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].