Wang Changlian

　　In order to create a good online environment for minors and effectively solve the outstanding problems of network ecology, the Central Network Information Office decided to launch the special action of "Clear Summer Minors’ Network Environment Renovation" from now on. Actions include prohibiting minors under the age of 16 from appearing in live television, severely investigating and punishing the speculation of "online celebrity children", prohibiting the inducement of minors to reward, and preventing the phenomena of showing off wealth and worshipping money, extravagant enjoyment, and "appreciating ugliness" from forming a bad direction for minors.

　　Mengwa accounts are now the darling of major video and live broadcast platforms. There are many "children’s online reds" with millions and tens of millions of fans, and some "children’s online reds" have more gold-absorbing ability than adults. Parents regard minors as their own tools to earn money, which is the "gnawing minority" that has emerged in recent years. Parents blindly pursue interests and become "gnawing at small families", which is not conducive to children’s physical and mental health development, and is more likely to bring irreversible harm to children. Therefore, we must promptly put an end to and resist "gnawing at small ethnic groups" and effectively protect children’s childhood from being corroded by money and traffic. The new regulations issued by the Central Network Information Office prohibit minors under the age of 16 from appearing on TV live, and severely investigate and punish the hype of "online celebrity children", which is timely and necessary.

　　In recent years, webcasts and short videos have gained more and more favor from minors and their parents. However, the content of webcasts is mixed, and more minors are involved in short videos and webcasts, and all kinds of chaos are frequent. Last year, the media was exposed on two short video platforms, and pregnant teenage mothers got together to be network anchors, taking photos of pregnancy, pregnancy test sticks and hospital birth inspection books to attract attention. In 2017, a live broadcast platform was exposed by the media, and minors undressed live. Some parents are happy to "gnaw at the minority", turning their minor children into "little online celebrity" and letting their children’s privacy "streaking" on the Internet.

　　Some parents and platforms are driven by interests, allowing minors to act as "children’s online celebrities", and even allowing minors to spread "unsuitable for children" in the live broadcast process, so as to suck powder and make money, which obviously undermines people’s development and growth laws and seriously destroys children’s physical and mental health. At the same time, some impetuous mentality and utilitarian thinking in the entertainment industry and the webcast platform are instilled into children prematurely, and even imposed on them. This way of encouraging children will inevitably lead to abnormal growth of children and may ruin their lives. Some "evil demonstrations" of "children’s online popularity" may teach more underage netizens bad under the spread of the network.

　　At the National People’s Congress in 2019, the Chinese People’s Political Consultative Conference Youth Federation suggested that the regulations on the protection of minors’ networks should be promulgated as soon as possible, and the prohibition of minors as network anchors should be made clear. In July, 2020, the National Network Information Office issued a notice to severely crack down on harmful information concerning minors in live broadcast and short video website platforms, strictly investigate the background "real name" authentication system, and prohibit minors from serving as anchors for live broadcast. After the ban is issued, self-media content involving minors will inevitably be subject to stricter supervision. After some chaos, many large domestic live broadcast platforms do not set up registration channels for minors under the age of 16, but some small platforms still have minors appearing for live broadcast.

　　It can be seen that the key to banning the speculation of "online celebrity children" is to plug the regulatory loopholes. We should speed up the introduction of the regulations on the protection of minors’ networks, and include such provisions as "No minors under the age of 16 are allowed to appear in the live broadcast", and explicitly prohibit minors from registering network anchors from the source. At the same time, the relevant departments should come up with a decisive and tough management measure. In addition to issuing the "no-child order" for network anchors, they should establish a system for reporting and approving live webcasts, and conduct real-time broadcast control and tracking management of the content on the live broadcast platform that has passed the review, and find problems and investigate them in time.

　　In addition, we should strictly limit the violence, vulgarity, dangerous content and uncivilized language in webcasting, and limit the "vision" of minors to the scope of protection. In particular, it is necessary to improve the regulatory measures, establish a "blacklist" system for network anchor real-name registration system and information sharing, increase the punishment for the production and dissemination of bad network information, and not allow anchors to spread illegal videos and infringe on the rights and interests of others, especially minors. Comics/Bin Chen

　　[Aika motorcycle information car selection gallery]

　　Ducati joined hands with the Interiors in Motion department of Poltrona Frau, Italy’s top home furnishing brand, to launch –XDiavel Nera, a joint limited edition model based on XDiavel. The new car combines Italian design with top leather goods, creating an exclusive detail appearance. XDiavel Nera will sell 500 vehicles in limited edition, with elegant "black overlapping" painting and special saddle customized according to the exclusive color system Pelle Frau of Poltrona Frau as the main features. Saddle provides five color choices, and comes with a key chain and a matching folder, which enhances personalization and makes each XDiavel Nera truly unique.

　　XDiavel is a high-tech cruise vehicle in Ducati. It combines the classic appearance of the cruise vehicle with the sports gene and powerful performance of Ducati, showing their opposing aesthetic strength. Ducati and Poltrona Frau, two famous Italian brands, joined forces to jointly develop the limited edition model of XDiavel Nera in Ducati.

　　The XDiavel Nera project stems from the common values of the two brands: passion for design, pursuit of exquisite craftsmanship, cutting-edge technology and never-ending innovation spirit. Thus, this Ducati XDiavel Nera was born, which interprets the charm of Italian design with elegant posture and unique customization elements. This model will be produced by number, limited to 500 units.

　　Andrea Ferraresi, director of Ducati Center, said, "Ducati and Poltrona Frau are two Italian brands with unique history. They share the same passion for aesthetics and exquisite handicrafts, and are good at highlighting exquisite Italian craftsmanship with exquisite technical methods and the use of high-quality materials. XDiavel Nera perfectly demonstrates the common ideas of Ducati and Poltrona Frau. It is a limited-edition model with impeccable identity value, reflecting the excellent height of Italian manufacturing. "

　　Poltrona Frau is an Italian high-end furniture company, which has a high reputation all over the world. This cooperation with Ducati was introduced through the Scrambler Club Italia project in Ducati, which is also attributed to the profound experience accumulated by Poltrona Frau’s Interiors in Motion department for many years. The Interiors in Motion business unit provides unique leather interiors for advanced automobiles, aviation, railway transportation, luxury yachts and design and manufacturing.

　　Giovanni Maiolo, director of Poltrona Frau Interiors in Motion, said, "It is a great honor to work with Ducati to create a work like XDiavel Nera. When we learned that this project was made up of 100% Italian elements, we were very interested and proud to participate in it, which gave us the opportunity to show our innovative design ability and exquisite craftsmanship again with our professionalism. "

　　Ducati XDiavel Nera’s "black overlay" painting is very unique, and the metallic luster and matte black part complement each other, giving XDiavel models more sporty atmosphere. The same is true for exclusive motorcycle helmets, which can be ordered with the vehicle. The new car also enhances the aesthetic feeling through some style details, such as Ducati red brake calipers and engine cylinder head, and light forged wheels painted in bright black.

　　The most recognizable part of XDiavel Nera is a special saddle made of Pelle Frau: a soft natural handmade leather, which is the result of years of research by Poltrona Frau. It has five different colors (Siam red, metallic blue, cement gray, Indian orange and rainforest green), and a series of "X" elements are carved by complex laser technology, which makes it easy to associate the name of the car.

　　Ducati XDiavel is a motorcycle with strong personality, especially focusing on the shaping of personalized concept. The color of the saddle can be customized for the new car. In addition, there are wider comfortable saddles and a backrest to choose from. The surface is also carefully sewn with Pelle Frau leather, taking into account the travel of two people without affecting the display of luxury style.

　　The 500 car owners who order the limited edition of XDiavel Nera will also get an exclusive key chain and a folder made of Pelle Frau leather, the color of which is the same as the selected saddle.

　　Testastretta DVT 1262 engine also perfectly embodies the characteristics of opposing aesthetics. It is combined with the terminal belt drive device to ensure the smoothness of low speed range and the fun of high speed range.

　　Testastretta DVT 1262 engine can provide 152hp power output at 9,500rpm and 128.8N·m peak torque at 7,500rpm.

　　XDiavel Nera’s chassis, seat height of 755mm and front pedals are all designed to ensure great riding convenience and comfort when the rider rides easily, while providing rich fun when riding fiercely. The combination of steel tube frame, front and rear suspension and chassis size ensures good handling of the whole vehicle.

　　The rear wheel of XDiavel Nera is equipped with a 240mm wide tire mounted on an 8-inch wheel hub, which makes the whole vehicle highly recognizable and becomes a very unique symbolic element. The maximum inclination allowed by the special shape of the tire is 40, which is an unimaginable value for cruising models. Modular braking system is very powerful, and it is equipped with ABS system for cornering like other series cars in Ducati. Brembo M50 caliper and double 320mm brake discs are used for the front brake, and 265mm brake discs are used for the rear brake.

　　All-LED light source headlights are highly recognizable whether driving during the day or at night. XDiavel Nera is equipped with (IMU) measuring unit, which can provide information for ABS system of curve by dynamically measuring the changes of rolling and pitching angles and the corresponding speed. Together with Ducati traction control (DTC), riding mode, cruise control and Ducati catapult start (DPL), the system makes XDiavel Nera a vehicle with rich electronic control, high performance and safety. In addition, the new car has also added a keyless start function, which makes the car owner’s car experience more convenient.

　　XDiavel’s personalization is also manifested in fully customizable ergonomics, thanks to the adjustable pedals in three positions, or by selecting Ducati performance accessories that best suit the needs of riders, including handlebars with different shapes and pedals farther back than the standard central position.

　　Editor’s comment:

　　In the past, the joint limited edition models were all completed on Diavel, such as AMG, DIESEL, Lamborghini, etc., which attracted consumers’ attention in recent years. This time, Ducati finally thought of XDiavel, and this time, he chose the top Italian furniture brand Poltrona Frau, which made the leather seats of the whole vehicle show more exquisite Italian craftsmanship, and at the same time, the sculpting also made XDiavel a little more exquisite.

　　With over 35,000 hot pot restaurants in Sichuan and Chongqing, the hot pot track has long been a sea of blood.

　　At the height of the fierce battle in the Sichuan-Chongqing hot pot market, a dark horse is coming into view.

　　"Shu Hero’s Stir-fried Hot Pot" was born in May 2022. During the epidemic period, it only took more than 10 days to occupy Chengdu Hot Pot Popularity List NO.1 and Chengdu Hot Pot Collection List TOP1. In May this year, it also won the title of quality hot pot issued by China Hotel Association.

　　In the past two years, the hot pot track has been particularly involuted and homogenized, especially in the "hot pot capital" of Sichuan and Chongqing, where "door-to-door" and "shop-to-shop" competitions have already been staged. It is not easy for new brands to stand out in this red sea.

　　Why did you create a new brand during the epidemic? How did Shu heroes come into being and emerge? What are the deep meanings of its breakthrough for the trillion hot pot track?

　　With questions, Hongcan. com had an in-depth interview with Wang Jie, co-founder of "Shu Hero Stir-fried Hot Pot".

The dark horse hot pot brand born in the epidemic,

　　Open up a new world with three differences

　　"The epidemic will affect some consumer behaviors, but it does not mean that there is no consumer behavior. Catering to the new needs of consumers and opening consumers’ minds with differentiated positioning is a key breakthrough for a new brand. " Wang Jie replied without thinking.

　　Before the establishment of Shu Hero, Wang Jie was an operational executive of Shu Hero and a catering veteran who had been immersed in the catering market for nearly 20 years. In its view, there is no such thing as a secret in catering, and it must be carried out around the needs of customers.

　　Wang Jie has an insight that after the epidemic, consumers’ requirements for catering are not only cost-effective, but also value-added, as well as taste. At the same time, they also pursue emotional value and have their own image labels and cultural circles. Therefore, Shu heroes began to build brands around the above simple needs.

　　In terms of cultural atmosphere and decoration style, create a grounded Shu cultural community style.

　　Considering that people’s desire for fireworks intensified during the epidemic, the hero of Shu chose red lanterns and bamboo stools in the decoration style, and the store also mixed many elements of national tide and dilapidated alleys and markets, one scene at a time, one scene at a time and one story at a time, as if he were in a street shop in Chengdu in the 1980 s, and the fireworks were full. Every place can be a photo punching place.

In cultural rendering, from the brand name to the slogan in the store, there is a profound heroic culture atmosphere.

　　When the heroes of Shu were born, they were in the difficult period of the epidemic. The words "Everyone is a hero in life" and "Who says that standing in the light is a hero" in the store not only expressed the heroic culture that the brand insisted on, but also had metaphors to praise those heroes in life who were not defeated by setbacks in the post-epidemic era.

In terms of positioning, we insist on frying in the bottom of the pot, insisting on handmade dishes, and enhancing the sense of value.

　　Hot pot is a highly standardized category, which is also a necessary condition for hot pot to achieve scale effect. Shu heroes choose to do the opposite.

　　For example, at the bottom of the pot, in the hero of Shu, the bottom of the pot must be fried by a special frying master after the guest places an order, which not only shows its insistence on using only disposable bottom of the pot, but also increases the trust of consumers, and at the same time forms a differentiated division from other Sichuan-Chongqing hot pot brands.

　　Another example is dishes, which adhere to the strategy of "handmade dishes" with fresh ingredients and innovative technology.

　　Take the ingredients as an example. All the ingredients of Shu Hero are high-quality ingredients from all over the country. For example, the beef omasum is airlifted from Xinjiang, which is more than 3,000 kilometers away, to ensure the freshness of the ingredients, while the duck sausage is less than two kilograms, which makes the taste more fresh and crisp.

　　The quality has improved, but the price has not. The per capita unit price of Shu heroes is around 80 yuan, focusing on the middle price band. However, through the way of frying the bottom of the pot and making the products now, consumers can enjoy a higher quality meal with less money, thus effectively improving the repurchase rate.

　　At the level of products and services, based on different consumer groups, we will launch "customized" warm-hearted services.

　　Shu Hero’s first store opened in the community, and community stores and shopping center stores now have completely different business logic. For example, shopping malls, products and decoration styles should have a female thinking; On the basis of women’s thinking, the community should also consider the needs of the elderly and children, such as the price should be close to the people, the service should be true, the products should cover men, women and children, and the spicy degree should be controlled freely.

　　In terms of products, young people pursue delicious food, cost performance and atmosphere, while children pursue health, sanitation and less additives, while old people want to be fresh and clean, low in fat, sugar and oil, etc. Shu Hero has launched a combination boxing of large dishes, middle dishes, small dishes and palace dishes.

　　In terms of value-added services, Shu hero set up a children’s play area at the door of the store; When an elderly person comes to dinner, the waiter will ask if he needs a cushion or yogurt.

　　"Our goal is to strive for every family dinner. Not only young people can eat and drink, but also the elderly can feel enthusiasm and respect. Children have food and play, and they will be willing to come again next time." Wang Jie said.

　　All the growth under the contrarian trend has never come from the entrepreneurs themselves, but the brand has made meaningful and groundbreaking value creation based on the trend. The hero of Shu just did such a meaningful and valuable thing.

　　Returning to the catering itself, taking consumers as the origin, through the culture of instant frying, hero culture and handmade dishes, Shu hero won a group of Chengdu people who were very picky about hot pot at the beginning, gained a good reputation, and resisted the impact of the epidemic on the catering industry, and played a new world in the hot pot market.

　　Up to now, Shu Hero has nearly 100 contracted stores around the world, and more than 50 have opened before the end of October. The first overseas store in Barcelona will officially open in December.

　　The hero of Shu, who was founded just over a year ago, is becoming a dark horse.

　　A new brand,

　　How to find your own foundation in the hot pot capital?

　　According to enterprise survey data, there are 76,000 existing hot pot stores in top10 cities in China, of which Chengdu and Chongqing have a total of over 35,000, accounting for 46%. It is a veritable "hot pot capital", and many global hot pot chain brands have run out here. It takes courage, strength and strategy to make hot pot in Sichuan and Chongqing, where the market competition is fierce.

　　First of all, the founding team of Shu Hero has gathered outstanding talents from all major fields and has strong resource integration ability.

　　For example, Wang Jie entered the catering industry after graduating from a well-known university in 2006. After years of precipitation, he has a deeper insight into Sichuan-Chongqing hot pot.

　　Feng Honglu, the head of product research and development of Shu Hero, has 22 years’ experience in product research and development, and has served well-known chain restaurants such as Yu Xiaolong Kan and Shu Daxia, and all the explosives such as "Hua Qiangu" and "Rose on the Tip of the Tongue" owned by Shu Daxia were created by him.

　　According to an insider, there is a well-funded and resource-rich catering consortium behind the hero of Shu.

　　Secondly, in addition to "people, money and resources", there must be a correct steering direction.

　　There is never a shortage of new players in the hot pot track. Many entrepreneurs come in, but more of them are washed out. According to the data of enterprise investigation, the number of enterprises in the hot pot market cancelled in 2022 was 16,339, and by the end of October this year, the number of enterprises in the hot pot market cancelled in 2023 was as high as 28,698, 1.75 times that of last year, which means that the hot pot market this year is even more difficult.

　　As a new brand, how to survive in the fierce market competition and maintain long-term combat effectiveness?

　　In the past ten years, Wang Jie has witnessed the life and death of too many brands. He admits that in Chengdu hot pot market, only one of the 100 entrepreneurial brands can survive. If you want to be the only one who survives, you must give consumers and partners the reason to choose you. In the past year, all the actions of Shu heroes have been adjusted based on the market environment, industry competition situation and changes in consumer demand.

　　1. Strengthen brand branding and lock in the "Hot Pot" track.

　　Years of catering experience tells Wang Jie that it is very important to be a brand with its own positioning and branding, which can be remembered by consumers. At first, the heroes of Shu went out of the circle by street vendors, but from a cognitive point of view, it is difficult for consumers to equate street vendors with a certain brand.

　　On the one hand, the differentiation between stall brands and stores in the market is not obvious, and the bargaining power is not strong; On the other hand, even in the sinking market, consumers have higher requirements for environmental experience. When the customer’s freshness is over, whether the hot pot stalls can be repurchased becomes a big problem.

　　The most well-known fresh beef, hairy belly, duck blood, etc. in hot pot have already been made by brands, and it is not difficult to take products as a breakthrough. The bottom of the pot is the soul of eating hot pot, and it is also an important starting point for brands to differentiate themselves and establish competitive barriers. After much deliberation, Wang Jie decided to start from the bottom of the pot and lock the hero of Shu in the concept of fried hot pot.

　　"On the one hand, the hot pot is topical and different, and at the beginning of its establishment, the hero of Shu has taken the form of frying at the bottom of the pot, and the feedback from consumers is also very good. On the other hand, the ingredients such as ginger, garlic, pepper and pepper at the bottom of the pot are more fragrant and taste better than those cooked in the traditional cold pot through the high temperature of oil. " Wang Jie explained.

　　2. Focus on the small store model and accelerate the expansion from point to area.

　　At present, scale is still the key factor to open the popularity of hot pot brands.

　　In the past, hot pot restaurants were mostly large stores with an area of several hundred square meters or even nearly a kilometer. They were heavily decorated and invested, and the investment was millions. However, after the epidemic, the small shop model with light investment and low risk has become the first choice for entrepreneurs, and it is small and refined, small and specialized, better site selection and easier to copy.

　　Shu Hero’s store model is very clear, with 200-300 square meters as the main area, which reduces the decoration cost, rental cost and labor cost.

　　Wang Jie calculated such an account. The cooperation cost of a single store of Shu Hero brand only needs tens of thousands. If a store of about 200 square meters is opened in a non-first-tier city, the total investment of cooperation fee, decoration, rent, equipment and the first batch of materials can be controlled between 500,000 and 600,000. Relatively speaking, the total investment of investors in opening a big store before can open several Shu heroes.

　　In the site selection, Shu Hero will give priority to the community. On the one hand, the rent in the community is cheaper, the business hours are long and relatively free, and the community store is a neighborhood business. As long as the customer’s reputation is good, the business will not be too bad. On the other hand, the small competition in the community also gives a brand-new brand more space and lower cost to try and make mistakes.

　　3. The survival rate and profitability of a single store are the key links to ensure the steady development of the brand.

　　At the moment of fierce competition in hot pot, scale is important, but it is also very important to ensure the survival rate and profitability of stores. Shu hero’s approach is to send a special person to visit the site for free before opening the store, do a good job in location evaluation, and improve the survival rate and profitability of the cooperative store from the first step.

　　When the store opens, the headquarters will assign the old store manager and chef with more than 10 years’ working experience to the local area to prepare for the opening for free, and launch marketing plans for stores in different regions. The headquarters will also give the store a large subsidy for marketing expenses, so that the store can quickly open its popularity in the local area.

　　In addition, in March, June, September and December of each year, the headquarters will also send a professional team to make a nationwide tour of stores, conduct a unified inspection of food safety, teach new products, empower stores, and at the same time make a professional analysis according to the competitive situation around stores, and adjust strategies to keep the cooperative stores competitive for a long time in their regions.

　　Hongcan. com understands that although Shu Hero has only opened more than 50 stores at present, there are more than a dozen full-time teams sent abroad to provide a series of services such as site selection, preparation and human assistance for cooperative stores.

　　Generally speaking, the heroes of Shu have achieved good results in just over a year, which is not a coincidence, but more a well-thought-out accumulation.

　　Author’s notes

　　As the king of Chinese food, hot pot has always been regarded as a vast track and a good business to make money, attracting a large number of entrepreneurs.

　　However, in the past three years, the falling feathers of the epidemic black swan have forced countless hot pot people to become a small dust in the butterfly effect, and many brands have been forced to close their stores and stop losses, even disappearing into public view.

　　However, we have also seen the tenacity and unyielding of many hot pot people. On the one hand, even the big names in the industry, under the hole of losses, actively change their policies and adjust their directions according to the current situation; On the other hand, some innovative brands and rising stars have also found business opportunities in the crisis, injecting new business opportunities and vitality into the hot pot industry.

　　Shu hero fried hot pot now is the latter, which rose against the trend under the epidemic situation and created a differentiated track with fried now.

　　However, at present, the trillion-dollar hot pot track is still full of twists and turns, and there is never a shortage of new players in the market. We will wait and see what kind of Sina flowers Shu heroes can inspire in this field in the future.

Author: Red Meal Network Zhou Hongchu

Note: This article belongs to the catering industry information published by Yangguang. com. The content of this article does not represent the views of this website, and is for reference only.

　　On January 2, The Paper reporter learned from China National Railway Group Co., Ltd. (hereinafter referred to as "China State Railway Group Co.,Ltd.") that in 2022, the railway Spring Festival travel rush will start on January 17 and end on February 25, with a total of 40 days, and the national railway is expected to send 280 million passengers, with a year-on-year increase of 28.5%. According to the arrangement that the train tickets will be sold 15 days in advance, on January 3, 2022, the railway department will start to sell the 2022 Spring Festival travel rush train tickets.

　　According to the person in charge of the Ministry of Transport of China State Railway Group Co.,Ltd., in 2022, the railway Spring Festival travel rush will face multiple challenges, such as accurate epidemic prevention and control, Beijing Winter Olympics transportation guarantee, etc. The situation is complex and changeable, and the transportation service organization is more difficult. The railway department will conscientiously implement the work arrangements of the CPC Central Committee and the State Council during the New Year’s Day and Spring Festival, adhere to the people-centered development idea, make overall plans for development and safety, make overall plans for epidemic prevention and control and Spring Festival travel rush organization, and make overall plans for transportation security in Spring Festival travel rush and Winter Olympics, earnestly do a good job in Spring Festival travel rush, constantly improve the sense of security, acquisition and happiness of the vast number of passengers, provide high-quality transportation service guarantee for the Winter Olympics, and strive to achieve the goal of "Safe Spring Festival travel rush, orderly Spring Festival travel rush, warm Spring Festival travel rush, and better passenger experience".

　　First, adhere to the arrangement of needs, emergency preparedness, accurate matching, ladder delivery, and accurately arrange passenger transportation capacity. Make full use of the transportation advantages of the developed and perfect railway network and modern high-speed rail network, especially the newly added lines and EMU resources in the first year of the "14th Five-Year Plan", and specially draw the train operation map of Spring Festival travel rush. The passenger capacity can meet the transportation demand under strict epidemic prevention and control. Before Spring Festival travel rush, new lines such as China-Laos Railway, Ganshen, Anjiu, Zhangjihuai, Mujia, Hangtai and Rilan high-speed railway were opened for operation, which further enhanced the transportation capacity of Yunnan, Jiangxi, Anhui, Hunan, Heilongjiang, Zhejiang and Shandong. The south section of the Beijing-Hong Kong high-speed railway from Nanchang to Shenzhen runs through the whole line, which greatly shortens the time and space distance between the central and eastern cities such as Nanchang, Hefei, Nanjing and Shanghai and the Guangzhou-Shenzhen area, and will effectively facilitate the people along the line to travel in Spring Festival travel rush. The railway department will accurately analyze the passenger demand according to the changes in the epidemic prevention and control situation, the pre-sale of tickets and the data of alternate ticket purchase, determine the timing of train launch and passenger start-up, and put the capacity in steps. At the same time, maintain the necessary scale of ordinary speed trains, make overall plans for trains in the direction where passenger flow is not concentrated, and insist on running public welfare slow trains to ensure the basic travel of passengers.

　　The second is to adapt to the rules of passenger travel under the conditions of epidemic prevention and control, and improve the service measures of ticket sales and return and change. Coordinate the precise requirements of epidemic prevention and control and the convenient travel needs of passengers, and continuously improve service measures to facilitate passengers to purchase tickets and return and change their visas. Extend the ticketing service time of 12306 website (including mobile phone client) from 5:00 to 23:30 every day to 5:00 to 1:00 the next morning (except every Tuesday); Provide 24-hour Internet refund service, the deadline for refund is extended from 25 minutes before the bus stop starts to before the bus stop starts, and 12306 client login-free refund channel is added; Add online processing channels to the business of changing the ticket after driving, which can only be handled at the ticket issuing station, and add the function of changing the electronic ticket at the self-service ticketing terminal; Adjust the latest deadline for standby ticket purchase from 6 hours before driving to 2 hours; Provide passengers with temporary electronic identification.

　　Third, take the initiative to meet the demand and do a good job in ensuring the transportation service of the Winter Olympics with high quality. The Beijing-Zhangjia High-speed Railway has arranged 40 pairs of winter Olympic trains and special trains for the opening and closing ceremonies. Research and develop the online 12306 English website, English client and English self-service ticket vending machine, support foreign credit cards such as VISA and JCB to purchase tickets, and add the ticketing service function in the Winter Olympics area to strengthen ticketing and service guarantee for the Winter Olympics.

　　Fourth, scientifically and accurately implement epidemic prevention and control measures, and resolutely prevent the epidemic from spreading through railway Spring Festival travel rush. In accordance with the joint prevention and control mechanism in the State Council and the policy requirements of precise prevention and control in various places, the epidemic prevention and control measures in the whole process of passenger travel are strictly implemented. In the ticketing process, strictly control the passenger load rate of trains and implement decentralized ticketing in qualified trains; In the ride, guide passengers to wait at the station in an orderly manner, do a good job of temperature measurement and code inspection in strict accordance with the requirements of the local government, and prevent passengers who do not meet the ride requirements from entering the station; In the train operation, strengthen the broadcasting and publicity of station cars, reserve isolated seats according to regulations, and do a good job of disposal in a scientific and orderly manner once passengers involved in the epidemic are found. Strictly implement the overall plan for epidemic prevention and control of Beijing Winter Olympics and Winter Paralympics, and implement closed-loop and non-closed-loop management for 55 days from January 21 to March 16 for the four winter Olympics service stations of Beijing-Zhangjia high-speed railway Qinghe, Yanqing, Prince City and Chongli, so that closed-loop personnel and ordinary passengers do not intersect; For special carriages and special trains for transportation services in the Winter Olympics, we will strictly do a good job in ventilation and disinfection, and earnestly do a good job in prevention and control of transportation support in the Winter Olympics.

　　The fifth is to coordinate the supply of freight capacity and ensure the transportation of key materials for the national economy and people’s livelihood, such as coal. During Spring Festival travel rush, we will continue to strengthen the transportation of key materials related to the national economy and people’s livelihood, such as coal for power generation and heating, northeast grain, spring ploughing fertilizer and holiday materials, so as to ensure the warm winter of the people and the smooth operation of the national economy. Increase the supply of goods, loading and unloading power and machinery organization during the Spring Festival holiday, improve the working efficiency, and ensure that the national railways load more than 170,000 vehicles per day, and ensure that the 363 direct power supply plants in China can store coal for more than 15 days.

　　The person in charge said that the railway department will timely allocate capacity according to the epidemic prevention and control requirements and passenger flow changes, dynamically adjust train operation, continuously improve service measures, and strive to enhance the travel experience of the majority of passengers. Passengers are requested to pay close attention to the information published on the "Railway 12306" website and "China Railway" WeChat WeChat official account in time and make reasonable arrangements for their trips.

Editor’s note:Recently, the China Management Model Outstanding Award Council investigated Xiaomi Technology, a short-listed enterprise, covering Xiaomi’s strategy, organization and human resource management system. In the survey interview, Liu De, co-founder and vice president of Xiaomi Technology, expounded the logic of Xiaomi ecological chain management from the following seven aspects:
1. Business logic: All devices are interconnected.
2. Strategic logic: Layout of high-quality manufacturing resources.
3. Partner logic: "Kill the chicken with a knife"
4. Competitive logic: Help eco-chain companies develop.
5. Growth logic: "Bamboo effect"
6. Operational logic: precision guidance and precision strike.
7. Business logic: No holding.

The following is a record of Liu De’s speech:

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Welcome the judges, experts and teachers of China Outstanding Management Model Award to Xiaomi for investigation. This year’s theme is "Sharing Ten Innovative Management Methods". Xiaomi started with the combination of mobile phone and miui software and hardware, and now it has formed a basically complete ecological chain, which is a concern of everyone. The so-called ecological economy is related to sharing, and I think this is a more revolutionary and open management model.

So, what logic supports Xiaomi to form the current model?

We say that big companies are created by the times, which is significantly different from small companies. It should conform to the main theme of the times. Just like when Xiaomi started making mobile phones, it actually caught up with the transition from traditional Internet to mobile Internet and from functional phones to smart phones. This is very similar to the success of Haier and Lenovo in the early years, and both have caught up with the great opportunities given by the times.

In the first half of 2013, we found that almost all three stages of the entire Internet were presented. These three stages are: 1. The traditional Internet stage, the era of PC; 2. In the mobile Internet stage, smart phones appeared; 3. IOT stage, that is, the Internet of Things stage of the Internet of Everything. One day, all the devices around us can be networked and controlled by mobile phones.
　
In the first two stages of the Internet, huge companies were born, which is a big trend. Therefore, we believe that the IOT era will definitely bring great opportunities. Based on such a judgment, combined with the actual situation of Xiaomi, we believe that when the tough battle of Xiaomi’s mobile phone has not been finished, we have neither energy, manpower nor concentration to do IOT. So, shall we do it or not? After thinking, we decided to intervene in the IOT field with the investment model. However, if the cost performance ratio of companies above medium scale is not high, then we should invest in start-ups and seize the trend of the times by means of investment+incubation, which is our earliest theoretical basis.

When this logic is determined, we begin to draw the line. What areas do we focus on and how do we do it? First of all, we analyzed our existing advantages. At that time, the advantage was that there were basic disks of mobile phones, all of which were very young, and most of them were science and engineering men from the age of 17 to 35. So I did it around this advantage. We have found several directions for ourselves:
　
First, smart devices around mobile phones, such as smart bracelets, smart watches, and non-networked devices such as mobile power supplies, Bluetooth headsets, and speakers. The business logic is to let these peripheral products enjoy the dividend of mobile phone sales. If the headphones are good enough, if we sell 60 million mobile phones a year, we can sell at least 10 million headphones, which is the bonus brought by mobile phones.
　
The second is smart white electricity. We count small household appliances as white electricity, including purifiers, water heaters, smart rice cookers, sweeping robots and so on. Traditional white electricity has been developed in China for 30 years, and the products have reached the super-fine level, and the competition is very full, so we will not have a chance in this field. However, in the process of intelligent white electricity, we believe that overtaking in corners can be achieved.
　
The third is personal short-distance transportation products. In Xiaomi’s strategy, the possibility of entering the real estate and automobile fields is ruled out, but personal transportation is very worthy of attention. We believe that the short-distance traffic problem and the last mile problem (after the public transport system) are just needed, and there will be huge market opportunities. So we thought, do you want to ride a bike? Do you want to take a short-distance electric motorcycle? Do you want to make an electric scooter? There has also been a heated debate within the company, and everyone will be worried about policy risks. Can our public system completely solve the problem of people’s short-distance travel? For example, we all know the passenger volume of the subway, and the answer is definitely no. Then, there must be huge market opportunities for short-distance transportation and the last mile. I think the government will also find this problem, and will gradually ease it for various reasons, so short-distance transportation has become our concern.
　
The fourth category is geek cool play products. It is today’s pioneer products that can attract young people’s attention, such as drones, robots, 3D, AR, VR and other products, and will also have huge business opportunities in the future.
　
The fifth category is related to people’s lifestyle products, which can also be said to be household and personal consumption consumables, or consumption upgrade products. We have invested in all products related to consumption upgrading, such as towels and mattresses. In the beginning, we sold hundreds of thousands of towels and 10,000 mattresses in one week, which is an astronomical figure. After testing the water in such a small scale, we found that the demand for upgrading people’s consumption is very strong. So our eco-industrial layout starts from these directions.
　
Sixth, we invest in high-quality manufacturing resources. Although we are a big manufacturing country in the world, high-quality manufacturing resources are still scarce. In the past three to five years, more and more manufacturing management elites have been trained and formed a talent pool in the manufacturing field. At the same time, the value of high-quality factories in many manufacturing industries is seriously underestimated — — The valuation is not up to its net assets. In this case, it welcomes any investment. For Xiaomi, such investment means huge opportunities, especially our requirements for manufacturing are very high. For example, the purifier, first of all, is that we are doing well enough and cheap enough; Second, the large mold it uses is very demanding, which is a technical barrier, so there is no fake version in the market. It is precisely because of this that we are very concerned about this kind of high-quality manufacturing resources and will take them as our investment direction.

With the direction and layout, what kind of thinking should we follow to find partners?
　
The first is to find a team. Because the Internet is a tool to enjoy the demographic dividend, our thinking is that the market area involved by this team should be large enough. If we set foot in the biggest field, which has a basic disk of 100 billion yuan, can we at least achieve 1 billion, 2 billion, 5 billion or even 10 billion yuan? But if it is only a small market, or a small and beautiful company, and it doesn’t have enough market space, it is not worth doing it through the Internet.
　
Second, there must be traditional pain points and shortcomings in this field. The range of pain points is very wide, such as low cost performance, too many categories, low quality, etc., because there are pain points, there are opportunities. If the product itself is beautiful, then what opportunities do we have? Including products that seriously lack social credibility, then this field is also worth investing.
　
Third, according to the long tail theory, this product has consumables or can be iterated, so the industrial structure will be rich. If a product can’t be iterated, such as hula hoop, and this product with hula hoop properties can only be sold once, it is not worth doing. Therefore, we must be able to iterate and complete the first generation, and we can also do the second generation, and we can continue to operate through continuous technological upgrading. Including filter elements like purifiers, which are consumables and can be put into use.
　
Fourth, products should meet the Xiaomi user base. For example, Xiaomi’s MIUI has 200 million active users, and their age boundaries are still expanding, and more and more female users are joining in. With the user base, it is easy to enjoy Xiaomi’s user bonus.
　
Fifth, there must be consistency of values. The company we invest in must require the boss of the other party to share the same values as Xiaomi. Many people ask me, how do you manage so many companies that you don’t hold shares and are not the head office of others? A very important point in this is the theory of values.

We are looking for people who are consistent with Xiaomi’s values. He believes in the future, our business model and cost performance. They want to be national enterprises, instead of operating with the idea of making quick money. What we have found must be a group of companies that are so congenial. In other words, in addition to the logic of demanding consistency of interests in business, we also need to have an emotional sense of identity. Investing in a company is like looking for a wife. Do we need to manage our wives? No need. Because they share the same values and common interests. The same is true for the logic of investing in a company. On the basis of consistent values, management troubles will also be reduced. On the contrary, it may be a good company with a good team in a good field, but if our values are different, we will not invest.

Because we firmly believe that the Internet has three logics: 1. Free principle. This can make the economic scale of the enterprise expand rapidly, of course, it does not mean absolute free, it also includes the situation of high cost performance; 2. Long tail theory. Products that can be iterated or have consumables will form a relatively rich economic model; 3. Sharing economy. Namely, full cooperation. On the basis of this logic, we can cooperate, otherwise, we have to rebuild, and there will be many difficulties.
　
Sixth, we must have a strong team. We should use the same team to "kill chickens", so that the projects we make can be handled with ease.
　
This is the logic for us to find partners.

So, how does Xiaomi help the development of eco-chain companies? We summed up the advantages of Xiaomi’s six-year development.
　
First of all, to achieve an active and hot brand. There are many brands in the world, and there is no point without heat. There are countless people paying attention to what products Xiaomi launches every day, and there are criticisms and praises. This is the popularity of the brand.
　
Second, we have a huge user base, and they have the ability to continue to consume in this channel.
　
Third, we have made a global supply chain. As long as we have more than 10 billion dollars of running water, we can basically build a global supply chain. The advantage of global system supply chain is that it can support a start-up company to enter a hardware field at a very low cost and can make products very cheap. For example, Xiaomi mobile power supply, the reason why our price is low is because we have a huge supply chain integration capability. An enterprise without such advantages can’t do it, and its cost is higher than our estimate.
　
Fourth, the channel of Xiaomi. We have opened up channels, such as Xiaomi Mall, Mijia App, and Xiaomi House.
　
Fifth, Xiaomi’s investment and financing ability and social influence. We have the ability to support these companies when they need funds.
　
Nowadays, after all, there are only a few enterprises that can run through the competitive field, and we use this platform advantage to help eco-chain companies to realize the grafting with Xiaomi’s ability, so that they have gained a huge advantage in the initial stage and can form a competitive advantage in this field in a short time.
　
At present, we have about 60 eco-chain companies with a scale of about 4,000 people, all of which are mainly engineers. There are about 200 people in Xiaomi’s eco-chain team, who provide product definition for eco-chain enterprises, supply chain support, quality monitoring and many other key node services.
　
These eco-chain companies have high response speed, few people and high efficiency. They are full of entrepreneurial passion, and in the past two or three years, they have become the new force of young entrepreneurs in China. We have united such a group of people and formed a great force. We use the platform to support them, and the internal team conveys Xiaomi’s values and methodology to them to help them improve their quality standards.
　
This internal ecological chain team is divided into two parts, with less than 200 people. Part of it is the eco-chain team, including helping eco-chain companies find teams and make investments, and supporting them to make product definitions; There is also an IOT IoT team, which is based on technology and helps eco-chain companies connect smart devices with mobile phones.

A few years ago, the growth rate of Xiaomi was beyond imagination. In the third year of Xiaomi’s development, many people are worried about the rapid growth of Xiaomi, because it is obviously abnormal, and they are worried that it will be risky to grow too fast. When we face such a problem, we consider it based on our understanding of the company history. Throughout the world, different from the path of traditional enterprises, on the basis of today’s technology, the development of technology companies is high-speed. For example, AT&T in its early years was the leader for 70 years, and no one surpassed it. Later, IBM came, Microsoft came, google came, and facebook came. The time they spent was getting shorter and shorter, and the development speed was getting faster and faster. This is an era of accelerated development of technology companies.
　
Therefore, we must first revise the concept of the speed of the company’s development, and don’t think that a company will encounter huge problems if it achieves a sales scale of $10 billion in five or six years. The world has changed, and the development speed of all companies is accelerating.

We compare a traditional company to a pine tree. It may take 100 years to grow up, but once one day, its interior is empty, it will fall down in an instant. We see that the collapse of Nokia and Motorola’s mobile phone business is a growth logic like pine trees.

However, Xiaomi strives to follow the growth logic of bamboo. In the Internet environment, our fast-growing business model is more like bamboo. After a spring rain, we grow up. Although the life cycle of bamboo may be short, just as many Internet companies don’t, what are the advantages of bamboo? It has the speed to form a bamboo forest, which is a very important ability. You have to grow into a bamboo forest quickly, new bamboo shoots keep coming out, and your elasticity keeps increasing. Soon, a bamboo forest that can resist wind and rain will grow up. This ability to resist risks comes from the iteration of new business. When a company can form this Zhong Zhulin effect, its ability to resist risks is completely different from that of traditional companies. So, although he may not realize it, what many Internet companies are really doing is a bamboo forest effect.

In this regard, Tencent’s performance is more obvious. When QQ business and WeChat business were launched, its bamboo forest effect was formed. Therefore, the new investment is like "bamboo shoots", and Xiaomi’s investment method is also trying to move closer to the bamboo forest effect.

Our eco-chain companies are all small teams, and small teams have their operational advantages. In the development process of Xiaomi, in order to manage the ecological chain well, in fact, many military theories were explored and used for reference. We believe that in an era, the most avant-garde theory must not be economic theory, because the success or failure of economic theory is measured by money. So what is the theory that leads the times? We think it’s military theory. The basic logic of contemporary avant-garde military theory is nothing more than two points. The first point is called precision strike. The so-called precision strike is to make products that accurately meet the needs of users. If it was a tough battle in the past, we didn’t know how many enemies the other side had, so all the guns were fired at once, and a whole mountain was blown off. There were two craters in nearly one square meter, ensuring that no enemy could escape. However, with the development of science and technology today, I clearly know the number and orientation of the enemy, so I can accurately guide and attack the enemy at once, and get the highest efficiency at the lowest cost. Therefore, Xiaomi also learned from this model. For example, we used to make 100 products, each of which should be aimed at different user groups. Now, using the internet, we can know exactly what users want. We may only launch a single product and use the only product to impress users accurately.
　
Second, small-scale special forces. Special forces were used during the Gulf War, with the support of the Pentagon, satellites and aircraft carriers. Xiaomi’s eco-chain company is like a special force. There are very few people in each company. A company with 20-30 people, or a company with 50-60 people, can make a sales scale of several hundred million yuan and more than one billion yuan. For example, Xiaomi’s mobile power company, with less than 100 employees, can achieve 1.5 billion to 2 billion yuan a year, and when it started in the first year, 20 people achieved the level of more than one billion yuan. Of course, the initial team of mobile power supply is veterans with five to ten years of rich experience in the hardware field, and then they are helped by Xiaomi platform and various advantages. In other words, we borrowed a lot from military theory in the ecological chain model and formed a very strong combat capability.

What mechanism do we adopt within the ecological chain? Two years ago, we did something unprecedented, that is, we did these eco-chain companies without holding shares. In the future, we may control 100-200 such eco-chain companies, which will be a great challenge. So why do it? This is the result of our internal discussion.

In our opinion, two things are very important. One is the wisdom of the group. We should give full play to the strength of the middle class and give them the right to speak, so that the middle class is willing to make contributions. Many enterprises can’t do group wisdom by talking at one word, but I strictly draw a line for myself, and I absolutely don’t touch anything offline. If I intervene in all affairs, I will be dragged into the ocean of affairs. Therefore, I am only responsible for the affairs above this line, otherwise the middle level can’t work. We can clearly realize that we can never control 100 companies at the same time, and we must have a strong middle layer, so our logic is to mobilize the wisdom of the group first.

Second, we should mobilize the power of the middle level, so that all the middle levels have the decision-making power, because this way will make the company run faster. We have set up a restrictive mechanism, that is, I have one-vote veto power on the project, but I don’t have the decision-making power, or I don’t have one-vote approval power. This is phased, which makes our logic more suitable for middle-level wisdom and collective wisdom, and in this way, we can achieve small and broad.

At present, there are about 170 people in our internal ecological chain, but only 10-20 people in the first year. We control the huge R&D system of engineers outside Xiaomi through very few people, otherwise these systems will be loose. Now there are so many products of Xiaomi, if it is completely developed by Xiaomi itself, I am afraid it will take tens of thousands of people to realize them. However, we have made full use of the external mechanism, so that thousands of people have reached this state and achieved very high efficiency.
　
At the same time, our national shareholding distribution mechanism has also been extended to eco-chain companies. Xiaomi’s shareholding mechanism has two characteristics, the first is that the whole people hold shares, and the second is that the team takes the majority. Xiaomi is not holding shares in all eco-chain companies, and we are only its investors. Not holding shares means that we leave the best interests to the team, which is the result of learning from the Mongolian legion. In Genghis Khan’s era, the Mongolian army did not pay for the war, and whoever grabbed the spoils would distribute them. When you use this logic to form a team, you will find that the enthusiasm of the team will become very high, and they will become happy to go to the front. The system determines everything, and when the mechanism is chosen correctly, the result will be extraordinary. This is the distribution mechanism of ecological chain.
　
Now, the company’s development has maintained a very fast speed. Last year, it increased by 230% compared with the previous year, and this year’s growth is expected to be within 100%. By the end of last year, 20 companies had released their products, seven of which earned more than 100 million yuan, and two of which sold more than 1 billion yuan, the largest of which sold 1.75 billion yuan last year. There are four companies with the highest valuation, which are unicorn companies with more than $1 billion. These eco-chain companies are all starting from scratch, because they are all new forces in entrepreneurial development. This speed of development is really amazing.
　
Of course, we are also aware of the problems that may arise from the rapid development, so we should slow down in an all-round way this year and strictly control the growth rate within 100%. In April and June last year, we organized two deceleration meetings to discuss how to slow down in an all-round way in the ecological chain system. This year, because the overall economic speed is slowing down, only one deceleration meeting was organized in June. We hope to control the whole growth rate within 100% to ensure the stability of Xiaomi mobile phone brand. We hope that there will be three years of peaceful life (stable operation) in the future, so that the ecological chain system can grow rapidly to the threshold of 30 billion yuan of running water. We plan to let the whole system enter the stratosphere in three years.

　　On the evening of the 23rd local time, the Iranian army held the 11th "Sky Guard" air force military exercise, which covered multiple military bases across Iran. All kinds of bombers, fighter jets, drones, electronic warfare systems, etc. participated in the exercise.

　　Rudebari, spokesperson for the military exercise, said that in the first stage of the exercise, after the Iranian Su-24 bomber successfully bombed simulated enemy positions, the F-4 bomber used night raids and launched a missile to successfully destroy enemy ground targets. In addition, during the exercise that day, the tanker successfully refueled the F-14 fighter at low altitude.

The bombers attacked a hypothetical target (Image: Tasnim News Agency)

　　Rudbari said that the use of different types of laser missiles and rockets and other weapons to attack air targets at different altitudes and speeds is also one of the important components of this military exercise.

The moment the drone was launched (Image: Tasnim News Agency)

　　The Iranian military said the exercises were aimed at ensuring sustainable security, developing and consolidating regional relations and maintaining Iran’s air borders. Through the exercises, Iran sends a message of "friendship, peace and security" to countries in the region. (Li Jianan, reporter from the headquarters)

A few days ago, the car evaluation learned that Wuling Automobile’s third-generation Hongguang MINIEV 215 Youth Edition (2024 model) was officially listed, with an official guide price of 40,800 yuan. The CLTC of this model has a pure electric cruising range of 215 kilometers, and comes standard with DC fast charging and dual airbags for the main and auxiliary drivers. It is positioned as an entry-level model of the 215-kilometer version of the 2024 Hongguang Miniev.

During the listing period, Wuling provided Hongguang MINIEV Youth Edition with a financial discount of up to 1,200 yuan and the first non-operating owner’s lifetime warranty rights.

The third generation of 215km Youth Edition is built on the platform of Tianyu Architecture-S. In appearance, the new car continues the fashionable and lovely design style of Hongguang MINIEV family, and provides five fun double carpooling colors, including milk apricot coffee, light mango yellow, avocado green, white peach powder and iris blue, and is equipped with LED front and rear light groups, which has a good fashion sense after lighting.

In the interior, Hongguang MINIEV 215 Youth Edition offers two colors of milk toffee and brownie black, as well as houndstooth textured woven seats. Different from the 2024 Hongguang MINIEV macaroon 170km and 215km models on sale, the new car is not equipped with an 8-inch central control screen, but uses a 7-inch LCD instrument to provide in-vehicle information interaction.

In terms of battery, the new car is equipped with a 17.3kW·h battery, and the CLTC has a pure battery life of 215km. At the same time, it supports three kinds of charging methods: DC fast charging, AC slow charging and home car charging, which can not only realize the rapid charging from 30% to 80% in 35 minutes, but also match the domestic 220V/10A socket power supply. In addition, the new car also provides intelligent charging function, which effectively prevents the vehicle from being started due to the power loss of the small battery.

In terms of safety, Hongguang MINIEV Youth Edition adopts a ring cage body, with high-strength steel accounting for 60.18%, and hot-formed steel with tensile strength as high as 1500Mpa is used in eight places, and the main and auxiliary airbags are standard. In terms of battery safety, the new car adopts IP68 waterproof and dustproof grade with the highest electric vehicle parts.

Hongguang MINIEV, the "people’s scooter", was favored by millions of users as soon as it was listed. In August, 2024, Hongguang MINIEV celebrated its fourth anniversary of listing, and its cumulative sales volume has exceeded 1.3 million, ranking first in the global cumulative sales of micro new energy vehicles.

　　Reference message networkReported on August 6Western media said that it is not easy to create an Olympic mascot, and it is even more difficult for people to like it and stay in memory. Mascots first appeared at the 1972 Munich Olympic Games in Germany. "National newspaper" organized a number of design experts to count and rank 12 mascots since Munich Olympic Games.

　　According to the Spanish newspaper El Pais on August 4th, the original mascots often faithfully reflect the most representative animals in the host city or country. Many mascots are conservative in design and lack innovation. So Spanish designer Javier Mariscal brought the mascot Cobi to the 1992 Barcelona Olympic Games. Cobi outlined by abstract lines brings infinite imagination to people, but we can still see the appearance of Spanish shepherd. Izzy, the mascot of the 1996 Atlanta Olympic Games, is a completely imaginary creature. Design experts point out that high recognition is very important for a mascot. The image of the mascot should not be a cliche, at least let the audience spend a second thinking: why is it designed like this?

　　According to the report, in the minds of several design experts, the mascot of the 1976 Montreal Olympic Games, Beaver Amik, ranked first from the bottom, the mascots of the Barcelona, Rio and Munich Olympic Games occupied the top three, and the mascot of the Beijing Olympic Games, Fuwa, ranked seventh in the middle reaches. The following will introduce these 12 Olympic mascots one by one from back to front:

　　Twelfth place: Amik, the mascot of the 1976 Montreal Olympic Games.

　　Amik’s image is a realistic beaver. Beaver is a unique animal in Canada, and Amik means "beaver" in aboriginal language. Design experts believe that Amik’s design is too simple, lacking originality and dull in color. Many spectators forgot all about this dusty beaver after this Olympic Games.

　　Eleventh place: Izzy, mascot of the 1996 Atlanta Olympic Games.

　　No one knows what Izzy really is. It was the first Olympic mascot that didn’t represent any real animals. In fact, its original name was "What’s this". According to the designer, Izzy is a little boy who lives in a city among the Olympic flame and dreams of participating in the Olympic Games. The reason why Izzy hangs the Olympic rings on his eyes and tail is to be able to transform at will and have stronger athletic ability. Although Izzy’s birth broke the old rules, the sense of over-exertion in design did not win the favor of the audience and experts.

　　Tenth place: Sam, mascot of the 1984 Los Angeles Olympic Games.

　　Sam, the mascot designed by the American Disney Company, is a perfect interpretation of the United States, and almost all the cultural representative elements of the United States are collected. Sam is a bald eagle, the national bird of the United States, with the same name as the American symbol "Uncle Sam", and the color of his clothes is taken from the American flag. It is worth noting that the last Los Angeles Olympic Games was held in Moscow, when the United States and the Soviet Union were in the cold war. Therefore, experts agree that Sam’s interpretation is more like patriotism than the Olympic spirit.

　　Ninth place: Misha, mascot of the 1980 Moscow Olympic Games.

　　Misha is a Russian bear, created by a famous Soviet illustrator for children. Its image has been used in hundreds of Olympic souvenirs such as T-shirts, backpacks and cups, so it has made great achievements in the commercialization of mascots. However, experts believe that Misha’s design is not successful, because its audience seems to be limited to children, and it can’t convey the Olympic spirit well.

　　Eighth place: Olly, Sid and Millie, mascots of the 2000 Sydney Olympic Games

　　Olly, Sid and Millie are three endemic animals in Australia: Kookawa, platypus and echidna. Experts believe that these mascots are really cute, interesting and different, but it seems that this is more because of the selection of rare species as mascots than because of the brilliant design. If nothing else, these mascots at least enable the audience to distinguish the mole from the echidna and know that the platypus is a mammal.

　　Seventh place: Fuwa, the mascot of the 2008 Beijing Olympic Games

　　The five Fuwa are called Beibei, Jingjing, Huanhuan, Yingying and Nini, and their shapes incorporate elements of fish, panda, Olympic flame, Tibetan antelope and swallow. The colors of the five Fuwa are taken from the Olympic rings, and they also represent the five elements of China — — Gold, wood, water, fire and earth. Interestingly, reading their names together means "Welcome to Beijing". Experts believe that the image of Fuwa is quite Asian, but the five mascots seem to be too scattered. For ordinary people, it is not easy to keep all their names in mind and correspond to them one by one.

　　Fifth place: Hodori, the mascot of the 1988 Seoul Olympic Games, and Athena and Phevos, the mascots of the 2004 Athens Olympic Games.

　　The mascot of Seoul Olympic Games is a little tiger named Hodori. Experts believe that this little tiger, which looks rather like a cat, is very cute, symbolizing friendship, joy and respect.

　　With Hodori tied, Athens Olympic mascots Athena and Phevos were brothers and sisters. Their creations are inspired by ancient Greek clay sculptures. Experts pointed out that the unique image of the two brothers and sisters broke the tradition, and the hand-in-hand gesture conveyed the spirit of world harmony and friendship first.

　　Fourth place: Wenlock, the mascot of the 2012 London Olympic Games.

　　According to the designer, Wenlock is made of the last drop of molten iron left when casting the steel beam of London Olympic Stadium. Wenlock’s name is to commemorate the wenlock Games held in March wenlock, England. Coubertin, the father of the Olympics, was inspired by the wenlock Games, and then founded the modern Olympic Movement. Experts believe that Wenlock’s image is completely out of animal nature and quite innovative.

　　Third place: Waldi, mascot of the 1972 Munich Olympic Games.

　　The first mascot in the history of the Summer Olympic Games was Waldi the dachshund. Dachshunds are produced in Bavaria, Germany. They are very cute with long body and short legs. Waldi’s image represents the tenacity and agility of athletes. However, some experts pointed out that the five rings represent five continents, and Waldi has only three colors, which is suspected of ignoring Africa and America.

　　Second place: Vinicius, mascot of Rio 2016 Olympic Games.

　　This half-monkey, half-cat, blue and yellow mascot is inspired by Brazilian animals. Vinicius was named in memory of Brazilian musician and diplomat vinicius de Moraes. Experts believe that Vinicius conveys joy and sportsmanship, with a pleasing image and a sense of the times. Other experts emphasized that designers also expressed their love and respect for the natural environment through Vinicius.

　　First place: Cobi, mascot of the 1992 Barcelona Olympic Games.

　　Some people may think that Spanish design experts will definitely wear the laurel on the head of the Spanish mascot during the selection. But experts said that Cobi won the first place — — The lovely shepherd image represents joy and innocence, and the simple and smooth lines are not only contemporary, but also impressive. (Compile/Liu Lifei)

　　Caption: The group of Olympic mascots, from left to right, are Sam, Izzy, Hodori and Cobi, mascots of the 1984 Los Angeles Olympic Games, 1996 Atlanta Olympic Games, 1988 Seoul Olympic Games and 1992 Barcelona Olympic Games (picture from EL PAIS website).

　　BEIJING, Aug. 16 (Xinhua) According to the US "World Journal" report, Beibei, a panda born in Washington, USA, will celebrate her 4th birthday in August, but it also means that Beibei will soon leave Washington and return to China. Washington National Zoo will hold a birthday party for Beibei on August 22nd, and it will be open to the public.

　　Data Map: On August 20, 2016, local time, the Chinese Embassy in the United States and the National Zoo in Washington, USA jointly celebrated the first birthday of the giant panda Beibei in the park. Beibei, a male giant panda, was born on August 22, 2015. His parents are Tian Tian and Mei Xiang, giant pandas living in the United States. China News Service reporter Yan Haiyang photo

　　It is reported that this will be the first time for Beibei to leave her home in Washington. According to the regulations of the Sino-US cooperative breeding program, pandas born in the United States must be sent back to China before they are 4 years old. The National Zoo in Washington said that the specific date has not yet been determined, and the initial plan is in the next few months.

　　The zoo is planning a birthday party. The garden said that the nutrition science department of the zoo will make a special frozen cake for Beibei. In 2018, they made a "bamboo cake" for Beibei, with all kinds of fresh fruits and biscuits made of leaves. On the same day, people can go to the scene to celebrate Beibei’s birthday. The zoo is open from 8 am to 5 pm.

　　Beibei was born in 2015. Her mother Mei Xiang and her father Tian Tian were pregnant with Beibei through artificial conception. Mei Xiang and Tian Tian had another Bao Bao, who was two years older than Beibei, and was sent back to China in 2017.

　　"Meixiang" has been successfully pregnant again recently. The National Zoo in Washington said that various behaviors of "Meixiang" in recent days show that it may be successful, including increased sensitivity to noise, drowsiness, building a nest for herself with bamboo, and spending less time outdoors, preferring to exercise indoors.

　　"Meixiang" received artificial insemination in March 2019. It is reported that Mei Xiang and Tian Tian have had three cubs before, namely Tai Shan, born on July 9, 2005, Baobei, born on August 23, 2013, and Beibei, Taishan and Baobei, born on August 22, 2015, currently live in China.

Welcome to the Autohome Guangzhou discount promotion channel, bringing you exciting car buying information. At present, the high-profile promotion in Guangzhou is being carried out with unprecedented intensity. The maximum discount range is as high as 130,000 yuan, making the original starting price 1.0408 million RMB more accessible to the people. This is a car buying opportunity not to be missed. Friends who want to experience the ultimate driving pleasure brought by this high-performance luxury SUV, hurry up and click "Check the car price" in the quotation form, hurry up and take action to get this rare discount!

The Mercedes-Benz GLE coupe AMG leads the new fashion of luxury SUVs with its exquisite craftsmanship and dynamic styling. The front face design adopts the aggressive style that is the hallmark of the AMG family. It is equipped with a large area of single-banner air intake grille and a unique matrix LED headlight, which is full of technology. The body line is smooth, and the back shape gives it a more sporty and elegant appearance. The overall style shows both power and elegance, fully demonstrating Mercedes-Benz AMG’s persistent pursuit of luxury performance.

The Mercedes-Benz GLE Coupe AMG is uniquely luxurious with its dynamic side lines. The body size is 4944mm x 2018mm x 1716mm, and the wheelbase is up to 2935mm, resulting in a well-proportioned body with abundant spatial performance. The side design highlights the sense of power and elegance, and the front wheels are equipped with 275/45 R21-size tires, paired with a delicate wheel design, which not only provides excellent driving performance, but also highlights the sporty characteristics of the vehicle. The rear wheels are equipped with 315/40 R21 wide tires, further strengthening its high-performance image. Overall, the side design of the Mercedes-Benz GLE Coupe AMG is a perfect blend of power and aesthetics.

The interior design of the Mercedes-Benz GLE Coupe AMG upholds the luxury and sporty aesthetics of the AMG brand, using a combination of exquisite leather materials and carbon fiber/flip fur materials to create a unique driving atmosphere. In the driver’s seat area, the steering wheel is wrapped in leather and inlaid with carbon fiber elements, which not only has an excellent grip, but also has electric up and down + front and rear adjustment functions to ensure the driver’s comfort. The 12.3-inch central control screen not only displays clearly, but also integrates multimedia systems, navigation and phone control, which is convenient for the driver to operate. As for the seat, whether it is the main driver or the co-pilot, it is made of leather, which provides multi-directional adjustment functions, such as front and rear, backrest, high and low, leg rest and waist support, to ensure the comfort of long-distance driving. The car is also equipped with USB and Type-C ports, and the wireless charging function of mobile phones is realized in the front row, which further enhances the sense of technology and practicality. In addition, the seats also support heating and ventilation functions, as well as electric memory functions to meet the needs of different passengers.

Mercedes-Benz GLE Coupe AMG is equipped with a 3.0-liter turbocharged L6 engine with a maximum power of 320 kW and a peak torque of 560 Nm. This powerful engine is matched with a 9-speed automatic transmission, providing excellent performance and driving pleasure for the driver.

In the glorious chapter of Mercedes-Benz GLE Coupe AMG, each one bears the AMG brand’s persistent pursuit of speed and passion. However, today, we have to adapt to market changes and decide to launch a special price reduction promotion in order to give back the support and love of the vast number of consumers. During this period, valued customers who buy Mercedes-Benz GLE Coupe AMG will be able to enjoy unprecedented discounts, allowing you to have a high-performance SUV with excellent performance at a more competitive price. Opportunities are fleeting, seize this opportunity now and let Mercedes-Benz GLE Coupe AMG become an endless power in your life, driving passion is ready to go. Stay tuned to our official channels to get the latest promotions and start your AMG driving journey.