小米舆情危机的根在内部预算机制 小米在2025年中之后屡次遭遇公关危机，多次霸屏热搜，这几乎成了家常便饭。元旦过后，其与某知名KOL的"试图 合作"又是掀起一股舆论旋风，从一年前意气风发，国货希望的明星企业，几乎沦为要靠"自证"来消弭危机。 过去大半年时间里，自媒体和各类专家拥挤在"教雷军做公关"赛道，很是热心帮小米解决问题。我们并非是公关和传 播学专家，本文重点也并非教雷总做公关，而是希望从企业管理角度探讨小米陷入舆论危机的根源。 本文核心观点： 其一，小米舆情危机根源在于内部预算的分配机制，汽车和手机业务内部权重扭转，引来外部环境动荡； 其二，事实证明企业家IP的打造不仅有传播高效的优点，更有引发舆情反转的弊端，这是雷军需要调整的； 其三，小米的危机，不在热搜，在账本 媒体热衷于谈论小米舆情，其潜台词为"糟糕的舆论环境必然会投射在销量上"，但现实往往并非如此简单，在不太友 好的舆论环境下，小米汽车2025年交付了45万辆（年初计划为35万）。 且6月之后小米汽车月交付量更是呈逐月递增的态势，许多人教雷军做营销时候恰恰忽略略"学生"已经取得的成绩。 这又让许多人凌乱了，难道舆情跟企业实际经营脱钩了吗？ 小米 ...

从内容维度分析，12月账号运营主要聚焦于两大板块： 产品亮点种草类：包含华为手机找车功能展示、耳机最大连接距离测试等； 直播推广类：鸿蒙智行年度直播相关内容，包括直播预热、直播切片等，本月共发布4条。 当下，企业家IP已成为企业网络宣传中重要一环。 为了帮助从业者更好地评估企业家IP的影响力，新榜基于大数据统计能力，以粉丝数、粉丝增量、分享数、评论数、点赞数作为统计维度，推出2025年12 月企业家IP抖音影响力榜单 "余承东"连续九个月稳居榜首 "余承东"账号持续领跑，本月继续蝉联榜首。账号发布作品9条，累计获赞86.3万次，单月涨粉134.2万，这已经是账号连续第9个月稳定涨粉。 "魏建军"分享实拍感生活，影响力位居第二 "魏建军"，12月累计发布作品15条，累计获赞233.8万次，涨粉26.6万，排名上升4名，位列第二。 账号发布内容主要有以下几类： 一是品牌产品类内容，内容聚焦长城汽车及旗下品牌（如坦克）的产品、技术、活动，包括新车发布、技术探讨，如坦克400提车分享等； 二是个人生活类内容，包括分享个人日常体验、生活分享等。包括分享吃牛肉罩饼、早年汽车经历回忆、和朋友打乒乓球等，这类内容有较强的个人 ...

近日，正和岛联合新榜发布了11月《企业家视频IP100榜单》。值得关注的是，在这份权威榜单中，位列第一的账号"吴金东-珍酒李渡"正是珍酒李渡集团董 事长吴向东的个人视频号；同时，该榜单评价其为：酒业IP标杆案例。 | 排名 企业家 | | 账号名称 | 点赞数 | 喜欢数 | 新榜指数 | | --- | --- | --- | --- | --- | --- | | 1 | 吴向东 | 吴金东-珍酒李渡 | 251671 | 332325 | 843.72 | | 2 | 壬桂鹏 | | 老王日记-毛毛雨家纺创始人 130870 63455 | | 803.57 | | 3 | 前敏洪 | 前执状谷德 | 135925 | 180188 780.93 | | | 4 | 周灣祎 | 红衣大叔周鸿祎 | 128485 | 229728 | 778.6 | | 5 | 陈向东 | 高途陈向东 | 62282 | 147171 759.34 | | | 6 | 李光斗 | 李光斗品牌 | 58227 | 51594 | 747.04 | | 7 | 周云杰 | 海尔周云杰 | 56987 | 138000 | 7 ...

Industry Insights - Low-alcohol beverages are currently a trend but are not seen as the future of Chinese liquor. The high pricing of these products indicates a lack of genuine intent to cater to young consumers [5][6][9] - Young consumers are less inclined to purchase traditional Chinese liquor due to its high price point, preferring more affordable options like fruit wine and beer. As they gain more experience and income, they may develop a taste for high-quality liquor [6][9] - The storage value of low-alcohol liquor is minimal, as evidenced by the lack of price appreciation over the past decade, contrasting with the significant price increase of high-alcohol liquor [6][9] - The current market dynamics indicate a significant price competition among liquor producers, driven by overproduction and a mismatch between supply and demand. This situation is expected to persist for the next 3 to 5 years [9][14] - The liquor distribution channels are facing challenges, but this adjustment period presents an opportunity for channel development and profitability in the long run [9][10] Company Developments - The company has been expanding its offline retail presence, aiming to open 10,000 stores in the next three years, leveraging the removal of upstream production constraints [19][20] - The company emphasizes a competitive pricing strategy, proposing that premium liquor should only have a minimal markup to attract price-sensitive consumers [20][22] - The company is focusing on enhancing its brand image and market presence through innovative marketing strategies, including the development of personal brands by entrepreneurs [15][23] - The company has reported a 20% year-over-year revenue growth in the third quarter, indicating a strong operational performance [19]

Group 1 - The article emphasizes that Elon Musk is a unique entrepreneur whose influence cannot be easily replicated, highlighting the importance of genuine motivation and vision in achieving success [1][3] - It discusses Musk's combination of dreams and practical execution, noting that his ventures like SpaceX and Tesla are not just about profit but also about innovation and manufacturing expertise [5][7] - The article points out that the internet serves as a tool for amplifying influence, with Musk being a significant "node" in this network, allowing his ideas to reach a vast audience [7][8] Group 2 - It differentiates between personal branding and being a "internet celebrity," stressing that true influence comes from a combination of vision and tangible capabilities [10] - The article warns that many individuals struggle with self-media because they equate accounts with IP, emphasizing the need for genuine content and user engagement for sustained success [10] - It concludes that both entrepreneur and personal IP require time and effort to develop, and quick success is detrimental to long-term growth [10]

Core Viewpoint - The article discusses the journey of Wang Guoan, the founder of Hanhou, from facing significant debt and business challenges to revitalizing his company and personal brand through resilience and strategic actions [4][11][19]. Group 1: Personal Resilience and Recovery - Wang Guoan has transformed his physical and mental state, engaging in activities like basketball to maintain energy and enthusiasm, which he attributes to his recovery from financial difficulties [6][18]. - He emphasizes the importance of facing challenges head-on, stating that acknowledging and addressing negative situations can lead to a sense of certainty and the potential for improvement [14][15]. - Wang views his past failures as valuable experiences that have strengthened his resolve and provided new opportunities for growth [9][10]. Group 2: Business Strategy and Brand Building - The company has maintained profitability despite past challenges, with Wang focusing on rebuilding trust within his team and re-establishing a strong company culture [10][30]. - Wang has initiated a strategy to revitalize Hanhou by introducing high-end products, aiming to enhance the brand's market position and consumer perception [33][36]. - The concept of creating a personal brand (IP) has been pivotal for Wang, allowing him to connect with a new audience and rebuild trust, which is essential for the company's future success [21][25][26]. Group 3: Team Dynamics and Leadership - There is a noted lack of trust within the Hanhou team, stemming from past failures, which Wang acknowledges as a significant challenge to overcome [30][31]. - Wang's leadership approach involves engaging the team in a shared vision and encouraging them to embrace risk and innovation, contrasting with their current cautious mindset [32][39]. - The company is exploring new leadership models, such as hiring project CEOs based on their past successes, to foster a culture of accountability and shared goals [37][38].

Core Insights - The article highlights the unique synergy between Lei Jun's personal brand and Xiaomi's product identity, which has led to significant commercial success, particularly with the SU7 vehicle, surpassing Tesla Model 3 sales in December 2024 [1][5] - Lei Jun's personal image has become a core asset for Xiaomi, transforming from a "brand amplifier" to a key factor in capital pricing, as evidenced by the substantial market trust reflected in his shareholding value [5][11] Group 1: Lei Jun's Personal Brand Development - Lei Jun has cultivated a strong personal brand over the past decade, deeply integrating his image with Xiaomi's corporate identity, which serves as a competitive moat for the company [3][4] - His background as a programmer and entrepreneur has established him as a credible figure in the tech industry, enhancing user trust and engagement [4][10] - By leveraging social media, Lei Jun has amassed a significant following, with over 38 million followers on Douyin and 25 million on Weibo, reinforcing his influence [4][10] Group 2: Business Performance and Impact - The SU7's launch saw over 50,000 pre-orders on its first day, with total deliveries reaching 135,000 units in 2024, showcasing strong market demand [5][11] - Xiaomi's automotive business contributed 18% to its revenue in 2024, driven by Lei Jun's personal brand and the resulting user trust [5][11] - The content generated around Lei Jun's activities has led to over 7 billion exposures on platforms like Douyin, creating a positive feedback loop of user trust, order conversion, and capital recognition [5][11] Group 3: Comparative Analysis of Entrepreneurial IP - The success of Lei Jun's personal brand can be contrasted with other tech entrepreneurs like Luo Yonghao and Yu Chengdong, highlighting the importance of aligning personal brand value with core business capabilities [6][7] - Luo Yonghao's experience with Smartisan Technology illustrates the pitfalls of an IP that outstrips the company's operational capabilities, leading to its eventual decline [6][7] - Yu Chengdong's Huawei persona, while strong, is heavily reliant on the company's technological prowess, lacking the personal brand resilience seen in Lei Jun's approach [9][10] Group 4: Risks and Challenges - Despite the advantages of Lei Jun's personal brand, there are inherent risks, such as potential brand image issues stemming from personal controversies, which could impact Xiaomi's market perception [11][12] - The challenge of "IP over-reliance" is evident as Xiaomi navigates high-end market segments, where pricing strategies may conflict with the established brand narrative [11][12] - The need for Xiaomi to develop a decentralized IP strategy is crucial for long-term sustainability, especially as the company faces leadership transitions in the future [12][14] Group 5: The Essence of Entrepreneurial IP - The article posits that Lei Jun's journey exemplifies the "capitalization of trust" in the social media era, where users prefer relatable and credible figures over traditional brand messaging [13][14] - The balance between personal charisma and corporate capability is essential for building a sustainable competitive advantage in the tech industry [13][14] - The future challenge for Xiaomi lies in ensuring that Lei Jun's personal brand evolves into a lasting asset for the company, transcending individual leadership [14]

Core Points - The core issue revolves around the controversy sparked by the founder of New Oriental, Yu Minhong, sending a letter from Antarctica to employees on the company's 32nd anniversary, which was perceived as disconnected from the employees' realities [1][3][4] Group 1: Company Background and Events - New Oriental celebrated its 32nd anniversary on November 16, with Yu Minhong reflecting on the company's journey and future plans in a letter themed "Perseverance in the Ice and Snow" [1] - The letter, intended to motivate employees, instead led to backlash as many employees felt unable to empathize with the founder's experience while they were working overtime [1][3] - Following the controversy, Yu Minhong responded in a video on November 18, stating that his trip to Antarctica was to discuss the future of natural education for Chinese children, announcing plans to establish a youth exploration center [1][3] Group 2: Employee Sentiment and Public Reaction - The letter's content, which emphasized Yu Minhong's personal experiences in Antarctica, was criticized for lacking acknowledgment of employee pressures, leading to a perception of a disconnect between management and staff [3][4] - Social media reactions highlighted the stark contrast between the founder's luxurious trip and employees working during the anniversary, coining the phrase "boss in Antarctica, employees working" [3][4] - The public interest in Yu Minhong surged, with the WeChat index for his name rising from around 150,000 on November 16 to nearly 20 million by November 18 [1] Group 3: Financial Performance and Business Strategy - New Oriental has been facing challenges in its business transformation, particularly after the departure of key personnel, which has affected the performance of its subsidiary, Oriental Selection [6][7] - Financial reports indicate that for the fiscal year 2025, Oriental Selection's revenue, profit, and gross merchandise volume (GMV) are expected to decline significantly, with net profit projected at only 6.2 million [7] - New Oriental's overall revenue for the fourth quarter of fiscal year 2025 was reported at $1.243 billion, a year-on-year increase of 9.4%, but it also faced an operating loss of $8.674 million, a significant decline compared to the previous year [7] Group 4: Future Directions and Challenges - New Oriental aims to explore the tourism sector as a third growth curve, with plans for a separate IPO for its tourism business, which has yet to show significant results in financial performance [8][9] - The company has established numerous subsidiaries under its tourism brand and invested in various travel-related ventures, indicating a strategic shift towards diversifying its business model [10] - Experts suggest that while the tourism direction is promising, the company must innovate its offerings and build a comprehensive service system to differentiate itself in the competitive market [10]

Core Viewpoint - Liu Qiangdong's kitchen philosophy is reshaping JD's strategic logic, emphasizing emotional connections and cultural narratives through food [1][2][3] Group 1: Emotional and Cultural Connection - Liu Qiangdong promotes his hometown specialties, enhancing consumer emotional engagement with products [2][3] - The successful launch of "Shu Qian Huang Gou Zhi Tou Rou" during Double 11 indicates the effectiveness of the "emotion + commerce" model [3] Group 2: Personal Branding and Corporate Image - Liu Qiangdong's cooking livestreams are a strategic move to build a relatable personal brand, moving away from purely financial discussions [5][6] - His personal stories and humor create a warmer image, resonating with consumers and enhancing brand loyalty [6][8] Group 3: Business Strategy and Expansion - The launch of JD's independent delivery app and the focus on quality through "Qi Xian Xiao Chu" signify a strategic shift towards lifestyle services [1][8] - JD's new business revenue grew by 214% year-on-year, reflecting the company's ongoing transformation and investment in supply chain capabilities [9][10] Group 4: Integration of Technology and Daily Life - Liu Qiangdong's cooking showcases JD's supply chain strengths, linking technology with everyday experiences [9][10] - The emphasis on "human warmth" in JD's strategy illustrates the company's commitment to expanding from retail to comprehensive lifestyle services [10][11]

Core Viewpoint - The article discusses the character and leadership style of Yu Minhong, highlighting his unique approach to entrepreneurship and the criticisms he faces from former employees and peers [2][5][12]. Group 1: Leadership Style - Yu Minhong is portrayed as a leader who is open to criticism from employees and willing to reward constructive feedback, contrasting with the typical aggressive leadership style [6][12]. - The article suggests that Yu Minhong's success is built on a foundation of integrity and a non-exploitative relationship with partners and employees, which is rare among successful entrepreneurs [5][12]. Group 2: Comparison with Other Entrepreneurs - The article compares Yu Minhong to other entrepreneurs, noting that while he may not fit the mold of a "first-class entrepreneur," his approach is more humane and less ruthless than many of his peers [3][6]. - It mentions that Yu Minhong's character and intellectual depth set him apart from other business leaders, making him more suitable as a personal brand or "entrepreneur IP" [7][10]. Group 3: Entrepreneur IP vs. Internet Celebrities - The distinction between "entrepreneur IP" and internet celebrities is emphasized, with the former representing long-term influence and integrity, while the latter is seen as fleeting and superficial [10][11]. - Yu Minhong is characterized as a strong personal brand that withstands the test of time, unlike many who may gain temporary fame without substantial value [10][11].