Core Viewpoint - The recent change in the ownership structure of Zhang Liang Spicy Hot Pot, where founder Zhang Liang has shifted from direct to indirect control, signifies a strategic transition in the relationship between personal and corporate branding, marking a new phase in corporate governance [1] Group 1: Ownership Structure and Brand Strategy - The shift from direct shareholding to indirect control reduces personal risk's impact on the company, creating a firewall between personal and corporate brands [1] - This restructuring facilitates the separation of ownership and management, paving the way for a professional management team and clearing obstacles for future capital operations [1] - As the company expands to over 6,000 stores nationwide and operates in 30 cities across 18 countries, the separation of founder IP from corporate branding becomes a necessary choice [1] Group 2: Branding Dynamics in the Industry - The phenomenon of founder IP being synonymous with corporate branding is common in traditional brands, where personal reputation guarantees product quality, effectively reducing consumer choice costs [2] - The restaurant industry often adopts this branding model, with many establishments named after their owners, but this approach struggles to scale in modern market economies [2] - The need for companies to transition from "personal guarantees" to "system guarantees" is highlighted as they grow and face challenges related to personal reputation and standardization [2] Group 3: Case Studies of Branding Strategies - Li Auto's rebranding from "Che He Jia" to "Li Auto" exemplifies a strategic move to avoid over-reliance on founder Li Xiang's personal brand while enhancing brand positioning [3] - Gree Electric's strategy contrasts with others by leveraging founder Dong Mingzhu's personal brand to enhance corporate identity, despite the risks associated with her strong personal style [3][4] - The relationship between founder brands and corporate brands is not binary but requires a dynamic balance, evolving from personal influence to a systematic brand value framework as companies mature [4]

Core Viewpoint - The recent change in the ownership structure of Zhang Liang Spicy Hot Pot, where founder Zhang Liang has shifted from direct to indirect control, signifies a strategic transition in the relationship between personal and corporate branding, marking a new phase in corporate governance [1] Group 1: Ownership Structure and Brand Strategy - The shift from direct shareholding to indirect control reduces personal risk's impact on the company, creating a firewall between personal and corporate brands [1] - This restructuring facilitates the separation of ownership and management, paving the way for a professional management team and future capital operations [1] - As the company expands to over 6,000 stores nationwide and operates in 30 cities across 18 countries, the separation of founder IP from corporate branding becomes essential [1] Group 2: Brand Naming Trends in the Industry - The naming convention in the restaurant industry often ties the brand to the founder's name, which is common in smaller, non-standardized businesses focusing on unique flavors [2] - However, as businesses scale and require standardization, reliance on personal reputation becomes less viable, necessitating a shift from "personal guarantee" to "system guarantee" to rebuild consumer trust [2] Group 3: Case Studies of Founder Branding - In the electric vehicle sector, companies like Xiaopeng Motors and Li Auto illustrate the challenges of founder-named brands, with Xiaopeng Motors' founder suggesting a name change to boost sales [2] - Li Auto's rebranding from "Che He Jia" to "Li Auto" reflects a strategic move to reduce dependence on the founder's personal brand while enhancing brand positioning [2] - Gree Electric's strategy contrasts this by leveraging founder Dong Mingzhu's personal brand, aiming to establish "Dong Mingzhu Health Home" as a new brand identity, despite potential risks associated with her strong personal style [3] Group 4: Balancing Founder and Corporate Brands - The relationship between founder branding and corporate branding is not binary but requires a dynamic balance, evolving from personal influence to a systematic brand value framework [4] - The ownership change at Zhang Liang Spicy Hot Pot exemplifies the search for this balance, indicating that while founder IP and corporate branding are intertwined, they can be restructured through ownership changes [4] - The ideal integration of founder IP into corporate branding should be as an invisible yet omnipresent foundation of the company's spirit and values, rather than merely a visible label [4]