三只松鼠花名是“归属感”还是“洗脑”？员工眼中的两个世界

Core Viewpoint - The article discusses the recent controversy surrounding the use of "mouse names" at Three Squirrels, a practice that has sparked mixed reactions among employees and the public, highlighting the company's unique corporate culture while also revealing underlying performance issues [1][3][8]. Group 1: Employee Perspectives on Nickname Culture - Employees have divided opinions on the "nickname system," with some appreciating the separation of work and personal life it provides, while others find it uncomfortable and reminiscent of a "brainwashing" culture [4][7]. - A current employee expressed that using a nickname allows for a more relaxed work environment and diminishes hierarchical distinctions, while a former employee criticized the practice as excessive and detrimental to customer interactions [6][7]. - The acceptance of this corporate culture appears to correlate with job roles, personal values, and team dynamics, indicating a complex relationship between employee satisfaction and corporate identity [7]. Group 2: Financial Performance and Challenges - Three Squirrels reported a revenue of 7.76 billion yuan for the first three quarters of 2025, marking an 8.22% year-on-year increase, but the net profit attributable to shareholders plummeted by 52.91% to 1.61 billion yuan, indicating a significant decline in profitability despite revenue growth [8][9]. - The company's net profit was heavily reliant on government subsidies, with 988 million yuan coming from such sources, leading to a stark drop in the actual operating profit to 570 million yuan, down 78.57% year-on-year [8][10]. - The cash flow situation is concerning, with a net cash flow from operating activities of -506 million yuan, a drastic decline of 1690.52%, attributed to increased procurement expenses, and a significant rise in short-term loans [10]. Group 3: Market Position and Strategic Concerns - The brand's reliance on low pricing to attract traffic has created a cycle of diminishing brand value and profitability, as traditional e-commerce revenues have declined since 2020, despite temporary recoveries through new channels like Douyin [10]. - The lack of effective synergy between online and offline channels further complicates the company's growth strategy, emphasizing the need for a more sustainable business model that prioritizes product quality and employee respect over superficial branding practices [10].