AI-Driven Resources for Global Entrepreneurs in China
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Global Vision
The lesson of the Schwartz case is not to deny the value of AI in professional fields but to warn that “technology cannot be separated from the knowledge foundation.”
The AI practice during Double 11 in 2025 marks the official start of the transformation of e – commerce from “traffic – driven” to “efficiency – driven”. For entrepreneurs, AI is not a technology that “must disrupt everything”, but a tool to “solve old problems in a more efficient way”.
Agent AI is reshaping the underlying logic of data engineering. This change is both a challenge and a key opportunity for entrepreneurs to achieve “data – driven” business. By focusing on contextual value, building infrastructure in stages, strengthening the feedback mechanism, and cultivating a compound team, entrepreneurs can not only “prepare data for AI” but also enable AI to “create value for business” and gain an advantage in future intelligent competition.
the withdrawal of small and medium-sized banks from the loan assistance business is an inevitable result of industry standardization and also a window for entrepreneurs to re-examine market opportunities. Only by focusing on compliance, deeply cultivating scenarios, and building empowering capabilities can entrepreneurs seize opportunities and achieve sustainable development in the transformation wave of the financial industry.
The fact that AGI “is happening” is an inevitable result of technological accumulation and the starting point of industrial transformation. Entrepreneurs need to embrace the intelligent wave with a “pragmatic” attitude. They should not only see the opportunities brought by technological collaboration, but also be vigilant against the vague definition, technological bottlenecks, and ethical risks.
the reshuffle of the top ten consumption cities in the first three quarters of 2025 is not only a achievement of the “policy – driven + scenario – innovation” in central and western cities but also a microcosm of the transformation of China’s consumption market from “scale expansion” to “structural upgrading”.
the transformation of Starbucks China is essentially a strategic correction of “returning to the origin” – from being driven by coffee products to being driven by spatial value. In this process, its experiences and lessons provide important references for entrepreneurs.
The story of Brazilian e – commerce has just begun. For entrepreneurs, “running fast” is not as good as “walking steadily.” Only by respecting market rules, deeply cultivating local capabilities, and adhering to long – termism can they truly take root in this “last blue ocean” and achieve sustainable growth.
The large – scale exit of economy hotels is both an inevitable result of industry iteration and a consequence of market selection. Entrepreneurs need to focus on “demand insight” and find a balance between quality and price, standardization and personalization to seize new opportunities in the structural adjustment.
The “dilemma of illegal charter services” in the cross – border tourism charter service market is essentially a collision between demand, employment, and regulation in the context of globalization. Entrepreneurs need to take compliance as the foundation and service as the starting point to promote industry upgrading while meeting market demand.