专题：2026新年致辞 企业家计划2026新趋势

　　炒股就看金麒麟分析师研报，巨擘，专科，实时，全面，助您挖掘后劲主题契机！

　　起首：好意思的集团

　　2026年1月16日，好意思的集团董事长兼总裁方洪波向专家职工发表了《咱们总有说念路，远景簇新》的主题演讲。2025年，每一位好意思的东说念主风雨中前行，昼夜兼程，不服不挠，再次刷新了历史事迹；2026年，八成场面依然严峻，但只须咱们坚强计策宗旨、勇敢突破，前线扫数说念路皆将不错通行。

　　01

　　全国风雨漂摇

　　好意思的繁重前行

　　2025年，专家政事、经济和阛阓环境风雨漂摇，好意思的迎着艰辛不竭前行！好意思的坚强践行“以简化促增长，以自我颠覆直面挑战”的蓄料想路，在科技率先、产物创新、专家突破等多个维度已毕突破性阐扬，各业务板块多点着花、收效显赫。

　　智能家居围绕产物、用户和生态三大因素伸开，以“东说念主·车·家”生态为用户提供更陋劣有趣有趣的聪惠生活体验，COLMO发布行业首个AI管家智能体，家用空调凭借多模子交融AI交互本事等上风持续引颈行业，雪柜专家创始45CM超薄餐边柜雪柜，洗衣机落地专家首个多场景智能体工场。

　　工业本事聚焦暖通家电及新动力汽车、机器东说念主中枢部件范围，推出宽频化转子压缩机、双级变容涡旋压缩机等新品，接踵投产汽车部件墨西哥工场、电机巴西工场、雪柜压缩机土耳其实验室等，自主研发重载机器东说念主伺服电机已毕闲暇录用。 

　　智能建筑科技业务闲暇增长，电梯多品牌交融成为新增长引擎，推出新一代MDV9无界多联机、全自研磁悬浮平台阵列产物，收购ARBONIA Climate，泰国工场投产，聚焦数据中心、高效机房、制药等工业细分范围，专家累计完成超10万个样板工程。

　　KUKA机器东说念左右续加速产物迭代，推出iico合营机器东说念主、复合机器东说念主、出动机器东说念主、AI智能体及多场景自动化惩办有蓄意等新产物，完成从本色制造商向全品类惩办有蓄意事迹商的计策升级。

　　动力业务乘势而上，加速膨胀，合康新能全栈自研户储系统在国内、欧洲、澳洲等阛阓陆续录用，分辩式光伏装机量增长；科陆电子以全链路自研已毕Aqua-C系列大储产物迭代与限制出货，落地北好意思、欧洲、东南亚等六大阛阓。

　　好意思的医疗认真成立，进入发展新阶段，其中万东医疗推出专家首个磁共振“全链路AI 智算平台”，并发布医疗影像会诊大模子；收购影像巨头锐珂医疗国际，加速切入国际高端医疗阛阓。

　　安得智联深耕绿色聪惠物流，以“1+3”供应链事迹模子赋能7000+企业，通过数字化邃密化管理训诫老本竞争力，尺度化、平台化运营上风持续突显，成为集团供应链体系的中枢相沿。

　　2025年前三季度，好意思的又一次已毕营收、利润的双位数增长，又一次创造事迹新高。在这样的环境下收货如斯亮眼的答卷，咱们是很红运的，这也说明咱们补助和悉力的宗旨是对的，让咱们在面临异日的挑战和概略情趣时更有底气和信心。

　　02

　　造成“增长致力于”

　　好意思的才能生生不休

　　2026年，好意思的蓄料想路是 “围绕中枢增长”。 聚焦中枢业务、中枢阛阓、中枢才智，推动ToC与ToB业务协同发展，造成可持续的“增长致力于”神气，这样好意思的才能生生不休。

　　中枢业务白色家电和暖通空调，要锚定专家率先方针，作念到“数一数二”。白色家电与暖通空调四肢集团压舱石业务，需进一步稳固阛阓上风，在本事创新、用户体验等各个才略持续发力，已毕专家阛阓数一数二的方针。

　　最中枢的业务是白色家电和暖通空调，这是好意思的增长的基石。中枢业务必须要增长。资源也要围绕中枢业务成立。中枢业务的本事要作念到专家率先。

　　中国阛阓、东南亚、北好意思、南好意思、中东非等中枢阛阓要深化布局，结构改善与全屋智能业务同步激动，让中枢业务欣慰更强增长活力。

　　次中枢业务要坚强布局，把执机遇突破。在中枢业务启动的同期，要为异日而创新，对机器东说念主、动力、医疗业务要保持计策定力，因为它们具备庞杂阛阓空间，是集团穿越周期的关键保险。库卡要对准中国阛阓第一的方针，强化产物竞争力；储能业务要加速发展节拍，紧跟行业海浪；医疗业务要持续加大研发与并购整协力度，收拢国产化替代机遇，打造千亿级产业平台。

　　ToC与ToB业务要协同共生，造成增长致力于。ToC业务四肢当下生计发展的护城河，需信守产物创新与用户中热枕念，通过DTC花样变革买通线上线下，让双高端品牌潜入东说念主心；ToB业务四肢增长的第二引擎，要聚焦中枢本事突破与行业惩办有蓄意，强化产业协同，已毕从“产物供应商”向“生态事迹商”转型，让两伟业务造成增长致力于，相沿好意思的接续向专家率先的科技集团迈进。

　　03

　　恶果是护城河

　　专家突破是必由之路

　　在剧烈悠扬变革的时间，唯有信守买卖知识、筑牢中枢才智，才能在概略情趣中把执详情趣。2026年，咱们要从恶果、产物、专家化三大维度持续发力，为好意思的增长添砖加瓦。

　　恶果是企业不朽的护城河。要补助全价值链全面老才略先，深挖供应链、制造、库存、销售等各才略恶果空间，迭代MBS精益花样，减少销耗、持续改善。强化数字化确立，买通数据壁垒，让决策更精确、运营更高效；带动供应链高卑劣共荣共生，赋能供应商发展，训诫协同恶果，构建结识、高效的产业生态。

　　产物和本事是增长的中枢根基。要追念用户需求实践，落实“三个一代”研发体系，强化基础商议与前沿本事布局，让各异化创新成为产物中枢竞争力，加强研发进入和攻关才智，深化AI在研发、分娩、事迹等场景的诈欺，探索新范式、训诫东说念主效，让科技信得过相易为阛阓竞争力。

　　专家突破是必由之路。要坚强OBM优先计策，完善国外研发、制造、供应链原土化布局，要点聚焦北好意思、南好意思、东南亚、中东非等国外上风区域，造成限制效应。强化国外合规管理与风险防控，开云体育官网训诫腹地化运营才智，让产物与事迹更贴合当地阛阓需求；加大国外品牌推论与并购整协力度，训诫专家品牌影响力，构建信得过的专家化产业布局。

　　04

　　敢于对我方出手

　　以勇气穿越周期

　　买卖史上，莫得永恒的告捷，独一永恒的变革和重启。好意思的发展史，恰是一部不竭自我辩白、自我进化的历史。面临日趋强烈的阛阓竞争，咱们必须保持“独一及其狂才能生计”的警悟，以自我篡改的勇气构陷旅途依赖，已毕计策重构与再度增长。

　　要信守企业家精神的中枢内涵。敢于正视问题、自我辩白，不被过往成绩管制，不被旅途依赖牵累。管理层要拿出“壮士断臂”的决心，作念“果然英雄”，决然出清冗余业务与低效钞票，精简组织层级与SKU，让企业轻松自如；要敢于决策、快速行为，阻绝“饰演式责任”与“官僚惯性”，让组织保持敏捷与活力。

　　要构陷想维定势与结构惯性。龙套才能增长，闲暇仅仅一种幻觉，要警惕“大企业病”，幸免背负模糊、决策安详、创新停滞等问题；要敢于“对我方出手”，主动构陷现存利益神气与业务结构，在产物、渠说念、组织等方面进行根人性变革。

　　要永葆逾越之心与奋发姿态。时间在变，用户需求在变，竞争敌手在变，咱们唯有以变应变。新一代管理层要在窘境中训练就长，扛起发展重担；穿越周期的密码就掌执在咱们我方手中，以谦卑、专注、耐烦、持久的心态，以强劲组织才智和韧性，以“想干分分钟”的履行力推动各项计策落地。让求实行为、创新变革和自我成长成为好意思的最较着的底色。

　　05

　　每个宗旨

　　皆是一条打开的路

　　从州里小作坊，到四千亿专家科技集团，好意思的58年来的每一步成长，皆源于咱们对创新变革和好意思好生活的坚强追求。

　　咱们要接续紧紧收拢时间机遇，ToC和ToB业务并重发展，ToC业务的意境让咱们不错纵横四海，ToB业务布局让咱们不错仰望老成庞大的太空；国内增长和国外突破双重质变，国内坚强科技和产物引颈，推动DTC变革，找到新的增漫空间，国外坚强OBM优先，优化投资布局和营销、制造体系，训诫原土化才智。

　　时间奔涌上前，知识从未改变，咱们耐久折服：只须咱们信守中枢、敢于变革，只须咱们同甘共苦、大胆行为，每个宗旨皆是打开的路。

　　咱们还有那么长的路要走

　　是啊，然则你看

　　咱们如故走了这样远了

　　……

　　愿前线扫数的说念路皆可通行

　　Paul Fang： 

　　Light Always Finds Its Way

　　Toward a Brand New Future

　　On January 16， 2026， Paul Fang， Chairman and President of Midea Group， delivered a keynote address to employees worldwide， titled Light Always Finds Its Way Toward a Brand New Future． In his speech，九游体育官网 he said， “In 2025， Mideans overcame numerous challenges， achieving remarkable milestones． 2026 may still present a challenging landscape， but as long as we remain steadfast in our strategic direction and bravely break through， all paths ahead will become passable．”

　　01

　　Midea‘s Steady Progress

　　Amid Global Uncertainties

　　2025 unfolded against a backdrop of global uncertainty—political shifts， economic waves， markets in flux． Yet Midea kept walking． Guided by the strategy that “Streamlining for growth， Facing up to challenges through breakthroughs，” Midea made significant progress in Technology Leadership， Product Innovation， and Global Impact． Every part of Midea‘s business found its new ways to bloom．

　　In Smart Home segment， Midea built around people， experiences， and ecosystems—crafting a seamless “Human-Car-Home” world． In the past year， Midea introduced the industry’s first true AI Butler under COLMO brand， continued to lead the industry in the field of residential air conditioners with advantages such as multi-model integrated AI interaction technology， pioneered the world‘s first 45CM ultra-thin sideboard refrigerator， and established the world’s first multi-scenario intelligent washing machine factory．

　　In Industrial Technology segment， Midea focused on developing and producing key components for HVAC， new energy vehicles， and robotics， launched new products such as wide-frequency rotary compressors and two-stage variable-capacity scroll compressors， invested in building manufacturing bases in Mexico for auto parts， in Brazil for motors， and R&D center in Turkey． Moreover， in the past year， Midea achieved stable delivery of its self‑developed heavy‑duty robotic servo motors．

　　In Smart Building Technology segment， Midea achieved steady growth． For example， in the elevator business， multi-brand integration has become a new growth engine． Midea also launched new products such as the next-generation MDV9 multi-split system and fully self-developed magnetic centrifugal chillers． In terms of M&A， Midea acquired ARBONIA Climate． Moreover， the factory in Thailand started operations， focusing on industrial segments such as data centers， efficient equipment rooms， and pharmaceuticals． Globally in this field， Midea has successfully completed over 100，000 demonstration projects．

　　KUKA accelerated its metamorphosis from a robot manufacturer to a comprehensive solution service provider with the launch of iico series collaborative robots， hybrid robots， mobile platforms， AI agents， and multi-scenario automation solutions．

　　In Energy sector， Midea rode the wave of change． Hiconics delivered its own residential storage systems across China， Europe， and Australia， while distributed solar installations grew． CLOU’s large-scale energy storage solutions reached six regions， including North America， Europe， and Southeast Asia， etc．

　　In Healthcare， Midea officially established an internal sector． WDM launched the world’s first full-chain AI platform for MRI and a diagnostic imaging model． With the acquisition of Carestream International， Midea stepped firmly into the global high-end medical landscape．

　　Midea Annto Logistics Technology strengthened its green smart logistics network， serving over 7，000 businesses through its “1+3” service model． Digital management reinforced cost advantage， and standardization and platform strengths enhanced efficiency， becoming the backbone of Midea Group．

　　In the first three quarters of 2025， Midea once again grew revenue and profit by double digits， representing a new record． Achieving these results amidst the challenging times demonstrates that Midea is walking in the right direction and gives us confidence and courage for the unknown ahead．

　　02

　　Forming a “Growth Relay”

　　for Midea‘s Continued

　　Success

　　Midea‘s strategy for 2026 is “Core-Focused Growth．” Midea will focus on what matters most—core businesses， core markets， core capabilities， and weave ToC and ToB into a sustainable “growth relay．” That’s how Midea stays vibrant．

　　For its two core businesses—white goods and HVAC， Midea will further consolidate its market advantages． With continuous efforts to be put in all areas such as technological innovation and user experience， Midea aims to become top one or two globally in these sectors．

　　Midea is committed to strengthening these two core areas by allocating resources strategically and developing globally leading technologies．

　　In core markets—China， Southeast Asia， North America， the Middle East， and Africa， Midea will optimize its layout． With refined product structures and advanced smart home solutions， these core businesses demonstrate even stronger growth momentum．

　　Midea is also committed to its secondary core businesses， seizing opportunities for breakthroughs． While its core operations run smoothly， Midea is innovating for the future． It maintains strategic focus on robotics， energy， and healthcare with vast market potential as crucial pillars for the Group’s resilience across economic cycles． KUKA aims to become the market leader in China， enhancing its product competitiveness． The energy storage business will accelerate its development pace to keep up with industry trends． In healthcare， Midea will continue to increase investments in R&D and M&A integration， capitalizing on the opportunities presented by domestic substitution， to build a hundred-billion-yuan-sales-revenue medical segment within Midea Group．

　　Midea‘s ToC and ToB businesses will achieve synergistic growth． The ToC business， the key advantage for our current survival and development， will adhere to the principles of product innovation and user-centeredness． Midea will bridge online and offline channels through the transformation of the DTC （Direct-to-Consumer） model， making the dual premium brands deeply resonate with consumers． The ToB business， as the second engine for growth， will focus on breakthroughs in core technologies and industry solutions， enhancing industrial collaboration． This will facilitate Midea’s transition from a product supplier to an ecosystem service provider， enabling the two segments to form a continuous cycle of growth． Together， they will support Midea‘s advancement toward becoming a globally leading technology group．

　　03

　　Enhancing Efficiency

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　　and Achieving Global Impact

　　Are Strategic Imperatives

　　In an era of intense turbulence and transformation， only by adhering to sound business principles and solidifying core capabilities can certainty be grasped amid uncertainty． In 2026， we must focus on three key dimensions—efficiency， product innovation， and globalization， to safeguard Midea’s continued growth．

　　Efficiency is always a competitive advantage for an enterprise． Midea must pursue comprehensive cost leadership across the entire value chain， deeply explore efficiency potential in all areas from supply chain and manufacturing to inventory and sales， refine the MBS lean model， reduce waste， and make continuous improvements． We will strengthen Digitalization， break down data barriers， and enable more precise decision-making and more efficient operations． Furthermore， we will foster shared growth and symbiosis across the upstream and downstream segments of the supply chain， empower suppliers， enhance collaborative efficiency， and build a stable and highly efficient industrial ecosystem．

　　Products and technology are the fundamental pillars of growth． Midea must shift its focus back to customer needs， follow the “Three-Generation” R&D strategy， strengthen basic research and forward-looking technology deployment， and make competitive differentiated innovations in products． We will increase R&D investment， enhance our capability to tackle key challenges， deepen the application of AI in areas such as R&D， production， and services， explore new paradigms， and improve human efficiency， thus truly translating technology into market competitiveness．

　　Achieving Global Impact is an essential path forward． Midea will steadfastly implement the OBM First strategy， enhance the localization of overseas R&D， manufacturing， and supply chains， and focus on key regions such as North America， South America， Southeast Asia， the Middle East， and Africa to achieve economies of scale． Midea will also strengthen overseas compliance management and risk management， improve localized capabilities， and ensure that our products and services better meet local market demands． Additionally， Midea will ramp up overseas brand promotion and M&A integration to enhance global brand influence and build a truly globalized footprint．

　　04

　　Reinventing Ourselves

　　to Weather Economic Cycles

　　In business， there is no permanent victory—only permanent reinvention． Midea’s story is one of continual self-reflection and evolution． As competition intensifies， Midea will stay alert， even restless—with the courage to break its own patterns and rediscover growth．

　　Throughout business history， there is no permanent success， only perpetual change and reinvention． Midea’s journey has been one of continuous self-challenge and self-evolution． In the face of increasingly fierce market competition， we must remain vigilant with the mindset that “only the paranoid survive．” With the courage to revolutionize ourselves， we must break free from path dependency and achieve strategic transformation and renewed growth．

　　We must break the molds of thought and structure． Growth sometimes requires disruption． Midea will avoid Large Enterprise Syndromes， where responsibility blurs， decisions slow， and innovation sleeps． We must dare to “take action against ourselves，” proactively break the existing interest structure and business framework， and drive fundamental transformations in products， channels， and organizational systems．

　　We must always maintain an enterprising spirit and a determined mindset． The times are changing， customer needs are evolving， and competitors are transforming． We must adapt by embracing change ourselves． The new generation of management must grow through adversity and shoulder the responsibility for growth． The key to navigating cycles lies in our own hands： with humility， focus， patience， and perseverance， supported by a strong organization and resilience， we will drive every strategy with a strong commitment． Pragmatic action， innovative transformation， and self-improvement will become the most defining traits of Midea．

　　05

　　Each Path Is Full

　　of Opportunities

　　From a small township workshop to a global technology group， every step across 58 years has been guided by a simple longing： to innovate， to elevate， to make life better．

　　We will continue to firmly seize the opportunities of the era， placing equal emphasis on both ToC and ToB businesses． The expansive landscape of the ToC sector allows us to navigate freely and explore vast horizons， while the strategic expansion of ToB enables us to gaze upon a boundless sky． Domestically， we are driving a qualitative shift through technological and product leadership， advancing DTC transformation to uncover new growth spaces． Internationally， we remain committed to prioritizing OBM， optimizing investment strategies and enhancing our marketing and manufacturing systems to strengthen localized capabilities．

　　The tides of time surge forward， yet fundamental principles remain unchanged． We firmly believe that as long as we stay focused on our core strengths and embrace change courageously， and as long as we unite as one and act decisively， every direction will open up as a path to the future．

　　We still have a long way to go

　　Yet look—

　　We have already come this far

　　……

　　May every road ahead be passable！

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背负裁剪：石秀珍 SF183