Today, Bitcoin has officially forked into two versions: the original version and the new version. The new version of Bitcoin is named "Bitcoin Cash" and is specifically used to buy and sell goods online. The current transaction price of Bitcoin Cash is about $215.
>** Focusing on the linkage effect of U.S. stocks and A-shares, China Business Channel 7:30-8:00 "From Wall Street to Lujiazui" opens the market door for you. >The Dow rose 0.30% to 22,092 points.
At the critical juncture of the final year of the "Beijing Nursing Development Implementation Plan (2021-2025)" and the "Beijing Action Plan to Further Improve Nursing Services (2023-2025)", the Nursing Management Professional Committee of the Beijing Nursing Association successfully launched the first workshop of the 2025 "Touyan Training Camp" management training project at the Civil Aviation General Hospital on May 28. The project closely adheres to the goal of "passing on the torch, empowering management, and creating a pioneer area for high-quality development at the grassroots level". It aims to cultivate a group of new head nurses with excellent leadership for grassroots medical institutions in Beijing. They will use the "head goose" to lead the "flock of wild geese" to fly together, and promote the coordinated development of regional nursing management and the improvement of service capabilities.
This issue of "Touyan Training Camp" focuses precisely on the group of young head nurses who have served for less than three years. Fifty trainees recommended by nursing quality control centers in 10 districts gathered together to start their journey of improving their management capabilities. The project was carefully planned and deployed by the Nursing Management Professional Committee of the Beijing Nursing Society. The first workshop was chaired by Wang Lijun, deputy chairman of the committee and director of the Nursing Department of Civil Aviation General Hospital.
At the opening ceremony, Ding Yanming, chairman of the Nursing Management Professional Committee, gave an in-depth explanation of the background and far-reaching significance of the "Touyan Training Camp". She pointed out that launching the project in the final year of the policy is an important measure to respond to the requirements of "strengthening the foundation, improving quality, and promoting development" and deepening grassroots assistance. She introduced that the workshop will integrate head nurses’ experience sharing, in-depth case studies, on-site visits and exchanges and other forms to achieve a close integration of theory and practice. She encouraged the trainees to cherish the opportunity, grow quickly, and truly play the role of "head goose" in the future, leading the nursing team to fly high.
Vice President Yang Yue of the Civil Aviation General Hospital delivered a speech from the dual perspectives of a doctor and department director. She highly affirmed the core position of the head nurse as the "leader of the nursing discipline" and emphasized that the high-quality development of the department is inseparable from the sincere cooperation between the head nurse and the department director. Dean Yang pointed out that the core responsibility of managers is to "lead the team and educate talents." She sincerely hopes that the new head nurses can lead by example, have the courage to take on their responsibilities, continuously strengthen their own construction, and ultimately forge an excellent nursing team that can fight hard and win battles.
The first phase of the workshop focused on the "role change" that new head nurses commonly face, and invited four outstanding representative young head nurses to share their benchmarking experience, providing trainees with valuable practical wisdom.
Head nurse Cao Peiye of the Renal Ward of Peking University People's Hospital took the title "Nurse Role Change and Self-Growth" and frankly shared the challenges she encountered when she first took up a management position. She introduced in detail how to use the management by objectives method to formulate and implement effective team development strategies, and ultimately led the team to achieve remarkable results, which opened up management ideas for the trainees.
Li Qian, head nurse of the Neurosurgery Epilepsy Center of Beijing Tiantan Hospital Affiliated to Capital Medical University, focused on "From Clinical Backbone to Management Expert - Thinking Breakthroughs in the Role Transformation of Head Nurses". Combining vivid examples, she deeply analyzed the key to accurate role positioning, the five dimensions of thinking to achieve breakthroughs, the four core competencies that urgently need to be improved, and the application skills of practical management tools. She also warned about common misunderstandings during the transformation period. The content is very instructive.
Wang Yanchao, head nurse of the Central Operating Room of Beijing Anzhen Hospital Affiliated to Capital Medical University, took the title "My Growth" and affectionately explained the true meaning of "persistence and hard work" and "dreams and dedication" on the career development path. Through profound "review and reflection", it aroused the resonance and in-depth reflection of the students present on their own growth paths.
Xiao Wenwen, head nurse of the operating room of the Civil Aviation General Hospital, gave a passionate lecture titled "Meeting the Light, Chasing the Light, and Becoming the Light: The Leadership Growth Path of Young Nurse Heads in 10 Years." Through her ten years of leadership practice, she systematically shared how to use management logic to solve practical problems, successfully achieving a comprehensive improvement in responsibility, communication art, relationship building and self-awareness, and inspiring students to continue working hard for the lofty mission they shoulder.
With their real growth experiences and effective management practices, the four speakers fully demonstrated the demonstration and leadership power of the "goose effect" and set an example for new head nurses to learn from.
In the case discussion and hospital visit exchange sessions, the trainees combined the shared content with their own work practices, actively spoke and discussed enthusiastically, and the collision of ideas aroused strong resonance. This kind of in-depth interaction and immersive learning accurately empowered 50 new head nurses at the grassroots level, effectively promoting the exchange of management experience and the improvement of practical capabilities.
The following three workshops of the "Touyan Training Camp" will be held in succession at Beijing Chaoyang Hospital, Beijing Anzhen Hospital, and the Seventh Medical Center of the People's Liberation Army General Hospital. The Nursing Management Professional Committee of the Beijing Nursing Association will continue to gather high-quality resources in the industry, with "management empowerment" as the core focus, and is committed to building the "Touyan Training Camp" into a brand project with wide influence, injecting strong impetus into consolidating the foundation of grassroots nursing management and promoting Beijing's nursing industry on a new journey of high-quality development.
Source: Nursing Management Professional Committee of Beijing Nursing Association
Reviewers: Ding Yanming, Meng Ying
Reviewer: Li Chunyan
The recommendation level of CSCO (Chinese Society of Clinical Oncology) guidelines is a bridge between high-level medical evidence and complex clinical decision-making. It is not just a simple grading, but a comprehensive consideration of the strength of evidence, drug availability, and expert consensus. It directly determines what kind of treatment options will be seen in clinical practice and the priority of adoption of these options.
The CSCO guideline mainly divides the recommendation levels into three levels. Level I recommendation is the standard treatment option that patients should give priority to under current conditions, and represents a mature solution that has proven efficacy and is affordable and accessible to most patients. Level II recommendation indicates a high level of evidence, but slightly poor accessibility, or a slightly lower level of evidence, but a high degree of expert consensus. Level III recommendation indicates a lower level of evidence, but is commonly used in clinical practice or has exploratory value, and is considered acceptable by experts.
In the era of cancer diagnosis and treatment dominated by evidence-based medicine, CSCO guidelines are not only a pocket book for clinicians, but also a touchstone for measuring the value of innovative drugs. Recently, with the readout of Phase II clinical data of Zejing Pharmaceutical's trispecific antibody ZG006 as a monotherapy for patients with refractory advanced small cell lung cancer, we dismantled the diagnosis and treatment path based on CSCO guidelines and tried to analyze the drug's future clinical positioning, market access potential and its path to breakout in market competition.
Lung cancer is a malignant tumor with high morbidity and mortality rates in China and around the world, among which small cell lung cancer accounts for approximately 13%-17% of lung cancers. Although the proportion is low, due to the large overall base of lung cancer, its impact cannot be ignored. The treatment plan for small cell lung cancer is strictly based on the stage at diagnosis. About 30% of patients are in the localized stage, and 70% of the patients are in the extensive stage, that is, the tumor has spread beyond the chest.
The treatment options for limited-stage small cell lung cancer are mainly surgery, chemotherapy and radiotherapy. Immune checkpoint inhibitors combined with chemotherapy are mainly used in the first-line treatment of extensive-stage small cell lung cancer. Although small cell lung cancer is very sensitive to initial treatment, most patients develop relapse and drug resistance after initial treatment.
Existing second-line treatment drugs mainly include topotecan, rubitidine, irinotecan and other chemotherapy drugs, and their efficacy is generally limited. Third-line and above treatment options are even rarer. Only one drug, anlotinib, is recommended by CSCO for third-line and above treatment of small cell lung cancer (category 2A).
Data show that anlotinib is a new type of small molecule multi-target tyrosine kinase inhibitor independently developed in my country. It can effectively inhibit VEGFR, PDGFR, FGFR, c-Kit and other kinases, and has the effect of anti-tumor angiogenesis and inhibiting tumor growth. The results of the phase II study (ALTER1202) of anlotinib compared with placebo in the third-line and above treatment of small cell lung cancer conducted by Chinese researchers showed that the progression-free survival time of patients after anlotinib treatment reached 4.1 months, which was 3.4 months longer than that of the placebo group; the survival time reached 6.3 months, which was 3.7 months longer than that of the placebo group.
Let’s look at the data performance of Zejing Pharmaceutical ZG006. Clinical data shows that as of September 30, 2025, a total of 60 patients with third-line and above small cell lung cancer were randomly assigned 1:1 to receive 10 mg Q2W or 30 mg Q2W treatment and were included in the analysis. The results based on IRC evaluation showed that the median progression-free survival (mPFS) of the 10 mg Q2W group (30 cases) and the 30 mg Q2W group (30 cases) were 7.03 months and 5.59 months respectively; the median survival time (mOS) of both groups was immature, with 6-month OS rates of 83.2% and 76.7%, and 12-month OS rates of 69.1% and 58.2%, respectively.
Judging from the existing data, ZG006 has demonstrated clinically significant anti-tumor activity in patients with refractory advanced small cell lung cancer, and the data performance is better than existing standard treatments. In addition, the 6-month and 12-month OS rates were 83.2% and 69.1% respectively, which is also a positive signal among the end-of-line treatment population.
However, the current median overall survival data are not yet mature, and the long-term survival benefit still needs to be further confirmed by follow-up data. In the oncology drug evaluation system, OS is still the core endpoint that determines clinical value and guideline recommendation level. If follow-up data can maintain the current trend, ZG006 is expected to become an important supplement for the later-line treatment of small cell lung cancer.
From the competitive landscape, there has been a long-term lack of efficient therapies in the back-line treatment of small cell lung cancer. The current CSCO guidelines only recommend anlotinib (category 2A) in third-line and above treatments, and clinical options are extremely limited. As a trispecific antibody targeting DLL3, ZG006's mechanism involves T cell redirection and immune synapse enhancement. It has a differentiated action path from existing therapies. If its survival benefit can be further verified, it is expected to fill the gap in later-line treatments.
However, if ZG006 wants to maximize its clinical value, it still needs to face many challenges. The first is the risk of success or failure of the key confirmation trial. The current data comes from phase II clinical studies, the sample size is limited, and it is a non-randomized controlled design. Whether subsequent phase III confirmatory studies can replicate the current efficacy signal in a larger sample and randomized controlled population remains to be verified.
Secondly, ZG006 is currently positioned as a third-line treatment and above. Although it can quickly enter clinical unmet needs, from a commercial perspective, the limited patient base for late-line treatment, short treatment cycle, and short drug exposure time limit its market space. If it is unable to expand to more front lines through strategies such as combined treatment or adjuvant treatment in the future, its market ceiling may be significantly restricted.
Taken together, ZG006 has differentiated mechanism advantages and preliminary efficacy signals in the back-line treatment of small cell lung cancer, and has the potential to become a "back-line breakthrough". However, its final clinical positioning and market value will still depend on whether subsequent confirmatory studies can be translated into definite survival benefits, whether safety is controllable, and whether barriers to competition can be formed at the level of medical insurance and guidelines.
Many managers today feel overwhelmed, and the common advice they receive is to spread out as many tasks as possible. But what should you do if you have divided everything you can but still have unfinished business? If your team is also extremely busy, reassigning tasks is just a burden shifting and is not a sustainable solution.
We have encountered this situation many times in our work coaching hundreds of leaders and large teams. Fortunately, there are three key strategies that can help you reevaluate and adjust the way you work, freeing up more time and energy.
Make sure the team understands what “good enough” means
It’s easy to fall into the trap of thinking that every job should be perfect. But if you and your team pursue “excellence” in everything, it actually means you may be overly pursuing quality, which will put pressure on the team, waste energy, and slow down overall progress.
We encourage leaders to adopt a fit-for-purpose approach to work. That is, consciously assessing the level of energy investment that is reasonable for a job. Do you discuss with your team how well a task is considered “good enough”? Where can it be simplified appropriately?
For example, a CEO client whom Jordan (one of the authors) once coached was very good at managing time and energy, and he knew very well what was important and what was not. He told the board he would send out a weekly email, but that it would be a "brainstorming" of ideas without any editing. In this way, the board of directors can understand the company's latest situation in real time, and the CEO does not have to waste his precious energy on polishing the text.
Another organization we coached had a strong “process-oriented” culture, and the leadership team was accustomed to soliciting employee input on many organizational decisions. You might think that employees would appreciate this high-involvement approach, and in rare cases they do. But overall, employees often complain that the organization's processes are too cumbersome and make work and life increasingly tiring. We recommend that the CEO and team of the organization adopt different decision-making methods based on the importance or risk of different issues and streamline the process as much as possible.
Another executive client is now asking his direct reports to submit rough first-draft plans rather than striving for perfection in multi-page documents when working on less complex or low-stakes work. She also encourages teams to send bulleted emails when possible, rather than long narrative texts, and says she will proactively ask questions when they have questions. The team is also studying how to use AI to reduce work intensity.
If leaders themselves and their teams are already overwhelmed, take some time to rethink and change the way they work.
Which tasks only need to be performed at a "good" level that could take less effort or simplify the process, thereby saving time and effort? For example, could you shorten your weekly updates? Can bullet points be used instead of detailed descriptions? When faced with a simple project, do you really need a complete project plan?
What consensus can be reached with superiors to reduce work output or streamline work processes? For example, can you suggest to your superiors that it would be best to simplify the communication method and reduce the frequency of communication? Is it possible to convey a message using a first draft rather than a finished draft? Can the decision-making process be streamlined?
How can you and your team use AI to do "good enough" work in less time? Ask your team what software they are trying out and encourage them to try more. For example, meeting minute-taking tools are now very mature and can be very helpful when writing a first draft. We recently brainstormed with colleagues and came up with a long list of AI tools worth trying.
When managers and teams stop and evaluate whether there are tasks where the bar can be “strategically lowered,” the answer is almost always yes. Moreover, encouraging the work to be “good enough” can bring more vitality to the team.
Identify and eliminate low-value tasks
We all know to eliminate low-value tasks. However, when working with clients we often find that many low-value tasks have been hidden in plain sight and become unconscious inertia. Some teams, even if they have made attempts to streamline processes, often stop at superficial improvements and miss opportunities for deeper improvements. If you continue to dig deeper, you can often save more time.
Our experience is that it usually takes two rounds of "looks" to identify all tasks that can be eliminated or mitigated.
Here is a simple load-reduction process that leaders and their teams can use:
1. Ask team members in advance to list all tasks that can be eliminated. In meetings, the first thing they think of is usually something that others can do without. That's okay, it's a warm-up.
2. Then guide the team to think deeply: If they work one less day a week, what tasks can the employees not do? This is often where breakthroughs can occur.
Of course, when cutting certain tasks, make sure there is no negative impact on clients, colleagues, or finances.
One of France's (co-author's) clients leads multiple teams of nurses in a hospital. These nurses generally feel that they have too much administrative work and no time to care for patients. She invited the team to discuss how to reduce the workload without compromising the quality of patient care. After further discussion, they decided not to fill out a 100-question checklist for each patient but to simply record abnormalities. This change freed up each team member three to four hours per week, which can be used for more caregiving work.
Information overload is a common source of low-value work. Many times a lot of information is released, but people don’t read it at all, or they don’t respond at all. France encountered this situation in his early years as CEO of a retail company. At that time, the number of reports and communications was overwhelming, and middle-level leaders were complaining. He and his team decided to pause all reporting for the next month and then evaluate what information was essential. As a result, the team found that they could cut their reporting workload by nearly 40%.
Another common source, as shown in the hospital example above, is administrative work, lengthy forms, or complex approval processes. Some organizations have a strong "process-oriented" culture and tend to "over-process" everything, when many decisions, tasks or projects can actually be solved in simpler ways. In addition, reviewing and reworking documents often consumes a lot of time, when in fact it is enough to do the work "good enough". Of course, there are meetings in almost every organization that are either unnecessary or could be significantly shortened.
What efforts could you try to eliminate, optimize, or reduce? Remember, even if you accidentally cut out something really important, you can always bring it back. We've found that teams can more easily eliminate or simplify work if they adopt a two-way door, or reversible, decision-making principle. You can assure the team that if we cancel or change something and later find that the original way was better, we can bring it back.
strategic exit
Many leaders believe they should be “available.” But excessive presence can lead to more unnecessary interactions and make team members more dependent on the leader than they should be. By giving teams more room for autonomy, leaders can free up more time.
We once coached a senior partner in the services industry who often felt overwhelmed by the number of projects she was involved in.
We challenged her past “all in” approach to engagement and introduced her to two new, more sustainable approaches. The first one: Participate once at the start of the project, check once or twice in the middle stage, and finally attend the project summary meeting. The second type: Act as a consultant, participating in brainstorming or proposing solutions only when "requested".
This change in the way of participation is a relief for herself and the team. She took a break from multiple projects, and the team felt more empowered to take charge.
You can think about:
What projects or issues are you currently heavily involved in? Which ones can be completely withdrawn?
How can you reduce your level of engagement without compromising the needs of your colleagues?
Is it possible to use more asynchronous information update methods (asynchronous update)?
Do you only attend those parts of the meeting that are relevant to you, or only attend key decision-making sessions?
Is it possible to have a quick 15-minute catch-up with a direct report or colleague instead of a lengthy meeting?
Decrease your own involvement in smarter ways, stepping away from work (and encouraging your team to do the same), while explaining your reasons to colleagues so they understand your motivations.
. . .
When you're overwhelmed and can't delegate tasks, you can still find other ways to free up time and energy. It’s time to re-evaluate and carefully decide what to do and how to do it. Adopting a fit-for-purpose approach to work—matching the right amount of work to real needs, eliminating habitual low-value tasks, and strategically reducing your own involvement—will help you and your team free up valuable time and energy to focus on what really matters.
Frans van Loef Jordan Stark | Text
Frans van Leeuve is an Amsterdam-based executive coach and former CEO. Frans also serves as Chairman of the Advisory Board of the Amsterdam School of Finance. Jordan Stark is a partner at Next Step Partners, CEO and chief executive coach. He has more than 30 years of experience and is good at helping senior leaders display their leadership effectively.
ChatGPT | First translated by Zhao Weiyi | Translated and proofread by Liao Qijing | Edited
Economic industry terminology
economic indicatorseconomic indicators
total product of society
Gross National ProductGNP (Gross National Product)
Gross Domestic Product (Gross Domestic Product)
GDP per capita GDP per capita
gross output value of industry and agriculture
national income national income
Purchasing power parity purchasing power parity
state revenue
total volume of retail sales
general retail price index
percentage points
Consumer Price Index (CPI)
"Eighth Five-Year Plan" the 8th Five-Year Plan for National Economic and Social Development
planned economy planned economy
state monopoly over purchase and marketing
market economy market economy
mandatory plan mandatory plan
guidance plan guidance plan
market regulation market regulation
Establish operational mechanisms of market economy, rule by law, democratic supervision and incorruptible government
Stress priorities over agriculture, transportation and energy supply, education and science and technology
Achieve "three optimizations" of industrial structure, ecological environment and population quality optimize industrial structure, ecological environment and the quality of population
primary, secondary and tertiary industries primary, secondary and tertiary industries
export-oriented economy export-oriented economy
foreign exchange-earning enterprise
labor intensive
technology, knowledge or capital intensivetechnology, knowledge or capital intensive
Down-stream processing with high added-value
optimize allocation of resourcesoptimize allocation of resources
productive forces
capital goods
industrialization of research findingsindustrialization of research findings
Torch PlanTorch Plan
technology appraised as capital stock
venture investment/capital
investment in fixed assets investment in fixed assets
depreciation cost depreciation cost
Products vital to the people's livelihood
oversupply
short supply short supply
overheated economy
Curbing real estate speculation stem frenzied and speculative trading in the property market
macro-economic control
economic leverseconomic levers
industrial policyindustrial policy
public financing, taxation, credit, interest rate, exchange rate
Improve economic performance/returns
social effect/returns
bring about sustained, stable and coordinated development
budget deficit(surplus) budget deficit(surplus)
gross foreign export value
Amount of foreign direct investment contracted foreign dire
In the process of iOS application development, one challenge that developers often face is how to successfully put the application on the App Store. However, the app launch process can encounter setbacks for a variety of reasons, including technical, design, and compliance. This article will summarize some common reasons why iOS apps are rejected and provide corresponding solutions to help developers avoid these problems and successfully launch their apps to the market.
1. Application crashes or performance issues
App crashing or having performance issues is a common reason why listings fail. Apple wants users to have the best experience possible, so if an app has performance issues or crashes, it's likely to be rejected. The way to solve this problem is to fully test the performance and stability of the application during the development phase. Developers can use various performance testing tools and crash analysis tools to detect the performance and stability of the application and ensure that the application can run normally under various circumstances.
2. Violate Apple’s rules
If an app violates Apple's rules, it will be rejected. To avoid this situation, developers need to carefully read and understand Apple's Developer Agreement and App Store Review Guidelines to ensure that the app complies with all regulations. If you're not sure whether your app complies, you can check with Apple's developer support team. In addition, developers should also pay attention to complying with relevant laws and regulations such as copyright, privacy and data protection.
3. UI/UX issues
The user interface and user experience of an app are also important aspects of Apple’s review. If the user interface design of the application is rough or the user experience is poor, Apple reviewers may think that the quality of the application is not high and refuse to be put on the shelves. Therefore, developers need to use design tools to create attractive user interfaces and conduct user testing to ensure that the user experience of the application is good. At the same time, developers also need to pay attention to the ease of use of the application to ensure that users can easily complete various operations.
4. There are security issues or vulnerabilities
Apple takes user security and privacy very seriously. If an app has security vulnerabilities or privacy issues, it will likely be rejected. To solve this problem, developers need to use various tools and techniques to detect the security and privacy protection of applications. For example, you can use static analysis tools and conduct code reviews to detect vulnerabilities and security issues in your application.
5. There is false information or misleading users
Apple wants users to have access to truthful and accurate information. If an app contains false information or misleads users, it will be rejected. Therefore, developers need to ensure that the information provided by the app is true and reliable and does not mislead users. At the same time, developers also need to pay attention to the application's description and metadata to ensure that they accurately reflect the application's functions and features.
Summarize
Successfully putting an iOS app on the App Store requires developers to put in a lot of effort during the development, testing, and release processes. By understanding common rejection reasons and their corresponding solutions, developers can better combat these issues and successfully bring their apps to market. At the same time, developers also need to continue to pay attention to changes in Apple's regulations and review standards in order to adjust their development strategies in a timely manner. I hope this article can help developers avoid common listing problems and successfully launch their applications into the iOS market.
[How to calculate the number of views and historical visitors of QQ space] In the process of using QQ space, many users will pay attention to the "number of views" and "number of historical visitors" data displayed in their own space updates or their friends' spaces. These data may seem simple, but there are specific calculation rules behind them. The following is a summary of these two indicators, with a clear comparison table to help everyone understand better.
1. Calculation method of page views
definition:
Views refer to the number of times a certain update (such as a blog, photo, video, etc.) is viewed by a user. Every time this dynamic page is opened, the number of views will be increased.
Calculation rules:
- Every time a user clicks to enter the dynamic page, the system will record a visit.
- If the same user visits the same post multiple times, each visit will be counted as views.
- The number of views is updated in real time, and users can see the current number of views.
Things to note:
- If the user enters the dynamic page through a link from a third-party platform (such as WeChat, QQ group, etc.), the views will also be counted.
- The system may restrict repeated access within a short period of time to avoid malicious brushing.
2. How to calculate the number of historical visitors
definition:
The number of historical visitors refers to the number of different users who have visited the space or activity within a certain period of time. That is, each unique visitor is counted only once.
Calculation rules:
- Each different QQ account visits once and is counted as an independent visitor.
- Multiple visits by the same user will be counted only once.
- The number of historical visitors is usually counted by day, week, and month. Users can view data in different time periods in the background.
Things to note:
- Privacy settings will affect the statistics of visitors. For example, if it is set to "visible only to friends", non-friends will not be able to access and will not be counted in the number of visitors.
- When the user turns off the "Allow others to access my space" function, the number of visitors will no longer be updated.
3. Comparison summary table
project
definition
Calculation method
Whether to double count
Whether to count independent users
Views
The total number of times the post was viewed
Each time the dynamic page is opened, it is added once.
Historical visitors
The number of users who access the space/dynamics within a certain period of time
Each independent QQ account access counts once.
4. Conclusion
Although the number of views and the number of historical visitors in QQ space are both indicators of measuring the popularity of content, their calculation logic is different. The number of views pays more attention to the "exposure frequency" of the content, while the number of historical visitors pays more attention to the "user coverage". Understanding these differences will help us analyze the performance of spatial content more accurately and optimize sharing strategies.
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