Group 1 - The core issue in recent brand failures is the imbalance in breaking the circle, where brands face internal structural conflicts exacerbated by external black swan events [2][3] - Brands must balance the needs and values of original users and pillar users, as these two groups often have different expectations and contributions to the brand [4][6] - The failure of brands like Arc'teryx and others can be attributed to neglecting the values of original users while focusing on the narratives appealing to pillar users [6][10] Group 2 - Brands should maintain a steadfast commitment to the values of original users, even if they contribute less to revenue and market share [9][12] - A product matrix should be utilized to cater to the diverse needs of different user groups while preserving the brand's core promises [11][13] - Brands should avoid downward compatibility with lower-tier brands to maintain their prestige and market position [14][23] Group 3 - Brands must manage user expectations carefully, ensuring that the perceived value aligns with the actual product and service offerings [26][28] - Misalignment of user expectations can lead to significant backlash, as seen in the cases of Xibei and others [24][30] - Brands should actively engage with their original users to explain and clarify during crises, rather than solely relying on public statements [39] Group 4 - Entering opposing user segments can be beneficial, but brands must do so cautiously to avoid alienating their core audience [29][35] - Recent failures highlight the sensitivity of brand positioning, especially regarding gender and social identity [33][36] - Successful brands, like Xiaomi, demonstrate the importance of low-key approaches when appealing to new demographics without alienating existing ones [34] Group 5 - Brands should quickly dissociate from negative concepts and focus on addressing specific criticisms rather than engaging in self-justification [37][38] - Maintaining deep communication with original users is crucial for brand loyalty and crisis management [39]

Group 1: Impact of the China International Import Expo (CIIE) - The CIIE serves as a comprehensive platform for international brands to connect with local governments and supply chains, enhancing brand visibility and business opportunities [1][4] - The eighth CIIE is expected to showcase a growing number of international brands, reflecting the event's expanding influence and the ongoing relationship between new and returning exhibitors [1][3] Group 2: Company Strategies and Market Focus - CASETiFY views China as a core market in its global strategy, planning to increase both online and offline investments while expanding its product range [3] - Sony has redefined itself as a creative entertainment company and is significantly increasing its exhibition space at the CIIE to showcase diverse business segments [5] - Sonova aims to leverage the CIIE to penetrate the Chinese market more deeply, with plans for high double-digit growth driven by an aging population and increased awareness of hearing health [6] Group 3: Local Partnerships and Product Innovations - Inne is focusing on local partnerships and clinical research to adapt its products to meet the needs of Chinese consumers, highlighting the importance of scientific backing in product development [8] - Swiss pump manufacturer Aeg Pump is enhancing its localization strategy, increasing its revenue share in China from 15% to 20% [8] Group 4: Investment and Growth in China - Straumann is investing in a high-end implant production facility in Shanghai, reflecting its commitment to the Chinese market and the anticipated annual revenue of 1.4 billion RMB [11] - The semiconductor industry in China is experiencing rapid growth, with companies like Panshi planning to expand production capacity to meet increasing demand [12] - Wärtsilä is capitalizing on strong demand in China, with its Shanghai facility operating at full capacity and serving as a key production base for dual-fuel engines [12]

Group 1 - The article discusses the disconnect between large-scale brand events and actual consumer engagement, highlighting that many events are more for internal stakeholders than for the public [4][5][10] - Despite significant budgets allocated for these events, the actual impact in terms of brand visibility and consumer discussion is minimal, often resulting in low engagement metrics such as only 238 shares on social media [7][11] - The focus on internal social media sharing as the primary KPI indicates a lack of genuine outreach to consumers, leading to a perception of these events as "social obligation labor" rather than effective marketing [6][10][21] Group 2 - Successful brand activities should prioritize content creation and social engagement over mere ceremonial displays, as consumers are more interested in emotional value and interactive content [15][16][18] - The article emphasizes that high budgets do not guarantee effective communication; instead, funds are often wasted on self-indulgent activities that fail to resonate with the target audience [19][20] - Companies are encouraged to rethink their event strategies by asking critical questions about who will engage with the content and whether it will spark genuine discussions beyond their internal circles [21]