董明珠再次提及"内卷"问题，并回应近期有关玫瑰空调引发的网络讨论 本文自南都·湾财社。 策划 | 王莹 统筹 | 马建忠 11月18日，格力电器董事长董明珠在广州南沙举行的第二十届中国经济论坛上发表讲话，引发关注。 董明珠表示，一个好的制造业企业首要的考量指标是税收。"只有好的企业才能为国家做出更大的贡献，所以税收 是一个考核指标。" "作为我们制造业来讲，不断创新来满足消费者新的品质生活的需要，这就是新质生产力。"董明珠表示，"对我们 广东未来的发展，我们是大湾区的一员，我们义不容辞的要走在前面，不仅把消费产品做好，而且要把我们工业 装备做好。" 对于近期引发网络讨论的玫瑰空调，董明珠回应称，这是格力的一次创新尝试。"在空调行业，还没有人将空调打 造成艺术品，这是我们的起点。玫瑰空调已在部分酒店投入使用，并因其独特设计吸引顾客前往体验，这正体现 了我们创造的价值。"她强调，企业应具备利他思维，自身发展同时，也要带动上下游产业链共同成长。 采写 | 南都·湾财社记者 黄驰波 谈及行业竞争，董明珠再次提及"内卷"问题。她认为，空调行业并不存在真正的同质化。"过去空调追求送风，甚 至有广告称'送风15米'，但后来 ...

最近外资撤离中国的戏码简直比连续剧还刺激，跑得那叫一个干脆利落，主打一个不带走一片云彩！ 先是星巴克突然官宣卖身求生，这可是曾经的咖啡界顶流啊，如今在9块9的瑞幸和1块6毛8的库迪夹击 下，30块一杯的轻奢咖啡直接被按在地上摩擦。 前脚星巴克还没收拾完摊子，国际软件巨头SAS更绝，直接官宣全面撤出中国，连夜把中文官网都下架 了。 更别提特斯拉了，悄悄搞起去中国化，芯片电池都找韩国厂商当备胎，这操作多少有点见外了。 细数这些年跑路的外企，谷歌、微软、英伟达、迪卡侬、大众……能叫上名字的行业巨头几乎没落下， 这阵仗让人不禁想问：中国市场的钱，现在这么难赚了？说真的，外企跑路纯属被咱们的内卷神功吓退 的！ 咱们这市场竞争，主打一个要么卷死别人，要么饿死自己，简直是地狱难度副本。 很多人还欢呼国货胜利，但这多少有点自欺欺人了。这根本不是技术、品牌或体验上的超越，纯属用自 杀式玩法把对手吓跑，顶多算虚假胜利。 咖啡圈卷到离谱，喝杯咖啡比买瓶矿泉水还便宜，库迪1块6毛8的价格，我怀疑老板是在做慈善；迪卡 侬更委屈，同样的速干衣，本土品牌50块还包邮，它连成本都打不住，这怎么玩？ 最狠的是汽车圈，3万块就能买新车，买车跟逛 ...

Core Viewpoint - The article discusses the concept of "involution" in consumer markets, highlighting how businesses often replicate each other, leading to a lack of uniqueness and consumer engagement [4][20]. Group 1: Examples of Involution - Many famous shopping streets in China have become homogenized, offering the same local snacks and souvenirs, which detracts from the original local experience [2]. - Renowned shopping centers in China exhibit similar patterns, with luxury brands and products being nearly identical across different locations, making shopping a monotonous experience [3][4]. Group 2: Causes of Involution - Involution occurs because businesses tend to follow the same strategies and offerings, leading to a lack of differentiation in the market [5][16]. - The article references the insights of Japanese social psychologist Minoru Miura, who emphasizes the importance of uniqueness in consumer offerings [5][16]. Group 3: Case Study of Shimokitazawa - Shimokitazawa, a vibrant community in Tokyo, initially saw a decline in popularity due to the influx of chain stores that diluted its unique character [10][11]. - To combat this, the community began to reject chain stores and welcomed unique local shops, which helped restore its vibrancy and appeal [12][15]. Group 4: Lessons from Japan - The article suggests that instead of competing to be the best in a saturated market, businesses should focus on being unique and offering distinct products [16][20]. - The success of brands like Tommy in Tokyo, which offers exclusive items not available in other stores, illustrates the value of uniqueness in attracting consumers [17][18]. Group 5: Learning Opportunities - The article promotes a learning trip to Japan, focusing on how Japanese brands navigate low-growth periods and maintain consumer engagement through unique offerings and customer-centric strategies [21][26]. - The trip aims to explore how Japanese companies like 7-Eleven and Suntory adapt to market challenges by understanding consumer needs and innovating within their product lines [26][29].

Core Viewpoint - The article explores the experiences and challenges faced by university students, particularly at Zhejiang University, as they navigate their academic and personal growth during their college years [6][7][18]. Group 1: Student Learning Experiences - Students are adapting to new learning routines, with some expressing anxiety over academic pressures, such as reading complex English papers and dealing with research failures [7][8]. - The importance of balancing classroom learning with independent research is emphasized, as many students engage in long-term research projects alongside their studies [9][10]. - The use of online platforms and AI tools for self-directed learning is becoming common among students, allowing them to explore subjects of interest beyond the classroom [10][12]. Group 2: Time Management and Study Strategies - Effective time management is crucial, with students utilizing various scheduling tools to balance coursework, research, and extracurricular activities [12][13]. - Students are encouraged to find their intrinsic motivation for learning, which helps them maintain curiosity and engagement in their studies [10][15]. - The article highlights the significance of a supportive environment, where students can seek help and guidance from peers and faculty to navigate academic challenges [13][14]. Group 3: Perspectives on Competition and Personal Growth - The article discusses the dichotomy of "competition" versus "relaxation" among students, with some feeling pressured to excel while others choose a more laid-back approach [15][18]. - Students are encouraged to define their own paths and interests rather than conforming to external pressures, fostering a sense of self-awareness and personal growth [16][18]. - The role of universities in providing a supportive framework for students to explore their interests and develop their skills is emphasized, promoting a holistic approach to education [17][18].

Core Insights - The current ready-to-drink tea market is highly competitive, with many similar brands vying for a limited customer base, leading to a phenomenon where multiple tea shops coexist in close proximity [2][4] - Lemon tea has emerged as the second-largest segment in the tea beverage category, with the market expected to exceed 8 billion yuan by 2025, growing at an annual rate of over 20% [2][4] - The industry is witnessing an influx of entrepreneurs and capital, intensifying competition and innovation within the lemon tea sector [2][4] Industry Trends - The concept of "infinite games" is introduced, contrasting with the traditional "finite games" where the goal is to eliminate competitors; the focus is on sustainable growth and continuous value creation [4][5] - The market is characterized by a high density of competitors, as exemplified by Guangzhou, which has numerous coffee shops and tea stores, indicating that there is still room for growth in the lemon tea segment [9] Company Strategy - The company, Lemon Xiang You, aims to focus on the lemon tea category rather than diversifying into multiple brands, emphasizing the importance of mastering one product line [5][10] - The founder's experience includes significant investments in marketing and product development, with a commitment to launching new flavors and maintaining product quality [6][10] - The company has successfully introduced innovative products, such as a Guangdong herbal tea series, which sold over 1 million cups in its first month [10] Market Dynamics - The competitive landscape is described as "intense," with the founder arguing that competition drives value creation across all industries, not just in tea [6][7] - The founder believes that the key to success lies in product quality, channel strategy, and effective marketing, following a specific order of operations [10] - The company is committed to long-term growth, continuously optimizing its business model and brand identity to appeal to younger consumers [11]

Core Insights - The article discusses the competitive dynamics between Hema and Sam's Club, highlighting Hema's aggressive pricing strategy in 2023 and the subsequent challenges faced by Hema as it attempts to pivot towards profitability by 2025 [2][3] - The resistance from Sam's Club members towards the new leadership under former Alibaba executive Liu Peng reflects deeper concerns about the potential shift in supply chain strategies and the perceived value of membership [9][10] Pricing Strategy - In 2023, Hema launched a pricing campaign called "Move the Mountain Price," undercutting Sam's Club on popular items, such as a durian cake priced at 99 yuan compared to Sam's 128 yuan, and beef brisket at 79.9 yuan compared to Sam's 99.8 yuan [2] - This aggressive pricing strategy indicates Hema's willingness to invest heavily to capture market share from Sam's Club [2] Supply Chain Concerns - Sam's Club members are expressing skepticism about the transition to a new supply chain under Liu Peng, questioning the quality and value of products they receive compared to previous offerings [4][9] - A specific example highlighted is the difference in product sizes, where a pack of wet wipes purchased from an e-commerce platform was found to be half the size of the same product sold at Sam's Club, raising concerns about transparency and value [4] Cultural and Psychological Factors - The article suggests that the resistance from Sam's Club members is rooted in a broader cultural context, where the growth culture associated with Alibaba is being questioned as it reaches its limits [10][12] - The narrative around former Alibaba employees and their perceived quirks has gained traction on social media, reflecting a collective skepticism towards the new management and operational strategies [6][9] Market Dynamics - The article posits that the competitive landscape is influenced by a shift in consumer expectations, where members desire quality and service over mere efficiency and scale [12] - The resistance from Sam's Club members can be seen as a reaction to the changing nature of business practices, where the focus is shifting from growth to maintaining quality of life and service [12]

#产品我知道怎么做一个风控提醒，投资机会提醒的工具，全流程，最完美的方案。产品名字、域名 和 logo 两年前就准备好了。唯独想不到怎么通过它赚钱，所以一直没有做…至少每年 1M USD 净收入，收个三年才值得动手吧…赚不到几 M，只是在增加内卷的速度，最后回旋镖还是会落在自己头上 😢 ...

Group 1 - The core issue of "involution" in the current Chinese economy is a systemic growth dilemma caused by insufficient innovation momentum, where continuous innovation, particularly technological innovation, is essential for breaking through this dilemma [1][3] - The phenomenon of "involution" is characterized by a large number of economic entities entering homogeneous competition, leading to a situation where overall welfare does not improve, and innovation momentum is suppressed [2][3] - Strategic "focus" is advocated as a rational survival logic, which is not an end in itself but a means to create necessary conditions for sustained and effective innovation activities [2][4] Group 2 - The essence of "involution" is the degradation of competitive forms due to insufficient innovation, and the fundamental way to break through this dilemma is to enhance the dimensions of competition through systematic innovation [3][5] - Focusing on specific areas allows companies to concentrate resources, leading to a higher intensity of investment and deeper knowledge accumulation, which are crucial for generating differentiated and hard-to-replicate technological outcomes [4][5] - Innovation is the fundamental means to achieve the goals of "cost leadership" or "differentiation" under a focused strategy, enabling companies to escape price wars and dynamically expand their focus boundaries [5][6] Group 3 - A robust institutional framework is necessary to guide competition towards innovation rather than involution, emphasizing that good systems can promote innovation while poor systems can lead to involution [6][8] - The core proposition of institutional innovation is to deeply bind key human capital with monetary capital and long-term organizational goals through a "dynamic incentive compatibility" logic [7][8] - Continuous innovation in China relies not only on the accumulation of key human capital but also on the ongoing transformation of the institutional environment that stimulates innovation [8]

Core Viewpoint - The task of intellectuals today may no longer be to "illuminate" but to "approach," with "empathic enlightenment" replacing "overlooking guidance" [3][29] Group 1: Understanding Youth Culture - The focus on youth culture stems from personal experiences as a father and teacher, leading to an understanding that youth culture is not just consumer labels but a generational worldview [2][6] - Young people are highly sensitive to emotional nuances and resist being guided, yet they do not reject understanding [3][11] - The current generation exhibits a preference for "light assets" and functional relationships, reflecting a fear of deep emotional investment [11][12] Group 2: Emotional Needs of the Youth - The core emotional demands of young people are "understanding" and "companionship," contrasting with the previous generation's authoritative teaching style [25][32] - Young individuals often seek a sense of "rescue" and connection, which is evident in their relationships with idols and peers [31][26] - The phenomenon of idol worship has evolved into a deeper emotional connection, where fans feel they grow alongside their idols [26][27] Group 3: The Role of Intellectuals - Intellectuals are encouraged to adopt a more empathetic approach rather than a prescriptive one, recognizing the need for mutual understanding between generations [3][39] - The role of knowledge providers is shifting towards being facilitators of dialogue rather than authoritative figures [38][39] - There is a recognition that traditional knowledge frameworks must adapt to contemporary realities, including the rise of platform-based intellectuals [40][41]

Core Concept - The article discusses the phenomenon of "involution" in various sectors, highlighting how businesses and communities often replicate each other, leading to a lack of uniqueness and consumer interest [4][10][20]. Group 1: Examples of Involution - Chinese shopping streets and centers exhibit a high degree of similarity, offering the same products and experiences, which makes shopping a monotonous activity [2][3][4]. - The case of Shimokitazawa in Tokyo illustrates how the influx of chain stores diminished the area's unique charm, prompting a shift towards supporting local, distinctive shops [10][11][15]. Group 2: Causes of Involution - Involution arises from the tendency of businesses to engage in similar practices, leading to a saturated market with little differentiation [5][16]. - The article references the insights of Japanese social psychologist Minoru Miura, who emphasizes the importance of uniqueness in a competitive landscape [5][20]. Group 3: Solutions to Involution - The article suggests that instead of competing to be the best in a crowded field, businesses should focus on being unique and offering distinct products or experiences [16][20]. - The success of brands like Tommy, which offer exclusive items not available in other stores, exemplifies the value of uniqueness in attracting consumers [17][18][20]. Group 4: Learning from Japan - The article promotes a learning trip to Japan, where participants can explore how Japanese brands navigate low-growth periods and maintain consumer interest through innovation and unique offerings [21][26]. - Japanese brands are noted for their ability to adapt to market demands by focusing on consumer experiences and product quality, rather than merely following trends [26][30].