“外行是死不光的”——《繁花》生存警句与一位董事长的深层共鸣

Core Viewpoint - The article emphasizes that a focus on low prices in e-commerce can lead to a decline in product quality and ultimately harm value, tax revenue, and employment. It highlights that less than 5% of ecosystem companies on certain platforms survive in the long run [1][9]. Group 1: Industry Insights - Many industries in China fall into a vicious cycle of homogenization and low-cost competition, leading to resource waste and ecological damage within enterprises [3][11]. - The article discusses the detrimental effects of price wars, stating that companies engaging in such strategies often harm themselves more than their competitors, as prices can always go lower [3][11]. - The narrative illustrates that the core competitiveness of a company should focus on consumer orientation and differentiation, rather than solely on price [3][11]. Group 2: Company Case Study - The company Leike Electric, under the leadership of Chairman Ni Zugen, has successfully navigated the competitive landscape by focusing on consumer pain points and creating value through differentiated products [4][12]. - Leike's journey began with the successful launch of its first vacuum cleaner, which sold 1.5 million units, and by 2004, it became the world's largest vacuum cleaner manufacturer with an annual output of 8 million units [4][12]. - In response to declining profits from OEM business and increasing competition, Leike launched its own brand "LEXY" targeting the high-end market, focusing on consumer needs such as noise reduction and effective cleaning [5][13]. Group 3: Brand Development - Ni Zugen expresses a vision for creating a long-lasting high-end Chinese brand through innovation and a customer-oriented approach, despite the challenges faced by private enterprises in establishing credible brands [7][15]. - The article underscores the importance of continuous innovation and maintaining quality to build a brand with lasting vitality [7][15]. - It reflects on the historical context of brand competition in China, contrasting Ni Zugen's early recognition of the need for differentiation with the strategies of other industry leaders who relied on resource monopolization [16].