创始人要有极致的成本意识

Group 1 - The core viewpoint emphasizes that founders must have a strong cost awareness that permeates the entire organization, enabling employees to manage costs rigorously. This cost reduction is strategically driven to better allocate resources towards future growth areas, appearing as cost-saving but ultimately aimed at revenue generation [1] Group 2 - The article discusses the transition of Chinese brands from merely achieving production efficiency to occupying a significant ecological position in the industry and selling brand value. By 2026, the focus will shift from "can we produce it?" to "can we sell the brand value?" [5] - It highlights that the current decade is a golden era for lifestyle brands, particularly in sectors like beauty, home, dining, and fashion, where global markets are ripe for engagement. Brands that can emulate European brands' ability to elevate products into emotional connections with users will secure their ecological positions in a saturated market [5] - The article identifies three core elements of enduring European brands: scarcity narrative, control over the supply chain, and the definition of lifestyle [5] Group 3 - The article outlines a learning journey to Europe, focusing on luxury brand management, where participants will explore the origins and narratives of brands, the importance of emotional value, and how to reclaim pricing power through cultural storytelling [5][6][9] - Specific educational experiences include insights from L'Oréal on creating product value through a combination of technology, content, and distribution, and lessons from luxury brands like Louis Vuitton and Prada on maintaining heritage while innovating [12][20] - The program also emphasizes the significance of controlling the supply chain and understanding the materials that define luxury, as demonstrated by Loro Piana's mastery over high-quality fabrics [21]