很多企业老板都明白一个道理：做生意不能随大流，得有点自己的特色。于是大家纷纷开始尝试差异化，可一番折腾下来，价格战打到头破血流，广告费也 烧了不少，生意却没什么起色。问题出在哪儿？很可能是你一开始就跑偏了，掉进了伪差异化的坑里。 答案其实很简单：真正的差异化，是让你的品牌在顾客脑子里，占下一个位置，变成一个清晰的、有价值的词。 以我们服务过的一家国内火花机企业为例，它的产品质量能跟上国外品牌，价格上还更有优势。但我们没有建议它去跟同行比谁更便宜，而是帮它找准 了"国产高端"这个位置。这样一来，那些想要好质量，又觉得进口产品太贵的客户，一旦有需要，第一个想到的就是它。 所以，差异化营销的终极战场，不在外部，而在客户的心智里。 当我们跳出价格与功能的内耗，便会发现，商业的本质并非一场你死我活的争夺，而是一场关于被需要与被记住的创造。一个清晰的品牌定位，不仅是赢得 竞争的策略，更是让企业的每一分努力，都汇聚成客户心中一个选择你、坚定你的理由。 1.死磕价格。陷入"你便宜，我比你更便宜"的恶性循环，几个回合下来，利润薄得像张纸，大家都没钱赚，生意自然也做不长久。 2.狂堆功能。有的企业恨不得一个产品堆上所有功能，结果 ...

Core Viewpoint - Jinzhongzi Liquor is facing a financial crisis characterized by continuous losses, which stems from a lack of clarity in category strategy and brand positioning [1] Category Strategy - The company's attempt to penetrate the "mid-high-end" market has failed due to a misreading of market dynamics and speculative positioning [2] - The introduction of the "Fuhuo Xiang" series has not resonated with consumers, generating only 37.28 million yuan in revenue in the first half of the year, accounting for less than 10% of total revenue [2] - The rapid contraction of low-end products has led to a significant revenue decline, with low-end liquor income dropping by 33% year-on-year [2] Brand Positioning - Jinzhongzi's brand positioning oscillates between being a "historical famous liquor" and a "new noble of China Resources," failing to establish a strong market presence [5] - The company has multiple brand directions, such as "Soft Seed Liquor," "Fuhuo Xiang," and "Drunken Autumn," leading to resource dilution and ineffective brand communication [5] - The "China Resources" label, while providing capital and channel resources, risks creating a narrative of dependency rather than building intrinsic brand value [6] Personnel Changes - The departure of He Xiuxia symbolizes a disconnect in strategic execution, reflecting a lack of patience from China Resources regarding the liquor business [7] - Frequent leadership changes hinder the continuity of strategic initiatives, leaving stakeholders confused about the company's direction [7] - The lack of a consistent long-term strategy may prevent Jinzhongzi from establishing a solid market position, as seen in competitors like Gujing Gongjiu [7] Recommendations - Jinzhongzi should refocus on its core category strategy, identifying a stable market position and aligning its brand with that position [8] - The company needs to avoid chasing fleeting concepts like "mid-high-end" and instead concentrate on building a strong cultural identity around its existing products [8] - China Resources must recognize the differences between beer and liquor industries, allowing for a longer strategic timeline to cultivate brand value in the liquor market [8]

Group 1: Company Growth Strategies - The main driver for store efficiency growth is continuous channel upgrades, including opening quality stores and closing underperforming ones, while enhancing product and service offerings to improve consumer experience [2] - The company emphasizes that excellent product design and quality are fundamental for long-term brand success, alongside appropriate channel alignment for direct consumer engagement [2] - Marketing promotion is crucial for unleashing brand potential, requiring a combination of quality products and effective marketing strategies to maximize brand value [2] Group 2: E-commerce and Retail Development - The company believes that online and offline shopping will develop in balance, with online shopping becoming a rational consumer choice, and mid-to-high-end brands adopting the same pricing for online and offline channels [3] - The company plans to focus on direct sales channels for adult apparel and footwear to enhance control over brand image and value [3] - The existing children's clothing business will maintain its pricing strategy to uphold brand value, despite a decline in revenue due to peak online traffic [3] Group 3: Brand-Specific Plans - The "Water Child" brand has completed a three-year rebranding process and will continue to update store images and replicate successful store models [3] - The company intends to maintain a relatively stable dividend policy, with potential increases in the dividend ratio as profitability improves and without significant capital expenditures [3]

Core Viewpoint - The article emphasizes that "branding" is a complex yet essential process for companies to differentiate themselves and escape the competitive "involution" in the market. It aims to clarify what "doing branding" truly means and how to systematically understand it [1][2]. Group 1: Understanding "Doing Branding" - "Doing branding" is often misunderstood, with common misconceptions equating it to simply running a business well or executing specific marketing actions [3][4]. - The article clarifies that "doing branding" involves organizing and expressing key information about the company, rather than just focusing on operational excellence or marketing tactics [6][10]. Group 2: Four Core Issues of Branding - The first core issue is "Who am I," which encompasses brand positioning, strategy, and identity, requiring companies to articulate their essence clearly [8][10]. - The second core issue is "Who are you," focusing on understanding the customer through market research and insights, which informs content strategy and enhances marketing efficiency [13][14]. - The third core issue is "Our results," which emphasizes the importance of measuring outcomes beyond sales, including repurchase, connection, and sharing [15][19]. - The fourth core issue is "Content efficiency," which looks at optimizing the processes and resources used in branding efforts to improve overall effectiveness [20][21]. Conclusion - The article aims to demystify branding, presenting it as a structured professional system with logical methods and tools, essential for creating a sustainable profit model for companies [23].

Core Viewpoint - The controversy surrounding pre-made dishes has brought the marketing consulting firm Hua Yu Hua into the spotlight, with notable figures like Luo Yonghao publicly criticizing the firm and its client, Xibei [1][3]. Company Overview - Hua Yu Hua has been collaborating with Xibei since 2013, earning over 60 million yuan in consulting fees over the past decade [1][10]. - The firm has worked with various clients across different sectors, including internet, catering, tea, and condiments, with notable brands such as Haidilao, Huailaishi, and Mijue Ice City [1][8]. Financial Details - The consulting fees from Xibei to Hua Yu Hua from 2017 to 2019 were 4.8 million yuan, 3.6 million yuan, and 4.2 million yuan respectively [10]. - Hua Yu Hua's fees are considered "very high" in the industry, with the founder expressing a goal of earning 100 million yuan in the next decade [10]. Marketing Strategies - Hua Yu Hua has been credited with creating significant brand assets for Xibei, including the "I♥Yao" symbol and the slogan "Order with your eyes closed, everything is delicious!" [6][10]. - The firm has a unique service model, providing comprehensive marketing consulting rather than individual project services, and does not participate in bidding or competitive pitches [8][10]. Controversies and Criticisms - Despite several successful campaigns, Hua Yu Hua has faced criticism for some controversial marketing strategies, including a violation of advertising laws that led to fines [1][10]. - Industry insiders have pointed out that Xibei's frequent changes in brand positioning may reflect poorly on Hua Yu Hua's effectiveness [1].

Core Viewpoint - The conflict between Luo Yonghao and Jia Guolong, the owner of Xibei, fundamentally revolves around differing interpretations of the term "pre-made dishes" [3][6]. Group 1: Consumer Perception and Pricing - Luo Yonghao's view of "pre-made dishes" relates to consumer expectations and psychology, where high prices and poor taste lead to low perceived value [6]. - Xibei's pricing is considered high, which contributes to consumer dissatisfaction, especially when the quality does not meet expectations [12][13]. - The average cost for a meal at Xibei for 2-3 people is around 200 yuan, which is perceived as expensive for casual dining [15]. Group 2: Brand Positioning and Strategy - Jia Guolong aims to position Xibei as a popular brand akin to McDonald's, targeting a large-scale operation with a "people-friendly" approach [23][25]. - Successful brands in China that have reached a scale of 10,000 stores typically maintain a price point around 20 yuan, which contrasts with Xibei's higher pricing strategy [27][28]. - Xibei's brand strategy has been inconsistent over the years, leading to confusion among consumers regarding its identity and offerings [31][34]. Group 3: Market Response and Brand Image - The reaction of Xibei to criticism mirrors past corporate responses, focusing on legal actions rather than addressing consumer sentiment [38]. - The brand's image has been negatively impacted by perceptions of being both expensive and low quality, which is a significant challenge for recovery [42]. - To navigate the current crisis, Xibei must clarify its brand identity and target audience rather than relying on legal measures or operational transparency [43].

Group 1 - The founder and CEO of Chasing Technology, Yu Hao, announced plans for multiple IPOs of its businesses globally starting at the end of next year, indicating a strategy of rapid expansion similar to the launch of new products this year [1] - Chasing Technology, established in 2017, focuses on high-end consumer electronics and smart manufacturing, with core technologies in high-speed digital motors, intelligent algorithms, and motion control [3] - The company has recently entered the automotive manufacturing sector, aiming to create the fastest car in the world, a decision that reflects twelve years of preparation rather than a mere trend chase [3] Group 2 - Chasing Technology aims to leverage its capabilities in technological innovation, supply chain integration, brand positioning, and global market insights to promote Chinese manufacturing in the high-end market [3] - The company's strategy emphasizes achieving "global optimization" through the right products, strategies, and pacing, rather than simply taking risks from "0 to 1" [3]

Core Viewpoint - Haier Smart Home reported strong financial performance in the first half of 2025, with revenue of 156.49 billion yuan, a year-on-year increase of 10.2%, and a net profit of 12.03 billion yuan, up 15.6%, marking a historical high. However, internal competition among its nine brands is causing significant inefficiencies and market share dilution [1][2][3]. Financial Performance - Revenue for the first half of 2025 reached 156.49 billion yuan, compared to 141.98 billion yuan in the same period last year, reflecting a growth of 10.22% [2]. - Net profit attributable to shareholders was 12.03 billion yuan, up from 10.41 billion yuan, representing a growth of 15.53% [2]. - Operating cash flow net amount increased by 32.23% to 11.14 billion yuan [2]. - The company's total assets were 301.70 billion yuan, a 3.77% increase from the previous year [2]. Domestic Market Analysis - The overlapping brand positioning among Haier, Casarte, and Leader has led to intense internal competition, with all three brands targeting similar consumer segments in the refrigerator market [3][5]. - Casarte's high-end refrigerators and Haier's mid-range offerings have similar features, making it difficult for consumers to distinguish between them, leading to potential market share loss [3][5]. - In the washing machine segment, similar issues arise with overlapping product features and pricing strategies among the brands, resulting in a fragmented market presence [4][5]. International Market Dynamics - In the overseas market, brands like GE Appliances and Candy are also experiencing internal competition, with overlapping product lines and target demographics, particularly in Europe and North America [6][7]. - The European market saw a 24.07% revenue growth for Haier Smart Home, but much of this growth was attributed to brand cannibalization rather than effective market differentiation [6][7]. Internal Competition and Resource Allocation - The internal competition among the nine brands is leading to resource wastage and pressure on profitability, with R&D expenses increasing by 11.73% but lacking significant technological breakthroughs [9][10]. - The company's gross margin was 26.9%, only slightly improved from the previous year, largely due to price wars among its brands [10]. - The lack of clear brand differentiation is causing marketing inefficiencies, with similar promotional activities leading to consumer confusion [9][10]. Strategic Recommendations - Haier Smart Home should consider consolidating its brands and clarifying their market positions to reduce internal competition and enhance overall market effectiveness [12][13]. - By integrating supply chain resources and optimizing operations across its brands, the company could lower costs and improve responsiveness to market demands [12][13].

Core Viewpoint - The article emphasizes the importance of brand image building and public opinion guidance for companies in today's fast-paced information dissemination era, highlighting the need for effective risk management strategies to maintain brand stability. Group 1: Misconceptions about Public Opinion Guidance - Many companies equate public opinion guidance solely with crisis public relations, failing to recognize it as a long-term process that requires proactive communication and brand building [2] - Some companies overly rely on traditional media for public opinion guidance, neglecting the growing influence of social media platforms where consumers prefer to obtain information [3] - Companies often focus too much on their own perspectives and overlook consumer feedback, which is crucial for brand image shaping [4] Group 2: Key Elements of Brand Image Building - Establishing a clear brand positioning is fundamental for companies to stand out in the market, requiring a clear understanding of core values and target audiences [6] - Increasing brand transparency is essential in building consumer trust, necessitating the proactive disclosure of product information and corporate culture [7] - Actively participating in social responsibility initiatives can enhance brand image and foster consumer recognition, as modern consumers care about corporate social engagement [9] Group 3: Strategies for Effectively Managing Public Opinion Risks - Companies should implement a comprehensive public opinion monitoring mechanism to analyze market dynamics and consumer feedback regularly [3] - Developing emergency response plans in advance is crucial for addressing sudden public opinion events, ensuring swift communication and damage control [3] - Strengthening interaction with consumers through various channels can enhance their engagement and loyalty, providing positive information for brand building [11] Conclusion - Companies must continuously learn and adapt in the process of public opinion guidance and brand image building, focusing on eliminating misconceptions, enhancing transparency, and engaging in social responsibility [11]

Core Insights - In today's market, brands must rely on clear positioning as a crucial tool to stand out amidst the noise [1] - Effective positioning reflects three key aspects: customer value, brand expertise, and differentiation from competitors [1] Value: The North Star of Positioning - The essence of a brand is to make a promise to customers, centered around perceivable and beneficial value [2] - Value is not merely about product features but about solving ultimate problems or fulfilling emotional desires for customers [2][4] Expertise: The Supporting Structure of Value Promise - A compelling value promise must be backed by the brand's expertise, which serves as the foundation for delivering that promise [5] - Expertise can include technical patents, unique formulas, supply chain advantages, or deep industry knowledge [5] - Brands must introspect on how their unique capabilities support their promised value [5] Differentiation: The Sharp Tool to Open Market Gaps - In mature markets, differentiation becomes essential to establish preference against competitors [6][7] - Differentiation involves uniquely transforming expertise into customer value, allowing brands to stand out [7] Crafting a Tagline: Condensing the Triangular Prism into a Slogan - A successful tagline encapsulates the "value-expertise-differentiation" triangle, serving as a clear signal to the market [8][9] - Effective taglines resonate with customer needs, hint at the brand's capabilities, and distinguish from competitors [9][11] Brand Building: A Systematic Practice - Brand positioning is a strategic pivot that identifies customer needs and integrates company resources to deliver the required value [10] - The most effective taglines combine value, expertise, and differentiation, creating a powerful brand presence [11]