Core Insights - The conversation between Luo Yonghao and Ye Guofu focuses on the retail landscape, particularly the balance between online and offline sales channels [1] Group 1: Retail Strategy - Ye Guofu expresses a strong emotional connection to offline retail, noting that Miniso's online sales account for approximately 10%, while 90% comes from offline sales [1] - Despite the rapid growth of e-commerce and its significant impact on the retail industry, Ye emphasizes the importance of finding a suitable development model for each brand [1] - Miniso has successfully leveraged offline retail while also expanding its online presence, indicating a dual-channel strategy [1] Group 2: Industry Trends - Ye mentions that many online brands, such as Xiaomi, have started to establish offline stores, highlighting a trend where companies recognize the strength of offline traffic [1] - He points out that the essence of business lies in product quality, stating that without good products, a company cannot succeed regardless of the sales channel [1] - Ye advocates for moving beyond the dichotomy of online versus offline, suggesting that the focus should return to the core of product excellence [1]

Core Insights - The article highlights the successful launch of the Honor 400 series, which has significantly outperformed previous models in sales, indicating a strong recovery in the brand's market position and channel trust [1][9][14] Group 1: Sales Performance - The Honor 400 series sold over 25,000 units within three days of its launch, surpassing the total sales of Huawei's nova 14 series in the first week [9][10] - A dealer reported that they expect to sell over 1,500 units of the Honor 400 series within a month, marking a fourfold increase compared to the previous best-selling model [1][9] - The strong demand led to customers queuing outside stores on the first day of sales, a phenomenon not seen for a long time [2][13] Group 2: Management and Strategy Changes - CEO Li Jian's hands-on approach, including visiting stores and engaging with staff, reflects a strategic shift in Honor's management style, emphasizing listening to frontline feedback [1][3] - The "Global Million Eagle Plan" initiated by Li Jian aims to optimize organizational structure and shift channel management from "inventory-driven" to "value co-existence" [2][3] - A strict market monitoring mechanism has been established to maintain stable pricing for new products, addressing previous issues of price discrepancies and ensuring dealer profitability [2][4][6] Group 3: Inventory and Supply Chain Management - Honor has moved away from the "sea of products" strategy, focusing on core products and utilizing a "big goose system" for precise supply chain and inventory coordination [7][13] - The "sales-driven production" model has significantly reduced inventory pressure on dealers, allowing them to confidently stock products without fear of losses [2][7] - The collaboration with a financial institution to provide low-interest loans has improved cash flow for small and medium-sized dealers, enhancing their operational capabilities [8][9] Group 4: Marketing and Brand Perception - The marketing strategy for the Honor 400 series included systematic promotional activities, which helped build brand presence and consumer awareness [11][14] - The focus on actual sales figures rather than inflated pre-orders has fostered trust among consumers and dealers, contributing to a positive brand image [9][11][13] - The successful launch and subsequent sales performance indicate a shift in consumer perception, moving away from the "cost-performance" label towards a more robust brand identity [10][14]