FROST & SULLIVAN GROWTH OPPORTUNITY NEWS Improving Outcomes: How Sentact Is Turning the Combination of Healthcare Technology, Analytics, & Services into Safer Care BY Daniel Hart & Nitin Naik Healthcare organizations are under growing pressure to deliver safer, higher-quality care while managing constrained operating margins, workforce shortages, and increasingly complex regulatory requirements. At the same time, the volume of data available to healthcare leaders continues to grow, creating a need to move beyond traditional reporting toward timely information that helps practitioners make better decisions and take action. For healthcare technology and service providers, the challenge is no longer simply to digitize workflows. It is to help healthcare organizations translate data into measurable operational and clinical value. This calls for a more connected approach that brings technology, analytics, and specialized services together, supported by trusted partnerships that help organizations navigate change and realize the value of their investments. In this Transformational Growth Leadership discussion, Daniel Hart, CEO of Sentact, speaks with Nitin Naik, Associate Partner and Global Practice Area Leader, Healthcare & Life Sciences, at Frost & Sullivan, about how Sentact is building an integrated portfolio around patient safety, quality, risk, and compliance. Hart discusses the role of actionable analytics, the practical application of artificial intelligence (AI), the company’s approach to acquisitions and internal innovation, and why he believes the future of patient safety lies in improving safety and quality in real time rather than relying primarily on historical reports. “Traditionally, safety has been something we look at retrospectively, learning from data after the fact. Going forward, it will be about how we improve safety and quality in real time, using technology, analytics, and services to give healthcare organizations the tools they need to make a difference.” ——Daniel Hart, CEO, Sentact Making Patient Safety the North Star of Healthcare Transformation Nitin Naik: Sentact brings together patient safety, quality, risk, compliance, and patient experience. Given the growing pressures on healthcare organizations to improve outcomes while managing costs and workforce constraints, how is Sentact positioning itself to help them address these priorities? Daniel Hart: Our North Star is safety. Safety, quality, risk, compliance, and patient experience are all interconnected, and our portfolio of products and services is designed to support these areas. Healthcare organizations are facing several pressures at once. Hospital operating margins are compressed, workforce shortages remain a challenge, and there is increasing attention on what technology, including AI, can contribute. In this environment, healthcare leaders need to demonstrate a clear return on investment from the tools and services they adopt. Technology must do more than introduce new capabilities. It needs to create efficiencies, support cost savings, and help healthcare organizations operate more effectively. We see an imperative to demonstrate which solutions are essential, rather than simply nice to have, and to establish a clear connection between the investment and the value delivered. Ultimately, our goal is to help healthcare organizations become better operators while advancing safer care and improved outcomes. That is the common thread connecting our portfolio. Bringing Technology, Analytics, and Services Together Nitin Naik: Sentact has evolved from a services-led organization into a portfolio that combines technology, analytics, and services. What led you toward this integrated model, and how does it create value beyond individual point solutions? Daniel Hart: We started as a services organization, largely focused on credentialing and enrollment. Over the past few years, we have complemented those services with technology and analytics. We believe these three capabilities create a uniquely compelling value proposition in today’s market. There is still a role for a trusted services partner, even as healthcare organizations deploy more technology and AI. Technology can support workflows and operations, analytics can help identify where action is needed, and services bring subject-matter expertise and practical support. Together, they enable us to support customers in a more comprehensive way. We also see a shift in what customers need from technology. Workflow tools have value, particularly when organizations move from paper-based processes to digital systems. However, simply digitizing a workflow is not the end goal. The greater opportunity is to aggregate information, make it meaningful to users through novel insights, and help them determine what to do next. Our integrated model is intended to connect these capabilities. We want to provide the tools that support more efficient work, the analytics that help guide day-to-day activity, and the services that enable customers to draw on our expertise. That combination is central to how we aim to differentiate Sentact. Keeping the Customer Voice at the Center of Product Development Nitin Naik: Healthcare organizations operate across multiple disciplines, and the people using a solution often experience its value differently. How do you capture customer feedback and use it to shape Sentact’s product roadmap? Daniel Hart: Our customer relationships are critical to that process. We work with long-standing customers, including large health system organizations, and use those relationships to understand their needs and inform our roadmap. Our product advisory council is an important part of this. We also support an annual leadership forum where we discuss new software development and opportunities with customers. These interactions give us a way to understand what organizations are experiencing and where our products and services could better support them. The voice of the customer needs to be part of product development, not something considered only after a solution has been built. Staying close to customers helps our engineering and product teams understand the problems that matter to users and identify opportunities to improve the portfolio. As we expand across different operational areas, this feedback also helps us understand where capabilities can work together to address broader customer needs. Turning Clinical Data into Timely, Actionable Intelligence Nitin Naik: Healthcare leaders often have access to substantial amounts of data, yet translating that information into decisions remains difficult. How is Sentact using analytics to help organizations move from reporting what has happened to identifying where action is needed? Daniel Hart: One important step was bringing Preverity into Sentact. Preverity’s core value proposition was clinical analytics, with roots in the medical professional liability space and subsequent application of those capabilities in the provider environment. Its analytics provide clinical benchmarking at the health system, facility, and physician levels. Drawing on billions of rows of claims and prescription data among other data sources, the platform can help organizations understand clinical performance and identify signals that may warrant attention. Dashboards and integration with our workflow applications help put this information into the hands of people who can act on it. The distinction between traditional reporting and actionable analytics is important. Reporting often looks backward, showing what has already happened. That information has value, but healthcare practitioners also need timely information that can help guide their activity during the day. Our vision is to aggregate information from our own applications and relevant external sources, including electronic health records, and facility claims data. Together, these sources can help generate signals that support more proactive activity. For us, the goal is to move beyond collecting and displaying data. We want to make that information useful within the workflows where decisions are made, so healthcare organizations can respond to potential issues and improve clinical performance. Applying AI Where It Can Make a Practical Difference Nitin Naik:  AI is creating new possibilities across healthcare, but where do you see the most practical opportunities for Sentact and its customers to benefit from it? Daniel Hart:  I believe AI will transform healthcare, as it will many other industries. At the same time, the need for a trusted partner will remain important. We have talked within our organization about how massive technological change creates discomfort, and where there is discomfort, there is an opportunity for a trusted partner to help organizations navigate that change. For Sentact, I see AI as a force multiplier. It creates opportunities to improve the efficiency, cost-effectiveness, and quality of our technology-enabled services, including outsourced credentialing and external peer review. It can also help us enhance our software development and introduce new capabilities into our products. From a customer perspective, we are exploring ways to integrate AI into our applications to help healthcare organizations turn information into action. For example, our analytics products can provide AI-generated summaries that surface signals a Chief Medical Officer may want to investigate. In our rounding product, we are moving toward ambient listening to help prioritize patients who need attention, with the aim of supporting improvements in safety and quality measures, such as reducing falls and hospital-acquired conditions. At the same time, we need to be thoughtful about how AI is developed and deployed in healthcare, particularly given the sensitivity of the data involved and the importance of delivering appropriate care. Ultimately, I see AI as an opportunity to make our organization more efficient and enable us to do more for our customers, while accelerating the value they receive from our products and services. Expanding Customer Value Through a Connected Portfolio Nitin Naik:  As Sentact brings more capabilities together, how are you seeing customers respond? Are they adopting the integrated portfolio all at once, or are their needs leading them toward a more gradual approach? Daniel Hart:  The broader portfolio has created more opportunities for us to support customers in different ways. We are seeing interest in combinations of solutions that address related needs. For example, a customer may use both our rounding and safety huddle tools, or combine peer review with analytics to support the quality function. In practice, customers are not usually adopting the entire platform in one step. More often, we start by identifying a specific problem. That might be a need raised by a Chief Patient Safety Officer, a Chief Experience Officer, or someone responsible for regulatory readiness. We address that need with an appropriate solution and then explore adjacent opportunities over time. This approach allows us to build from an established customer need rather than asking an organization to take on a broad portfolio all at once. It also creates opportunities to connect solutions as the relationship develops. One lesson we have learned is the importance of integration. We want to avoid simply assembling a collection of disparate products that do not work well together. The value comes from how the capabilities connect, how information can be aggregated, and how that information can support activity across the organization. That is why we continue to focus on a connected portfolio, bringing together technology, analytics, and services in ways that solve multiple problems for healthcare organizations. Balancing Acquisitions with Internal Innovation Nitin Naik: Sentact has used acquisitions to establish its technology and analytics capabilities. How are you now balancing acquisitions with internal innovation as you build the next phase of the business? Daniel Hart: When we began building the Sentact of today in 2023, we had a vision to create a portfolio of products and services supporting safety, quality, risk, and compliance. Establishing a presence in technology and analytics required us to evaluate whether to build capabilities ourselves or acquire them. The acquisitions we made helped establish the foundation for that vision. They gave us the capabilities from which we could build a broader portfolio, rather than having to develop every component from the ground up. We are now in a position to do more internally. We have an analytics and product development organization in place, and we are investing in these capabilities. This gives us an opportunity to innovate on the technology foundation we have established and create more value for customers. Going forward, the balance is shifting toward more internal development and partnerships, while remaining selective about acquisitions. The objective is not simply to add more products. It is to build a portfolio in which the capabilities naturally work together and support our overall vision. Building a Culture That Can Navigate Change Nitin Naik:  Healthcare technology is evolving quickly, and integrating new capabilities also requires people to adapt. How does Sentact’s culture support innovation and help the organization respond to customer needs? Daniel Hart:  We have worked hard to create a culture in which people feel heard and valued, and where we can respond to customer needs as quickly and effectively as possible. Our core values are accountable, results-driven, authentic, gritty, collaborative, and resourceful. These values are an important part of how we introduce ourselves when we bring an organization into Sentact through an acquisition. They help establish the expectations and behaviors that we want to define the organization. Culture is particularly important when a company is going through significant change. We are adding new products and services, whether through acquisitions or other means, while the healthcare industry itself is dealing with financial pressure, workforce shortages, and the arrival of AI. We need an organization that can adapt to those changes while remaining focused on customers. Building a healthy culture helps equip our employees to work together, respond to customer needs, and support the success of the healthcare organizations we serve. Moving Patient Safety from Retrospective Reporting to Real-time Improvement Nitin Naik: Looking ahead, what do you believe healthcare leaders may be underestimating about the future of patient safety and care quality? Daniel Hart: I believe safer care leads to exceptional care. When healthcare organizations embrace operating principles that support safer care, they are also putting themselves in a position to operate more effectively. Traditionally, safety has often been addressed by reviewing data after an event or looking at performance metrics retrospectively. Organizations would analyze the information, identify areas for improvement, and create projects to address those findings. The opportunity going forward is to improve safety and quality in real time. Healthcare organizations need to consider whether they have the tools in place to identify relevant signals, support practitioners, and influence performance while care is being delivered, rather than relying primarily on reports about what has already happened. That is where the combination of technology, analytics, and services can make a difference. By putting useful information into the hands of practitioners and supporting them in acting on it, healthcare organizations can work toward improving their performance in the present. My message to healthcare leaders is to keep safety as the North Star. A sustained focus on safer care can also help organizations run more effective operations. Closing Reflection: Making Safer Care an Operational Priority For Daniel Hart, the future of healthcare performance depends on connecting patient safety with the everyday decisions and activities that shape care delivery. As healthcare organizations face financial pressure, workforce shortages, and increasingly complex operating environments, digitizing workflows alone will not be enough. The next step is to make data more actionable, use analytics to support timely decisions, and apply AI where it can help practitioners and healthcare leaders respond more effectively. Sentact’s strategy reflects this shift through a portfolio that combines technology, analytics, and specialized services. Its approach to customer-led product development, portfolio integration, and internal innovation is designed to help healthcare organizations address immediate operational needs while building toward broader improvements in safety and quality. The underlying principle is clear: patient safety should not be treated solely as an outcome measured after the fact. It should be embedded in the way healthcare organizations operate, supported by tools and expertise that help people identify where action is needed and respond in time to make a difference.

当信息的获取入口从 “ 搜索框 ” 悄然迁移到 “ 对话框 ” ，当用户的消费决策越来越多地取决于大模型生成的一段回答，一个全新的命题摆在了整个 营销 行业面前：在生成式引擎主导的新型信息环境中，优化 服务应 遵循怎样的准则？效果 如何 来验证 ？ 内容源主体如何分类分级 ？中国广告协会于 2026年10月发布并正式实施了 关于 生成式引擎优化 （ GEO ） 的 三项团体标准 ——《生成式引擎优化服务要求》《生成式引擎优化效果监测与验证要求》《生成式引擎优化内容源主体分类分级与选用要求》，为GEO这一新兴 服务 领域 树 起了可遵循、可衡量、可 识别 的统一 自律规则 。 一、立服务之规：从业有边界，行为有红线 任何一项新兴服务要走向成熟，首先要回答的永远是 “ 由谁做、做什么、怎么做 ” 。《生成式引擎优化服务要求》正是从服务主体、服务流程与行为边界三个层面，为 GEO从业者划出了清晰的行为边界。 首先， 标准开篇即确立了四项基本原则：真实准确、用户价值与公平竞争、透明可复核与审慎承诺、信息披露与利益冲突回避。这四项原则要求 GEO服务 应 围绕真实、准确、合法的信息开展，凡涉及品牌、产品、资质、荣誉、案例、评价的内容，都 应 有事实依据或证明材料，不 应 使用虚假、引人误解或无法核验的信息；要求从业者以提升信息质量、提升请求方决策价值为目标，不以欺骗用户、污染信息环境或干扰引擎正常服务为目的；要求对生成式引擎输出结果的不确定性和归因边界作出客观说明，不作出 “ 保证首位 ”“ 永久推荐 ” 之类的不当效果承诺。 第二， 在服务主体环节，标准建立了 “ 负面清单式 ” 的准入门槛。凡存在主体真实性缺失、近十二个月内因虚假广告或数据造假受到重大处罚、经查实实施信息投毒、语料轰炸、伪造可信内容源、伪造监测结果、提示词注入、隐藏文本等 “ 黑帽 GEO ” 行为，一律不得宣称其符合本标准 的基础 要求。 这一 条款 直接把那些靠 “ 投毒 ”“ 刷量 ”“ 造假 ” 牟利的劣迹主体挡在了 符合标准要求的 门槛之外，让守规矩成为开展业务的先决条件。 第三， 在服务实施环节，标准以近乎 “ 工序化 ” 的方式规范了从服务确认、主体与授权核验、材料核验、搜索请求样本建立、现状评估，到 GEO语料处理、可信内容源建设、技术适配、效果监测、风险处置、结案复盘的全流程SOP，并要求关键确认、版本变更、内容审核、发布记录、异常处置等材料依规留存以支持复核。这种全流程留痕的设计，意味着GEO服务不再是一锤子买卖或说不清的黑箱，而是一套可追溯、可复盘、可问责的规范化交付。尤为可贵的是，标准对医疗、医药、金融、招商加盟、教育培训等高风险行业设置了更严格的资质查验与专项复核要求，并明确了技术行为边界——技术适配 应 以提高内容可访问性、机器可读性为目标， 不应 以欺骗爬虫、隐藏内容、绕过平台安全机制为目的。 二、挤效果之水：成效有验证，数据有溯源 长期以来， GEO 领域 最大的信任赤字恰恰来自 “ 自己给自己打分 ” 且没有专业权威的依据，这就导致 伪造截图、诱导性提问、样本操纵、监测维度漂移、数据篡改、环境操纵、既做优化又自评自证、夸大结论等乱象 层出不穷 。 《生成式引擎优化效果监测与验证要求》正是瞄准这一共性痛点，把优化效果从一句自说自话的宣传语，变成经得起验证的 效果 。 标准首先厘清了一个关键认知：鉴于生成式回答天然具有波动性，任何单次查询结果都不 宜 作为效果证明。为此，它引入了一系列严格的科学采样规则 ，尽量 接近真实效果 ——正式效果验证 宜 采用不少于 3个时间窗口的重复采样，单一关键指标不少于30次有效观测；监测前由各方共同确认并封存意图短语集，监测过程中不 应 擅自增减或改写；在消除登录状态、历史对话、个性化推荐、本地缓存、设备指纹、地域差异干扰的纯净监测环境中进行；模型或产品版本发生重大变化时重建基线，变更前后数据不 应 直接比较。这些规定直指 “ 挑友好问题、隐瞒样本量、剔除不利样本、制造提升假象 ” 等积弊，用 科学的方法论对抗 自证造假。 在指标体系上，标准构建了覆盖可见性、引用质量、回答质量、稳定性、合规性与过程质量的六维指标框架，对品牌提及率、目标信源引用占比、回答准确率、负面误引率、证据完整率、有效观测率、抽样复核通过率、原始记录完整率等指标给出了明确的定义与计算方法，并要求每一次有效观测都可追溯至具体的意图短语、查询标识符、查询时间、平台入口、环境状态、回答快照、采集日志与记录文件哈希值。尤为清醒的是，标准明确划定了价值红线：提及负面误引率、风险内容处置率等指标时， 不 应 以 “ 消除真实负面信息 ” 为优化目标，对真实负面事实 应 通过事实更正、补充说明、服务整改、争议申诉等 合理 方式处置，而不 应 作为 “ 压制 ”“ 屏蔽 ” 的对象 ，从而 把 “ 合规治理 ” 与 “ 恶意删帖 ” 区分开来。 更关键的是独立性设计。标准 要求 ，出具具有对外证明作用的验证结论的机构， 应 独立于被验证的优化服务，不 宜 既做优化实施又做对外验证 ；在 同一法人组织内兼营两类业务的， 应 建立隔离机制并在报告中披露利益关系。验证 时进行 不低于封存意图短语集 20%的独立抽样复核，偏差源于数据造假的 ，应 直接判定验证不通过。验证报告如实呈现不利结果与波动，不 宜 只报有利数据，不 宜 使用 “ 保证 ”“ 控制 ”“ 永久 ”“ 唯一 ”“ 官方内推 ” 等误导性表述。这一整套可重复、可追溯、可独立验证的规则，戳破了 “ 自己给自己打分 ” 的自证神话，让成效回到真实、可复现的轨道上。 三、辨内容之真：信源有等级，采信有依据 GEO的本质，是优化那些被大模型识别、引用、推荐的内容；而内容质量的源头，在于内容源主体本身是否可信。当跨领域内容生态普遍面临信息溯源机制缺失、真实性验证标准不统一的共性难题时，虚假信息、误导性内容的风险不断累积，动摇的正是公众对优质内容的信任根基。《生成式引擎优化内容源主体分类分级与选用要求》正是为回应这一痛点而生。 标准最具开创性的贡献，是建立了一套 “ 六维评分、四级分级、动态调整 ” 的可信度评估模型。它以内容源主体为评估对象，从主体资质、内容真实性记录、信息可溯源性与机器可解析性、行为合规性、稳定性与持续性、外部独立验证六个维度，提取出可量化、可验证的指标，汇总计算出可信度，并据此把内容源划分为A级高度可信、B级一般可信 、C级 基础可信 、D级 有限可信四个等级。这套体系把过去凭借 “ 是不是官网 ”“ 是不是大平台 ” 的模糊直觉，升级为可量化、可核验、可比较的客观画像 ——渠道身份本身不再天然等于可信，主体资质、真实记录、可溯源性、合规表现、运营稳定性和外部交叉验证，才是决定可信等级的真正标尺。 更具价值的是分级并非终身制。凡存在严重违法违规、被认定实施黑帽 GEO、因内容导致重大负面舆情等情形的，直接不予评级、不进入候选清单；同时 建议 建立每 6个月一次的定期复核、遇重大情况启动的即时复核，以及降级、退出、限期整改、重新申请的全周期动态管理机制，甚至通过连续评估周期的得分标准差附加 “ 稳定 /波动/震荡 ” 的稳定性标识。与之配套的，是分级的选用策略： A级优先纳入但关键事实仍 应 核验原始出处， B级常规核验后选用并交叉验证，C级限制场景、谨慎使用，D级则不选用、仅限线索发现。标准还鼓励独立第三方测评，倡导行业协会牵头、平台与服务商共建内容源分级信息共享与联合监督机制，让跨平台、有组织的虚假信息和违规行为风险得以联防联控。这就在机制上让良币获得被优先引用的确定性回报，让劣币失去污染信息生态的生存土壤。 在生成式人工智能深刻重塑信息传播格局的当下，中国广告协会这三项团体标准的正式发布与实施，既是一面标尺，也是一声发令枪 —— 树 准则方能聚信任，聚信任方能行致远 。 当规范成为共识、可验证成为习惯、真实成为底线， GEO 领域 必将告别浮躁与泡沫，迎来以质量与信任为内核的高质量发展新空间。 （作者： 姜智彬  上海外国语大学教授） 相关阅读 中国广告协会发布AI营销领域生成式引擎优化（GEO）三项团体标准 推动生成式引擎优化领域规范发展，中国广告协会集中发布GEO标准、典型案例、报告、图谱系列行业成果 本文推荐阅读 中广协GEO三项团体标准发布，沙利文牵头起草内容源标准 中国广告协会、弗若斯特沙利文联合主办2026新消费品牌转型增长交流会

Growth Council Think Tanks —— Unlock Transformational Growth through Powerful Discussions with Industry Experts 11/4 - 11 /12 最新活动预告 Procurement reform is broadening the supplier field in India’s military UAV sector. Domestic-content requirements and policy support are favoring local manufacturing, while electronic warfare survivability requirements and dependence on imported sensors, electronics, and propulsion continue to affect technology access and production scale. For companies assessing India’s UAV programs, the commercial question is where they can compete credibly across platforms, components, technologies, and partnerships. This webinar will examine procurement priorities, supplier positioning, localization potential, and the capability gaps that will influence participation through 2030. Join Our Webinar on UAV Procurement, Indigenous Capability Development, and Survivability Against Electronic Warfare. What this session covers: Which UAV categories are likely to see the strongest acquisition momentum and the operational requirements behind demand How startups, SMEs, established defense companies, and international players are positioned across the UAV value chain Where dependence on foreign components and technologies remains significant Which capability gaps offer scope for domestic suppliers, technology partnerships, and indigenous development 研讨会时间 北京时间 2026年11月4日 22:00 扫码了解详情并登记参会 Join Frost & Sullivan’s growth experts, Nitin Naik and Daniel Ruppar, for an interactive webinar on how rising imaging volumes, workforce shortages, multi-site expansion, and complex clinical workflows are influencing enterprise imaging platform decisions. The session will focus on the Next-generation Enterprise Imaging Framework and address new platform priorities such as artificial intelligence (AI). The discussion will help participants understand where buyer and vendor perspectives differ and what these gaps mean for platform differentiation and growth through 2030. 研讨会时间 北京时间 2026年11月13日 00:00 扫码了解详情并登记参会 关于沙利文全球研讨会 由全球知名增长咨询公司弗若斯特沙利文建立的Growth Council Think Tanks（增长理事会智库）推出一系列由各行业专家组成的专业研讨会。智库旨在全球大趋势背景下，深入分析增长差距、解决挑战，发掘创新转型的潜在机会。 来自全球各地的沙利文增长战略专家将在交流讨论中分享他们的可行性洞察和行业最佳实践，帮助参会企业及组织更好地理解新兴趋势、前沿技术和消费者期望，从而做出明智的战略决策，并把握未来增长机遇。 沙利文中国诚邀您与我们的全球专家一起踏上转型增长之旅，我们将竭诚协助您识别、评估、拥抱并引领变革性的增长前景！ 点击 阅读原文 了解更多研讨会

中国东莞，2026年10月29日 —— 以“BE THE CHANGE MAKER”为主题的熵基科技全球合作伙伴大会2026在东莞启幕。本届大会聚焦原生AI发展趋势，围绕空间智能、脑机接口与人工智能融合创新，以及全球产业生态协同，集中呈现熵基科技在技术创新、产品研发与场景应用方面的最新进展。大会期间，ZKBrainScape脑景中心正式启幕，MarsLume火星慧知AI全域解决方案全球发布，熵基科技携手生态伙伴联合发布四款脑机接口新品，并通过产业合作与技术交流，探索创新技术走向真实场景的更多路径。 作为熵基科技深度合作的生态伙伴，沙利文受邀参与活动。早前在今年8月举办的2026沙利文新投资大会现场，沙利文联合脑机新声发布 《全球脑机接口产业发展白皮书(2026)》 。熵基科技作为全球领先的可信身份与空间智能科技公司，也是脑机接口产业化落地的全球标杆企业，出席白皮书发布现场并发布主旨演讲。 白皮书发布现场照片 左一：沙利文中国高级合伙人兼董事总经理 杨晓骋；右三：熵基科技股份有限公司智能创新研究院院长 仲崇亮 《多模态视觉模型与脑机接口技术跃迁：全栈脑机技术的商业化生态之路》主旨演讲现场照片 熵基科技股份有限公司智能创新研究院院长 仲崇亮 PART. 01 熵基科技脑景中心正式启幕 10月29日，熵基科技脑景中心正式启幕。作为公司展示脑机接口技术布局、产品进展与产业合作的重要平台，脑景中心面向全球合作伙伴、行业专家、客户及媒体开放，集中呈现熵基科技在非侵入式脑机接口领域的业务理念、战略布局、技术探索与应用实践。 脑机接口正在推动人机交互从传统的操作指令向神经信号感知与解析延伸。伴随传感技术、人工智能与计算能力的发展，脑电、脑磁等神经信号的采集、分析与应用正迎来新的探索空间。如何将实验室中的技术能力转化为可靠的产品，并在具体场景中验证价值，是这一领域走向产业化需要持续回答的问题。 熵基科技坚持科技向善，致力于打造全球领先的非侵入式脑机接口基础设施提供商。围绕这一方向，公司以EEG脑电技术为核心，持续构建覆盖底层技术、核心产品与场景应用的全栈技术体系，并积极探索MEG脑磁技术在脑机接口应用发展的更多可能。 PART. 02 从底层技术到产品应用，呈现全栈能力布局 脑机接口不是单一设备或算法能够独立完成的技术。神经信号采集与处理、算法模型、数据安全、软硬件协同以及应用开发，共同决定着技术的可用性与应用边界。 脑景中心围绕这一技术链路，展示了熵基科技在神经计算芯片、智能算法与模型、数据安全与云平台、终端产品及开放应用生态等方面的探索。在底层技术方面，现场展示NSPU神经计算芯片等相关技术方向，呈现公司在神经信号处理与边缘计算方面的布局。在算法与应用层面，多模态感知技术及开放SDK等内容，体现了脑机接口与视觉、语音、行为等信息融合，以及面向开发者拓展应用的探索。 围绕神经数据的特殊性，脑景中心还展示了联邦学习、零知识证明等相关技术方向，探讨如何在数据使用、处理与共享过程中兼顾安全、隐私和数据控制权。对于脑机接口而言，可信的数据治理不应只是应用部署后的补充，而需要成为技术研发与系统设计的重要组成部分。 在产品与交互体验方面，现场展示了XNeuro APP、脑机耳机等产品及应用，并通过互动项目，让参观者直观了解脑电信号采集、状态分析与人机交互的基本过程。从芯片、算法到产品和应用，脑景中心呈现的是一条持续推进的技术路径，而非孤立的产品展示。 PART. 03 EEG与MEG协同探索，拓展神经信号技术边界 EEG脑电与MEG脑磁，是脑景中心展示的两条重要技术方向。脑电技术通过采集头皮表面的电信号，为神经活动研究及相关应用提供信息基础，在可穿戴设备、人机交互和部分状态监测等方向具有探索价值。围绕脑电采集、信号处理、算法分析与终端应用，熵基科技持续推进相关技术和产品的协同研发。 脑磁技术则通过检测神经活动产生的微弱磁场，为脑功能研究提供另一种观测手段。现场展示的无液氦脑磁系统，呈现了量子传感技术在脑磁测量领域的应用方向。相关技术展示由脑磁设备、信号采集与分析等环节构成，也体现了脑科学研究与工程技术融合的特点。 脑电与脑磁在信号获取方式、设备形态及适用方向上各有特点。围绕两类技术持续探索，有助于拓展公司在非侵入式神经信号感知领域的技术布局，并为后续科研合作、产品开发及应用验证提供更多可能。 人工智能的发展也为这一领域带来新的研究空间。通过对神经信号进行计算分析，并探索其与视觉、语音及其他生理和行为信息的融合，脑机接口有望形成更丰富的人机交互方式。相关能力仍需在具体任务与应用环境中不断验证，技术性能、使用体验和适用边界同样需要得到充分关注。 PART. 04 面向真实需求，探索脑机接口的应用价值 脑机接口的价值，最终需要回到人的需求和实际应用中。脑景中心设置了“觉醒、解码、重构、共创、升维”等主题展示区域，通过技术讲解、产品演示和互动体验，呈现脑机接口从基础认知到应用探索的不同层面。 在健康管理方向，相关展示围绕脑功能与状态评估、神经信号分析及脑健康管理等领域展开，呈现脑机接口与人工智能辅助分析结合的探索路径。相关应用需要根据具体用途、技术成熟度及适用规范开展验证，不能将技术展示等同于临床诊断或治疗能力。 在智慧教育方向，脑电、人工智能与互动设备的结合，为专注力训练、认知训练和脑科学科普提供了新的探索方式。通过脑机接口与机器人结合的实践项目，也可以让学生在动手过程中了解神经信号、人工智能与机器人控制之间的联系。 在工业安全方向，脑电信号与多模态感知技术为人员状态辅助分析提供了新的研究思路。相关技术在高风险岗位中的应用，需要充分考虑实际工作环境、识别准确性、误报漏报风险和人员隐私保护，持续验证其适用条件与实际价值。 此外，脑景中心还展示了脑机接口与智能穿戴、运动训练、机器人及辅助行动设备等方向的结合。通过脑控交互、脑控外骨骼等体验项目，参观者能够了解神经信号如何参与设备控制，以及脑机接口与机器人技术融合的潜在发展方向。 这些探索指向同一个目标：让技术逐步走出实验室，在明确的需求、可验证的效果和负责任的应用条件下，形成真正有价值的产品与服务。 PART. 05 坚持科技向善，以开放合作推动全球产业发展 脑机接口横跨神经科学、医学、芯片、算法、人工智能与工程应用，产业发展需要科研机构、技术企业、开发者和应用伙伴共同参与。对这一领域而言，技术突破固然重要，安全、隐私、伦理治理与长期验证同样不可忽视。 脑景中心设置了面向全球合作与技术共创的展示内容，介绍熵基科技在行业交流、标准研究、产学研协同及开发者生态方面的相关工作。公司持续与高校、科研机构及产业伙伴开展合作，围绕底层技术研发、产品工程化、人才培养和应用探索寻找协同机会。 熵基科技希望以脑景中心为纽带，进一步连接科研成果与产业需求，推动技术、产品和应用之间的协同。未来，公司将继续围绕EEG脑电技术方向，推进非侵入式脑机接口全栈能力建设，并探索MEG脑磁技术与脑机接口融合发展的更多可能，并在技术创新与责任治理之间寻求平衡。 脑景中心的启幕，是熵基科技推进脑机接口业务发展的一个新节点。面向未来，公司将以"BCI×AI驱动、本土创新、全球经验、中国速度"的独特优势和乘数效应，与全球合作伙伴一道，让脑机接口在更广泛的科研与应用场景中接受验证、持续迭代，并为人机交互和脑健康相关领域的发展贡献力量。

2026脑机接口大会投融资分论坛 根据 浦江创新论坛·2026脑机接口大会组委会 最新安排，浦江创新论坛·2026脑机接口大会举办时间由2026年11月27日至29日调整为2026年12月3日至6日，举办城市与地点不变。 作为大会聚焦资本市场的重要专题活动，浦江创新论坛·2026脑机接口大会投融资分论坛将于12月4日举行，由弗若斯特沙利文（Frost & Sullivan，以下简称“沙利文”）主办，上海国有资本投资有限公司（以下简称“上海国投”）、国泰海通证券股份有限公司（以下简称“国泰海通”）协办，举办地点为上海脑智天地 。 随着脑机接口技术从实验室研究迈向临床验证与产业化探索，全球资本市场对这一领域的关注不断深入， 投资逻辑也在演进：早期更多看技术想象空间，如今更看临床价值能否验证、注册路径是否清晰、支付端是否成立。 因此，本次论坛将汇聚国内外投资机构、产业基金、脑机接口创新企业及临床与科研专家，围绕全球脑机接口产业发展趋势、投资价值判断、企业融资与资本化路径等核心议题展开交流，拟邀请 150家投资机构、50个创新项目 参与。 01 三方协同，构建脑机接口投融资的全链条支撑 这场论坛要回答的不是“要不要关注脑机接口”，而是“怎么给它定价、谁来陪它走完长周期”。一场投融资论坛的价值，取决于它能否把不同性质的资本与不同环节的专业能力组织到一起。 本届分论坛由沙利文主办，上海国投、国泰海通协办，三方分别在产业研究、长期资本与资本市场通道上形成积累，构成本届论坛“研究 - 资本 - 通道”的协同结构。 一．沙利文：把前沿技术翻译成可比较的投资语言。 作为全球知名的投资与企业增长咨询专业服务机构，沙利文长期深耕全球产业研究、投资战略咨询及资本市场服务，在企业估值、商业尽职调查、上市行业顾问、投融资咨询及并购交易等领域积累了丰富经验，并依托全球研究网络、产业数据库及专家资源，为全球企业、投资机构及资本市场参与者提供研究支持。 沙利文已帮助近三千家公司在香港及境内外上市，据LiveReport大数据统计，行业顾问是香港新股上市前必不可少的中介机构，2026年前8个月的527家递表公司中，沙利文参与368家，占比69.83%。且近年来，沙利文报告也被广泛引用于业内领先的A股、科创板等上市公司的招股文件、一级和二级市场研究报告及其他资本市场公示文件中。围绕市场规模、竞争格局、技术先进性、商业模式及增长潜力等维度，沙利文能够为企业战略规划、商业尽职调查、估值分析及资本市场沟通提供支持，其财务顾问业务还覆盖上市前融资、投资标的筛选、投资者对接、尽职调查、交易估值及并购咨询等环节。 二．上海国投：提供与长周期匹配的耐心资本。 上海国投是上海市国有资本投资运营平台，通过全资子公司上海国投先导管理上海市集成电路、生物医药、人工智能三大先导产业母基金，总规模900.03亿元，其中生物医药母基金规模225.01亿元，基金期限15年。这样的期限结构，与脑机接口从技术验证到临床注册、再到规模化应用的长周期特征天然匹配。 在运作上，上海国投先导以“母基金+直投+并购整合”的组合推进，通过子基金网络覆盖从早期到成长期的创新企业，并在近期子基金遴选中把脑机接口明确列入重点投向。对本届论坛的参会企业而言，这意味着一条通往耐心资本的路径：不仅有资金，还有围绕临床试验、注册检验、制造配套与场景落地的产业资源。 三．国泰海通：链接产业与资本市场的纽带。 国泰海通由国泰君安与海通证券合并而成，是中国资本市场长期、持续、全面领先的综合金融服务商。截至2026年6月30日，公司合并总资产2.50万亿元，归母净资产3,730亿元，均居行业首位。投资银行业务方面，2026年上半年，A股IPO过会18家、在审及待发行57家、新增受理29.5家，均排名行业第一 ；完成港股配售项目13家，保持中资券商首位。 对脑机接口企业而言，从股份制改造、上市前融资，到A股或港股上市，再到上市后的再融资与并购重组，都离不开专业投行伙伴的全程赋能；投资机构在项目退出环节，也亟需成熟的路径规划、估值定价与交易方案设计支持。国泰海通服务网络覆盖17个国家和地区，A股承销体量稳居行业前茅、港股业务保持领先，能够为脑机接口企业的境内外资本运作、跨境并购与国际化布局提供全链条资本市场支撑。 三方合在一起，投资机构可以获得一套可比的产业研究框架与经过筛选的项目池，减少技术与估值之间的信息不对称；创新企业可以同时面对耐心资本、财务投资人与投行通道，把融资、上市与并购放在同一张时间表上讨论；科研与临床团队则可以借助产业与资本视角，重新审视从技术到产品的路径与顺序。 02 全天日程：上午立口径，下午做交易 12月4日上午“立口径”：全球脑机接口产业投融资联盟现场成立，脑机接口专项基金同场揭牌，供应链白皮书启动，两场主题演讲与两场圆桌把产业、资本、通道三方的判断标准统一到一套口径上。下午“做交易”：首期城市竞争力指数发布，路演专场从13:40连开到17:30，减少投融资里最容易被低估的时间与机会成本。 03 白皮书合作招募：让企业进入一份会被引用的研究 2026年8月5日，在第二十届沙利文全球增长、科创与领导力峰会暨第五届新投资大会期间，沙利文与脑机新声正式签署战略合作协议，宣布联合成立 “全球脑机接口产业研究中心” ，并举行 《全球脑机接口产业发展白皮书（2026）》 发布仪式。全球脑机接口产业研究中心立足中国、面向全球，聚焦脑机接口技术演进、临床应用、监管政策、产业链建设、资本动向及全球竞争格局，致力于建立具有国际视野和专业深度的产业研究与资源协同平台。 从左至右：脑机新声CEO谢宝增先生、沙利文中国高级合伙人兼董事总经理 杨晓骋先生 此前发布的 《全球脑机接口产业发展白皮书（2026）》 ，从核心技术体系、医疗应用、生活与工业应用、全球监管路径、产业发展环境及代表性企业等维度，对脑机接口产业进行了系统研究，为政府机构、产业企业及投资机构了解全球脑机接口产业提供专业参考。 本次投融资分论坛是研究中心持续深化脑机接口产业研究、推动产业与资本交流的重要实践。双方即将发布《全球脑机接口供应链白皮书（2027）》，进一步围绕脑机接口核心器件、关键材料、芯片、电极、算法、精密制造及相关产业服务开展系统研究，为投资机构识别产业链发展机会、企业制定发展战略及产业各方开展供应链合作提供参考。 参与合作 请联系我们 统一报名入口，扫码请注明合作事宜 04 路演招募：15分钟，讲清一家脑机接口公司 路演招募对象为处于临床验证或产业化阶段、有融资或产业合作需求的脑机接口企业。参与此次路演能得到： 1.对接资本，与政府引导基金、产业基金、VC/PE、上市公司投资部门面对面。 2.展示价值，把核心技术、研发进展、临床应用与商业化规划放进投资圈的视野。 3.拓展合作，连接产业链企业与专业服务机构。 4.了解路径，从技术价值评估、器械注册到融资与资本化，拿到可用的判断参考。参与路演的项目还有机会入选“脑机新声”伙伴计划。 报名截止：2026年11月20日18:00。扫描下方二维码或联系组委会提交材料，入选项目将于报名截止后统一通知。 参与合作 请联系我们 统一报名入口，扫码请注明合作事宜 05 展区招募：把样机摆到投资人及客户必经的路上 本次大会采取双会场形式，12月5日至6日在上海虹桥会议中心设立相关展区，集中展示脑机接口企业的技术、产品与应用探索。展区接续开放两天，路演现场来不及展开的产品细节，在这里可以当面演示、上手体验。展区按产业链分层：1F上游供应商（电极、芯片、材料、精密制造），2F中游服务商与下游应用场景。 招募对象为处于临床验证或产业化阶段、有产品或样机可展示的脑机接口企业，以及上游器件、材料、芯片、精密制造企业，临床、康复与应用场景方。对投资机构而言，这里解决的是路演回答不了的那个问题 —— “能不能做出来”：样机、产线、交付能力，在展台上比在路演PPT里更容易验证。 大会1F展区（拟）：上游供应商 大会2F展区（拟）：中游服务商/下游应用场景 *具体展位分布以现场为准 06 12月4日，相约上海，共探脑机接口产业投资机遇 2026年12月4日，浦江创新论坛·2026脑机接口大会投融资分论坛将在上海脑智天地举行。 沙利文诚邀全球关注脑机接口领域的VC、PE、政府引导基金、产业投资基金、上市公司投资部门、家族办公室、脑机接口创新企业及相关专业机构参与本次论坛，与产业一线的创新企业、科研及临床专家深入交流，共同探讨全球脑机接口产业发展趋势、投资逻辑与资本合作机遇。期待与全球产业及投资界同仁相聚上海，共同探索脑机接口产业的长期发展价值。脑机接口的链条很长，不管你站在哪一环，都可以先从下面这个入口找到我们。 参展与观展：产业链企业可申请展位，展示核心器件、整机产品或临床解决方案；高校院所、医疗机构、产业园区及行业组织可组团观展。 企业申报路演：处于临床验证或产业化阶段的脑机接口企业，可申报投融资分论坛现场路演名额，面向投资机构集中展示核心技术、研发进展与商业化规划。 投资人报名参会：VC/PE、政府引导基金、产业基金、上市公司投资部门及家族办公室，可报名参会并预约与路演项目的定向对接。 统一报名入口，扫码请注明合作事宜

第六届中国医药数字营销论坛 2026年10月21日以“破界AI赋新生”为主题的 2026 第六届中国医药数字营销论坛（CPDMF）于北京 CBD 正大中心国际宴会厅隆重举办。本届论坛由京东健康主办，汇聚千余位医药企业、数字化服务商、合规研究、医疗营销领域从业者，聚焦 AI 技术在医药营销场景的合规落地，共话医药数字化转型全新路径。 沙利文中国高级合伙人兼董事总经理毛化应邀出席，并以“《2026中国医疗健康数字营销白皮书》发布与解读”为主题发表演讲。 沙利文中国高级合伙人兼董事总经理 毛化先生 毛化先生指出，医疗健康数字营销的核心在于通过持续、可靠的信息与服务，协助受众理解产品，支撑咨询与购药等后续转化行动。数字营销旅程构筑了包含信息采集、内容生成及合规审核、内容分发与行为回流四大关键环节的运作闭环。针对受众类型的差异，营销策略呈现显著的双轨特征：面向医生及医疗专业人员（HCP）端，重心聚焦于“专业触达”与“内容支持”，即围绕科室、职称及学术兴趣实现精准触达，系统性输出文献、指南与病例等学术内容；面向患者端，则强调全链路的“旅程覆盖”，贯穿从疾病认知、咨询、购药至后续管理的各个节点，依托循证内容与履约体验深化信任建立，并借由复诊、监测及用药提醒等机制实现患者的长期运营。行业平台以数据底座与专业能力全面赋能内容运营，面向不同受众实现全面连接信息触达与持续管理。 毛化先生进一步分析，在数字营销场景化打法上，不同品类在专业要求和用户决策路径上存在差异，须进行差异化应用。面对创新药物、OTC、医疗器械、银发健康及营养保健等多维品类，数字营销需建立可复刻的标准化SOP“标准能力池”，深度沉淀用户洞察、内容、合规及运营能力。在标准能力池之上，通过识别可复用模块，按品类特征重新组合运营模块实现差异化应用，例如创新药侧重科学依据与使用教育，医疗器械侧重设备监测，银发健康侧重适老服务与家庭协同，从而实现精准的人群细分与场景选药。 毛化先生指出，受众需求的分化与平台能力的差异化正在重塑数字营销平台生态。医生及医疗专业人员侧重于循证信息的获取，而患者与消费者的核心诉求则向专业咨询和服务获取倾斜。这种需求分化驱动各类平台依托自身资源形成了不同的业务定位，包括专业学术与医学服务平台、健康内容与消费决策平台，以及即时服务与履约平台。目前，服务场景正在持续融合，健康内容传播逐步与专业咨询、医药交易及健康管理紧密衔接。以京东健康为代表的综合型服务平台，依托医生、药师及AI服务能力，发挥医药供应链及线上线下优势，成功连接了专业内容、医疗服务、交易履约与持续健康管理，全面覆盖了患者与消费者的不同服务需求。 毛化先生进一步指出，AI赋能正在驱动医疗健康数字营销实现全链路的能力跃迁。在内容生产层，AI基于临床指南等权威语料辅助生成科普初稿，智能合规预审辅助人工初筛关键表述，实现提质增效并降低风险。在触达互动层，基于搜索与咨询等行为数据识别用户健康决策阶段，面向医生推送学术动态，面向患者匹配场景化科普，实现分层精准触达。在服务转化层，AI健康助手与智能药师承接专业咨询，结合健康档案数据支持慢病患者长期用药依从性运营，形成闭环衔接。同时明晰合规边界，AI服务定位为专业人员的辅助工具，不替代医生诊疗。 医疗健康数字营销正全面向规范化、智能化、平台化和生态化方向演进。规范化维度要求将医学专业审核、风险识别与流程留痕深度纳入内容生产、传播与服务的全过程，构筑坚实的合规底座。智能化维度正推动AI应用从基础的信息检索与内容辅助，向更高阶的Agent智能体应用跃升，从而支持更具连续性的用户沟通与健康服务。平台化维度则促使底层共通能力进一步沉淀为标准模块，以提高整体运营效率与服务一致性。而在生态化维度，数字营销正加速打破服务孤岛，逐步实现各项服务环节的紧密衔接。通过全面串联疾病认知、专业咨询、药品供给、支付保障、交易履约及长期健康管理等全链路环节，数字营销正推动医疗健康服务向多场景协同与持续管理深度延伸，进而构建起联动医疗机构、药械企业与保险服务机构的宏大健康服务生态。 资料来源：公开资料、沙利文分析

征集背景 随着人工智能技术与应用持续发展，AI Agent的评价重点逐步延伸至任务执行、业务协同与实际应用成效。面向企业通用任务、个人服务、智能终端及物理世界的不同产品形态，行业需要结合真实场景，考察其能力边界、落地价值与持续迭代表现。同时，技术创新与产业应用的推进，也离不开研究者、创业者及产业推动者的持续贡献。系统梳理代表性人物与应用实践，有助于呈现中国AI产业的创新成果与发展方向。 沙利文联合头豹研究院发起《2026年中国AI进阶与飞跃年度最佳应用实践》研究及评选征集，面向符合条件的企业、机构及个人开放申报，通过资料申报、研究调研、多维度评价与专家评审，识别具有代表性的AI英雄人物与年度标杆智能体，为技术创新、产业应用及行业研究提供参考。 征集目的 《2026年中国AI进阶与飞跃年度最佳应用实践》聚焦中国智能体领域的企业与代表性产品，覆盖企业级通用、消费级、端侧AI、物理AI、企业服务、产业落地、创新突破及社会价值八大方向。同时，研究特别设置“AI英雄人物”评选方向，关注在技术创新、产业落地、商业模式探索及生态构建中作出贡献的行业领军者与推动者，以呈现个人力量在AI产业化进程中的作用。 本次研究将结合不同技术形态、应用场景与价值创造方式，系统呈现AI英雄人物及年度标杆智能体的入选理由、代表性成果与应用成效，梳理智能能力进阶、智能形态飞跃、应用价值深化及年度特别标杆等方向的实践进展，促进创新成果交流与产业生态协同。 沙利文联合头豹研究院现面向相关企业、机构及个人发出参与邀请，欢迎提供可验证的技术成果、产品信息与应用实践材料，共同呈现中国AI产业的年度创新与应用成果。 研究要点 一、年度最佳应用实践深度解读 1、AI英雄人物在可验证贡献、产业成效、创新引领及价值与影响方面体现出哪些代表性特征？ 2、代表性人物的成果与实践反映出中国AI人才发展、技术创新及产业协同的哪些趋势？ 3、八类标杆智能体在任务执行、交互方式、部署形态与系统协同方面呈现出哪些能力演进方向？ 4、不同场景的应用成效如何验证？哪些实践具备规模化应用、行业复制与持续价值创造的潜力？ 二、优质标的及人物扫描 本次研究将对AI Agent应用产品及AI英雄人物开展综合研究，识别在技术创新、市场潜力和应用价值等方面具有突出表现的标杆产品及代表性人物。 参与价值 参与本次报告征集的企业、机构及个人，将有机会： 1、通过研究成果展示可验证的技术贡献、产品能力与应用实践，增进行业对相关成果的了解； 2、结合分类评价与研究反馈，梳理产品的场景适配能力、应用成效及后续改进方向，增进潜在客户与产业合作伙伴对相关产品及应用实践的了解； 3、借助研究平台，与其他行业领军企业建立联系，探索跨行业的合作机会； 4、有机会受邀参与头豹线上/线下行业报告洞察会，与行业专家、产业机构及投资机构等交流。 参与流程 评选设置 本次评选由AI英雄人物与八类标杆智能体组成。八类标杆智能体按AI智能能力进阶、AI智能形态飞跃、AI应用价值深化与年度特别标杆的“四组方向、八类评选”结构设置。评选结果根据各方向的综合研究与评估形成，入选对象不设先后排名。具体方向如下： 1.AI智能能力进阶： 企业级通用标杆Agent，面向企业通用工作任务，关注多任务处理、工具调用及跨系统执行；消费级标杆Agent，面向个人用户，关注意图理解、个性化交互与个人任务执行。 2.AI智能形态飞跃： 端侧AI标杆Agent，面向AI手机、AI PC及其他智能终端，关注端侧推理、设备能力调用与端云协同；物理AI标杆Agent，面向物理环境中的感知、决策与任务执行，关注环境理解、智能决策及实际场景应用能力。 3.AI应用价值深化： 企业服务标杆Agent，面向客服、营销、人力资源、财税及供应链等企业服务场景，关注专业服务能力、系统协同及业务成效；产业落地标杆Agent，面向金融、医疗、工业、政务等行业应用，关注行业场景适配、实际应用成效及规模化部署能力。 4.年度特别标杆： 年度创新突破标杆Agent，聚焦原创技术、关键能力与应用形态创新，关注技术突破、应用成效及成果转化潜力；年度社会价值标杆Agent，面向公益、教育、养老助残及公共服务等领域，关注服务可及性、实际受益成效与持续服务能力。 AI英雄人物 采用C-E-I-V评估模型，从可验证贡献（Contribution）、产业成效（Effectiveness）、创新引领（Innovation）、价值与影响（Value）四个维度开展综合评价。可验证贡献重点考察技术原创性、知识产权、开源贡献及标准化成果；产业成效关注技术的规模化应用与经济价值转化；创新引领考察创新项目、成果孵化与合作实践；价值与影响关注行业影响、社会责任及国际合作等方面的长期贡献。申报材料应能够说明候选人的实际作用，并提供相应成果或实践依据。 AI英雄人物评估模型及评估维度 年度标杆智能体 从产品（Product）、成效（Effectiveness）、商业（Business）和竞争（Competition）四个维度开展综合评价，并结合八类方向设置差异化指标。产品维度关注功能创新、用户价值创造，以及智能化赋能对客户体验与应用深度的提升；成效维度关注可量化的应用成果，包括成本优化、效率提升与运营价值；商业维度关注业务拓展、价值变现、持续增长及产业链延伸能力；竞争维度关注差异化优势、市场应对能力，以及同业竞争中的市场地位与韧性。 年度标杆智能体评估模型及评估维度 评选规则 本次评选拟联合沙利文、头豹研究院及来自专业投资机构、高校、科研机构等领域的专家组成评审团队，结合不同领域的专业背景开展分类评估。 1、采用主办方主动筛选+企业自愿提交资料参与相结合的评选方式，尽量扩大评选的覆盖面，提高评选的参与度与最终评选结果的合理与可参考性。 2、申报资料录入后，研究团队将根据不同评选方向开展材料审查、调研与综合评估，并结合专家意见确定入选对象；同一产品符合多个方向条件的，可以同时申报多个方向。评选结果不代表任何资质认定或商业推荐。 研究发布计划 项目启动：2026年10月 第一轮申报截止时间：2026年12月1日 第二轮材料回传截止时间：2026年12月31日 报告发布（预计）：2027年1月 报告发布渠道：Wind、Choice等14家主流报告发布平台，辅以头豹自媒体矩阵（头豹科技创新网、微信、微博、头条、雪球、富途牛牛、同花顺等）宣传，触及5,000+优质媒体、投资机构等资源，供行业企业、研究机构及相关市场参与者参考。 参与方式 本次征集自即日起开展，第一轮申报截止2026年12月1日；诚邀符合条件的企业、机构及个人通过下方二维码提交基本申报信息与相关成果材料。研究团队将根据申报情况开展初筛，并向进入下一阶段的申报对象发送第二轮材料提请邮件，第二轮材料回传截止时间为2026年12月31日。 长按识别二维码参与征集 本文推荐阅读 ↓↓长按扫描下方二维码获取榜单↓↓

FROST & SULLIVAN GROWTH OPPORTUNITY NEWS Zero Excuses: Turning Latin America’s Connectivity into Productivity BY Ignacio Perrone For decades, heavy industry treated information and communication technologies as a cost center — the budget line for email and connectivity.  Today the digital layer is the infrastructure that holds up operations, safety, and profitability in the region’s most important productive sectors. An underground mine more than 4,000 meters up in the Chilean Andes, an oil platform floating 200 kilometers off the coast of Rio de Janeiro, and a tractor planting soybeans in Argentina’s farm belt seem to have little in common. Ten years ago, almost anyone would have said they share nothing at all. Today, the control rooms of all three look almost the same: wall-to-wall screens, real-time telemetry, geospatial maps, and algorithms reading variables every second. None of these industries depends only on the power of its machines anymore. All of them depend, critically, on the data those machines produce. That shift was the starting point of “Zero Excuses: Connecting Productivity,” a recent ALT+ session where Frost & Sullivan analysts Ian Fresco and Ignacio Perrone examined what it will take for Latin America to turn connectivity into real economic output. The Real Problem Is Productivity The urgency is economic. ECLAC describes Latin America’s productivity problem as structural and chronic. Average labor productivity per worker in the region is roughly 25% of the United States level and around 30% of the OECD average. In advanced economies, a small or medium-sized enterprise produces about 65% of what a leading large corporation produces. In Latin America, that figure falls to 15% to 25%. Low adoption of digital processes and advanced technology among mid-sized businesses is clearly part of the explanation. ECLAC points to digitalization and advanced connectivity as one of the few levers with enough scale to move that number. The region is also starting from a solid base: GSMA estimates that mobile technologies generated USD 600 billion in Latin America in 2025, equal to 8.6% of regional GDP. CAF’s Digital Ecosystem Development Index makes the gap concrete. On basic coverage infrastructure, Latin America reaches a ratio of 0.52 — people and cities are, to a large extent, connected. On the Digital Economy index, which measures how much of that connectivity turns into transformed productive processes, the ratio falls to 0.29. The region scores at less than one-third of the benchmark level. Latin America has won the first battle: connecting people. Connecting productive assets is a separate battle entirely, and that is where the real gap shows. What Changes Inside a Connected Operation The clearest way to understand this is through a maturity curve. Industrial IoT in the region has moved from basic monitoring — knowing whether a pump is on or off — to predicting failures before they happen, and increasingly to operating heavy machinery remotely and autonomously. That path from monitoring to operating is the foundation for everything else. What matters most is the chain that links each stage, because if one link breaks, the economic value disappears. A multimillion-dollar asset without sensors leaves you operating blind. Sensors without robust connectivity trap the data inside the equipment or on a local memory that nobody reads in time. Data that travels but never reaches an analytics platform able to filter the noise ends up in a data graveyard. And if the analysis triggers an alert but the organization cannot act on the plant floor, the investment returns nothing. This is why so many digitalization projects stall halfway. In Latin America, this chain carries extra weight because of geography. In Europe and parts of the United States, logistics hubs, factories, and cities sit close together, served by redundant terrestrial networks. In this region, a mine sits on the high plateau at 4,000 meters, a farm lies hundreds of kilometers from the nearest city, and an oil field spreads across thousands of square kilometers of desert. A strong network allows a company’s top engineering specialist to sit in Buenos Aires, Santiago, São Paulo, or Bogotá and diagnose five remote sites in real time, instead of spending ten hours in a pickup truck on gravel roads. Frost & Sullivan expects three technologies already in production to consolidate toward 2030: private cellular networks on closed industrial sites; hybrid multi-orbit networks that connect fleets and mobile staff where terrestrial networks do not reach; and edge computing, with AI processing on or near the equipment so machinery can make critical safety decisions in milliseconds even if the satellite or cellular link drops for an instant. Three Problems, Three Measurable Results The mining industry illustrates the first problem: human risk and operational variability. For decades, open-pit and underground mining has faced two chronic issues — the high physical risk for operators at altitude, and costly losses from variability in grinding and haulage. Today, four out of ten large mining sites in Chile operate through remote Integrated Operations Centers. Codelco moved remote control of concentrator plants and autonomous fleets to integrated operations centers in Rancagua and Santiago, hundreds of kilometers from the mine, achieving a 15% to 25% reduction in variability across key tasks and taking hundreds of workers out of direct exposure. The second problem is operational continuity where there is no terrestrial alternative. Petrobras runs floating production vessels hundreds of kilometers offshore in Brazil, where physical infrastructure simply cannot be deployed. To connect its new vessels, Petrobras adopted advanced high-throughput satellite connectivity based on MEO constellations — a mission-critical highway carrying telemetry from subsea valves and structural integrity monitoring while supporting continuity of production. The third problem is the efficient use of critical resources: water, fertilizer, and fuel. With tools like John Deere Operations Center, growers in Latin America can bring telemetry from harvesters and field sensors straight to their smartphones and apply variable seeding and fertilization rates with high precision. In Chile, the Soil & Water project by Entel Digital and Syngenta deployed low-power IoT sensors across 320 hectares belonging to mid-sized growers, achieving a substantial reduction in irrigation water use — proof that this value is increasingly within reach for companies well beyond the largest enterprises. Connectivity as the Bridge to Productivity Latin America’s connectivity base is largely in place. Its historic challenge is productivity, and digitalization is the critical infrastructure to address it. Information and communication technologies gain real strategic weight when they become the bridge between the physical asset in the field, real-time data, and business decisions. The future of the region’s vertical industries will be decided not only in mines, fields, and factories, but also by the ability to turn those physical environments into intelligent, connected, and sustainable ecosystems. That is the path to producing more at lower cost, reducing human exposure to risk, and protecting the region’s strategic natural resources.

FROST & SULLIVAN GROWTH OPPORTUNITY NEWS The Structural Transformation of the Global Postpartum Care Industry: A Strategic Market Assessment (2025–2030) BY Sherin George The global postpartum care and recovery industry is entering a new phase of expansion, driven by rising maternal health awareness, growing demand for professional recovery support, and consumers’ increasing willingness to invest in maternal well-being. As postpartum care evolves from family-led support toward structured, center-based services, the industry is creating new opportunities for service providers, investors, and companies seeking to expand into this growing space. According to Frost & Sullivan’s independent market research, the global postpartum care and recovery industry reached USD 46.9 billion in 2025 and is projected to grow at a compound annual growth rate (CAGR) of 11.3% from 2025 to 2030, reaching approximately USD 80 billion by 2030. This growth is not driven by birth rates alone. The professionalization of postpartum services, changing consumer expectations, and greater willingness to invest in physical and emotional recovery are reshaping how families access care and how providers build their businesses. What Is Driving Growth in the Global Postpartum Center Industry? The postpartum care and recovery industry is moving beyond traditional support arrangements toward more structured, professionalized services. Several forces are contributing to this shift. 1.Rising Awareness of Maternal Health and Recovery Greater awareness of maternal well-being is encouraging families to place more emphasis on recovery after childbirth. Beyond immediate postnatal support, consumers are increasingly considering professional services that address physical recovery, nutrition, nursing support, and overall well-being. This shift is strengthening demand for specialized postpartum care providers, particularly those offering comprehensive services within dedicated facilities. 2.Growing Demand for Professional Postpartum Services As expectations around postpartum recovery evolve, professional staffing, service quality, and standardized care are becoming important considerations for families. Postpartum centers are positioned to bring multiple services together within a structured care environment. This professionalization is also raising expectations around staff qualifications, service consistency, facility quality, and personalized care—creating opportunities for providers that can establish differentiated service offerings. 3.Affluent Households Are Supporting Premium Service Growth According to a Frost & Sullivan survey, household wealth is associated with differences in childbearing intentions, family size, and preferences for postpartum care. Affluent households are more inclined to consider commercialized postpartum services, particularly dedicated postpartum centers. They also demonstrate greater willingness to spend on recovery and place greater emphasis on environmental quality, personalized services, and the overall care experience. By comparison, non-affluent households are more likely to rely on family support or individual caregivers and tend to place greater emphasis on affordability and geographical convenience. Although professional nursing teams and qualifications remain important to both groups, their spending capacity and service preferences differ. This creates opportunities for providers to develop differentiated service models that address distinct consumer needs and budgets. For premium providers, affluent households represent an important customer segment supporting demand for higher-value postpartum recovery experiences. 4.Expanding Acceptance Across Geographies Postpartum center services have historically been more established in certain Asian economies. However, the underlying demand for structured maternal recovery support is gaining relevance across a wider range of geographies. Emerging providers in Europe, the Americas, and Southeast Asia are creating additional opportunities for industry development. For established companies, these developments may support geographic expansion, partnerships, and the adaptation of proven service models to local consumer expectations. How Large Is the Global Postpartum Care and Recovery Industry? Frost & Sullivan’s independent market research places the global postpartum care and recovery industry at USD 46.9 billion in 2025, with projected expansion to approximately USD 80 billion by 2030. The projected expansion reflects the industry’s transition toward more professionalized, institutionalized, and center-led postpartum care. An important distinction is that the growth opportunity is not dependent solely on an increase in the number of newborns. Changing care expectations, higher spending on maternal recovery, and the development of structured service models can support industry expansion even amid demographic pressures in some economies. For companies evaluating this space, the opportunity lies in understanding where demand is developing, which consumer segments are willing to pay for professional services, and which operating models can support sustainable expansion. Which Business Models Are Shaping the Postpartum Center Industry? Postpartum centers are not operating under a single business model. Their approaches to ownership, operations, capital investment, and expansion influence how they compete and scale. Direct Sales and Franchise Models Direct-sales model: Providers retain greater control over operations, service delivery, and the customer experience. This approach can support consistency and brand differentiation but may require greater operational resources and investment as the business expands. Franchise model: Franchise arrangements can enable faster geographic expansion by working with local operators. However, maintaining consistent service quality, brand standards, and operating practices across locations becomes critical. The choice between these models depends on a company’s expansion objectives, operational capabilities, available capital, and ability to maintain service standards across locations. 2.Asset-heavy and Asset-light Models Asset-heavy model: Providers invest in and operate their own facilities. This can offer greater control over the physical environment and service delivery, but it also increases capital requirements and can make expansion more resource-intensive. Asset-light model: Providers may rely more on leased facilities, partnerships, or other arrangements that reduce upfront capital commitments. This can improve flexibility, although operational control and consistency remain important considerations. Neither model is universally superior. Companies need to assess the balance between investment, profitability, operational control, and scalability when selecting an approach. Four Postpartum Center Formats Frost & Sullivan’s industry analysis identifies four major facility formats: 1.Detached villa postpartum centers: Standalone facilities that can offer privacy and a differentiated recovery environment. 2.Hotel-style postpartum centers: Hospitality-oriented environments designed to combine accommodation and professional postpartum services. 3.Hospital-affiliated postpartum centers: Facilities associated with healthcare institutions, potentially benefiting from proximity to established medical infrastructure. 4.Apartment-style postpartum centers: Residential-style facilities that can provide a more home-like environment. Each format offers a different combination of capital requirements, service capabilities, customer experience, and expansion potential. Providers must align their facility model with target customers, local requirements, and the level of care they intend to deliver. What Does the Competitive Landscape Reveal About Growth Opportunities? The global postpartum care and recovery industry remains highly fragmented, with numerous small-scale and geographically concentrated providers. Only a limited number of companies have established operating systems and a footprint capable of supporting broader international expansion. This fragmentation creates two contrasting conditions: opportunities for consolidation and expansion, alongside competitive pressure from local providers with established customer relationships. Saint Bella and Other Leading Providers According to the supplied Frost & Sullivan industry analysis, Saint Bella Group occupies a prominent position through its operational capabilities, professional service quality, and international presence. It is identified as one of the representative providers to have established global operations. Other notable companies include: Chinese mainland: Aidigong and Baosheng, which have developed operating scale in a large domestic consumer base. South Korea: Saimdang, operating in a more established postpartum care environment. Taiwan (China): Dunan True Love and Cathay, among the companies identified in the regional competitive landscape. While several providers have built substantial positions in their home regions, international expansion remains limited for many participants. This creates potential opportunities for companies with the capabilities to replicate service standards, adapt to local consumer expectations, and establish scalable operating models. The emergence of providers across Europe, the Americas, and Southeast Asia is also broadening the competitive landscape. As professional postpartum care becomes relevant to a wider consumer base, companies may need to differentiate through service quality, facility experience, pricing, and operating efficiency. What Are the Five Developments to Watch in the Postpartum Center Industry? Frost & Sullivan’s industry analysis highlights five developments shaping the industry’s evolution. 1.Professionalization of Care and Staffing Providers are placing greater emphasis on qualified personnel, service standards, and professional care delivery. Building a skilled workforce and maintaining consistent service quality will be important to establishing consumer trust and supporting expansion. 2. Diversification of Service Offerings Postpartum centers are broadening the range of services they offer to meet different recovery needs and customer expectations. Differentiated service packages can help providers address multiple consumer segments and strengthen their value propositions. 3.Digitalization of Operations Digital tools can support customer engagement, service coordination, operational management, and the consistency of service delivery. Providers that integrate technology effectively may be better positioned to improve efficiency as their operations expand. 4.Industry Consolidation The fragmented provider landscape creates potential for consolidation, partnerships, and the development of larger operating platforms. Companies with strong operational capabilities may be able to expand their reach by integrating smaller providers or establishing collaborative models. 5.Overseas Market Expansion International expansion offers established providers opportunities to reach new customer groups and diversify their geographic presence. Success will depend on adapting services to local preferences, developing appropriate operating models, and maintaining quality across locations. Together, these developments point toward an industry increasingly shaped by professional service delivery, scalable operations, differentiated customer experiences, and geographic expansion. Where Are the Growth Opportunities for Postpartum Center Providers? The industry’s projected expansion creates opportunities, but growth will depend on how effectively companies translate demand into sustainable business models. Four priorities stand out. 1.Build differentiated service propositions. Providers can tailor their offerings to consumer expectations, from affordability and convenience to premium environments and personalized services. 2.Choose scalable operating models. Decisions around direct operations, franchising, asset ownership, and partnerships influence the capital required for expansion and the ability to maintain service quality. 3.Develop capabilities for geographic expansion. Companies entering new regions need to understand local customer preferences, competitive conditions, operational requirements, and the suitability of their existing service models. 4.Strengthen operational consistency. As providers expand, qualified staffing, standardized service delivery, and effective operating systems become increasingly important to protecting the customer experience and brand reputation. For investors and business leaders, evaluating these priorities can help distinguish providers with expansion potential from those whose operations remain limited to individual locations. The Road Ahead: From Postpartum Care to Scalable Growth The global postpartum care and recovery industry is evolving as families place greater emphasis on maternal recovery and professional support. With the industry projected to reach approximately USD 80 billion by 2030, the opportunity extends beyond increasing demand to the development of differentiated services, scalable operating models, and international expansion strategies. However, growth will not be uniform across providers. Companies will need to understand their target consumers, select suitable business models, build operational capabilities, and respond to the needs of different geographies.

2026新消费品牌转型增长交流会 2026年10月23日，作为第33届中国国际广告节的重要组成部分，由中国广告协会、弗若斯特沙利文（Frost & Sullivan，简称“沙利文”）联合主办，中国广告协会新消费专业委员会、中国广告协会互联网广告工作委员会、头豹研究院、IAB中国协办的“2026新消费品牌转型增长交流会”在北京海淀中关村国际创新中心举行。 本次交流会以“智领消费新浪潮·品牌出海新纪元”为主题，围绕消费需求变化、AI营销创新、品牌全球化发展及GEO（生成式引擎优化）实践展开交流，通过主旨演讲、指数研究成果发布、主题圆桌、团体标准参编单位证书颁发及研究报告与生态图谱发布等环节，共同探讨新消费品牌转型增长的路径。 01 开场致辞 关注增长与品牌信任 中国广告协会会长、国际广告协会全球副主席张国华在致辞中强调，面对人工智能对信息传播底层逻辑的重构，行业应在拥抱技术红利的同时，坚守真实与合规底线，维护消费者权益和行业公信力，为品牌持续发展筑牢基础。 中国广告协会会长、国际广告协会全球副主席张国华致辞 沙利文中国主管合伙人兼总裁、头豹联合创始人兼总裁王晨晖在致辞中指出，中国品牌全球化不仅是产品、技术和商业模式的出海，也是价值理念与信任体系的出海，并提出共建行业公共可信知识网络，为中国品牌走向全球市场提供支撑。 沙利文中国主管合伙人兼总裁、头豹联合创始人兼总裁王晨晖致辞 02 主旨演讲 交流AI营销实践与消费新趋势 主旨演讲1 从声量到实效——AI时代消费品牌的GEO增长新路径 360商业化事业群副总裁、商业产品事业部总经理赵明明以《从声量到实效——AI时代消费品牌的GEO增长新路径》为题，分享了消费品牌开展GEO的实践思路。他指出，AI正在重塑消费决策入口，品牌既要适应不同平台的信源规则，也要关注AI推荐能否带来咨询、预约与购买等业务结果。针对品牌信息与竞争位置“看不清”、营销效果“算不清”等问题，360智见通过品牌监测、知识库建设、用户意图洞察、内容分发与效果追踪，分别面向本地商家和电商品牌衔接推荐、服务与转化链路。他强调，GEO正从营销工具走向增长基础设施，服务商应顺应行业趋势，持续完善从AI推荐到咨询、购买的全链路服务，并以标准化的效果评价与交付机制，助力品牌实现长期增长。 360商业化事业群副总裁、商业产品事业部总经理赵明明作《从声量到实效——AI时代消费品牌的GEO增长新路径》主旨演讲 主旨演讲2 百度AI创新营销 百度品牌营销AI创新负责人周孙昊以《百度AI创新营销》为题，分享了AI重塑搜索体验与品牌营销的实践。他指出，搜索正向个性化、内容化与任务交付演进，用户需求表达更加复杂，品牌需要主动理解并满足细分场景中的个性化需求。围绕这一变化，百度通过用户意图识别、品牌AI资产建设与智能内容生成，联动传统搜索、AI搜索等场域，提升品牌信息与用户需求的匹配度；同时结合个性化内容呈现、AIGC品牌故事及线下营销等案例，展示AI如何连接品牌认知、互动体验与消费决策，拓展线上线下营销场景。 百度品牌营销AI创新负责人周孙昊作《百度AI创新营销》主旨演讲 主旨演讲3 需求变迁与场景重构——不确定时代的消费新图景 美团研究院高级研究员倪晓畅以《需求变迁与场景重构——不确定时代的消费新图景》为题，分享了对消费需求变化与供给创新的观察：消费者更加重视安全感、即时满足与消费知情权，价值判断也从产品功能延伸至体验与意义，更加关注综合性的“值价比”；品牌应以消费者为中心，根据客群、时间与地点等具体场景优化产品与服务，并适应AI参与消费决策的新变化，以专业、清晰、有依据的信息进入消费者的决策链和证据链，通过服务流程与履约规则的标准化提升消费体验的确定性。 美团研究院高级研究员倪晓畅作《需求变迁与场景重构——不确定时代的消费新图景》主旨演讲 03 指数研究发布 分享品牌创新与市场竞争研究成果 沙利文中国合伙人楼磊发布沙利文“中国领先指数”系列研究报告，分享中国领先企业的格局与相关研究成果，为品牌研判赛道、认识自身竞争位置提供参考。 沙利文中国合伙人楼磊发布沙利文“中国领先指数”系列研究报告 沙利文中国咨询总监、头豹研究院消费行业首席分析师刘贵仁发布沙利文“全球产品创新指数”系列研究专题，分享全球产品创新的发展动向，为品牌把握创新方向、探索增长机会提供参考。 沙利文中国咨询总监、头豹研究院消费行业首席分析师刘贵仁发布沙利文“全球产品创新指数”系列研究专题 04 主题圆桌 探讨新时代品牌创新与消费出海 “新时代品牌创新与消费出海”圆桌由沙利文中国咨询总监、头豹研究院消费行业首席分析师刘贵仁主持，快乐小羊副总裁兼CMO杨鸥、正典燕窝总经理、联合创始人温艳、华铁传媒集团有限公司华北区销售总经理张洁琼参与交流，结合餐饮品牌全球化布局、滋补品牌全产业链建设与产品场景创新，以及高铁传播场景等实践，探讨品牌创新、本地化经营与市场拓展，从品牌“走出去”与“走进来”的双向视角交流全球化发展经验。 “新时代品牌创新与消费出海”圆桌交流现场 05 团体标准参编单位证书颁发 推进GEO规范建设 活动举行GEO三项团体标准参编单位证书颁发环节，由中国广告协会提出并归口的《生成式引擎优化服务要求》《生成式引擎优化效果监测与验证要求》《生成式引擎优化内容源主体分类分级与选用要求》近日已正式发布，并自2026年10月23日起正式实施，分别围绕服务行为与基础交付、效果监测与验证、内容源主体分类分级与选用建立规范要求。中国通信标准化协会副秘书长赵莹、中国标准化研究院广告标准化研究所负责人许应成、中国消费者报社副社长贾珺为对应标准的参编单位颁发证书，共同推动标准落地与行业规范发展。 GEO三项团体标准参编单位证书颁发现场 氧气科技（北京）有限公司、北京大学、新华网股份有限公司、北京搜狐新媒体信息技术有限公司、北京奇逸科技有限公司、钛镁时代（上海）人工智能科技有限公司、上海盟驰信息科技有限公司、利欧集团数字科技有限公司、北京清蓝智汇科技有限公司、北京深演智能科技股份有限公司、西藏元力信息科技有限公司、上海源易信息科技有限公司、上海质安华数字科技有限公司、如量澄元（上海）科技有限公司、中稷数科（上海）数字传媒科技有限公司、通义云启（杭州）信息技术有限公司、上海市静安区广告协会、成都引力巨量文化传媒有限公司、炎麟云创科技（北京）有限公司、上海腾徽软件科技有限公司、泰和泰律师事务所 如量澄元（上海）科技有限公司、北京大学、新华网股份有限公司、北京搜狐新媒体信息技术有限公司、北京奇逸科技有限公司、钛镁时代（上海）人工智能科技有限公司、上海盟驰信息科技有限公司、利欧集团数字科技有限公司、北京清蓝智汇科技有限公司、北京深演智能科技股份有限公司、通义云启（杭州）信息技术有限公司、上海市静安区广告协会、北京智擎尺科技股份有限公司、中稷数科（上海）数字传媒科技有限公司、氧气科技（北京）有限公司、上海腾徽软件科技有限公司、泰和泰律师事务所 弗若斯特沙利文（北京）咨询有限公司、新华网股份有限公司、北京搜狐新媒体信息技术有限公司、上海盟驰信息科技有限公司、如量澄元（上海）科技有限公司、北京大学、北京语言大学、通义云启（杭州）信息技术有限公司、北京深演智能科技股份有限公司、北京中广国研品牌文化传播有限公司、每经数智（成都）科技有限公司、上海腾徽软件科技有限公司、泰和泰律师事务所 06 GEO报告解读 关注营销实践与合规发展 沙利文中国咨询总监、头豹研究院AI行业首席分析师袁栩聪对《2026年中国GEO营销实践与合规发展报告》进行解读，该报告依据GEO三项团体标准，在中国广告协会指导下由沙利文牵头撰写，系统梳理行业实践、洞察发展趋势，为品牌与相关市场主体理解GEO营销实践及合规发展提供参考。 沙利文中国咨询总监、头豹研究院AI行业首席分析师袁栩聪解读《2026年中国GEO营销实践与合规发展报告》 07 报告暨生态图谱发布 呈现GEO研究成果 《2026年中国GEO营销实践与合规发展报告》暨中国GEO营销生态图谱1.0同步发布，中国广告协会副秘书长崔妍、沙利文中国主管合伙人兼总裁、头豹联合创始人兼总裁王晨晖、中国通信标准化协会副秘书长赵莹、中国标准化研究院广告标准化研究所负责人许应成、中国消费者报社副社长贾珺、中国广告协会互联网广告工作委员会对外联络主任吕加斌共同参与发布仪式。其中，中国GEO营销生态图谱由中国广告协会组织发起、沙利文提供智库支持，涵盖大模型与AI答案入口平台方、GEO服务与技术提供方、内容源与信源平台三大类，帮助品牌识别生态各方的能力边界与适用场景，降低合作筛选与试错成本；图谱将持续开放征集，推动中国GEO产业生态的系统性梳理。 《2026年中国GEO营销实践与合规发展报告》暨中国GEO营销生态图谱1.0发布仪式 08 典型案例收录证书颁发 展示GEO实践 活动现场举行首批“可信GEO典型案例”收录证书颁发仪式。中国广告协会副秘书长崔妍、沙利文中国主管合伙人兼总裁、头豹联合创始人兼总裁王晨晖共同为入选单位授证。在报告调研过程中，新华网股份有限公司、北京搜狐新媒体信息技术有限公司、北京奇逸科技有限公司、上海盟驰信息科技有限公司、钛镁时代（上海）人工智能科技有限公司、利欧集团数字科技有限公司、上海智火信息科技有限公司、深圳市深度对齐科技有限公司报送的产品及服务案例，经材料核验、合规梳理，纳入首批“可信GEO典型案例”库。 首批“可信GEO典型案例”收录证书颁发现场 09 证明商标证书颁发 展示相关成果 经审查，上海本趣网络科技有限公司、成都鱼泡科技有限公司分别获得移动端“银标尺”证明商标使用权，北京爱奇艺科技有限公司分别在移动端和数字电视端获得“金标尺”证明商标使用权。在现场举办的中国广告协会“金（银、铜）标尺”证明商标证书颁发仪式上，中国广告协会副秘书长崔妍先后为上述公司颁发相应证明商标准用证。 中国广告协会“金（银、铜）标尺”证明商标证书颁发仪式 10 交流会收官 共探品牌转型增长路径 交流会在结束语与嘉宾合影环节中收官，本次活动围绕消费需求变迁、品牌创新与出海、AI营销应用及GEO规范建设展开交流，并集中呈现相关研究与实践成果。中国广告协会与沙利文将发挥各自在行业协作、专业研究、全球资源及标准建设等方面的优势，以研究洞察发现机会，以全球资源链接市场，以标准建设守护信任，与各方共同推动新消费品牌实现高质量、更可持续的增长。 2026新消费品牌转型增长交流会嘉宾及观众合影 更多精彩瞬间