, it can deliver the order logistics from the nearest warehouse in an optimal way. The EWM system applied by the company also realizes data sharing with the systems of various logistics carriers, which enables the company to monitor the real-time status of orders and control the orders in a timely and abnormal manner.

　　In terms of product quality assurance, the company has established a comprehensive product quality control system, ensuring food safety in the whole link through regulatory measures such as supplier access management, supplier evaluation and elimination management, factory quality management, and food safety inspection management. In order to ensure the stability and high standards of product quality, the company has formulated strict product production quality standards and multi-dimensional acceptance standards, and established its own product testing center. It has passed CNAS certification, covering all the links from product warehousing to marketing, and constantly improving the whole process quality control process according to business changes, forming a whole process product quality and safety control system.

　　4. Sales model

　　The company adopts an omni-channel sales model with stores as the core, and provides products and services to users through various online and offline channels. At present, the company has laid out store channels, platform e-commerce channels, social e-commerce channels and group purchase channels, built all-round contacts to interact with users, responded to users’ needs in a timely and accurate manner, and intelligently pushed information matching users’ needs, upgrading to the omni-channel layout of "constantly approaching the terminal and providing services at any time".

　　(1) Store channels

　　The company has a mature and well-developed store channel, which is divided into direct stores and franchise stores. Direct-operated stores are chain-type snack food stores with the brand of good shops opened by the company in the offline market. The company is the sole investor in the store, and the assets, liabilities and profits and losses of the store belong to the company, which is under unified management and directly sells goods to end consumers. Franchise stores are licensed by the company to use the company’s brand resources, technical resources and operational resources to open a snack food specialty store with a good shop brand online. Franchisees are investors in the store, and the assets, liabilities and profits and losses of the store belong to franchisees. According to the Franchise Contract signed between the company and franchisees, the company provides goods and management services to franchisees, and franchisees pay the company the purchase price of goods and franchise fees. Store business activities are not limited to in-store, but actively radiate the surrounding areas, extending to single-customer-leaving operation, relying on stores and link platforms, operating online resources and tools, providing differentiated business services such as home purchase, store group purchase, community group purchase and online interaction, and expanding and operating store circle traffic in multiple dimensions.

　　(2) Platform e-commerce channels

　　Platform e-commerce channel refers to the business channels that engage in B2B (such as Tmall Supermarket, self-operated by JD.COM, etc.) and B2C (such as Tmall flagship store of Liangpin Store and JD.COM flagship store of Liangpin Store, etc.) on the third-party e-commerce platform. Based on users’ shopping needs and online shopping habits, the company builds a global marketing data center, analyzes users’ different needs with data insight, accurately matches product content and access channels, and meets consumers’ online delicious shopping needs.

　　(3) Social e-commerce channels

　　Social e-commerce channels refer to the channels (such as Tik Tok and Aauto Quicker channels) that establish the interaction between fans and brands through new media content forms such as pictures and texts, short videos and live broadcasts, and realize the e-commerce activities of commodity sales through the cooperation of MCN institutions, talents and live broadcasts. The company interacts and communicates with consumers through shopping malls, self-broadcasting, cooperation with MCN institutions/talents and other forms, which effectively enhances brand awareness and user stickiness.

　　(4) Group buying channels

　　The company takes the city as a unit, develops group buying agents according to the group buying channels of users’ mass purchase or customized purchase needs, and carries out brand and product promotion, sales channel network construction and business service management. The group buying business has been deeply rooted in the city network and established a long-term good customer relationship network. Now it has formed a core explosion product pool and customized gift service, providing product solutions for scenes such as "employee welfare" and "business gifts".

　　During the reporting period, the company’s business model has not changed significantly.

　　

　　Iv. analysis of core competitiveness during the reporting period

　　(A) the impact of high-quality snack brands on sophisticated users is very competitive.

　　Since its establishment, the brand "Liangpin Shop" has been carrying the pursuit of high standards of "conscience quality" and gradually gathered a customer group mainly pursuing high-quality products. In order to meet consumers’ demand for health and nutrition, following the strategic positioning of "high-end snacks" in 2019, in 2024, the company released a brand-new brand value proposition as "natural and healthy new snacks", and further expressed and interpreted high-quality snacks as "more natural, healthier and more new experiences". At the same time, the company promotes product upgrading with "good raw materials, good formula and good taste" as the anchor point. In 2024, more than 140 healthy snacks will be launched, covering cakes and biscuits, vegetarian food, dried fruits and preserved fruits.

　　In order to support the brand-new brand value proposition, as early as January 2023, the company participated in drafting the group standard "General Requirements for Healthy Snacks" (T/CAB0235-2023), which gave a clear definition of healthy snacks from sensory, physical and chemical dimensions. In order to further implement this standard, in 2024, the company took the lead in proposing and advocating "five reductions" of healthy snacks in the industry (namely, "reducing salt, sugar, fat, oil and food additives"), focusing on two research and development directions of natural healthy ingredients and reducing additives during production, and continuously providing consumers with delicious and healthy high-quality snacks, leading the high-quality development of the industry.

　　(2) The company already has the industry-leading in-depth R&D capability.

　　The company has a high-level R&D team and extensive external collaborative R&D resources. It cooperates with domestic food professional colleges and food research institutes to build R&D platforms, accelerate technology introduction and transformation, and support high-quality and efficient product innovation through collaborative in-depth research and development. At present, in-depth food research and development cooperation has been carried out with China Academy of Agricultural Sciences, China Food Fermentation Industry Research Institute, Hubei Academy of Agricultural Sciences, Wuhan University of Light Industry, Hunan University of Chinese Medicine and other scientific research institutes and universities, and seminars have been held regularly. These external R&D institutions will become solid support for the company’s technology R&D and product development. The company invested in the construction of six professional R&D laboratories, including meat, seafood, vegetarian food, candied fruit, beverage, packaging, sensory evaluation and pilot plant, established its own product testing center, passed the certification of National Laboratory (CNAS), and cooperated with a number of third-party testing institutions to continuously strengthen product quality and safety control.

　　(C) The company has a highly integrated omni-channel marketing network.

　　The company has a highly integrated omni-channel sales network. The company has about 3,300 stores in 23 provinces/autonomous regions/municipalities directly under the Central Government, which has achieved multi-level coverage from the core business circle to the community stores. The store business system is mature and developed steadily. Its business activities are not limited to in-store operations, but actively radiate the surrounding areas to single-customer departure operations, and expand and operate the store circle traffic in multiple dimensions; In terms of online channels, the company has platform e-commerce channels such as Tmall flagship store, Tmall supermarket, JD.COM flagship store and JD.COM self-operated, and social e-commerce channels such as Tik Tok and Aauto Quicker. At the same time, it arranges group buying channels for users to purchase in large quantities or customize their needs. Effectively meet the diversified snack food needs of different consumer groups in different scenarios.

　　(4) The company has industry-leading supply chain resources and an efficient collaborative supply chain system.

　　The company has industry-leading supply chain resources, forming an agile supply chain from raw materials to manufacturing to consumers. On the raw material side, with an extremely rigorous attitude, the company has continuously incorporated the characteristic raw materials from various regions into the supply system, selected the characteristic raw materials from dozens of producing areas around the world, and provided consumers with rich, fresh and healthy unique snack products. In terms of supplier resources, the company adheres to the concept of "win-win cooperation" and forms a good cooperative relationship with various categories of head suppliers. Through strict supplier access screening and supplier performance control, it constantly promotes product concept iteration, upgrades production facilities and process standards, and forms a high-quality and fast-response cooperation mechanism. The shortest time from product concept proposal to production delivery can reach 26 days.

　　The company’s inventory model is omni-channel inventory sharing, and the system automatically balances the inventory after identifying the relationship between inventory and demand among channels, effectively supporting the timely response of omni-channel demand. At the same time, the company continued to iteratively deepen the S&OP system, and managed the whole chain information from the annual, quarterly, monthly and Thursday levels, and established a supply collaborative management system with annual budget planning, quarterly capacity pulling, monthly plan adjustment and weekly supply and demand response. Based on new formats such as live broadcast, the company cooperates with suppliers to create a factory direct hair model. After two rounds of SRM system upgrades, the company further improved the whole life cycle management of suppliers, and realized the online data management of suppliers from demand confirmation, source matching, introduction of certification to dynamic performance and capability evaluation, performance and special improvement, replacement and withdrawal management and cost.

　　(E) The company has a solid first-Mover advantage in digital construction.

　　Adhering to the value-oriented digital investment, the company has successfully achieved efficient integration between core business systems. The foreground system has flexible coverage, the middle system has high integration efficiency, and the background system has stable support. At present, the company order system supports more than 3 million online single-day transactions and 1 million offline single-day transactions; The logistics system realizes the rapid delivery of more than 800,000 parcels per day, while the membership system operates the functions of points and stored value of tens of millions of members. This comprehensive digital support provides a solid backing for omni-channel operation. The back-office system integrates resources accurately, allocates resources efficiently, realizes the foresight analysis, real-time monitoring and careful inspection of the whole operation process, and constructs a scientific decision-making control mechanism based on data. With the support of intelligent digital logistics center, the company’s omni-channel supply realizes inventory sharing and integrated delivery sorting, providing reliable guarantee for strategic objectives. At the same time, the company is firmly committed to integrating AI technology into digital construction, and plays a huge role in business decision-making, data analysis, customer service and other fields.

　　In the future, the company will further integrate the application scenarios of AI. Further provide smarter member management and personalized services to create more valuable interactions for tens of millions of members; Further realize a more intelligent order processing and recommendation mechanism to provide users with a more personalized experience; Further optimize the distribution route and improve transportation efficiency, and improve the response speed and accuracy of the logistics system; Finally, we will consolidate the company’s digital first-Mover advantage, build a more intelligent and efficient digital ecosystem, and consolidate the company’s leading position in the industry.

　　

　　V. Main operations during the reporting period

　　

　　VI. The Company’s Discussion and Analysis on the Company’s Future Development

　　(A) the industry pattern and trends

　　From the demand side, the trend of consumption demand upgrading and consumption classification is becoming more and more obvious, and consumers’ consumption demand for snack food has changed from "full" and "safe" to "nutritious and healthy", "fun" and "emotional value". From the traffic end, the trend of traffic decentralization is obvious, new channels such as live e-commerce are booming, and an omni-channel digital retail ecology centered on consumers is initially formed.

　　(II) Company development strategy

　　Consolidate the brand positioning of high-quality snacks in good shops. Continue to strengthen investment in product research and development and build technical barriers to product research and development. Adhere to the mission of product quality first, strengthen product innovation, deepen market segmentation, provide differentiated product solutions for segmented people, and meet the needs of users for nutritious and healthy food. Take the operation and development of stores as the core to carry out omni-channel development, deeply explore the omni-channel development model supported by digital technology, face consumers and competition, and continuously improve the efficiency of the whole link. Insist on continuous investment in products, supply chain, organization and management system, and consolidate the competitiveness of good shops in all directions.

　　(3) Business plan

　　Based on the company’s strategic development vision, in 2024, the company will uphold the core concept of innovation and development, enhance brand value, further consolidate the company’s market position in the snack industry, and improve operational efficiency. The key business plans are as follows:

　　1. Improve the management efficiency and quality of store business. The company will continue its in-depth operation in brand building, product diversification and service quality to enhance customers’ willingness to go to the store and consumer satisfaction. Facing the rapid changes in the market environment, the company will constantly introduce new ideas, new elements and new values based on the characteristics and needs of different customer groups, and update and optimize the store model.

　　2. Strengthen the construction of product innovation system. The company will focus on cultivating product innovation ability, research and develop products with differentiated concepts based on the market development trend and the changing trend of user demand, and establish an integrated product management model with product innovation as the core, so as to realize the continuous output and iteration of differentiated products, optimize product structure and improve business profitability.

　　3. Actively transfer product value. All along, the company’s products have won a good brand reputation because of their quality and taste. While continuously improving the product innovation capability, the company will also pay more attention to the value transmission of products to ensure that distinctive differentiated products can be fully displayed and recognized.

　　(4) Possible risks

　　1. Seasonal risk of sales

　　The snack food industry has obvious seasonal characteristics. On the one hand, due to climatic reasons, consumers generally have higher consumption demand for snack food in the first quarter or the fourth quarter; On the other hand, traditional holidays such as New Year’s Day, Lantern Festival, Spring Festival and Mid-Autumn Festival are mainly concentrated in the first quarter or the fourth quarter, so the first and fourth quarters are usually the peak seasons for the snack food industry. In addition, in recent years, influenced by the sales model of e-commerce, the sales scale of snack food will also increase greatly during the discount promotion periods such as "618", "Double Eleven", "Double Twelve" and "New Year Festival" every year, resulting in certain fluctuations in the company’s performance during the year. Therefore, if the company can’t accurately grasp the market rhythm and arrange the procurement and distribution, inventory and stocking in advance, the company will face the operational risk of losing market share due to insufficient stocking or overstocking of some products.

　　2. Risk of raw material price fluctuation

　　The main raw materials of the company’s snack food include nuts, fruits, meat, aquatic products, grains and other agricultural and sideline products. In recent years, China’s snack food industry has generally maintained a good development momentum. However, because agricultural and sideline products are easily affected by natural conditions, market supply and demand and other factors, their prices fluctuate to some extent. Therefore, there is a risk that the company’s procurement cost will change with the market price fluctuation of agricultural and sideline products. Although the company has stabilized and improved its profitability by constantly improving the supplier introduction system, establishing a linkage mechanism between purchase price and product selling price, and conducting large-scale procurement, if the price of raw materials fluctuates greatly in the future and the company cannot eliminate the adverse effects caused by the fluctuation of raw material prices in time, it will have an adverse impact on the company’s profitability and financial situation.

　　3, industry competition risk

　　In recent years, with the continuous improvement of residents’ living standards, China’s snack food industry has continued to develop and the number of market participants has been increasing. At the same time, some regional snack food enterprises have gradually formed, and these enterprises have gradually developed and expanded with their advantages in brand, capital and regionality, and the competition in the snack food industry has become increasingly fierce. After years of development, the company has formed strong competitiveness in product research and development, omni-channel operation, supply chain integration, digital transformation, etc., and continues to consolidate its differentiated competitive advantage in terms of brand culture, product quality, omni-channel operation, big data application, etc. However, with the increase of new enterprises and brands entering the snack food industry, if the company cannot continue to maintain its leading position and differentiated competitive advantage in the industry, it may lead to a decline in product sales or lower price, thus affecting the company’s financial situation and operating performance.

　　4. Food safety and quality risks

　　The company is mainly engaged in the research and development, procurement, sales, logistics distribution and operation of snack food. In recent years, with the government and consumers paying more and more attention to food safety, food quality and safety has become the top priority for the survival and development of snack food enterprises.

　　The company continuously increased investment in product research and development, procurement, production, transportation, warehousing and sales, from system construction, hardware facilities to staffing, and constantly improved the whole process quality control process according to business changes, forming a perfect product quality and safety control system. The company has established multiple mechanisms of supplier introduction management, supplier production process control, product acceptance quality management and food safety management in storage, transportation and sales. In the introduction process, each new supplier has been strictly screened through the processes of hardware condition investigation, compliance review, sample testing, product evaluation and testing, and on-site audit; In the process of cooperation, the quality performance evaluation and risk grading dynamic management are carried out for suppliers, and annual inspection and flight audit are carried out accordingly to eliminate unqualified suppliers. In order to improve the quality management level of suppliers, the company formulated the supplier quality management manual, unified the quality and safety control requirements for suppliers, conducted training and supervised the implementation. In order to ensure the stability and high standards of product quality, the company has formulated strict product quality standards; For zero food with agricultural products as raw materials, we should adhere to strict quality control standards for raw materials, inspect the origin of raw materials with upstream suppliers, select high-quality raw materials, and always adhere to the formulation of food safety indicators stricter than national standards. The company has established its own testing center, passed CNAS certification, and continuously verified its ability, cooperated with third-party testing institutions, empowered suppliers, and established a "good product testing center as the leading factor, third-party testing institutions as the auxiliary, and laboratories of various manufacturers as the basis".The detection system. Strict inspection on arrival and monitoring of key quality and safety indicators during shelf life are implemented, and the five-link product acceptance process from arrival sampling to sample retention secondary inspection is implemented, covering all links from product warehousing to marketing and sales. At the same time, digital means are adopted in product acceptance, storage, transportation and sales environment, production and sales cycle control, disposal of unqualified products, and customer complaint reverse traceability, so as to deepen quality control with all factors, whole process and high standards.

　　Nevertheless, the quality of the company’s products is inevitably limited by the supply of raw materials for agricultural and sideline products, the production capacity of suppliers, the storage conditions during transportation and the climate and environment, and the risk of product quality problems caused by some unforeseen factors cannot be completely avoided. If the products sold by the company have food safety risks or even food safety accidents, it will adversely affect the company’s brand image and business performance.

　　5. Risk of brand counterfeiting

　　Brand is an important influencing factor for consumers to buy snack food. After years of efforts, the company has won honorary titles including "China Well-known Trademark" issued by the State Administration for Industry and Commerce, "Hubei Famous Trademark Enterprise" issued by the Hubei Provincial Administration for Industry and Commerce, and "E-commerce Demonstration Enterprise" issued by the Ministry of Commerce. The brand of "Liangpin Shop" has a high popularity and reputation in the domestic snack food market. However, with the expansion and development of snack food market, copying and forging products of well-known brands has become a means for some unscrupulous manufacturers to participate in market competition. The company has actively taken various measures to protect independent intellectual property rights, but there are also cases where all infringement information is not obtained in time. If the company’s products are copied in large quantities in the future, it may affect the company’s brand image and consumers’ willingness to consume the company’s products, which will adversely affect the company’s normal production and operation.

Nowadays, consumers pay more and more attention to space when buying a car, which is worth mentioning in terms of space performance. Come and see it quickly.

Let’s take a look at the appearance of Changan Auchan A600. The design of the front face of Changan Auchan A600 is quite atmospheric and unforgettable. Combined with the headlights with flamboyant personality, it has been upgraded to a certain level. The car is equipped with front fog lights, delayed closing and so on. Come to the side of the car, the car body size is 4475MM*1725MM*1685MM, the car uses soft lines, giving people a very full feeling, with large-sized thick-walled tires, giving people a very round and lovely feeling. In the design of the rear end, the rear end looks very simple, the taillight style is softer, and with the unique exhaust pipe, the overall look is very simple and generous.

In terms of interior, the interior of Changan Auchan A600 enhances the visual sense of youth, and the overall design atmosphere is still in place. The steering wheel design of the car is very stable, made of plastic material, giving people a good grip experience. Let’s take a look at the central control. The center console is made of plastic, which makes the interior design quite layered and looks very fashionable and simple. The dashboard and seats give people a good feeling, too. Let’s take a look. The car is equipped with a simple dashboard and the shape takes the sports route. The car uses fabric seats, which are wide and thick, and are basically enough for daily use.

Changan Auchan A600 is matched with a manual (MT) gearbox, with a maximum power of 79KW and a maximum torque of 145N.m, and its power performance is good.

Changan Auchan A600 trunk has a high space availability and excellent loading capacity, and the rear seats support the proportion down, so the space can be further expanded. At the same time, the car is equipped with anti-lock braking system (ABS), braking force distribution (EBD), front fog lamp main driver airbag and other safety configurations.

The car introduced today is remarkable in terms of space, configuration and power, and home travel is also a good helper. Xiao Bian suggests that your heart is not as good as action, so go to the 4S shop to talk about the discount.