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Cultivating more ‘China Service’ brands_我的网站

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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."
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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.
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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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二 |     AI摘要      厦门近日启动道路“地下体检”，利用三维雷达检测车对58条主干道开展无损探测，无需封路。预计9月底出具报告，精准排查空洞、脱空等隐患，保障城市道路安全运行。

三 |               三维雷达检测车在湖里区滨海路探测地下病害。

四 |     三维雷达检测车缓缓驶过，作业无须封路，市民如常通行，道路地下的“CT影像”正在一帧帧生成。    近日，厦门开展道路“地下体检”，共覆盖58条主干道路，车道里程约2300公里，环岛路、环岛干道、滨海路、翔安大道、集美大道均在检测范围内。    市交通局公路中心表示，预计9月底能拿到“CT报告”，排查出空洞、脱空隐患等道路病害。    地下3米全“看得见”     在湖里区滨海路，一辆黄色小车正缓慢行驶，后方警示灯不停闪烁。

五 | 车尾离地不到10厘米处，托着一个长方体的装置，车身标有“随时停车”“地质病害检测车”字样。“就像医院做CT一样，我们用雷达给地下做检测，地下3米全‘看得见’。”检测车内，检测员小何的眼睛几乎没离开过面前的屏幕。屏幕上是一条不断向前延伸的彩色波形图，像一张被拉长的心电图。“这就是地下的‘照片’。

六 | ”小何指着屏幕说，车载三维阵列雷达以200兆赫兹的频率向路面以下发射电磁波，遇到土体密实度变化，比如空洞、脱空、疏松体、富水体，波形就会出现异常反射。    车外，一辆防撞缓冲车始终尾随，爆闪灯在日光下一闪一闪。“这是标配，每辆检测车后面都得跟着一辆。”市交通局公路中心直属公路部门工程师陈志勇说，作业时安全防护一刻不能松。    一天检测近100公里     城市道路地下管线错综复杂、地质条件多变，受管涵施工、地下水渗流等多重因素影响，道路路基薄弱区域易出现空洞、脱空等隐蔽病害。    “以往依靠人工目视巡查、图文记录等方式，无法排查地下深层隐患。

七 | ”陈志勇介绍，如今依托地质病害检测车等智能检测设备，车辆行驶即可精准探测地下病害，检测效率与精准度大幅提升。    “一辆检测车一天能跑80到100公里。”检测公司技术人员毕翔介绍，岛内岛外多辆检测车同步分段推进。车流相对平稳的道路，安排在白天作业；而长岸路、环岛干道会展段、嘉禾路、厦门大桥段这些车流量大的特级主干道，全部留到夜间。但不是所有天气都能作业。

八 | 雨天、台风天、汛期强降雨必须停工——雨水会吸收电磁波，探测精度直接打折扣。    三年周期覆盖全域公路     检测车跑一遍，只是第一步。

九 |     “雷达画面只记录轨迹和路面影像，没法实时识别空洞，需要靠后期人工判读。”毕翔介绍，检测车采集到的数据要带回公司，用专用软件逐帧解析，人工复核每一段波形，标记出疑似空洞的位置、范围和体积，形成靶向病害台账。标记出的隐患点，还要用手推式二维雷达上路二次复测。“车载的是初筛，手推的精度更高，用来定点确认。”毕翔说，最终完整的检测报告交付市交通局公路中心，为后续维修处置提供科学依据。    陈志勇告诉记者，从2021年起，市交通局公路中心每年委托第三方开展道路“空洞”检测，实行三年一轮全域全覆盖——三年周期内，辖区所有县道、乡道至少完整检测一遍，高等级道路单周期内可检测2到3次。

十 | “通过对比历年数据，可对病害发展趋势进行动态追踪和提前预警。”陈志勇说。

十一 |     市交通局公路中心相关负责人表示，将依托现代化检测手段、落实科学修复方案，全力保障道路通行，为市民打造平稳、安全的出行环境。（厦门日报记者 林钦圣 通讯员 林萍 文/图 ）。

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Published on:14:55:01