3D 打印社区现「内容伪装术」；飞行汽车公司老板拍试驾视频让工程师先上；无水清洁机器人项目折戟丨鲸犀情报局Vol.25

Group 1 - Small appliance brand L attempted to collaborate with Apple for distribution but failed due to low profit margins, with Apple requiring a higher profit standard for third-party accessories [2] - The profit margin for L's products was only around 20-30%, compared to 60-70% for other accessories, leading to the unsuccessful partnership [2] - 3D printing companies are engaging in content creation disputes, with some companies using employees to pose as regular users to generate community content [3] Group 2 - Home appliance group M's B2B business is being overshadowed by its B2C business, leading to internal promotion challenges for long-serving employees [4] - The management appointments in B2B are primarily from the B2C sector, causing high turnover and frequent changes in leadership positions [4] - The CEO of a flying car company insists on test-driving the vehicles himself, causing safety concerns among engineers, leading to high turnover due to fear of risk [5] Group 3 - The decision-making structure in vacuum cleaner company S is unusually large, with over ten members in the core decision-making team, leading to inefficiencies [6] - The lengthy decision-making process hampers execution, as more participants lead to more tasks and delays [6][7] - In the robotics sector, company Y's marketing-driven leadership is causing low productivity due to unrealistic product expectations and frequent changes in requirements [8] Group 4 - Company A, once a leader in the cleaning robot industry, faced bankruptcy due to poor management decisions and was acquired by its largest creditor, F, who then revitalized the company [9][10] - F's strategy involved hiring experienced employees and leveraging their expertise to develop new products at low costs [10] - Company H invested nearly 70 million in a waterless cleaning robot project but failed to produce results due to poor management and lack of industry experience [11] Group 5 - The lawn mower industry is experiencing rapid growth, with company D providing substantial employee incentives, while company K struggles with high turnover due to centralized profit distribution [12] - Company D's performance is bolstered by frequent bonuses and a supportive incentive structure, contrasting with K's failure to distribute promised rewards effectively [12]