Core Viewpoint - The article emphasizes that consumer brands need to adopt ten "don'ts" to avoid internal competition and effectively market and communicate their products in a fragmented consumer landscape [2][6][10]. Group 1 - Do not chase after dividends anymore [2] - Do not use diligent traffic investment to cover the lack of core brand competitiveness [3] - The essence of consumer goods has not changed over the past 30 years: deep distribution both online and offline, and occupying consumers' minds as the first choice [4][5] Group 2 - Do not look for consumers anymore [6] - Consumer touchpoints are increasingly complex, and limited budgets cannot follow all of them [7][8] - To win the mind war, brands must concentrate their efforts and saturate the market to penetrate consumers' mental barriers [8] Group 3 - Do not add more products [10] - The core of a business is not about adding but focusing resources on core products [11] - Focus on core products, core media, and core brand value [12] Group 4 - Do not embrace change anymore [13] - Instead of trying to grow in areas of weakness, brands should focus on the unchanging rules of their industry and consumers' enduring needs [13][14] Group 5 - Do not talk about products anymore [15] - China does not lack quality products; instead, brands should create scenarios that stimulate consumer desire [16] - Consumers need solutions to their scenario problems and the emotional significance of those scenarios [18] Group 6 - Do not learn from leading brands anymore [19] - When facing a strong leader brand, the tactical approach should be to differentiate rather than imitate [20][21] Group 7 - Do not fantasize about winning through extraordinary means anymore [22] - Betting on significant events and public opinion has a low success rate [23] - The resonance between online social media and offline community media is the most reliable paradigm for brand communication today [24] Group 8 - Do not strive for change anymore [26] - Sometimes, doing less but doing it thoroughly is more effective than trying to innovate excessively [26] Group 9 - Do not trust numbers anymore [27] - Online data does not equate to consumer recognition; true value lies in being a brand that consumers think of first in its category [28][29] Group 10 - Do not go with the flow anymore [31] - When everyone is following trends, consider taking a contrary approach for unexpected experiences and rewards [32]

Core Viewpoint - The article discusses the lessons that Chinese companies can learn from Japan's "lost thirty years," emphasizing the importance of consumer needs, product quality, and operational efficiency in navigating economic cycles [7][9][12]. Group 1: Insights from Japan - Japan experienced stagnant wages and severe aging during its "lost thirty years," yet it produced successful consumer champions like Uniqlo and 7-Eleven, highlighting the importance of upgrading consumer necessities and changing business formats [8][9]. - The emergence of affordable alternatives in Japan shifted consumer focus from luxury to practicality, as seen with Uniqlo's rise [10][11]. - Key takeaways for Chinese companies include the need for extreme cost-performance ratios, unique offline retail experiences, and high execution efficiency [12][13]. Group 2: Opportunities in the Chinese Market - The article identifies the "downstream market" as a crucial area for growth in the next two to three decades, emphasizing the search for new national brands and chain stores [14][15]. - Historical context is provided with the example of JD.com, which grew from 1 billion in revenue to becoming China's first trillion-yuan retail enterprise, showcasing the importance of cost, efficiency, and user experience [18][19]. - The author notes that since 2016, the focus has been on investing in new consumer champions, with 15 companies achieving over 1 billion in revenue and 3 companies projected to exceed 10 billion this year [24][25]. Group 3: Structural Opportunities in Consumption - The article outlines two structural opportunities in the Chinese consumer market: the rise of new national brands and the development of nationwide chains [28]. - The author emphasizes the importance of product innovation and brand expansion, particularly in the context of the pandemic, which created significant opportunities for food companies [26][27]. - The upcoming "Black Horse Consumption Rise" course aims to provide insights into how Chinese and Japanese consumer champions succeed in the current market landscape [29][30].

Core Viewpoint - Beike demonstrates resilience and growth during the real estate adjustment period, with a total transaction volume of 878.7 billion, net income of 26 billion, and adjusted net profit of 1.821 billion in Q2 2025, indicating a strong performance despite industry challenges [1] Financial Performance - In Q2 2025, Beike's GTV for existing housing reached 583.5 billion, with net income of 6.7 billion, while new housing GTV was 255.4 billion, showing a year-on-year growth of 8.5% and net income of 8.6 billion, also reflecting an 8.6% increase [3] - Non-property transaction service revenue accounted for 41% of total net income, with home decoration and rental services contributing significantly to growth [8] Technological Empowerment - Beike is leveraging AI technology to enhance operational efficiency, with tools like the AIGC marketing intelligence system and AI CRM helping agents improve customer acquisition and conversion rates [4][5] - The AI online service assistant "Pudding" provides consumers with market analysis and property comparisons, showing a 59% increase in conversation volume from May to July [6] New Growth Areas - Beike is expanding into home decoration and rental services, with home decoration revenue reaching 4.6 billion in Q2, a 13% increase, and rental service revenue growing by 78% to 5.7 billion [8] - The company is transitioning towards a "one-stop new living service platform," enhancing product offerings and operational capabilities in home decoration and rental services [9][12] Community Engagement - Beike is shifting from broad market strategies to deep community engagement, establishing community-based service centers and optimizing operations to better understand local market demands [14][15] - The company aims to reduce the physical and psychological distance between services and users, evolving from a city-level service provider to a community-level partner [15] Operational Efficiency - Beike is refining its platform management and operational strategies to enhance agent performance and transaction conversion rates, focusing on scientific management and community governance [16] - The company is committed to continuous innovation through technology, product iteration, and community engagement, positioning itself for future growth in the evolving real estate landscape [16]

Core Viewpoint - The article emphasizes the importance of learning from both successes and failures in business, highlighting that understanding the correct causal relationships is fundamental to human progress and decision-making in investments and entrepreneurship [7][11][15]. Group 1: Company Insights - TianTu Capital has become the first Chinese VC to be listed on the Hong Kong Stock Exchange as of October 6, 2023 [3]. - The founder of TianTu Capital, Feng Weidong, manages a fund size exceeding 20 billion yuan and has invested in over 200 companies, including notable firms like Zhou Hei Ya and Nai Xue's Tea [4][5]. - The article promotes an upcoming event featuring Feng Weidong and other industry leaders, focusing on product innovation and brand expansion in the consumer sector [16][18]. Group 2: Market Trends - The article discusses the strategies of Japanese brands in the 1990s, which successfully expanded overseas while maintaining profitability through product innovation and brand development [22]. - It highlights the dual strategy of "localization + globalization" adopted by companies like Kao, which operates in over 100 countries, and Uniqlo, which has seen a tenfold increase in stock price over the past five years [22]. - The article outlines the need for Chinese consumer brands to innovate and differentiate in a saturated market, emphasizing the importance of quality and cost-effectiveness to meet new consumer demands [25]. Group 3: Educational Opportunities - The article promotes a three-day immersive course aimed at dissecting how Chinese and Japanese consumer companies succeed in a saturated market, focusing on product innovation and brand globalization [17][20]. - The course will feature industry experts who will share insights on product development, market positioning, and strategies for overcoming challenges in international markets [24][26]. - Specific sessions will cover topics such as the importance of data-driven product strategies and the role of technology in enhancing product development efficiency [32][34].

Industry Overview - The restaurant industry is facing intense competition, with a monthly closure rate of over 10% and more than one million restaurants shutting down in the first half of the year. Less than 20% of restaurants survive beyond three years [1] Case Study: Salt Bae - Nusret Gökçe, known as Salt Bae, gained fame in 2017 due to his unique and flamboyant salt-sprinkling technique, which went viral on social media, leading to over 50 million followers on Instagram [2][4] - Despite having a limited menu focused primarily on steak and high prices, Salt Bae's restaurants have thrived, with locations in 27 cities worldwide, including a popular spot in Doha frequented by celebrities [3][4] Marketing Strategy - Salt Bae's success is attributed to his understanding of social media dynamics, where visibility is more crucial than traditional quality metrics [4][11] - His signature salt-sprinkling move is memorable and easily replicable, generating significant online engagement and discussion, which surpasses traditional advertising methods [7][8] Traditional vs. Modern Approaches - Traditional restaurant owners often cling to outdated beliefs that good food and service alone will attract customers, which is increasingly ineffective in a saturated market [12][14] - The current market is characterized by an overwhelming number of choices, making it essential for restaurants to stand out through unique branding and marketing strategies [14][20] New Business Models - Successful restaurants are now focusing on creating memorable experiences and social currency, as seen with brands like Wang Shun Ge and Ba Wang Tea Ji, which have redefined their offerings to attract customers [17][18] - The emphasis is on creating unique selling points and engaging marketing strategies that resonate with consumers in the current landscape [20][24] Recommendations for Restaurant Owners - Restaurant owners should adopt innovative marketing strategies, leveraging social media to enhance visibility and attract customers, rather than solely focusing on product quality [24][25] - Engaging in unique branding and creating memorable experiences can help restaurants thrive in a competitive environment [20][24]

Core Viewpoint - Shanghai is experiencing a commercial supply surplus, with an increasing number of shopping centers opening but not translating into higher consumer spending [10][9][6]. Group 1: Commercial Landscape in Shanghai - Shanghai has over 400 shopping centers, with one large shopping center for every 80,000 people, compared to Tokyo's one for every 200,000 [3][4]. - The per capita commercial area in Shanghai is second only to Dubai and is three times that of Tokyo [5]. - In 2023, approximately 60 new commercial projects are expected to open in Shanghai, totaling over 3 million square meters [6]. Group 2: Consumer Spending Trends - In Q1 2023, Shanghai's total retail sales of consumer goods decreased by 1.5% year-on-year, indicating a decline in consumer demand despite the increase in shopping centers [9]. - The retail sales of goods and catering revenue also saw negative growth, with catering revenue down by 3.4% [9]. Group 3: Commercial Space Challenges - Many shopping centers are becoming abandoned or underperforming, with notable closures in prime areas like Lujiazui [13][14]. - The rapid turnover and high elimination rate of shopping centers are evident, with some large malls like Aegean Sea Shopping Center facing significant vacancy rates [18][22]. - The outdoor commercial spaces in some centers have vacancy rates exceeding 90% [22][31]. Group 4: Market Dynamics and Trends - The market is witnessing a transformation where some shopping centers are being repurposed or sold off due to financial pressures on developers [106][130]. - Major players like Wanda and Vanke are actively selling off commercial assets to improve liquidity, with Wanda selling nearly 90 Wanda Plazas since 2017 [108][113][122]. - The trend indicates a shift from expansion to efficiency, with a focus on core assets and high-quality developments [139][146].

Group 1 - Shanghai has over 400 shopping centers, with an average of one large shopping center for every 80,000 people, compared to Tokyo's one for every 200,000 people [1] - Shanghai's per capita commercial area is second only to Dubai and is three times that of Tokyo [2] - Despite reaching a high level of commercial development, Shanghai's commercial sector continues to expand [3] Group 2 - In 2023, approximately 60 new commercial projects are expected to open in Shanghai, totaling over 3 million square meters, with Minhang leading with 12 new openings exceeding 1 million square meters [4] - The retail sales growth rate in Shanghai for the first quarter of this year was negative, indicating a disconnect between the increase in shopping centers and consumer spending [5][8] - The total retail sales of consumer goods in March were 128 billion yuan, down 1.5% year-on-year, with a total of 4.06 billion yuan for the first quarter, also down 1.1% [7] Group 3 - Shanghai is entering a phase of oversupply in commercial space, leading to many shopping centers being abandoned or underperforming [8][9] - Numerous shopping malls in prime locations have closed, including well-known brands like Pacific Department Store and Isetan [10][11] - The opening of new malls has not translated into increased consumer traffic, resulting in many becoming deserted [12][13] Group 4 - The Aegean Shopping Center in Minhang, which opened in 2017, has seen a significant decline in outdoor retail space, with a vacancy rate of nearly 90% [22][29] - The area around Longbai, once bustling with foreign investment, has also seen a decline in activity, with many businesses closing [35][36] - Newer commercial developments, such as The Roof, are struggling to maintain consumer interest despite their architectural appeal [50][51] Group 5 - The once-thriving Qipu Road wholesale market has seen rental prices plummet from 70,000 yuan to 500 yuan per month, indicating a significant decline in demand [61][62] - Some shopping centers are now offering rent-free options, only requiring payment of property fees, highlighting the drastic changes in the market [90][93] - Successful transformations of some markets into high-end shopping areas contrast sharply with those that have failed to adapt [94][96] Group 6 - Wanda Group has sold off a significant number of its commercial assets, including over 30 Wanda Plazas in the past two years, due to high debt levels [100][102] - The company has shifted to a light-asset model, retaining operational rights while selling properties to insurance companies [109] - Other real estate companies, including Vanke and Shimao, are also divesting commercial assets to improve liquidity [115][118] Group 7 - The commercial real estate sector is transitioning from expansion to efficiency, with a focus on optimizing existing assets rather than acquiring new ones [129][130] - The market is witnessing a "new metabolism," where successful businesses adapt and thrive while others are left behind [131][134] - The competition in the commercial sector has entered a new phase, emphasizing the importance of consumer engagement and operational sustainability [136][138]

Core Viewpoint - The People's Bank of China has officially revoked the payment license of Shanghai Runtong Industrial Investment Co., marking the 102nd payment license cancellation in the industry [1] Company Summary - Shanghai Runtong Industrial Investment Co., established on September 21, 2006, had a registered capital of 100 million yuan and was initially licensed for prepaid card issuance and acceptance in June 2012 [4] - The company was operating under the license number Z2013631000019, with its legal representative being Wu Hongbin, and its business was primarily focused on the operation of stored value accounts in Shanghai [3] - The payment license was set to be valid until June 26, 2027, but it will be officially canceled on May 31, 2025 [3] Industry Summary - A significant proportion of recently revoked payment licenses belong to prepaid card institutions, which have struggled due to changes in the regulatory environment and increased competition from alternative payment methods [4] - Compliance is emphasized as a fundamental requirement for the survival of payment institutions, with experts highlighting the importance of risk control and adherence to regulations [5] - The overall growth rate of the payment industry is slowing, leading to intensified competition among payment institutions, which may result in lower profit margins and a need for diversification of services [5]

Core Viewpoint - The article emphasizes the importance of game operation in the current market, highlighting that success or failure often hinges on effective player engagement and retention strategies in a saturated gaming environment [6][18][56]. Group 1: Game Operation and Player Engagement - The recent incident in "Battlefield 2" illustrates how crucial game operation is, as player dissatisfaction arose from perceived operational flaws despite the game's initial success [3][5]. - Tencent's strategic officer noted that stagnation in a game often points to issues within the operational team rather than the game itself, stressing the need for the right personnel to manage player engagement [15]. - The gaming industry is transitioning from a phase of rapid growth to one focused on retaining existing players, making player operation more critical than ever [17][18][19]. Group 2: Challenges in Player Retention - In 2024, China's gaming user growth was only 0.94%, indicating a shift towards a more competitive landscape where retaining existing players is paramount [17]. - Companies are now tasked with keeping older games engaging for long-term players, which presents unprecedented challenges for player operation roles [19][30]. - Effective player operation involves monitoring user behavior and intervening before players decide to leave, utilizing data-driven strategies to enhance user experience [28][30]. Group 3: Evolution of Game Operation - The evolution of player operation has been significant, moving from basic customer service to a comprehensive lifecycle management approach that addresses user needs at every stage [49][52]. - The cost of acquiring new players has increased dramatically, necessitating a focus on retaining existing users to justify the investment made in acquiring them [55][56]. - Companies are learning from successful long-standing games, implementing strategies to extend their lifecycle and maintain player interest [57][58]. Group 4: The Role of Player Operation Teams - Player operation teams are now expected to provide "exceeding expectations" services, creating emotional connections with players to enhance retention [43][48]. - Successful player operation involves not just addressing complaints but also proactively engaging with players through personalized interactions and community-building activities [43][44][67]. - The emotional aspect of player operation is highlighted, as operators often form bonds with players, which can lead to increased loyalty and reduced churn [66][72].

Core Viewpoint - The article discusses the increasing presence of "second-generation" individuals, who benefit from their family backgrounds, in various industries and the implications for social mobility and competition among different talent levels [3][4][5]. Group 1: Impact of Second-Generation Individuals - The presence of second-generation individuals may block some social mobility opportunities, but their impact is not as significant on truly talented individuals [3][5]. - The real competition arises between those with average to above-average talent who are hardworking and second-generation individuals who may have less ability but possess advantageous backgrounds [4][5]. - In stable environments, second-generation individuals tend to thrive, as these settings often do not require high levels of creativity or innovation [6][8]. Group 2: Industry Dynamics - Second-generation individuals are less likely to engage in high-tech or entrepreneurial roles, which are typically reserved for highly talented or risk-taking individuals [5][6]. - Industries that have become stable and less dynamic tend to attract more second-generation individuals, leading to a reliance on background rather than merit [8][9]. - The construction industry serves as an example of a sector that has shifted from a growth phase to a stable phase, making it difficult for individuals without connections to succeed [8][9]. Group 3: Transparency and Fairness - The article emphasizes the importance of transparency and public accountability in mitigating the advantages held by second-generation individuals [11][12]. - Publicizing achievements and qualifications can create a system of checks and balances that holds individuals accountable, thereby increasing fairness in advancement opportunities [12][14]. - The trend towards transparency is seen as irreversible, reflecting societal progress and a growing consensus against nepotism [16][17].