36氪观察到，部分获得阶段性胜利的科技公司背后，开始出现战略咨询公司的身影：而战略咨询领域， 绕不开的就是定位理论体系以及创立者之一里斯咨询。 当AI重塑时代， 企业为何陷入战略迷航。 过去几年，技术进步的速度明显快于商业消化的速度。 以AI为代表的超级技术，几乎在所有行业同步推进：算力升级、模型迭代、应用场景快速扩张，新产 品、新概念层出不穷。但另一面同样清晰，大量技术发明，并未顺利转化为可持续的商业价值。不少企 业押中了技术趋势，却迟迟没有等来对应的增长曲线；产品不断更新，战略却愈发摇摆。 这并非个别公司的问题，而是一种高度普遍的行业状态。当技术变化过快，企业反而更难判断该把资源 押向哪里，又该在什么时候做取舍。每一个方向看起来都"有道理"，每一次投入似乎都符合趋势，但资 源和时间终究有限，一旦判断失误，代价往往不是慢一点，而是被拖入长期、高成本的试错消耗。 在这一轮技术浪潮中，问题并不在于行业是否缺乏创新，恰恰相反，是创新过于密集。模型、工具、产 品形态、商业模式不断刷新，很多科技企业天然站在技术视角思考问题，把"能不能做出来"视为阶段性 胜利，把"技术领先"当作护城河，却对一个更现实的问题缺少同等强度 ...

Core Insights - The rapid pace of technological advancement, particularly in AI, has outstripped the ability of businesses to effectively integrate these innovations into sustainable commercial value, leading to strategic confusion among companies [3][5] - Many companies are struggling to determine where to allocate resources amidst a plethora of technological options, resulting in costly trial-and-error processes [3][5] - The importance of external perspectives is highlighted, as companies begin to engage strategic consulting firms to help clarify their positioning and strategic direction [5][15] Group 1 - The issue is not a lack of innovation but rather an overwhelming density of innovation, leading to difficulties in identifying specific commercial applications for new technologies [3][20] - Companies often become trapped in their internal narratives, leading to decision-making failures even during periods of apparent success [9][13] - The case of Great Wall Motors illustrates the tension between successful niche positioning and the risks of over-expansion and strategic dilution [10][11] Group 2 - The concept of "category innovation" is emphasized as a response to saturated markets, where companies must redefine their market positions to achieve growth [29][30] - The strategic opportunities for Chinese companies include leveraging AI technologies, adapting to evolving consumer perceptions, and establishing global brands [29][30] - The competitive landscape is shifting, requiring companies to establish clear mental positions in the minds of consumers to navigate the complexities of the market [25][33] Group 3 - The need for clarity in strategic direction is underscored, as companies face the challenge of distinguishing between various growth opportunities and determining which are worth long-term investment [27][29] - The role of strategic consulting is framed as essential for helping companies navigate the complexities of modern competition and avoid confirmation bias [15][16] - The ongoing evolution of the positioning theory reflects the necessity for companies to continuously recalibrate their strategies in response to changing market dynamics [32][33]

「不以二级市场为依托，也依然有人买单，这才是IP价值的体现。换句话说，如果没有足够规模的粉丝 基本盘，就不会有今天的LABUBU。」潮玩IP社区Lockerr联合创始人方宁给出这样的判断。 方宁对未来前景无比笃定，「还会有更多IP跑出来」。这是一份来自行业内部的经验复盘。我们希望拨 开数字和现象的迷雾，回到一些更底层、更具实践性的思考和方法。 以下是自述分享整理。 二级市场不生产价值，「把IP价值挂钩二级市场」是一场巨大谬误 当下，资本市场将LABUBU 的价值锚定在二级市场价格波动上，并由此放大了对爆款IP可持续性及估 值偏高的担忧。但这种"简单粗暴"的方式并不符合市场运行逻辑。 作为潮玩行业老兵，方宁走过了完整的市场兴起周期：金融出身、回国创业，经历了市场百花齐放、见 证了头部崛起，也熬过生存战的创业低谷。五年间，帮助数千个原创潮玩IP商业化。也因此他对市场有 着直接的体感和理解。 在潮玩IP领域，"产品即IP"是核心逻辑：强调原创性（IP 由品牌自主掌握），早期以玩具商品形态为最 直接的商业化方式。基于此，他总结出一个公式——IP商业化= IP ×品类×放大器。 2018-2023年是一个初期阶段，原创 ...

然而，这并非意味着啤酒消费市场一帆风顺。面对消费需求的个性化、风味选择的多元化、渠道场景的 碎片化，以及全球可持续发展浪潮，啤酒市场正迎来新挑战。随着消费升级催生新需求，绿色低碳提出 新要求，高端化、品类创新已成为各大啤酒厂商的核心增长动力。 12月11日，在2025第七届（CIBC）中国国际啤酒技术高峰论坛上，各大啤酒厂商、国内外行业专家等 齐聚一堂，共话啤酒产业技术创新发展。 据了解，自2010年以来，该论坛围绕"搭建技术桥梁、赋能产业升级"，聚焦啤酒产业绿色酿造、智能装 备、健康饮品等众多议题，成为中国啤酒行业技术交流的"风向标"。 作为国内市场竞争最激烈的行业之一，啤酒行业正呈现出结构性调整与转型升级的态势。据国家统计局 数据，2025年1-6月中国规模以上啤酒企业累计产量1904.4万千升，上年同期为1908.8万千升。 "当前全球经济格局深刻调整，中国酒类消费市场也正处于结构升级的关键阶段，中国酒类市场正经历 着一场从规模速度向质量效益的深刻转型。相比于其他酒类，中国啤酒产业通过更早的市场调整与整 合，已形成了相对稳固的竞争格局。"活动现场，中国酒业协会秘书长何勇坦言。 对此，何勇指出，技术不仅是 ...

（往期文章： 品牌简介： 吾岛创立于2020年，是一个坚持新鲜、天然、不添加的乳基食物品牌，自成立之初便专注希腊酸奶品类。2016年，创始人王炜建先生全球调研开启。他横 跨欧美、日韩等现代化先进乳品企业考察学习。2017年开始建设面向未来的工厂，从设计到建设都围绕「希腊酸奶」一核心产品展开。2020年吾岛第一工 厂正式投产，之后的2021年到2024年，持续投入4.2亿元左右。在希腊酸奶这一细分领域，吾岛的产能、产量和销量都位居国内第一。 《天下网商》此前对话了吾岛酸奶&康诺食品乳品集团创始人&CEO王炜建，解析了吾岛的经营战略与未来规划。"乳企一般不会只做一个品类，我们的逻 辑是在细分品类里去做用户需要的好产品。这个产品在早期可能没有一个特别大的市场规模，但有市场需求，这些好产品是我们应该去做的。王炜建说。 乘趋势之"风"，破市场之"浪"。结合长期研究和行业需求，天下网商将在2025年12月19日至20日举办"风正千帆起·2025新网商峰会"。届时，我们将联合众 多行业头部品牌创始人、投资人、经济学家和行业生态伙伴，探讨消费品牌、电商企业在新的经济形势下的实战解法，共创独到的未来新价值。 吾岛酸奶&康诺食品 ...

Group 1: C-end Smart Vehicles - The core competitiveness of the company lies in its ability to create mass-market hit products, focusing on both range extension and global expansion [2][14][16] - The company plans to launch seven new models by 2026, covering both pure electric and range-extended vehicles, with a focus on long-range capabilities and high oil-electric conversion rates [2][22][26] - The global strategy aims for localized production and channel expansion, targeting a significant increase in delivery scale [2][41][44] Group 2: B-end Robotaxi - The company is leveraging favorable policies and technological breakthroughs to differentiate itself in the Robotaxi market, predicting a market size of 83.1 billion yuan by 2030 [3][50][57] - The Robotaxi project is set to launch in the second half of 2026, with plans for mass production and trial operations [3][70][78] - The company proposes a dual-mode approach for Robotaxi, including a fully shared model and a private ownership model, enhancing its competitive edge [3][73][76] Group 3: Partnership with Volkswagen - The partnership with Volkswagen has evolved from joint vehicle development to deeper collaboration on electronic and electrical architecture and AI chip development [4][93][95] - The company is expected to assist Volkswagen in launching two full-size electric models in 2026, with a projected sales volume of over 2.6 million units in China [4][97][101] - The collaboration is anticipated to enhance the company's positioning as a smart technology solution provider [4][92] Group 4: Robotics - The company's robotics division integrates bionic design with AI capabilities, aiming for commercial applications in various service scenarios by 2026 [5][12][29] - The IRON robot features advanced bionic structures and AI systems, enhancing its interaction and decision-making abilities [5][12][29] Group 5: Flying Cars - The company is on the verge of mass production for its new generation of flying cars, with the A868 model entering the test flight phase [6][12] - The flying car has achieved a range of over 500 km, with significant pre-orders already secured [6][12] Group 6: Financial Projections - The company maintains a revenue forecast of 78.5 billion yuan for 2025, with a year-on-year growth of 92%, while adjusting projections for 2026 and 2027 due to policy uncertainties [7][34] - The expected earnings per share (EPS) for 2025, 2026, and 2027 are projected at -0.71, 1.29, and 3.26 yuan, respectively [7][34]

Core Insights - The event "Global AI Innovation Summit" at Xpeng Technology Park highlighted the importance of AI-driven innovation in future mobility and smart living, emphasizing the need for companies to achieve differentiation through category innovation in the AI era [1][3]. Industry Overview - The AI sector is experiencing a dichotomy, with IDC forecasting the global AI application market to exceed $500 billion by 2025, while China's mobile AI application market user growth is projected at 101% [3]. - As of April 2025, over 4,500 AI-related companies exist in China, indicating intense competition in the sector [3]. Company Strategy - Xpeng has redefined its strategic positioning from a traditional car manufacturer to a "global AI driving technology company," focusing on AI capabilities as core features rather than optional add-ons [8][10]. - The launch of the new P7+ model is positioned as the "world's first AI car," featuring comprehensive AI driving capabilities without additional costs, showcasing a unique business model [8][10]. Market Performance - Xpeng achieved significant milestones, including the production of its one-millionth vehicle at the 2025 Guangzhou Auto Show, marking it as the first pure electric new force company to reach this scale [10]. - From January to November 2025, Xpeng delivered 391,937 vehicles, reflecting a 156% year-on-year increase and surpassing its annual targets [10]. Innovation and Challenges - The discussion among entrepreneurs at the summit focused on converting technological advantages into sustainable business success, with emphasis on category innovation as a means to build competitive barriers [11]. - The principles of AI category innovation include optimizing existing categories, identifying new problems to create new categories, and focusing on category design rather than merely launching new products [11]. Future Outlook - As AI technology integrates into various industries, identifying the next growth category will be crucial for companies' futures, with Xpeng's strategic collaboration with Ries Consulting serving as a potential model for other Chinese enterprises in the AI era [14].

Core Insights - The current AI investment boom masks a critical fact: technology alone cannot build sustainable business barriers [1] - The emergence of AI super technologies has fundamentally disrupted traditional brand-building methods, shifting the focus to defining new categories and creating super tech brands [3] Industry Overview - The global AI application market is projected to exceed $500 billion by 2025, with China's AI application market experiencing explosive growth, particularly in mobile user adoption, which has surged by 101% [4] - As of April 2025, the number of AI-related companies in China has surpassed 4,500, indicating intense competition and emerging risks of technology homogenization [4] - IDC forecasts that global IT spending growth will decline from 10% to 5% by 2025 due to factors like tariff policies, highlighting the increasing competition in financing, technology, and product development [4] Company Strategy - In 2024, the company assisted XPeng in a strategic pivot, redefining it as a "global AI smart driving technology company" rather than a traditional car manufacturer [4] - The concept of the "world's first AI car" was defined, exemplified by the new P7+ model, which features "end-to-end AI smart driving" as a standard offering without additional costs [5] - Recent product launches include the second-generation VLA, XPeng Robotaxi, a new generation of Iron humanoid robots, and two flying car systems, reinforcing XPeng's position as a "super AI tech brand" [5][6] Brand Positioning - The branding strategy emphasizes differentiation, moving beyond mere product specifications to anchor on the core label of "AI technology," thus avoiding the pitfalls of direct competition with peers like NIO and Li Auto [8] - The success of Tesla illustrates the importance of brand narrative that transcends product identity, linking technological aspirations and founder innovation to create a robust brand ecosystem [7][8] - XPeng's strong technical foundation, rooted in the founder's engineering background, provides a competitive edge in research and development, supporting its innovative positioning in the market [8]

Core Viewpoint - The article emphasizes the importance of innovative thinking and understanding consumer needs in product development, highlighting how a design company successfully disrupted the cup market by leveraging new marketing strategies and consumer insights [4][15][19]. Group 1: Market Insights - A design company created a cup that generated sales of 5 billion, but the company only received less than 100 million due to competition from counterfeit products [4][5]. - The largest self-owned brand in the Chinese cup industry has an annual revenue of no more than 300 million, indicating a significant market gap [12]. - The article discusses how the company faced challenges with production capacity, as the initial manufacturer could only produce 2,000 cups per day, while demand surged to 200,000 cups daily in the first week [17]. Group 2: Innovative Thinking - The success of the cup product was attributed to a different mindset and the use of internet marketing strategies, which allowed the company to create a new product category [13][15]. - The article posits that the current consumer market is shifting towards a demand for imaginative and innovative products, suggesting that understanding deep-seated consumer needs can lead to industry disruption [18][19]. Group 3: Product Philosophy - The author introduces the concept of "product three views" (product user view, product value view, product world view) as essential for creating successful products [20][22]. - The article encourages businesses to adopt a correct "product three views" to enhance product development and market positioning [22]. Group 4: Training and Development - The article promotes a training program aimed at unlocking market potential through category innovation, scheduled for December 8-10, with limited availability [23][24]. - The program focuses on practical strategies for product lifecycle management, user value understanding, and category growth, featuring insights from industry experts [28][30].

Core Viewpoint - The article emphasizes the importance of understanding user needs and perspectives in product design, illustrated through a personal experience that led to the creation of a new product category, the "55-degree cup" [23][25][28]. Group 1: Personal Experience and Product Development - The author recounts a traumatic incident where a child was severely burned by hot water, highlighting the emotional impact and the realization of unmet user needs in everyday products like cups [12][14][23]. - This experience prompted the author to question why there were no products designed to prevent such accidents, leading to the development of the "55-degree cup," which can cool hot water to a safe drinking temperature [24][26][28]. Group 2: Product Philosophy and Market Impact - The "55-degree cup" quickly became a bestseller, achieving nearly 5 billion in sales within the first year, demonstrating the effectiveness of addressing a specific user need [28]. - The author introduces the concept of "product three views" (user view, value view, world view) as essential for successful product development, paralleling the importance of these views to personal values [29][30][32]. Group 3: Training and Knowledge Sharing - The article promotes a training program focused on category innovation and product strategy, aimed at helping participants unlock market potential and develop successful products [33][40]. - The program is designed for founders, CEOs, and product leaders across various industries, emphasizing practical strategies and tools for product development [52].