最近，一颗"小炸弹"点燃了整个消费圈的焦虑情绪。 不是新科技，不是AI突破，而是——充！电！宝！ 是的，那个你我几乎每天随身携带的生活刚需，竟然一夜之间成了"高危品类"，掀起了一场消费品安全的大地震。 从高校通知到机场禁带，从品牌召回到3C认证撤销，……这不是电影，而是真实上演的"充电宝大地震"。 一系列连锁反应彻底暴露出：一个看似"成熟"的行业，也可能因信任失控而塌方。 这不仅是充电宝行业的危机，更是对整个消费品行业在"低价内卷"中失守品牌信任的集体拷问。 "刚需产品"，怎么成了"危险品"？ 故事从2025年6月份，多所北京高校学生的通知开始： "接上级主管部门提醒，近期发现20000毫安的罗马仕牌充电器在充电时，相较其他品牌型号充电器，更容易发生爆炸现象。" 6月16日，罗马仕宣布召回近50万台产品；安克创新紧随其后，召回超70万台。 更严重的是，罗马仕等多家厂商的3C认证被全面撤销，多个平台紧急下架相关产品。 6月26日，中国民航局发布紧急通知，自6月28日起禁止旅客携带没有3C标识、3C标识不清晰、被召回型号或批次的充电宝乘坐境内航班。 这意味着什么？不仅是品牌召回，整个行业的流通、销售、运输、消费使 ...

以下文章来源于远川研究所 ，作者李墨天 远川研究所 . 刻画这个时代 十年前，商业竞争的方式是比同行卖得更便宜；十年后，商业竞争的方式是指责同行低价内卷。十年 前，"价格屠夫"是对企业的至高褒奖，十年后，它成了伤害经济的元凶。 商家甚嚣尘上的抱怨，工厂寥寥无几的利润，消费者对质量问题的担忧，源头仿佛都指向低价。 由于价格无限压低，工厂无法提高产品质量，商家缺少利润维持经营，员工收入难以覆盖消费需求，似乎 形成了某种逻辑闭环。 那么，如果能"守护价格底线"，让商品价格稳定上涨，实现所谓"消费升级"，企业就可以打造品牌升级技 术，产业链从业者的收入也会稳定增长，继而反哺企业营收，似乎又能形成某种良性循环。 这套看似无懈可击的叙事，恰恰忽视的整个过程中最复杂、最深奥、最关键的环节： 当一件商品的价格上 涨，它对应提升的附加值在哪里？ 01 低价从何而来？ 无论工业皇冠上的明珠，还是工业皇冠上的边角料，大规模标准化生产的结果，一定是低价。 上到汽车和芯片，下到垃圾袋和餐巾纸，只要生产规模扩张，生产成本就会被摊薄。稍微接触过制造业就 会明白，不能被摊薄的只有税收，稳定上涨的只有社保基数。 松下幸之助的"自来水哲学"、丰 ...

以下文章来源于远川研究所 ，作者李墨天 远川研究所 . 刻画这个时代 文章来源于：远川研究所 十年前，商业竞争的方式是比同行卖得更便宜；十年后，商业竞争的方式是指责同行低价内卷。十年 前，"价格屠夫"是对企业的至高褒奖，十年后，它成了伤害经济的元凶。 商家甚嚣尘上的抱怨，工厂寥寥无几的利润，消费者对质量问题的担忧，源头仿佛都指向低价。 由于价格无限压低，工厂无法提高产品质量，商家缺少利润维持经营，员工收入难以覆盖消费需求，似 乎形成了某种逻辑闭环。 那么，如果能"守护价格底线"，让商品价格稳定上涨，实现所谓"消费升级"，企业就可以打造品牌升级 技术，产业链从业者的收入也会稳定增长，继而反哺企业营收，似乎又能形成某种良性循环。 这套看似无懈可击的叙事，恰恰忽视的整个过程中最复杂、最深奥、最关键的环节： 当一件商品的价格 上涨，它对应提升的 附加值 在哪里？ 低价从何而来？ 上到汽车和芯片，下到垃圾袋和餐巾纸，只要生产规模扩张，生产成本就会被摊薄。稍微接触过制造业 就会明白，不能被摊薄的只有税收，稳定上涨的只有社保基数。 松下幸之助的"自来水哲学"、丰田的精益生产、沃尔玛的"Every Day Low Price ...

以下文章来源于远川研究所 ，作者李墨天 远川研究所 . 刻画这个时代 人是万物的尺度。 文 ｜ 李墨天 编辑 ｜ 戴老板 来源｜ 远川研究所（ID：YuanChuanInstitution） 封面来源 ｜ Unsplash 十年前，商业竞争的方式是比同行卖得更便宜；十年后，商业竞争的方式是指责同行低价内卷。十年前，"价格屠夫"是对企业的至高褒奖，十年后，它成 了伤害经济的元凶。 商家甚嚣尘上的抱怨，工厂寥寥无几的利润，消费者对质量问题的担忧，源头仿佛都指向低价。 由于价格无限压低，工厂无法提高产品质量，商家缺少利润维持经营，员工收入难以覆盖消费需求，似乎形成了某种逻辑闭环。 那么，如果能"守护价格底线"，让商品价格稳定上涨，实现所谓"消费升级"，企业就可以打造品牌升级技术，产业链从业者的收入也会稳定增长，继而反 哺企业营收，似乎又能形成某种良性循环。 这套看似无懈可击的叙事，恰恰忽视的整个过程中最复杂、最深奥、最关键的环节： 当一件商品的价格上涨，它对应提升的 附加值 在哪里？ 低价从何而来？ 无论工业皇冠上的明珠，还是工业皇冠上的边角料，大规模标准化生产的结果，一定是低价。 上到汽车和芯片，下到垃圾袋和餐巾 ...

Core Viewpoint - The article discusses the evolution of business competition from price-cutting strategies to concerns about low-price competition, emphasizing the need for value creation beyond just lowering prices [3][4]. Group 1: The Origin of Low Prices - Low prices in the market arise from large-scale standardized production, which reduces costs through economies of scale [5][6]. - The price of consumer goods, such as televisions and air conditioners, has significantly decreased due to advancements in production technology and increased market scale [6][7]. - The decline in average prices of household air purifiers by 34% since 2016 correlates with a 53% increase in production volume, indicating that market expansion drives price reductions [8][9]. Group 2: Value Addition - The article argues that simply raising prices does not guarantee increased profits or improved supply chain conditions if the product's core attributes remain unchanged [18][19]. - True consumption upgrades occur when previously unaffordable products become accessible to a broader audience, rather than merely shifting from one expensive brand to another [19][20]. - The emergence of "white label" products reflects a competitive market where price is prioritized over added value, highlighting the need for innovation and differentiation [20][21]. Group 3: Understanding Labor - Improving labor productivity, rather than eliminating low-priced goods, is essential for escaping the cycle of low-price competition [27][28]. - Historical examples, such as the introduction of assembly lines, demonstrate that technological advancements can significantly enhance productivity and reduce costs [27][28]. - The article emphasizes that the value of labor should be recognized and compensated appropriately, moving beyond traditional manufacturing roles [30][31]. Group 4: Conclusion - The article concludes that the key to overcoming low-price competition lies in enhancing human value and creativity, rather than relying solely on cost-cutting measures [33][34]. - It advocates for a shift in perspective, recognizing that the true value of products comes from human innovation and design, rather than just material costs [34][35].

Core Viewpoint - The article discusses the evolution of competition in the business landscape from price-cutting to blaming competitors for low pricing, highlighting the detrimental effects of price wars on quality, profitability, and employee wages. Group 1: Price Dynamics and Market Behavior - Ten years ago, competition was primarily about selling cheaper, while now it involves accusations of "price internalization" among competitors [1] - The complaints from businesses, low factory profits, and consumer concerns about quality are all linked to the issue of low prices [2][3] - A stable price increase could lead to brand upgrades and improved income for industry participants, creating a positive feedback loop [4] Group 2: Cost Structures and Value Addition - The article emphasizes that the key question is where the added value comes from when prices rise [5] - Low prices are a result of large-scale standardized production, which reduces costs but does not necessarily improve quality [6][10] - The concept of the "idiot index" introduced by Elon Musk illustrates the relationship between production costs and raw material costs, indicating that high production costs can be a sign of inefficiency [9] Group 3: Market Trends and Consumer Behavior - The price of consumer electronics, such as TVs and air conditioners, has significantly decreased due to larger production scales and market growth, not due to exploitation of the supply chain [12][13][16] - The phenomenon of low prices is often accompanied by market scale growth and a fragmented market structure [14][15] - The article notes that as market saturation occurs, price competition diminishes, leading to stable pricing among major players [20] Group 4: The Role of Value Creation - The article argues that true consumption upgrades occur when previously unaffordable products become accessible to a broader audience, rather than merely shifting from one expensive brand to another [35] - The creation of new added value beyond raw materials and production processes is essential for social wealth creation and purchasing power enhancement [38][59] - High-value products often derive their worth from design, branding, and innovation rather than just manufacturing processes [49][50] Group 5: Labor and Productivity - Improving labor productivity, rather than eliminating low-priced goods, is suggested as a solution to escape the cycle of low pricing [52] - Historical examples, such as Ford's introduction of assembly lines, illustrate how productivity improvements can lead to lower prices without sacrificing quality [53][54] - The article concludes that enhancing the value of human labor is crucial for breaking free from low-price competition [68]

Core Viewpoint - Meituan Waimai is implementing a series of marketing tool reforms to combat low-quality, low-price "involution" competition in the food delivery industry [1][2][3] Group 1: Marketing Tool Reforms - Meituan Waimai has reduced the weight of merchant marketing activities in traffic recommendations and eliminated the "activity richness" scoring module [1] - Since the initiation of the marketing tool optimization, merchant subsidies for discount activities have decreased by 15%, and the number of merchants using large discount activities has dropped by 85% [1][2] Group 2: Consumer Trust and Order Growth - The introduction of "Internet + Bright Kitchen" has significantly increased consumer trust, leading to a 23% reduction in complaint rates and over 5% growth in merchant order volumes [2] Group 3: Intelligent Monitoring System - Meituan Waimai has established an intelligent monitoring system to prevent excessive marketing subsidies, providing automatic alerts and personalized cost-reduction suggestions when spending exceeds normal ranges [3] - The system will switch merchants from automatic to manual order acceptance if their marketing expenses exceed product prices, offering temporary subsidies to alleviate operational pressure [3] Group 4: Fair Competition and Quality Focus - The company is regulating "套路式营销" (trick marketing) practices to maintain a fair market, such as prohibiting misleading discount displays [3] - Meituan Waimai aims to shift the focus from price competition to quality by providing more visibility for high-quality products and encouraging merchants to highlight their core advantages [3]

2025.06. 10 本文字数：1732，阅读时长大约3分钟 作者 | 第一 财经 王珍 "部分地区和电商平台的国补已暂时下线，广东焕新补贴券每天11点开抢，记得准时开抢。"6月10 日，一家广州线下大型零售店的智能手表和学习机的促销员通过微信，提醒客户如果想购买就要抓 紧。 第一财经记者通过多个平台了解到，除了广佛地区外，重庆等部分区域的以旧换新国补政策也有所暂 停或者限流限额。正值"6.18"年中大促的高峰期，有业内人士认为，这背后与资金阶段性供应、国 家反对过度低价内卷等不无关系。 部分地方国补"点刹车" 第一财经记者10日在云闪付APP看到，"粤焕新"的栏目下，在佛山地区，个人汽车置换更新、家电 以旧换新、智能家居焕新、手机平板等购新补贴均显示"本阶段已额满，下阶段8月1日开始，敬请期 待"；家装厨卫"焕新""本阶段已额满"；居家适老化改造"焕新""券已领完"；汰旧换新的券还可领 取。 云闪付APP的相关公告还显示，佛山市从5月30日起对消费品以旧换新活动进行调整：一是家电以旧 换新、手机平板等购新补贴、智能家居焕新、个人汽车置换更新补贴资金额度接下来将分三阶段投 放。第一阶段为5月31日至7月31 ...

"6.18"大促期间，部分地区国补"点刹车"。 "部分地区和电商平台的国补已暂时下线，广东焕新补贴券每天11点开抢，记得准时开抢。"6月10日，一家广州线下大型零售店的智能手表和学习机的促销 员通过微信，提醒客户如果想购买就要抓紧。 第一财经记者通过多个平台了解到，除了广佛地区外，重庆等部分区域的以旧换新国补政策也有所暂停或者限流限额。正值"6.18"年中大促的高峰期，有业 内人士认为，这背后与资金阶段性供应、国家反对过度低价内卷等不无关系。 部分地方国补"点刹车" 第一财经记者10日在云闪付APP看到，"粤焕新"的栏目下，在佛山地区，个人汽车置换更新、家电以旧换新、智能家居焕新、手机平板等购新补贴均显 示"本阶段已额满，下阶段8月1日开始，敬请期待"；家装厨卫"焕新""本阶段已额满"；居家适老化改造"焕新""券已领完"；汰旧换新的券还可领取。 广东省家电商会秘书长吴娟美向第一财经记者说，部分地区国补实行限额限流，部分线上平台资金额度已全部用完。 6月3日，云闪付中重庆市消费品以旧换新补贴的页面显示：按照《关于实施2025年绿色智能家电以旧换新政策的通知》（渝商务[2025]26号）"补贴资金使 用完毕或政策 ...

张大伟 制图 □ 不少信托公司过去10年聚焦非标业务，几乎不具备信息化、标准化的业务体系，因此在开展本源业务 时议价能力弱，只能跟随市场进行低价竞争 □ 业内人士建议，信托公司应在提升主动管理能力上下大功夫，培育自身的差异化优势，并加快引进培 养专业人才、提升金融科技能力。此外，应建立自律机制，进一步推动行业良性竞争 规模冲动 "价格战"一触即发 身处深化转型阶段，在各项创新业务蓬勃发展的同时，信托业正面临"内卷"的困扰。 "你敢相信？现在1万元就可以做一单资产证券化业务。"一位信托从业人员透露的情况，折射出行业"内 卷"的激烈程度。 随着信托业"三分类新规"的发布，资产服务信托、资产管理信托等业务快速发展，与此同时，面临着激 烈竞争的信托公司，也开启了"价格战"。 ◎记者 金苹苹 马嘉悦 1万元就可以做一单资产证券化业务——信托本源业务的低价"内卷"，正困扰着信托公司。 随着信托业转型加速，破产重整信托、家族信托、资产证券化信托等本源业务快速发展，"价格战"也愈 演愈烈。部分信托公司为了获得规模效应，开始低价揽客。在此背景下，一些业务人员表示，资产服务 信托业务成了"赔本赚吆喝"的生意。中国信托业协会最新数 ...