标签： 上海龙凤

Wen | Value Institute

It was officially launched in 2006, positioning itself as a one-stop e-commerce service platform and providing various online services for retail business customers. It took 16 years for a small company with only a five-person start-up team to grow into the second largest cross-border e-commerce giant in North America with a peak market value of over 160 billion US dollars. Shopify’s family history is legendary enough.

But Shopify, who has eaten all the dividends of the times along the way, is now on the brakes.

The financial report for the first quarter of fiscal year 2022 released before the US stock market closed on Thursday showed that the performance of Shopify’s core financial data was not satisfactory: the revenue growth rate dropped significantly, while the loss continued to increase.

After the financial report was released, Shopify has fallen for two consecutive days, and closed down nearly 15% on Thursday, falling to the lowest point since April last year. In addition, National Bank of Canada, Citigroup and many other big banks have all lowered their Shopify target prices, and the capital market’s evaluation of this financial report is self-evident.

The decline in profits and the increase in losses are not only related to the slowdown in revenue growth, but also the increase in costs and the unexpected transformation of revenue structure. More importantly, the gross profit margin of subscription solution business with relatively low revenue is much higher than that of merchant subscription service.

In the research reports of Wall Street investment banks, Shopify’s "internal troubles and external troubles" are all mentioned: internal troubles are naturally the decline in revenue growth and the amplification of losses, while external troubles are directed at rising external competitors.

Under the internal and external troubles, can Shopify ride the wind and waves?

Before the US stock market opened on Thursday, cross-border e-commerce giant Shopify announced its financial report for the first quarter of fiscal year 2022, and the performance of various core financial data was not satisfactory.

This is not ideal, mainly in two aspects: one is the decline in revenue growth, and the other is the amplification of losses.

First look at the overall revenue situation.From the revenue growth curve, although the actual revenue scale of Shopify has not greatly regressed, it is an indisputable fact that the revenue growth rate continues to decline.

The data shows that Shopify’s total revenue in the first quarter was $1.204 billion, which was less than the market expectation of $1.24 billion, up 22% year-on-year. In the four quarters of the last fiscal year, Shopify’s revenue was 988 million, 1.119 billion, 1.223 billion and 1.338 billion US dollars respectively, and the corresponding year-on-year growth rates were 110%, 57%, 46% and 41% respectively, which were much higher than the first quarter of this year.

In the view of the Value Institute, Shopify’s revenue bid farewell to the era of high growth, largely due to the gradual decline of cross-border e-commerce dividends brought about by the epidemic. The most direct evidence is the decline in the growth rate of Shopify merchants and GMV.

As the epidemic has had a serious impact on the global offline retail industry, e-commerce has become a direct beneficiary. In the whole year of 2020, Shopify has a net increase of 700,000 merchants, which makes the industry look askance. However, this hot market disappeared in the second half of last year. Shopify executives also admitted in the fourth quarter of last year’s financial report that "the outbreak of e-commerce industry induced by the epidemic only lasted until the first half of 2021", and the number of new businesses in the last fiscal year shrank sharply to 300,000.

In fact, since the second half of last year, Shopify has continuously launched various preferential activities and innovative activities, including cooperation with Tik Tok and JD.COM, trying to promote the continuous growth of the number of merchants, but the effect is not satisfactory.

GMV recorded $43.2 billion in the first quarter, which was also less than the market expectation of $46.5 billion. The year-on-year growth rate of 16% was far from that of 114% in the same period last year. You know, in the second half of last year, Shopify’s GMV still maintained a year-on-year growth of more than 50%, and the great decline in the first quarter disappointed the market.

Secondly, while revenue growth is stagnant, Shopify’s loss situation is not optimistic.

In the first quarter, Shopify’s net loss was $1.474 billion, which was further enlarged compared with $12.6 in the same period last year. The diluted loss per share was $1.17 billion, which was significantly lower than the diluted earnings per share of $9.94 in the first quarter of last year.

The decline in profits and the increase in losses are not only related to the slowdown in revenue growth, but also the increase in costs and the unexpected transformation of revenue structure.

At present, Shopify’s revenue mainly depends on subscription solution business and merchant solution business, and the latter accounts for the bulk of revenue. In the first quarter, the revenue of merchant solution business was US$ 859 million, a year-on-year increase of 29%; Subscription solution business revenue was $345 million, up only 8% year-on-year.

Compared with historical data, the revenue growth rate of the two business segments in the first quarter is not high. In the same period last year, the subscription solution business revenue was $321 million, a year-on-year increase of 77%; The revenue and year-on-year growth rate of merchant solution business were as high as 668 million US dollars and 136% respectively.

More importantly, the gross profit margin of subscription solution business is much higher than that of merchant subscription service.

The revenue of subscription solution business mainly comes from e-commerce SaaS services such as subscription function packages, plug-ins and customer management. The merchant solution business relies on payment, logistics, warehousing and other charging services provided for settled merchants to make profits.

In the first quarter financial report, Shopify highlighted the acquisition of Deliverr, indicating that it will expand the scope of performance services. Amy Shapero, CFO of Shopify, expressed her belief that Deliverer can simplify the process, guarantee the delivery promise and provide more advantages for merchants.

It can be seen that the merchant solution business is still the main direction of Shopify in the future. However, the relatively high operating costs, especially the high cost of technical facilities for logistics and warehousing, seriously restrict the gross profit level of this business.

In other words, with the current revenue structure, it is difficult for Shopify to push up the profit margin when the epidemic dividend fades and the revenue growth rate declines.

Of course, Shopify is not the only one who is worried about profits.

In the first quarter of this year, Amazon released the worst financial report in recent years. Among them, the revenue, profit rate and other indicators of e-commerce related businesses declined in an all-round way, and even recorded the first loss since 2015, which directly caused Amazon’s share price to plummet and its market value evaporated by 200 billion US dollars overnight.

Shopify’s share price performance is also not optimistic. After the financial report was released, Shopify has fallen for two consecutive days, and closed down nearly 15% on Thursday, falling to the lowest point since April last year.

In fact, after the financial report, Amazon and Shopify have been lowered by many Wall Street banks, and the capital market is full of worries about the prospects of these two high-quality stocks. The latter, in particular, has been looked down upon by Citigroup, National Bank of Canada, Steffel, etc., and Citigroup drastically lowered its target price from $534 to $432.

In the research reports of these investment banks, Shopify’s "internal troubles and external troubles" are mentioned: internal troubles are naturally the decline in revenue growth and the amplification of losses, while external troubles are directed at emerging external competitors.

Some of our strongest rivals happen to be from China.

Unlike Shopify, which entered the winter, the domestic cross-border e-commerce industry is still in a thriving trend.

According to the report of Forward-looking Industry Research Institute, after 2019, the domestic cross-border e-commerce industry entered a period of rapid development, and the overall market scale reached 6.05 trillion by the first half of last year. The data shows that in the past three years, the growth rate of cross-border e-commerce transactions in China has remained above 16%, and the penetration rate has increased from 22% five years ago to 38.86%.

Looking back at the development of domestic cross-border e-commerce market, we can find that capital has been looking for the next Shopify.

According to Zhitong’s financial statistics, dozens of cross-border e-commerce SaaS companies, such as Aike Technology, Le Yan Technology, Lingxing ERP and Dianxiaomi, have gained a new round of financing in the past year, with a total financing scale of over 2.5 billion. In addition, Zan, Weimeng and veteran cross-border e-commerce giant Weimeng are all making efforts in cross-border SaaS business.

Among them, MyyShop under Dunhuang Network and Shopexpress under Weimeng have the most obvious upward trend.

Compared with Shopify, MyyShop and Shopexpress are far apart in scale, but their advantage lies in the huge market of China and the complete e-commerce industry chain behind them. When Shopify announced its strategic cooperation with JD.COM, it publicly acknowledged that China sellers are the most active cross-border e-commerce sellers in the world and play an important role in the industrial chain.

However, as Shopify bid farewell to the era of high growth and fell into the altar, followers such as MyyShop and Shopexpress may need to rethink:Is the e-commerce SaaS model profitable? Is it really possible to copy Shopify’s growth myth?

The value research institute believes that SHEIN, who lives next to MyyShop and Shopexpress, may be able to solve some doubts.

As the hottest cross-border e-commerce platform in recent years, SHEIN’s legendary color is not inferior to Shopify.The completely different revenue structure and business performance of the two perfectly explain the similarities and differences, advantages and disadvantages of SaaS and DTC business models in cross-border e-commerce industry.

According to Apptopia’s data, the total download volume of SHEIN in 2021 was 190 million, which was 70% higher than that in 2020, and it has surpassed Amazon to become the most downloaded shopping APP in the world. According to foreign media reports, SHEIN’s current valuation is as high as 100 billion US dollars, three times that of a year ago; Last year’s revenue was expected to be $15.7 billion, up nearly 60% year-on-year & mdash; — In the previous eight years, SHEIN had created the myth of 100% revenue growth for eight consecutive years.

Up to now, SHEIN’s share in the North American fast fashion market is close to 30%, which is equivalent to the sum of ZARA and H&M. In the eyes of the latter, SHEIN has already become the number one enemy. For the followers of SHEIN and the capital behind them, SHEIN’s performance is equivalent to a barometer of the cross-border e-commerce market to some extent.

Of course, it’s not just foreign giants who are jealous of SHEIN. At home, Ali, JD.COM and other established e-commerce overlords, as well as ByteDance, who also want to have a place in overseas markets, have long regarded SHEIN as their number one rival.

At the end of last year, Alibaba launched the fashion shopping app "Allly Likes" focusing on the women’s market overseas, betting heavily on the North American market. It should be noted that Ali’s cross-border business has always taken the comprehensive e-commerce route. AllyLikes is the first time to try the vertical e-commerce model, which is the performance of Ali’s initiative to change.

The North American market that Ali bet heavily on is not only the base camp of Amazon and Shopify, but also an important granary of SHEIN — — No matter from which angle, Ali’s marching north will inevitably further intensify market competition.

Objectively speaking, it is not the SaaS mode of e-commerce led by Shopify that leads the domestic cross-border e-commerce boom, but the DTC mode led by Alibaba International Station and SHEIN.

According to the statistics of the survey agency Grand View Research, it is estimated that by 2025, the scale of the global decentralized e-commerce market dominated by independent stations will rise sharply to more than 550 billion US dollars. Cross-border e-commerce platforms from China have stepped into the North American battlefield, which will undoubtedly pose a great threat to local e-commerce platforms in the United States and Canada.

However, the recent experience of Shopify and Amazon also has important warning significance for the famous SHEIN and its imitators Ali and Byte.

ShopifyAnd Amazon, Ali, SHEIN, Byte, all must deal with the contradiction between cost and profit rate.Behind this is not only the dispute between SaaS and DTC, but also the supply chain management problems that B2B, B2C and other business models can’t avoid.

Undoubtedly, the epidemic has indeed brought a series of uncertainties to the cross-border e-commerce industry, and also put forward new requirements for players in the market.

The SaaS e-commerce platform headed by Shopify and the DTC cross-border e-commerce represented by SHEIN broke out, which was related to the blocking of offline business channels after the outbreak. The tightening of offline supply chain also brought rare e-commerce dividends.

In addition, there is another thing in common between them — — B2C model is playing an increasingly important role.

In the current core battlefield of North America, B2C is more popular than B2B.The reason why this happens is related to the consumption habits of North American consumers and the popularity of cross-border e-commerce business.

According to statistics from iResearch, 61% of consumers in the United States are willing to shop on international websites, accounting for 32% of cross-border online shopping consumption, while the proportion in Canada is 33%. The C-end consumption firepower is almost equal to the B-end. It is precisely because local consumers in North America are enthusiastic about cross-border consumption, and the repurchase rate and single-time consumption are at the leading level in the world, so cross-border independent stations are increasingly prosperous, and the increase in supply promotes consumption growth, forming a virtuous circle.

Historical data shows that after 2016, Shopify’s merchant solution business surpassed the subscription solution business with 52% of revenue, and then the gap between the two became wider and wider. During this period, Shopify relied on building an independent station to help merchants connect with C-end resources, which not only rapidly improved the brand image and popularity, but also significantly broadened the revenue channels, providing opportunities for small and medium-sized businesses in North America to get rid of Amazon monopoly.

Now that Ali and SHEIN want to spread the war to North America, it is natural to learn from the successful experience of their predecessors and identify the pain points of local customers — — That is, do a good job of localized operation.

Many people attribute the success of SHEIN to the rapid decline of products and high cost performance, but ignore its user operation ability.

Tracking user preferences through big data and technical means is one of SHEIN’s most important operating principles. According to official data, SHEIN is a big customer of Google Trend Finder, and the two sides have been working closely together in customer data management. In addition, SHEIN has a team of 800 buyers who track users’ consumption habits through offline channels.

The two-pronged SHEIN can even be said to be the one with the strongest user thinking and the most successful localized operation among a number of cross-border e-commerce platforms in China.

However, as mentioned above, Shopify’s SaaS model or SHEIN’s self-operated model has an obvious defect in sticking to the B2C route:Operating costs are high, and the industrial chain links connecting upstream and downstream are more complicated, which is facing a severe test in management.

Compared with B2B model, B2C model involves complicated links such as distribution, retail, after-sales service, terminal warehousing, logistics and payment finance because it wants to connect C-end consumers, and the rising cost pressure is almost inevitable.

To put it another way, strengthening supply chain management is the inevitable choice to reduce costs and the key to break through the profit bottleneck in the future.

As for the specific practices, Shopify, which is positioned as a SaaS service platform, and SHEIN, which is a self-operated business, naturally have their own emphasis. But they are similar in one thing — —Strengthen the control of all links in the supply chain and firmly grasp the core links with higher profit margins in your own hands.

The acquisition of Deliverr is Shopify’s performance in strengthening the control of downstream logistics and warehousing. At the moment when the competition is gradually becoming fierce, whoever can solve the supply chain problem faster will be able to take the initiative.

According to foreign media reports, Amazon launched the "Santos Plan" internally at the beginning of last year, headed by Peter Larsen, vice president of Amazon consumption, and assembled a large number of elite employees in Amazon’s retail consumption department, with the goal of positively strangling Shopify, which is rapidly emerging.

At that time, Shopify was in its heyday, and its market share was almost equal to eBay, and then it officially took the second place in the cross-border e-commerce market in North America. Shopify, which made its fortune by small and medium-sized business customers, has many similarities with Alibaba to some extent. These two giants also pose a great threat to Amazon, the e-commerce overlord, at different times.

Looking back now, Amazon may have overestimated the power of Shopify, but I didn’t expect the sudden emergence of SHEIN to become a new menace.

From Amazon, eBay, Alibaba, and now Shopify, SHEIN and Shopee, cross-border e-commerce has been on the rise and fall for more than a decade, and no one can tell what new stories will happen in the next stage. From SaaS to DTC, from B2B to B2C, no one can predict which model will continue to shine in the future.

Only one thing is certain: the popularity of cross-border e-commerce remains high, and players from all walks of life will not give up this treasure easily. This means that more intense fighting is yet to come.

　　Guangdong is the frontier province of China’s reform and opening up, and it is also an important window for the international community to observe China’s economic and social development.

　　Since the 18th National Congress of the Communist Party of China, General Secretary of the Supreme Leader has visited Guangdong for three times and participated in the deliberation of Guangdong delegation of the National People’s Congress twice, thus positioning and navigating Guangdong’s reform and development.

　　With an indomitable attitude and a spirit of rain or shine, the sons and daughters of South Guangdong have pushed Guangdong to be at the forefront of the country in the new journey of building a socialist modern country in an all-round way and create new glories.

　　Overlooking Hengqin Guangdong-Macao Deep Cooperation Zone. Photo courtesy of the Administrative Bureau of Hengqin Guangdong-Macao Deep Cooperation Zone

　　Persist in reform and opening up

　　Staged achievements have been made in the construction of "double zones"

　　Shenzhen Lianhuashan Park has lush trees and fresh air. From morning till night, citizens and tourists come to admire the bronze statue of Deng Xiaoping and overlook the prosperity of Shenzhen.

　　From December 7 to 11, 2012, the Supreme Leader visited Guangdong Province. This is the flower basket presented by the Supreme Leader to the bronze statue of Deng Xiaoping in Shenzhen Lianhuashan Park. Xinhua News Agency reporter Lan Hongguang photo

　　In December 2012, General Secretary of the Supreme Leader left Beijing for his first inspection after the 18th National Congress of the Communist Party of China, and came here to present a flower basket to the bronze statue of Deng Xiaoping standing on the top of the mountain. Overlooking the prosperity of Shenzhen, the Supreme Leader said with emotion that we have come to pay tribute to the bronze statue of Deng Xiaoping to show that we will unswervingly push forward the reform and opening up, and strive to make new progress, achieve new breakthroughs and take a new step in the reform, opening up and modernization.

　　Reform and opening up is the root and soul of Guangdong, and it is also the mission and responsibility of Guangdong. Guangdong keeps in mind the entrustment, unswervingly adheres to reform and opening up, and provides strong momentum for high-quality development to be at the forefront of the country.

　　During the "Thirteenth Five-Year Plan" period, Guangdong solidly promoted 18 major reform tasks and achieved results, taking the lead in promoting 13 creative and leading reform tasks to make breakthroughs. The list of provincial powers and responsibilities was greatly reduced from 5,567 to 1,069, and 1,220 certification items were cancelled, forming a number of Guangdong experiences and achievements that can be used for reference by the whole country.

　　It is a great strategic opportunity for Guangdong’s reform and opening-up in the new era to promote the construction of pilot demonstration zones in Guangdong-Hong Kong-Macao Greater Bay Area and Socialism with Chinese characteristics.

　　In recent years, Guangdong has promoted the construction of "two zones" with the strength of the whole province, pushed forward the reform and opening up in depth, and accelerated the grand blueprint into a beautiful reality with practical actions.

　　"I have been starting a business here for 6 years, and I have not only gained like-minded partners and a stage for dreaming, but also the scale of the company has gradually grown. You can feel the pulse of the times here. " Macau youth Zhou Yunxian is the CEO of Zhuhai Hengqin Cross-border Network Technology Co., Ltd. He said that with the continuous strengthening of reforms, the institutional convergence between the mainland and Hong Kong and Macao has been continuously strengthened. In recent years, the number of young people from Hong Kong and Macao who come to work and live in the Pearl River Delta has obviously increased.

　　With the opening of the Hong Kong-Zhuhai-Macao Bridge, the promotion of the Shenzhen-China Passage and other projects, the implementation of customs clearance facilitation policies such as "one-stop customs clearance", "cooperative inspection and one-time release", and the landing of pilot projects such as "cross-border wealth management" business and facilitation of foreign exchange receipts and payments, Guangdong, Hong Kong and Macao are accelerating the realization of seamless links in hardware and software. Greater Bay Area’s "one-hour life circle" has basically taken shape and has become a hot spot for many young people in Hong Kong and Macao to dream.

　　After these years’ efforts, the construction of Guangdong-Hong Kong-Macao Greater Bay Area has achieved remarkable results in stages, and the construction of a world-class bay area and a world-class urban agglomeration has taken solid steps. In 2021, Greater Bay Area entered 25 Fortune 500 companies, 8 more than in 2017; There are over 60,000 high-tech enterprises in Guangdong, most of which are located in Guangdong-Hong Kong-Macao Greater Bay Area, a net increase of more than 20,000 compared with 2017. Greater Bay Area’s comprehensive strength has been significantly enhanced, the cooperation between Guangdong, Hong Kong and Macao has deepened, and the people in the three places have gained a more substantial sense of gain.

　　The construction of Shenzhen Pioneer Demonstration Zone is also in full swing. At present, 11 of the 56 key tasks deployed in the Opinions of the Central Committee of the Communist Party of China and the State Council on Supporting Shenzhen to Build a Pilot Demonstration Zone in Socialism with Chinese characteristics have been completed, 45 of them have made significant progress in the preparation of Ocean University, and 47 experiences and practices in five aspects have been promoted throughout the country. The pilot work of comprehensive reform in Shenzhen has made important progress in stages, and the first batch of 40 authorized items have all landed, further demonstrating the leading role.

　　innovation-driven development

　　The number of high-tech enterprises exceeds 60,000.

　　On the intelligent equipment production line of Guangzhou Mingluo Automobile Equipment Co., Ltd., the mechanical arm is rapidly waved, and welding, installation and other processes are carried out accurately. Engineers can carry out "virtual" manufacturing with their fingers, check the production beat in advance, and solve more than 95% potential problems.

　　Site map of Mingluo Equipment Geely Xi ‘an General Assembly Project. Photo courtesy of Guangzhou Mingluo Automobile Equipment Co., Ltd.

　　On October 24, 2018, General Secretary of the Supreme Leader pointed out during the inspection of Guangzhou Mingluo Automobile Equipment Co., Ltd. that innovation, creation and entrepreneurship are inseparable from small and medium-sized enterprises, and we should create better conditions for the development of private enterprises and small and medium-sized enterprises.

　　"The general secretary’s words have strengthened our understanding from ‘ Manufacturing ’ Towards ‘ Creation ’ The determination. " Yao Weibing, chairman of Mingluo Equipment, said that innovation is the initial intention of Mingluo Equipment since its establishment. For more than three years, the company has always been deeply involved in intelligent manufacturing and insisted on independent innovation. Now it is the leading digital manufacturing supplier in the world.

　　Innovation is the first driving force for development. In recent years, Guangdong has made great strides in implementing the innovation-driven development strategy in depth, consolidating and strengthening the foundation of the real economy, and making great strides in high-quality development.

　　Taking the national institutional reform in 2018 and a new round of comprehensive innovation reform experiments as an opportunity, Guangdong has continuously optimized its scientific and technological management functions and strived to build a whole-process innovation ecological chain of "basic research+technical research+industrialization of achievements+technology and finance+talent support".

　　“十三五”期间，广东成建制、成体系引进21家高水平创新研究院落地建设，建成省级新型研发机构251家，先后组织实施8批次重点领域研发计划，在5G、超高清显示、高端电子元器件等领域打破一批技术瓶颈，部分产品实现国产化替代，让科研“种子”转化为产业“果实”，打造“广东科技品牌”。

　　2017年以来，广东推动10家省实验室和多家省重点实验室建设，研究方向涵盖新一代电子信息、新材料、新能源、高端装备制造等重点领域。2021年，广东地区生产总值达12.44万亿元，连续33年居全国首位，区域创新综合能力连续五年位居全国第一。全省研发经费支出从2017年的2344亿元增加到2021年的超3800亿元，占地区生产总值比重从2.61%提高到3.14%；全省研发人员突破110万人；发明专利有效量、PCT国际专利申请量等指标均居全国首位。

　　2020年10月12日至13日，中共中央总书记、国家主席、中央军委主席最高领袖在广东考察。这是12日下午，最高领袖在潮州市潮州三环（集团）股份有限公司生产车间考察。 新华社记者 王晔 摄

　　Enterprise is the main body of innovation. On October 12, 2020, General Secretary of the Supreme Leader emphasized that independent innovation is the only way to enhance the core competitiveness of enterprises and achieve high-quality development of enterprises.

　　Gong Guoping, director of the Science and Technology Department of Guangdong Province, said that in recent years, Guangdong has vigorously guided enterprises to establish R&D institutions and encouraged enterprises to actively participate in the construction of innovation platforms such as technology innovation centers, engineering technology research centers and key laboratories. At the same time, support enterprises to participate in key core technology research. More than half of the R&D projects in key areas are led by enterprises, and more than 90% of them are involved. In 2020, 73,000 enterprises in the province will enjoy the policy of adding and deducting R&D expenses, which effectively improves the innovation enthusiasm of enterprises.

　　Through the introduction of "Twelve Articles of Scientific and Technological Innovation" and other incentive policies, Guangdong has stimulated the vitality of enterprise innovation subjects, cultivated a number of innovative benchmark enterprises, and future enterprises with explosive growth potential have emerged continuously.

　　The data shows that the number of high-tech enterprises in Guangdong Province has increased from 33,000 in 2017 to more than 60,000 in 2021, ranking first in the country. By 2021, Guangdong has cultivated 85 national-level single champion manufacturing enterprises, 429 national-level "specialized and innovative" small giant enterprises and 2,704 provincial-level "specialized and innovative" enterprises.

　　赋能基层治理

　　人民群众的获得感成色更足

　　“发现春华幼儿园附近机动车乱停乱放”“梅龙路东泉新村站台（北）黄土裸露”……6月2日，深圳龙华区民治街道北站社区党群服务中心的全景式大屏幕上，“AI网格员”正对违规现象进行实时抓拍并推送。

　　除了违规现象，在大屏幕上，视频巡查、城管事件、路灯状况等各种信息不断跳动，实现了党群服务、事件分拨、辅助决策等“一屏尽览”。

　　近年来，深圳北站社区不断创新社区基层治理模式。人民网 江佳玲摄

　　北站社区与特大型综合交通枢纽——深圳北站同步诞生，深圳市大型保障房项目龙悦居小区也坐落于此，居住人口7.2万人。

　　2018年10月22日至25日，中共中央总书记、国家主席、中央军委主席最高领袖在广东考察。这是10月24日，最高领袖在深圳市龙华区民治街道北站社区了解情况。新华社记者 谢环驰 摄

　　2018年10月24日，最高领袖总书记在北站社区视察时强调，要把更多资源、服务、管理放到社区，为居民提供精准化、精细化服务。

　　"The community is small, but it is connected to thousands of households." This sentence has been hung on the wall of the community service center of North Station. In recent years, community party committees have insisted on grasping the grassroots level, strengthening the foundation, and covering the whole area, constantly doing fine community governance and residents’ services, and building a happy home with wisdom, universal sharing and great harmony.

　　"We explore ‘ Party building+science and technology+governance ’ In October 2019, we will build a community-level wisdom command center, take the lead in piloting and running the information platform of party building leading grassroots governance, and realize ‘ One-screen comprehensive perception, one-click response, one-screen real-time scheduling, and all-way escort safety ’ 。” Zheng Yang, Party Secretary of North Station Community, said.

　　Grassroots governance, the world is safe. Focusing on the modernization of the governance system and governance capacity, Guangdong has continuously improved the pattern of building, co-governing and sharing social governance, and strived to make the people’s sense of gain more complete, happiness more sustainable and security more secure.

　　In Yunfu, the pilot work of the modernization of social governance in the city explored a new path of "1+1+N" based on big data and in line with local conditions, giving key enterprises "one enterprise, one yard" and "one household, one yard" to accurately manage services and improve the accuracy of information management of floating population.

　　In Shanwei, a database of people, things, places, things and organizations was initially built in the "map of people’s feelings", and a "Tian-shaped" grass-roots governance system was constructed with "town, village and group" in the horizontal direction and "big data+grid+mass line" in the vertical direction.

　　Through "internet plus Grid", Guangdong is widely empowering grassroots governance with big data, cloud computing, Internet of Things and other technologies, constantly optimizing the standardization and governance functions of grassroots governance, and solving the problems of "unwillingness" and "inconvenience" for people to participate in grassroots governance.

　　Empowering grassroots governance requires establishing a sound talent system. Since 2017, Guangdong Province has explored the use of professional social workers to enrich the grassroots people’s livelihood service force, and built 407 town (street) social work stations in the province to achieve 100% coverage of social work service stations (points) in the province, and 100% coverage of social work services for people in need and special groups. Get through the "last mile" of serving the masses.

　　At the same time, Guangdong has successively launched a series of institutional arrangements, such as supporting and developing volunteer service organizations, unifying the province’s volunteer service information platform, promoting industry and student volunteer service, encouraging volunteers to be trustworthy, and establishing the system of registering members as volunteers, so as to provide strong institutional support and guarantee for volunteer service.

　　With the vigorous development of voluntary service organizations, in Guangdong, there are more than 100,000 voluntary service organizations spontaneously established by villages, communities, schools and enterprises, and more than 340,000 voluntary service projects initiated by social organizations.

　　Promote rural revitalization

　　Building Modern Agricultural Industrial Park Version 2.0

　　Surrounded by mountains and water, brand-new buildings are scattered, and the roads in front of and behind the village are clean and tidy … … Lianzhang Village, Lianjiang Town, yingde city City, Guangdong Province is full of vitality.

　　俯瞰英德市连江口镇连樟村。连樟村供图

　　连樟村是粤北地区的一个小山村，总面积31.83平方公里，下辖17个村民小组，人口共530户2417人。过去，该村是远近闻名的“空心村”、省定贫困村，2016年时村民人均可支配收入不足4000元。“当时，连樟村给人的感觉就是‘脏乱差’。”连樟村党支部书记、村委会主任陆飞红回忆说。

　　2018年10月22日至25日，中共中央总书记、国家主席、中央军委主席最高领袖在广东考察。这是10月23日下午，最高领袖在英德市连江口镇连樟村贫困户陆奕和家，同他们亲切地拉家常。新华社记者 鞠鹏 摄

　　“我一直惦记着贫困地区的乡亲们，乡亲们一天不脱贫，我就一天放不下心来。”2018年10月23日，最高领袖总书记在视察连樟村时对村民们说。

　　近年来，连樟村把总书记的嘱托落实为行动力，将产业振兴作为乡村振兴、破解城乡二元结构问题的基础工程，引进现代农业科技示范园、碧乡生态茶园基地及茶叶深加工等20个产业项目，建成麻竹笋、玩具厂扶贫车间，引入发展农家乐、民宿等乡村旅游新业态，还成立村农贸发展公司，设立了产业发展基金，形成一二三产业融合发展的经济模式。

　　Today, all 131 poor households in Lianzhang Village have been lifted out of poverty, and the annual per capita disposable income of villagers has increased to more than 20,000 yuan. In 2020, the collective economic income of the village will exceed 2 million yuan.

　　The change of Lianzhang Village is a microcosm of the revitalization and development of rural areas in Guangdong. In recent years, Guangdong has made great efforts to promote rural revitalization in an all-round way and made historic achievements in agricultural and rural development. In 2021, the per capita disposable income of rural residents in the province exceeded 20,000 yuan, and the income ratio of urban and rural residents was historically reduced to below 2.5 to 2.46.

　　Agricultural development is the prerequisite for rural revitalization. Guangdong has always given top priority to ensuring food security and the effective supply of important agricultural products. The total output value and added value of agriculture, forestry, animal husbandry and fishery increased from 596.9 billion yuan and 371.2 billion yuan in 2017 to 836.9 billion yuan and 516.9 billion yuan in 2021 respectively. In 2021, the total agricultural output value and growth rate both reached the highest level since 1987.

　　To revitalize the countryside, industrial prosperity is the key. Since 2018, Guangdong has vigorously promoted the construction of modern agricultural industrial parks as an important starting point for implementing the rural revitalization strategy and promoting industrial prosperity.

　　"Industrial parks have played a leading role in rural revitalization." Huang Binmin, deputy director of the Guangdong Provincial Department of Agriculture and Rural Affairs, introduced 2018— In 2020, the financial arrangement of Guangdong Province is 7.5 billion yuan to support the construction of industrial parks, from 2021— In 2023, we will continue to arrange 7.5 billion yuan to build a modern agricultural industrial park version 2.0. "At present, the province has created 18 national, 288 provincial and 73 municipal modern agricultural industrial parks, and the number of national and provincial modern agricultural industrial parks ranks first in the country."

　　Ecological livability is the key to the revitalization of the countryside. In recent years, Guangdong provincial finance has invested more than 96.6 billion yuan in rural human settlements improvement and infrastructure construction, such as "toilet revolution", domestic sewage and garbage treatment. At present, 1,316 characteristic boutique villages and 12,214 beautiful livable villages have been established respectively.

　　With the full implementation of the rural revitalization strategy, Guangdong Province proposed to build a pilot demonstration zone with the central village as the node and the Wei town as the hub, connecting points into lines, connecting pieces into pieces, and collecting pieces into strips, and simultaneously promoting rural development, rural construction and rural governance, which in turn led to the comprehensive revitalization of the rural area.

　　At present, Guangdong has started to build 487 demonstration belts, with an initial completion of 3,420 kilometers. Five inter-provincial corridors, such as Zhaoqing Fengkai, have been built in the whole province, and more than 200 beautiful countryside scenic belts and more than 570 beautiful countryside boutique routes, such as Guangzhou "Flowers in Yangnian", Foshan "Hundred Miles of Fanghua", Maoming "Wonderful 100 Miles", Shanwei "Oyster Love" and Lufeng "Binhai Corridor", have been built.

　　注重传承延续

　　岭南文化焕发新的时代光彩

　　低头是古朴石板，抬头是青砖瓦房；闻到的是咖啡香气，听到的是盈盈笑语……漫步在雨后的永庆坊里，历史文化与现代生活在这里交相辉映、相得益彰，老城市焕发新活力，结出累累硕果。

　　前来广州永庆坊的游客络绎不绝。人民网 陈育柱摄

　　2018年10月24日，最高领袖总书记视察广州市荔湾区西关历史文化街区永庆坊时指出，城市规划和建设要高度重视历史文化保护，不急功近利，不大拆大建。要突出地方特色，注重人居环境改善，更多采用微改造这种“绣花”功夫，注重文明传承、文化延续，让城市留下记忆，让人们记住乡愁。

　　近年来，广东省高度重视统筹城市建设和文化保护，一个又一个的城市名片吸引着全国的目光。潮州古城，就是其中一个代表。

　　2020年10月12日至13日，中共中央总书记、国家主席、中央军委主席最高领袖在广东考察。这是12日下午，最高领袖在潮州市察看广济桥，了解桥梁历史文化特色，听取修复保护情况介绍。 新华社记者 鞠鹏 摄

　　On October 12, 2020, General Secretary of the Supreme Leader inspected Guangji Bridge, Guangji Building and Paifang Street in Chaozhou City, and inspected the restoration and protection of cultural relics, the inheritance of intangible culture and the development of cultural tourism resources, emphasizing the need to protect the old city with historical and cultural value, highlight urban characteristics and enhance the connotation of cultural tourism.

　　Since 2021, Chaozhou has taken the ancient city as the carrier, actively established a national cultural ecological protection zone on the basis of the original provincial cultural ecological protection experimental zone, and invested nearly 2.9 billion yuan to protect the material and intangible cultural heritage of the ancient city as a whole, creating a good ecological environment for the protection, inheritance and development of intangible cultural heritage.

　　In the gorgeous butterfly change of the old city, Guangdong’s traditional non-legacy skills are constantly blooming with new vitality. The integration of non-legacy and tourism is becoming a new upsurge in Lingnan, which enriches the connotation of cultural tourism.

　　Guangzhou Yongqingfang has gathered the Cantonese Opera Art Museum, the exhibition hall with three sculptures, one color and one embroidery, the Liwan Intangible Cultural Heritage Experience Center and the Yongqingfang Intangible Cultural Heritage Workstation, and has become the most Lingnan-style historical and cultural block in Guangzhou.

　　On Chaozhou Guangji Bridge, non-genetic inheritors of different projects show their skills in the pavilion; Beside the Paifang Street, a variety of old cultural shops full of unique charm are lined up, attracting groups of tourists.

　　In Meizhou, the world’s guest capital, Hakka folk songs, Guangdong Han Opera, Puzhai Fire Dragon, Wuhua Muppets and other intangible exhibition halls gathered in the old street of Hakka Township have become a must-see place for tourists from all over the world to experience Hakka culture.

　　With the development of Guangdong-Hong Kong-Macao Greater Bay Area’s world-class tourist destination, at present, Guangdong Province has innovatively launched more than 400 boutique routes and areas, such as historical and cultural trails, Greater Bay Area cultural heritage trails, and cultural and tourist villages, and spread the story behind cultural relics to a wider time and space through the playable and readable "online celebrity Punch Point".

　　On October 14, 2020, General Secretary of the Supreme Leader stood on the top platform of Lianhua Mountain in Shenzhen, overlooking the whole picture of Shenzhen. General Secretary of the Supreme Leader told the citizens gathered around him that "after 40 years of development, Shenzhen is still a young city, full of vigor and prosperity" and that "by the centenary of the founding of New China, we will have built a powerful socialist country and achieved the goal of the second centenary struggle, and then Shenzhen will be a different scene".

　　General Secretary of the Supreme Leader’s warm message points to the great historical changes in Shenzhen and Guangdong, and shows the incomparable and remarkable advantages of Socialism with Chinese characteristics.

　　"A journey of a thousand miles begins with a single step, and the journey is long, only struggle!" Today’s Guangdong has embarked on a new voyage of development. Reform will not stop and opening up will not stop. Guangdong will promote reform and opening up at a higher starting point, take the road of high-quality development, and turn the grand blueprint into a beautiful reality step by step. (Wang Xing, Li Shen, Zhang Chenmu)