去过东南亚才明白：内卷或许能赢下某次战役，却摧毁了整个战场

Core Viewpoint - The article discusses the concept of "involution" in business, emphasizing that competing through destructive price wars ultimately harms the market and brand reputation, particularly for Chinese manufacturing in international markets [2][10]. Group 1: Historical Context and Lessons - In the 1990s, Chinese motorcycle brands entered Southeast Asia, using aggressive price competition to reduce average prices from $700 to $200, which led to the decline of Japanese brands [3]. - Despite winning the price war against Japanese brands, Chinese manufacturers failed to establish a sustainable market presence due to lack of profits, after-sales service, and quality, resulting in a tarnished reputation for "Made in China" [4][6][7]. Group 2: Long-term Strategy - The article highlights the importance of "long-termism" in business, as exemplified by Wuling's commitment to establishing a lasting presence in Indonesia, marking each anniversary as a milestone in their journey [8][9]. - It argues that businesses should focus on product quality and customer satisfaction rather than short-term victories through price cuts, which can lead to a loss of respect for the brand [10]. Group 3: Japanese Business Practices - Japanese companies like Kao and Suntory prioritize customer satisfaction over profits, focusing on practical, innovative products that meet market needs [11]. - The success of brands like Kikkoman and FANCL is attributed to their ability to adapt to local markets while maintaining product integrity and addressing consumer needs [13][24]. Group 4: Practical Insights for Businesses - The article suggests that companies should engage deeply with consumer needs and market conditions, akin to farmers observing their crops, to identify genuine growth opportunities [21]. - It emphasizes the importance of understanding consumer behavior and preferences through direct engagement rather than relying solely on data [22][23]. Group 5: Educational Opportunities - The article promotes a learning trip to Japan, aimed at exploring the operational strategies of successful Japanese brands during low-growth periods, providing insights into sustainable business practices [16][30].