---
title: "New Distribution Zhao Bo: How Distributors Can Raise, Install, and Nurture the Lobster"
description: "Over the past two years, distributor owners have all asked the same question: Can AI really help me do business, rather than just chat with me? Yes, but only if you \"raise it right.\" If you ask me \"how to install the Lobster,\" the answer is simple: go to Tencent Cloud and do a one-click, foolproof installation. Installation is not the point; the key is how to configure it, feed it data, install skills, and finally let it monitor your operations. Many owners find that after installation, the answers seem okay, but soon they feel \"it's just so-so.\" The problem is usually not the Lobster, but..."
author: "赵波"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2026-04-05"
categories: "Dealer Operations, Management & Methods"
language: "en"
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markdown: "https://xinjignxiao.com/en/articles/new-distribution-zhao-bo-how-distributors-can-raise-install-and-nurture-9c7a4b90.md"
original_source: "https://mp.weixin.qq.com/s/PLDbDwk6QfA3mdl_jZq9Vw"
translation: "https://xinjignxiao.com/zh/articles/%E6%96%B0%E7%BB%8F%E9%94%80%E8%B5%B5%E6%B3%A2-%E7%BB%8F%E9%94%80%E5%95%86%E6%80%8E%E4%B9%88%E5%85%BB%E9%BE%99%E8%99%BE-%E5%AE%89%E8%A3%85%E9%BE%99%E8%99%BE-%E5%85%BB%E5%A5%BD%E9%BE%99%E8%99%BE-9c7a4b90.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/new-distribution-zhao-bo-how-distributors-can-raise-install-and-nurture-9c7a4b90/"
citation: "赵波. “New Distribution Zhao Bo: How Distributors Can Raise, Install, and Nurture the Lobster.” New Distribution, 2026-04-05. https://xinjignxiao.com/en/articles/new-distribution-zhao-bo-how-distributors-can-raise-install-and-nurture-9c7a4b90/"
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---

# New Distribution Zhao Bo: How Distributors Can Raise, Install, and Nurture the Lobster

> Over the past two years, distributor owners have all asked the same question: Can AI really help me do business, rather than just chat with me? Yes, but only if you "raise it right." If you ask me "how to install the Lobster," the answer is simple: go to Tencent Cloud and do a one-click, foolproof installation. Installation is not the point; the key is how to configure it, feed it data, install skills, and finally let it monitor your operations. Many owners find that after installation, the answers seem okay, but soon they feel "it's just so-so." The problem is usually not the Lobster, but...

Over the past two years, distributor owners have all asked the same question: Can AI really help me do business, rather than just chat with me? Yes, but only if you "raise it right."
If you ask me "how to install the Lobster," the answer is simple: go to Tencent Cloud and do a one-click, foolproof installation. Installation is not the point; the key is how to configure it, feed it data, install skills, and finally let it monitor your operations.
Many owners find that after installation, the answers seem okay, but soon they feel "it's just so-so." The problem is usually not the Lobster, but that they haven't nurtured it.
In plain terms, installing the Lobster is just buying a piece of equipment; nurturing it well means gaining an advisor who can monitor data, alert you to risks, and help you review operations.
So, this article focuses on three things:
> After the Lobster is installed, what basic configuration should you do;
>
> How should distributor data be handed over to the Lobster;
>
> How to configure the Lobster's "skills" step by step into a truly capable operational assistant.
If you're a tech novice, don't worry. You don't need to understand code; just know what each step does.
# Let's clarify first:
# Why distributors should raise a Lobster
What distributors lack most every day is not reports, but someone who can quickly see from a pile of reports what needs attention today. Many owners' real pain point is not having no data, but having no one to monitor, sift through, explain, and remind them about the data.
The value of the Lobster lies precisely here.
Think of it as an operational assistant that never sleeps and never misses anything. It's best suited not to make decisions for you, but to organize the data that would otherwise take you two hours to review into results you can understand in five minutes, and then highlight the key issues in advance.
For example:
> Which SKUs are about to run out of stock?
>
> Which categories are profitable but under-distributed?
>
> Which customers haven't placed orders for several consecutive days?
>
> Are we actually selling more this month, or just looking busy while profits thin out?
>
> Which salespeople are working hard but not generating much real benefit?
If owners have to flip through tables, judge, and follow up on these issues themselves every day, efficiency will be low. The Lobster's purpose is to handle these repetitive, tedious, and mentally taxing basic analyses first, freeing the owner's mind for truly important matters.
But there's a prerequisite: the Lobster doesn't come with these abilities; it needs to be configured, trained, fed data, and equipped with skills.
# Installation takes a minute; configuration is the real skill
Many people's biggest misconception about AI is thinking "once installed, it's ready to use."
Similarly, if the Lobster is installed but not configured, it's just a "chatty software," not an "operational analysis assistant."
The correct order for distributors raising the Lobster is not to ask a bunch of questions first, find the answers mediocre, and then be disappointed; rather, it's to lay the foundation, feed in data, install skills, and then let it work continuously according to your business style.
What really determines whether the Lobster is useful depends on four layers: whether it knows you, remembers your priorities, understands your data, and has skills suitable for distributors.
Let's go through these layers one by one.
# Step 1: Let the Lobster get to know the boss
After the Lobster is installed, the first thing is not to ask "how much did we sell today," but to let it know "who you are, what business you do, and how you want it to cooperate with you."
This step may seem like filling in information, but it's actually about "setting rules, roles, and boundaries" for the Lobster. In the basic configuration, the core is 4 files. You don't need to think of them technically; think of them as the Lobster's four base cards.
1. First base card:
This card is the "boss profile."
Its role is simple: tell the Lobster who you are, what business you do, what you usually care about most, and how you want it to communicate with you.
Distributor owners' most common preferences are usually:
> State the conclusion first, then the reasons;
>
> Use less jargon, more plain language;
>
> Focus on sales, inventory, gross profit, and customers;
>
> If there's a risk, alert me first; don't wait for me to ask.
If you write these clearly, the Lobster's expression will be more like "your assistant" rather than "a generic online AI."
After writing this card, the Lobster will better understand: it's not facing a generic user, but a boss who runs a distribution business, values time, and cares only about results and actions.
2. Second base card:
If the first card tells the Lobster "who the boss is," the second card tells it "what kind of assistant you should become."
This card is very important; it can be called the Lobster's "soul card."
Many owners find AI awkward to use, often not because of capability but because of style mismatch. For example, you want conclusions, but it starts with background; you want actions, but it only gives analysis; you hate fluff, but it always says polite things. These issues can be solved with this card.
For the distributor version of the base card, I suggest at least writing these points:
> Speak directly;
>
> Tell me the result first, then the reason;
>
> Point out problems; don't just agree;
>
> Each analysis should include actions you can take today;
>
> Prioritize alerts for stockouts, expiring products, customer churn, and profit decline.
Note: The most important part of the distributor's base card is often not "what to do," but "what not to do." If you write the prohibitions clearly, the Lobster will increasingly act like a capable worker, not a customer service rep.
3. Third base card:
This card gives the Lobster a clear identity.
On the surface, this step seems like "naming and setting personality," which might seem optional. In reality, once the identity is clear, the Lobster's consistency improves.
You can give it a name that the team is willing to use long-term, like "Little Dragon," "Old Shrimp," or "Business Shrimp."
For example, for the boss, the most practical value of this step is smoother team communication. Once a fixed name is established, AI truly enters your operational process.
4. Fourth base card:
This card is for long-term memory.
The biggest fear when raising the Lobster is that it knows today but forgets tomorrow. So, this card's role is to let the Lobster record important things and form long-term continuity.
This part should record at least four types of content:
> The boss's recent key goals;
>
> Current key business issues;
>
> Important decisions already made;
>
> Rules that need long-term monitoring.
In short, this card helps the Lobster form "context."
# Step 2: Equip the Lobster with basic capabilities
After the four base cards are configured, the Lobster is somewhat "human," but not enough. Next, you need to equip it with several basic capabilities. Think of this step as: letting it truly grow a brain, ears, and hands and feet.
For distributor scenarios, I suggest equipping at least four basic capabilities.
1. Memory capability must be enabled
If memory is not enabled, the Lobster will be like a new employee on day one every time.
It won't remember what you said yesterday, forget rules you set last week, and can't maintain long-term focus on key customers or categories.
So, memory is not a "nice-to-have," but a "must-have."
Distributors use the Lobster not for casual chat, but to have it watch the same business long-term. As long as it's watching one business long-term, it must remember what happened before.
2. Don't configure just one model; have at least one primary and one backup
Once you really use it, you'll find that models can occasionally be unstable, slow, or stuck. So the safest approach is to have at least:
> One primary model for regular analysis;
>
> One backup model to take over when the primary fails.
The practical benefit is clear: you won't miss the morning briefing or have alerts stop because a model temporarily fails.
3. Message channels must be configured
Many people easily overlook this.
Bosses think that if the Lobster analyzes in the background, that's enough, but if you don't receive the results, it's useless no matter how smart it is. So, message channels must be configured in advance. Think of it as "how the Lobster finds you." Common channels are WeChat, Feishu, and WeCom.
Especially for distributors, once message channels are configured, the biggest value is that you don't have to proactively open the system every time; red-flag issues are pushed to you proactively.
4. Basic skill foundation should be installed first
Some owners hear the word "skill" and think it's advanced and difficult. Actually, you can think of "skill" as "the Lobster's professional capability pack."
Without skills, it can only chat.
With skills, it can: import data, generate morning briefings, conduct inventory health checks, scan for operational alerts, analyze profit structure, and produce monthly reviews.
So, when raising the Lobster, don't rush to "install many" at the start; first stabilize the foundation. Once the foundation is stable, adding skills becomes smoother.
# Step 3:
# Don't rush to connect everything
# First, feed data to the Lobster steadily
This is the most critical part of the entire article; I suggest every distributor owner read it carefully.
Many people want to take the most complex path from the start: hoping the Lobster automatically connects to everything, captures everything, and understands everything. That sounds advanced, but for most distributors, it's often not the most suitable starting point.
The most suitable approach for most distributors is not to do complex integration first, but to have a clerk export data steadily and then hand it to the Lobster in a fixed format.
Think of it simply: instead of having the Lobster directly access your business system, have a clerk export tables in a fixed format and feed them to the Lobster like feeding a baby. This is the most practical, stable, and easiest way to implement.
Why do I recommend "clerk exports tables to the Lobster"?
The reasons are simple: quick to start, low cost, low risk, easy to check, and easy to troubleshoot.
For tech novices, this approach has almost no learning curve. You just need to know one thing: the Lobster can't understand your business in your head, nor data you haven't given it. Whether it can help you depends on what tables you give it, how often, and whether the format is stable.
What data should distributors give the Lobster at minimum?
I suggest starting with three basic data feeds. Once these three are stable, the Lobster can already do a lot.
Feed 1: Sales data
This is the most important table. It should at least let the Lobster understand: what was sold on which day, how much, at what price, and roughly the cost.
With sales data, the Lobster can do: morning briefings, profit analysis, product analysis, customer analysis, and personnel efficiency analysis.
Feed 2: Inventory data
Inventory data is the basis for the Lobster to help you monitor risks.
With this table, it can determine which products are about to run out, which are overstocked, which are nearing expiry, and whether the money tied up in inventory is too heavy.
Without inventory data, the Lobster can only see "how sales are going," but not "whether the warehouse is starting to have problems."
Feed 3: Store or customer data
This table lets the Lobster see customer structure and growth potential.
With this table, it can better answer: how many active customers are there, which customers are dormant, which are about to churn, and which stores have room for improvement.
If conditions allow, add feeds 4 and 5.
If your data foundation is better, you can also add:
> Personnel data: to see salesperson efficiency;
>
> Regional data: to see differences across areas.
But remember, don't be greedy. Stabilizing the three basic feeds is more valuable than pursuing ten feeds that are chaotic every day.
There are several principles for giving data to the Lobster that must be upheld:
First, fixed format.
If the header changes today and the name changes tomorrow, the Lobster will have trouble recognizing it. So, have the clerk create a fixed template and use the same format long-term.
Second, fixed frequency.
If you export daily, keep it daily; if weekly, fix the same day each week. The Lobster fears not sparse data, but intermittent data.
Third, fixed location.
It's best to have a dedicated data folder: sales in sales, inventory in inventory, stores in stores. This makes it easier for tech colleagues to maintain and for the Lobster to recognize.
Fourth, seek usability first, then perfection.
Don't aim for "every field to be complete" at the start. As long as core fields are there, get the Lobster running first. After it's running, gradually add details.
So, if you ask me the most practical way to feed the Lobster, I'd give you the simplest answer:
Have the clerk export sales, inventory, and store data feeds steadily and provide them to the Lobster through multiple channels.
# Step 4:
# What is a "skill"
# Why it's the key to the Lobster actually starting to work
Many owners are confused when they first see the word "skill." It's not complicated at all.
Think of "skill" as "the Lobster's job type" or "professional module."
A Lobster without skills can chat about anything, but when asked to monitor inventory, analyze profits, or catch anomalies, it lacks the methods. Once equipped with the right skills, it's like gaining multiple job capabilities:
> A clerk who can import data;
>
> An assistant who makes daily reports;
>
> An operator who monitors alerts;
>
> A warehouse advisor who checks inventory;
>
> A finance assistant who breaks down profits;
>
> An operations analyst who produces monthly reports.
So, whether the Lobster is useful ultimately depends not on "whether it can chat," but on "whether the right skills are installed and in the right order."
Below, I'll explain the skills most worth installing and using first, based on the most common distributor scenarios.
# The 6 core skills distributors should use well first
If you're raising the Lobster for the first time, I suggest not installing a bunch at once. The safest order is to master the following 6 skills first.
1. Data import skill
This is the starting point for all skills. Without data import, everything else is empty talk.
This skill organizes the sales, inventory, and store tables exported by the clerk into a standard format the Lobster can recognize. Think of it as a "translator."
2. Morning briefing skill
This is one of the most suitable skills for daily use by distributor owners, because what owners need most every day is not to look at dozens of tables, but to know three things in five minutes in the morning:
> How did sales go yesterday?
>
> Where is the most dangerous point today?
>
> What actions should be prioritized today?
The value of the morning briefing skill is to automatically organize these three things.
It typically compresses into a few sections: yesterday's sales, gross profit, month-to-date totals, red-flag issues, and today's key actions. This way, owners don't have to start from scratch every morning.
3. Daily alert skill
This skill is for "monitoring risks."
What distributors fear most is not problems arising, but problems arising without anyone knowing.
For example: core SKUs about to run out, certain customers not ordering for several days, sudden sales drops, or inventory starting to pile up.
If you only find out at month-end review, it's often too late. The alert skill's value is to bring problems forward as much as possible.
I've always believed that alert capability is one of the easiest ways for the Lobster to directly save owners time and avoid losses. Because it does "watching for you," which is best suited for AI.
4. Inventory health skill
Inventory is not simply "how much stock is in the warehouse"; inventory is essentially money tied up in the warehouse.
So, the most important thing about the inventory health skill is not counting quantities, but telling you whether this money is healthy.
It typically helps you look at four things: turnover speed, stockout risk, overstock risk, and expiry risk.
Many owners used to look at inventory only by "quantity." But those who truly know how to run a business look at inventory to see whether it helps or hurts cash flow, profit, and sell-through. The inventory health skill makes this clear.
5. Profit analysis skill
Many distributors look busy, with decent sales on paper, but at the end of the day feel like not much money is left. The problem is usually not "not selling," but "where the money goes after selling." The profit analysis skill helps owners break this down.
It will help you see:
> What are sales;
>
> What is gross profit;
>
> How much did promotions eat;
>
> How much did delivery eat;
>
> How much operating profit is actually left.
This skill is especially good at addressing the most common phrase owners say:
"I clearly sold a lot, so why don't I see the money?"
6. Monthly health check skill
If the morning briefing is "a daily glance," then the monthly health check is "a thorough check-up each month." It's best for not looking at individual issues, but doing an overall review:
> Is this month's overall operation healthy;
>
> Are the problems mainly in products, customers, inventory, profit, or team;
>
> What should be changed first next month.
For distributor owners, the biggest value of the monthly health check is avoiding a month of hard work where you only know you're tired, but not what to change.
# If you want to raise the Lobster deeper
# You can continue installing these operational skills
Once the 6 core skills are running smoothly, the Lobster can already be considered a qualified operational assistant. If you want it to be more like a true "operational advisor," you can add more detailed skills. I've grouped these skills into 4 groups.
Group 1: Inventory group
The core goal of this group is simple: make the money in the warehouse healthier.
The most important skills include: inventory health, daily alerts.
This group helps solve:
> Which products are about to run out and should be replenished immediately;
>
> Which products have been overstocked too long and need to be cleared;
>
> Which products are nearing expiry and should be handled quickly.
If your business often suffers from stockouts affecting sales, or overstock affecting cash flow, this group should be used thoroughly first.
Group 2: Profit group
This group helps you see "whether you're making money."
Core skills include: profit analysis, product four-quadrant analysis, and category structure diagnosis.
Using these three together works best.
> Profit analysis tells you "where the money went";
>
> Product four-quadrant tells you "which products are worth keeping or cutting";
>
> Category structure diagnosis tells you "whether your category mix is reasonable."
Group 3: Growth group
This group helps you see "how to grow next."
Core skills include: outlet analysis, distribution rate analysis, sell-through analysis, single-store output improvement, and growth target breakdown.
This group is great for solving:
> How many active customers do I have now;
>
> Which stores have room for growth;
>
> Which products are under-distributed;
>
> Which products are distributed but not selling;
>
> If I want to grow 20% next month, where will that growth come from.
Many owners' first reaction to growth is "develop more customers." But growth also includes deepening existing customers, selling more in existing stores, distributing good products more widely, and ensuring real sell-through after distribution. The growth group skills break these actions down more clearly.
Group 4: Team group
This group helps you see "how people are performing."
Core skills include: personnel efficiency analysis and role switching.
Personnel efficiency analysis is straightforward: it helps owners see the efficiency of salespeople and the team overall. Not who is busiest, but who is most effective.
Role switching is also useful. Because owners, operations, sales, warehousing, and finance have different focuses. A truly useful Lobster should give different priorities to different roles, so it can truly enter team collaboration.
# Recommended implementation order for distributors raising the Lobster for the first time
If you're ready to start using the Lobster, I suggest following this order for maximum stability:
Step 1: Install the Lobster
Go to Tencent Cloud and do a one-click installation to get the environment running.
Step 2: Configure the 4 base cards first
Configure the four base cards mentioned above.
The essence of this step is to let the Lobster get to know the boss, the working style, and its own responsibilities.
Step 3: Prepare the data feeds
Don't try to connect everything at once. First, have the clerk export the following 3 data feeds steadily: sales, inventory, and stores/customers.
Step 4: Install the 6 core skills first
The suggested order is: data import, morning briefing, daily alerts, inventory health, profit analysis, and monthly health check.
Step 5: Run for a week and see which step is most stuck
A truly good system is not built complex all at once, but starts running and then gets refined. After a week, focus on these questions:
> Is the clerk's table export smooth;
>
> Is the Lobster's data recognition stable;
>
> Is the briefing something the boss actually wants to read;
>
> Are alerts too many or too few.
Which type of analysis is most helpful to you.
Step 6: Add growth and team skills deeper
Once the above steps are stable, gradually add: four-quadrant, category structure, outlet analysis, distribution analysis, sell-through analysis, single-store output, and personnel efficiency analysis.
Following this order, you'll find the Lobster doesn't suddenly become "all-capable," but gradually goes from being able to see data, to monitoring operations, to helping you make action judgments.
# How should owners use the Lobster daily
After reading about configuration and skills, many still ask: In the end, how should I use it daily? Here's the most down-to-earth usage.
  * Every morning, first look at the Lobster's morning briefing.
Focus on three things: yesterday's results; today's red flags; and the top three actions for today.
  * During the day, if there are anomalies, check the Lobster's alerts.
For example, stockouts, customer anomalies, sales fluctuations, or inventory overstock; the Lobster will spot them earlier than you.
  * Weekly, take time to review profit, inventory, customers, and sell-through.
This week, it's not about looking at details more, but about seeing directional issues, like whether a certain category sells a lot but isn't profitable, whether sell-through in a certain area is deteriorating, or whether certain customers are clearly declining.
  * Monthly, do a fixed monthly health check.
This step is especially important because the monthly health check isn't for show, but to answer three questions: What did we do well this month; what are the real problems this month; and what should we change first next month.
Once this rhythm is established, the Lobster is no longer a tool you occasionally open to ask questions, but part of your daily, weekly, and monthly operational rhythm.
# Common pitfalls when distributors raise the Lobster
To help you avoid detours, I'll list the most common pitfalls directly.
  * Pitfall 1: Thinking installation is the end
This is the most common misconception.
Installation is just the beginning, not the result. What truly makes a difference is the subsequent configuration, data, and skills.
  * Pitfall 2: Trying to achieve everything at once
Many owners hope that on day one, the Lobster can do everything by day two.
That's unrealistic. The right way is to first run the most basic closed loop: have data, import it, generate briefings, and send alerts. Once this loop runs smoothly, getting stronger is just a matter of time.
  * Pitfall 3: Data format changes every day
This makes it hard for the Lobster to work stably.
So, have the clerk fix the template, frequency, and location. Operational systems fear "exporting when you remember, and changing a bit whenever you think of it."
  * Pitfall 4: Installing many skills without priority
It's not about having more skills, but about having skills that fit your operational scenarios.
For distributors, the first things to solve are always: whether data can come in stably, whether you can quickly understand the morning, whether risks can be alerted in advance, and whether profit and inventory can be seen clearly. These matter more than flashy features.
  * Pitfall 5: Only looking at analysis, not taking action
No matter how smart the Lobster is, it's just an assistant, not the boss.
It can help you see problems, point out priorities, and give suggestions, but ultimately, replenishing stock, clearing inventory, following up with customers, and adjusting personnel still require the team to execute.
So, the truly good usage is not "reading and feeling it makes sense," but "reading and immediately arranging actions."
# How to know if you've raised the Lobster well
I think whether a distributor has raised the Lobster well is not judged by how long they say they've used it or how many features they've installed, but by whether these 5 things are done.
1. The Lobster knows who you are
It knows you're in distribution, that you care more about sales, inventory, profit, and customers, and that you don't like fluff.
2. The Lobster knows what it should do
It's not just chatting; it clearly knows it's your operational assistant, here to help you monitor, raise risks, and give suggestions.
3. The Lobster can stably see your data
The clerk can continuously export data, the format is stable, and the Lobster can recognize it normally, not having it today and missing it tomorrow.
4. The Lobster has core skills installed
At least it can: import data, generate morning briefings, scan alerts, check inventory, analyze profit, and produce monthly reports.
5. The Lobster has entered your operational process
You don't just use it occasionally when you remember; you look at it every morning, use it weekly, and do monthly reviews.
If these 5 are done, the Lobster is no longer a "novel toy," but truly an operational advisor.
# Finally, the most important sentence
How do distributors raise the Lobster?
The answer isn't that mysterious.
Installation is just the first step; configuration is the entry; feeding the right data makes it useful; installing the right skills makes it truly work; and persisting in using it according to your operational rhythm turns the Lobster from a chat tool into your operational advisor.
If you're considering getting the Lobster now, my advice is simple: don't pursue complexity first; build the smallest closed loop first.
First install, configure the 4 base cards, have the clerk export sales, inventory, and store data feeds steadily, and get the core skills—data import, morning briefing, daily alerts, inventory health, profit analysis, and monthly health check—running smoothly.
Once this step is done, you'll clearly feel a change: previously, you relied on flipping through tables, experience, and gut feeling; now, many basic analyses, risk scans, and operational reminders will be done by the Lobster first.
This is the true meaning of raising the Lobster. Not to chase trends, not to prove you use AI, but to let owners have less blind reading, fewer misjudgments, less post-hoc remediation, and more early detection, more operational control, and more truly actionable steps.
When the Lobster achieves this, it's not "installing a software," but "gaining a diligent, stable assistant that increasingly understands your business."
After reading this article, many may still feel: I understand the principles, but I'm not confident in configuring it myself.
On April 10, at the "National Benchmark Distributor Deep Study Tour Class, Station 12 · Guizhou Fang Wang Yuan Trading," New Distribution founder Zhao Bo will be present, demonstrating hands-on from installation to configuration, teaching you how to use AI (Lobster) to improve operational efficiency.
Bring your laptop, and you can get it running that day.
Limited to 30 seats, first come first served👇


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## Citation metadata

- Publisher: New Distribution
- Author: 赵波
- Published: 2026-04-05
- Canonical: https://xinjignxiao.com/en/articles/new-distribution-zhao-bo-how-distributors-can-raise-install-and-nurture-9c7a4b90/
- Original source: https://mp.weixin.qq.com/s/PLDbDwk6QfA3mdl_jZq9Vw

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

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