Core Viewpoint - Xiaomi's automotive division is currently facing a wave of cancellations due to discrepancies between product promotion and actual product features, particularly concerning the SU7 Ultra model's carbon fiber hood [1] Group 1: Product Issues - The SU7 Ultra's carbon fiber hood, priced at 42,000 yuan, was marketed as a replica of the prototype's aerodynamic design, but customers found it to be structurally similar to a standard aluminum hood [1] - The lack of proactive communication from Xiaomi and CEO Lei Jun during the cancellation wave has led to increased consumer dissatisfaction and trust issues [1] Group 2: Impact on Brand and Leadership - The situation highlights the risks associated with the strong association between Lei Jun's personal brand and Xiaomi, where the company's reputation is closely tied to his image [1][2] - The reliance on social media marketing and the personal brand of the entrepreneur can lead to significant backlash when product quality does not meet consumer expectations, resulting in a trust crisis for the brand [2] Group 3: Entrepreneurial Brand Management - The dual nature of entrepreneur IP means that while it can enhance product perception and sales, it also carries the risk of negative repercussions if product quality falters [2][4] - Lei Jun's recent acknowledgment of the challenges faced by Xiaomi suggests a need for reflection on the balance between personal branding and product quality [4]

Core Viewpoint - The recent collective rights protection incident involving Xiaomi's SU7 Ultra has highlighted the gap between marketing and actual product delivery, raising concerns about the fragility of the "entrepreneurial IP" strategy employed by the company [2][3] Group 1: Product Controversy - Hundreds of prospective owners of the Xiaomi SU7 Ultra have united to demand refunds, citing discrepancies between the advertised features and the actual product [2] - The controversy centers around the "carbon fiber dual air duct front hood," which was marketed as enhancing aerodynamics and cooling but was found to serve primarily a decorative purpose after customers paid an additional 42,000 yuan [4][7] Group 2: Company Response - In response to the backlash, Xiaomi apologized and acknowledged that their information was not clearly communicated, offering compensation options that included switching to a standard aluminum hood or receiving 20,000 loyalty points (approximately 2,000 yuan) [7] - However, customers expressed dissatisfaction with the compensation, as switching hoods would require a wait of 30-40 weeks, and the offered points were significantly less than the additional fee paid [7] Group 3: Legal and Market Implications - Legal experts have indicated that Xiaomi's promotional practices may have violated advertising laws, potentially constituting false advertising, which could lead to full compensation claims from consumers [9] - The incident underscores the difference between marketing strategies in consumer electronics and the automotive industry, where product reliability and safety are paramount, and consumers are less forgiving of perceived dishonesty [9][11] Group 4: Marketing Strategy Critique - The focus on building an "entrepreneurial IP" around founder Lei Jun has led to a disconnect between marketing and product quality, risking long-term consumer trust [11] - The automotive sector's competitive landscape requires a shift from a purely marketing-driven approach to one that emphasizes genuine product value and reliability [11]

人就是人，人不是神。人会犯错误，重要的是能够改正错误。 很多人认为老板和公司的绑定不对，但从小米汽车入局的情况来看，如果不是绑定了雷军的IP，起到了超常的营销效果，小米汽车不会取得现在的成绩。 甚至可以说，这件事未必能做起来。毕竟在新能源造车领域，失败的玩家太多了。 马斯克跟特斯拉绑定的模式，已经证明是企业家IP这件事是可行的。 权衡利弊吧。雷军未必不知道企业家IP跟产品、公司绑定的风险，但这确实是一种有效的策略和选择。 我们看特斯拉的市值起伏，往往是跟马斯克有某种关系，这已经是大家都知道的事情。 小米SU7 Ultra碳纤维双风道前舱盖以及OTA限制马力争议是客观存在的，问题需要小米和消费者去协商解决，在法律的边界内，事情总会解决的，这个不 多说。 我想说的是两点，一个是企业家IP的问题，一个为什么要支持雷军的问题。 真正重要的是产品，是客户。 风波这么大，关键还是在产品上面。产品是底线，是大原则，而且这又牵扯到企业价值观的问题，这才是对小米和雷军最大的挑战。 其实我倾向于认为雷军对碳纤维双风道前舱盖是不知情的情况，他就像是公司推出了的首先产品营销官，他未必清楚这辆车所有的细节，他的任务是把公司 告诉他的产 ...

作者 | 贾梦雅 编辑 | 江江 值班编辑｜ 宝珠 视觉 | 顾芗 在信息快速更迭、技术持续演进的当下，中国消费市场正处于深度重构的关键阶段。 2024年，全国社会消费品零售总额达到487895亿元，同比增长3.5%，消费仍是拉动经济的重要引擎。但 在经济增速放缓与生活成本上升的背景下，消费者变得更加理性、克制，也更强调选择和价值。 由此带来的是市场运行逻辑的显著变化：产品结构呈现"极致性价比"与"IP个性化"两极分化，渠道从单 一触达走向多平台协同，消费者行为愈加圈层化、需求更趋多样化，传统营销模式难以为继。 在这个节点上，企业如何精准捕捉注意力、适应需求变化，并利用新技术提升效率，成为摆在所有市场 参与者面前的现实课题 在新旧交替的十字路口，南风窗邀请香港科技大学商学院终身教授、博士生导师王文博，就当下消费市 场的发展趋势、背后逻辑及企业应对策略展开对话。 变化中的信息、渠道、产品和消费者 南风窗：从您个人的观察来看，近两年来，中国的消费市场出现了哪些新趋势？ 王文博：消费主要就几个要件：信息、渠道、产品和消费者，总体来说，我观察到的消费市场的变化是 信息多元化、渠道融合化、产品两极化和消费者圈层化。 信 ...

Core Insights - The article discusses how Haier leveraged the unexpected popularity of its CEO Zhou Yunjie to enhance brand visibility and product innovation, particularly through the launch of the Leader lazy washing machine [1][2][15]. Group 1: Brand Response and Strategy - Zhou Yunjie's unexpected rise to fame during the 2025 Two Sessions led to a viral social media phenomenon, significantly increasing Haier's online presence and engagement [1][3]. - The company quickly responded to the viral trend by announcing the development of a multifunctional washing machine, which was already in the pipeline, showcasing Haier's proactive brand management [2][27]. - Within a week of the product launch, Haier pre-sold 88,000 units of the new washing machine, indicating strong consumer interest and effective marketing [1][14]. Group 2: Digital and Social Media Engagement - Haier's social media strategy included a "stair-step response mechanism" that encouraged user-generated content (UGC) and transformed observers into co-creators [8][11]. - The brand utilized multiple platforms, including Douyin and Xiaohongshu, to create a comprehensive media presence around Zhou Yunjie, enhancing brand engagement through entertaining content [11][14]. - The viral campaign resulted in over 160,000 related posts across various social media platforms within a week, demonstrating the effectiveness of Haier's digital strategy [3][4]. Group 3: Product Innovation and Market Positioning - The Leader lazy washing machine was designed to meet specific consumer needs, such as washing clothes, underwear, and shoes simultaneously, reflecting Haier's focus on user-centric product development [27][28]. - The product's launch was strategically timed to capitalize on the viral trend, positioning Haier favorably in a competitive market where consumer preferences are rapidly evolving [27][34]. - Haier's financial performance in 2024 showed a global revenue of 401.6 billion yuan, an 8% increase, and a profit of 30.2 billion yuan, a 13% increase, indicating the company's strong market position and growth potential [14][15]. Group 4: Future Directions and Brand Philosophy - Zhou Yunjie emphasized that Haier aims to focus on smart living, industrial internet, and health ecosystems rather than becoming a personal brand, highlighting a commitment to product quality over celebrity status [24][28]. - The article suggests that Haier's approach to integrating personal IP with brand strategy could serve as a model for other companies in the digital age, where user engagement and product innovation are crucial [30][31]. - The company is positioned to continue evolving in the "user sovereignty era," aiming to transform consumers from mere users into co-builders of the brand ecosystem [31][32].