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, significantly impacting 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, leading to a loss of reputation for "Made in China" [4][6][7]. Group 2: Long-term Strategy - The article highlights the importance of "long-termism" as a strategy for success, as demonstrated by Wuling's commitment to the Indonesian market over several years [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 and long-term goals over immediate profits, showcasing a different approach to market competition [11]. - The article cites examples of successful Japanese brands that adapt to local markets while maintaining product integrity, such as Kikkoman and FANCL, which focus on consumer needs and preferences [13][24]. Group 4: Practical Insights for Businesses - The article suggests that companies should engage deeply with their customer base, understanding real needs and preferences rather than relying solely on data [21][22]. - It emphasizes the importance of product innovation based on consumer feedback and market demands, as seen in the practices of companies like WORKMAN and Kikkoman [23][24]. Group 5: Learning Opportunities - The article promotes a learning trip to Japan, aimed at understanding the operational strategies of successful Japanese brands during low-growth periods, highlighting the importance of hands-on experience in identifying growth opportunities [16][21].