浪漫满屋

人很少为自己讨厌的事情牺牲大量时间和睡眠，体育迷除外。

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    Staff members train a robot to work in a retail scenario at Maniformer, a physical AI data service platform, in Shanghai, east China, Aug. 5, 2026. In Shanghai's tech companies like AGIBOT and Maniformer, embodied intelligence robots are trained in household, retail, sorting, production and other real-world scenarios, to advance their AI capabilities for real-life use. (Xinhua/Chen Haoming)
Nation's value added in the service sector grew 5.2 percent year-on-year, 0.5 percentage points faster than overall economic growth. Retail sales of services rose 5.3 percent year-on-year. In the first half of the year, the service sector expanded steadily, playing an important role in supporting industrial upgrading and meeting people's livelihood needs.
A meeting of the Political Bureau of the Communist Party of China (CPC) Central Committee held on July 30 called for effectively expanding domestic demand and optimizing supply.
From April 7 to 8, a national conference on the service sector was held in Beijing — the first national gathering in the new era devoted to the service sector.
General Secretary Xi Jinping called for advancing producer services toward greater specialization and the higher end of the value chain, fostering high-quality, diverse and accessible consumer services, and building more "China Services" brands, as well as striving to break new ground in the high-quality development of China's service sector.
Beijing convened a municipal service sector conference and pledged to actively shape the "Beijing Services" brand.
Shanghai released its 15th Five-Year Plan (2026-30) for service sector development, aiming to comprehensively enhance the global reach and international competitiveness of "Shanghai Services."
Southwest China's Chongqing Municipality set out to build a modern service industry system and burnish "golden calling cards" of service development such as "Chongqing Trade Global."
Since the national conference, regions and departments have coordinated their planning and accelerated the building of service brands. By 2030, China's service sector is expected to top 100 trillion yuan ($14.6 trillion) in total scale, with higher quality, a better structure and improved standards.
With that target in sight, the Chinese economy is undergoing a fresh "system upgrade."
I
Building more "China Services" brands is an inevitable choice that follows the laws of economic development and drives economic transformation and upgrading.
China's service sector has steadily expanded in scale and continuously improved in quality and efficiency since the 18th National Congress of the CPC, playing an important role in supporting industrial upgrading, meeting people's livelihood needs and driving job growth, according to Xi.
Scale is the most direct yardstick. In the first half of this year, the service sector accounted for 59.5 percent of GDP, making it the largest sector of the national economy, and contributed 66.1 percent to economic growth, emerging as the main engine of expansion. The figures reflect the sector's weight in high-quality development and in Chinese modernization as a whole.
The Chinese economy sits at a critical window as it shifts from factor-driven to innovation-driven growth, and from investment-led to consumption-led expansion. Projections show that during the 15th Five-Year Plan period, the service sector's contribution to GDP growth will rise steadily, making it the economy's main engine in every sense.
This is also where the key lies in answering people's expectations for a better life and in expanding domestic demand.
The changing Engel coefficient traces the leap in household consumption. At the start of reform and opening-up, the Engel coefficient for Chinese households exceeded 60 percent; in 2025 it stood at just 29.3 percent. The sharp drop in the share of spending on food has freed up vast room for consumption of services such as education, health, culture and tourism.
Global experience shows that once a country's per capita GDP passes $10,000, its consumption structure typically shifts markedly, with services taking a rapidly rising share. China is now in that critical transition. Consumption is moving from "subsistence consumption," geared mainly to basic needs, toward "development-oriented consumption" that seeks quality, experience and self-fulfilment.
From the breakout popularity of the Jiangsu Football City League and the Village Super League to the growing craze for "traveling to catch a show"; from the rapid spread of service points for the elderly and young children to 30-minute delivery of just about anything becoming the norm — service consumption is no longer an optional garnish but a necessity of a better life. With a middle-income group of more than 400 million, China is entering a golden period for expanding the capacity and quality of its service sector.
It is also a key step toward raising total factor productivity and developing new quality productive forces.
Take a garment company. In R&D, AI-assisted design can shorten development cycles. In production, intelligent transformation and digital upgrading can sharply lift efficiency. In distribution, modern logistics can cut overall costs. In sales, market analytics can match products precisely to customer segments.
Globally, as industries divide labor more deeply and integrate faster, leading manufacturers are broadly shifting toward service-oriented manufacturing, drawing on strengths in information, finance, R&D and design to dominate the construction of global value chains. Producer services play an increasingly prominent role in production networks, and largely determine whether product value can extend toward both ends of the "smile curve."
As the world's largest manufacturing nation, China still sees producer services account for less than 35 percent of GDP in value added, leaving gaps in scale, quality and efficiency compared with advanced international levels. Upgrading the service sector is key to moving from a manufacturer of quantity to one of quality.
II
In building more "China Services" brands, tailoring measures to local conditions and applying targeted policies is the basic methodology.
Underscoring demand-driven development, reform breakthroughs, technology empowerment as well as opening-up and cooperation, Xi called for carrying out capacity-expanding and quality-upgrading initiatives in the service sector.
The service sector spans many categories and takes many forms; its subsectors differ in their levels of development and the challenges they face.
Start with producer services, these must serve enterprises across the full span of production and operations, with the aim of firmly supporting industrial transformation and upgrading by shoring up weak links along the entire chain.
Among these, the deep integration of advanced manufacturing and modern services — the so-called integration of the two sectors — is one of the core propositions of current industrial policy. For a long time, manufacturing and services have operated on parallel tracks, belonging to different policy systems, statistical classifications and regulatory frameworks.
Breaking down this divide requires embedding services into every pore of manufacturing, and the breakthrough lies in data and policy. On one hand, the industrial internet should serve as the link that connects data silos, drawing service firms to develop specialized, manufacturing-oriented services on a data foundation and forming an ecosystem of "data flow — embedded services — value creation." On the other, statistical and policy systems need reform: drawing on international experience, service units inside manufacturers should be able to keep separate accounts and enjoy service-sector policy benefits, giving the integration of the two sectors a clear policy foothold.
Turn to consumer services. At their core, these address people's needs across the full life cycle, with the aim of better meeting aspirations for a better life by raising the development level of key consumer service areas.
Take elderly care and childcare. Demand is moving up from basic provision toward inclusive and even mid- to high-end services, and it is broadening: expectations now span facilities, services, and material and emotional needs alike. Supply-side structural strains are equally acute. In some big cities, beds at high-quality elderly care institutions are nearly impossible to secure, while many beds sit empty at township homes for the elderly. Places at standardized chain childcare centers are hard to come by, even as some small childcare providers struggle to stay in business.
Faced with strains that are multilayered and varied, only precise disaggregation and tiered policies can deliver genuine quality upgrades.
At the baseline, the government should take the lead in improving the three-tier elderly care network across counties, townships and villages, reinforcing the social safety net. At the middle tier, the government should guide the way — using investment, tax and fee incentives, resource guarantees and institutional reform to mobilize more social forces, so that more families can access elderly care and childcare that is affordable, reliable in quality and safe. At the upper tier, industrial policy and a better business environment should support market players in providing personalized and customized services.
III
Building more "China Services" brands means seizing the initiative through the newness of innovation and winning reputation through the substance of quality.
Building more "China Services" brands requires deepening institutional opening-up.
Brands are forged only in open competition. However, barriers in goods trade sit mainly "at the border" — tariffs and customs clearance — while barriers in services trade are more often hidden "behind the border," in market access rules, regulatory systems, qualification recognition and the mutual recognition of professional credentials.
China needs to keep refining the negative list for the service sector and further trim its scope, so that it becomes a genuinely predictable and workable opening-up commitment. It also needs to improve regulatory transparency and consistency, align regulatory rules with prevailing international practice, and reduce hidden barriers. At the same time, cross-border mutual recognition of professional credentials for engineers, physicians and others should be actively advanced, allowing high-end service talent to move freely.
Building more "China Services" brands also means that, as the saying goes, it takes a good blacksmith to forge good iron.
A recent piece of news drew global attention: Mixue Ice Cream & Tea has grown to nearly 60,000 stores worldwide, becoming a food and beverage chain of broad global influence.
Behind Mixue's success lies an intelligent supply chain system. At the front end, it converts consumption data into planting data, guiding farmers to produce to order. In the middle, an intelligent scheduling system coordinates nearly 30 warehouses nationwide, with cold chain coverage reaching more than 97 percent of stores. At the tail end, algorithms provide precise support for choosing store locations. Foreign media have remarked that the chain store's mascot "Snow King" will turn up in your city sooner or later.
Differentiated competition among service brands, in the end, comes down to a contest of innovation capability. For "China Services" brands to truly stand firm, make a name and travel far, they must seize the initiative through the newness of innovation, pushing continuous breakthroughs in service models, technologies and consumption scenarios, and win reputation through the substance of quality.
From selling products to selling services, from "Made in China" to "China Services" — as a 100-trillion-yuan service landscape slowly unfolds, there is reason to believe that these gleaming "China Services" calling cards will converge into powerful momentum for the high-quality development of the Chinese economy.
This was compiled from an article originally published on the front page of the People's Daily on August 13, 2026.
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C | 如果你讨厌一部电影，看一会就会关掉；如果你吃完后不喜欢一家饭店，第二次去那的概率也微乎其微。人类趋利避害的本能，总是让我们倾向于把宝贵的时间花在能带来愉悦感的事物上，不适的就会去远离。但在竞技体育的世界里，好像并非如此。看球一直是一种爱憎分明的活动，几乎每个球迷都会有偏爱或者讨厌的队伍和球员。过往，大部分人在面对自己不喜欢的队伍时，都会选择不去看或者关注。但现在，越来越多的人选择做另一件事：批评式观看（hate-watching）。顾名思义，批评式观赛指的是明明不喜欢某支球队或某个运动员，却还是专门守着比赛直播，就为了盼着他们输。图源：Reddit最初，这个词是被影评家用于影视领域，形容观众明明觉得一档节目很烂，依然一期不落地追，为的就是挑错、吐槽，再从批评中获得满足，在2013年前后大量出现。那个时间节点，恰好也是社交媒体逐渐成为大众主流发声工具的时候。当然了，这种盼着死敌倒霉的心态在球迷文化其实并不陌生，但过往这种期待往往只是热爱主队的副产品，因为我支持A，所以我顺便盼着B输。但是近一两年在体育社媒上更明显的变化，是这种「讨厌」逐渐脱离主队关系，单独成为一种观看动力。因为很多时候，一些人批评式观看的两队，哪个都不是自己主队。而且由于有了这样的归纳性术语，很多社媒上都开始出现一些追本溯源的帖子，比如你一生中最好的批评式观看经历是什么？其中很多都是十几二十年前的案例。

D | 那么，为什么批评式观看能成为一种文化现象？一个很重要的原因，就是这种心态本身带有的情绪奖励。幸灾乐祸这个词大家都知道，现实里，这种情绪不太体面，也没有人提倡这种心态和行为。但是，体育赛事某种程度上却为此划出了合法区域，某个队伍的失败也会反向加强自己的身份认同。更深一层的满足也来自观点自证，一些球队因为张扬的行事风格或者球迷文化，给外界留下了极差印象，当一个人认定它名不副实或者「迟早出事」，每次输球都是对批评式观赛人群观点的确认。而且，有些时候看主队比赛是一种历劫，要常备速效救心丸，一场比赛就能尝遍人间的酸甜苦辣。

E | 但看死敌比赛，相当于是纯粹的享受，是一种零风险、高回报的情绪投资。甚者，一些深受「阴间」赛程折磨、主队比赛时间对中国球迷极度不友好的球迷，为了多看球就会去早场较多的其他联赛认领第二主队，再顺着球队关系找出第二「死敌」。花几个小时时间看主队输球be like 图源：Reddit读到这里，有些人会觉得这个心态过于扭曲，但我们需要厘清一个极其重要的边界：纯粹的互联网喷子，和批评式观赛不是一回事。绝大多数时候，后者只是一种「乐子人」的情绪消遣心态，而不是真的要去对他人造成实质性的伤害。某种程度上，批评式观赛也能当作一种时间管理工具。今天这种信息爆炸的时代，一个人能挤出来的看球时间太有限了，很多人希望在主队之外多看点比赛，所以就选择去代入一些情绪，让自己有更有动力和代入去看更多比赛。如果一定要做个不太严谨的比较，一个连比赛都不看的喷子，和一个认真看完比赛的黑粉，哪个更差？大家大概都有自己的答案。那为什么要一定去批评式观看，而不是纯粹享受竞技本身？因为体育迷能做到这件事概率，比实现世界和平还要艰难。

F | 而且，一个球员和队伍越强，越容易成为批评式观赛的对象。这两天，《独树不成林》的主播仲树关于《奥德赛》采访导演诺兰的视频出圈，其中有一个极具穿透力的观点：现在我们生活在一个「需要为伟大道歉」的时代。图源：@仲树这种对伟大的天然警惕甚至排斥，在体育世界中其实一直存在，并且表现得淋漓尽致。很多时候，一支球队的统治力越强、建立的王朝越是漫长，就越不可避免地会成为众矢之的，批评式观赛很少是针对弱队的。

G | 不过，一个行为能成为现象，除了个体行为和心理机制外，也跟社会和媒介的发展离不开关系。批评式观赛文化的彻底爆发，很大程度上是由于社媒和其算法的推波助澜，且扮演了一个双刃剑的角色。

H | 一方面，其让批评式观赛变成了一种能找到同好圈子文化，变成某种调侃。但另一方面，社媒也让这种原本应该无伤大雅的乐子人心态，面临着随时变味的风险。当下各大平台的底层逻辑，都在奖励负面情绪和观点。有理有据的战术讨论，信息流都不愿正眼瞧一眼；但某个失误画面配上一嘲讽，算法就像是看到菠菜的大力水手。在这样的机制喂养下，批评式观赛有些时候也变得跟比赛本身无关，而是变成了一场巨型的互联网社交表演，很多人开始模糊底线，让其上升为人身攻击和骂战。如果到了这个地步，那批评式观赛就与纯粹喷子的行为并无区别。我想，这种脱离于原本意义和目的的行为，是所有人都不愿意看到的。毕竟，树立某个「反派」可以让人更投入的看比赛，但如果最后搞得戾气横生、丧失底线，脱离圈子去攻击他人，那这好不容易挤出来的宝贵时间和睡眠，可就真的不值当了。