追觅俞浩：其他人不要学我吹牛 1月28日，追觅科技创始人兼CEO俞浩在社交媒体发文表示，如果你既没有一套覆盖人类各学科知识的 逻辑框架，又没有一个长期打造的超强落地执行能力的团队，也没有足够多资源。就不要学我吹牛。 在做垂直品牌的时候,最主要是做好产品,做 好技术,讲好产品创新和功能。而到国民品牌 的时候,受众是很宽泛的。有的需要更广谱的 了解,比如明星和春晚带来知名度的上升。有 些需要更深度的解读,比如这家公司背后的哲 学体系,社会思考,价值观等等。在做垂直品 牌的时候,都是不需要的。在做国民品牌的时 候,就需要了。而所谓IP,只是传播方式中的 一种。如果不理解这个目的,做了IP也没 用。如果理解这个,也不需要刻意打造一个虚 假的IP,该是怎样就是怎样,实实在在表达自 己的想法即可。 6 小时前 江苏 回复 ♡ 43 (-) 俞浩在回复网友留言时否认了要学雷军、刘强东打造个人 IP。他表示，追觅要从垂直赛道的专业品牌 成为国民品牌。"最近不光是我，我也让很多公司的同事开通了社交媒体账号，就是因为要从一个专业 品牌到国民品牌，需要让更多人全方面地了解我们。" 他指出，做垂直品牌的时候，最主要是做好产品，做好技 ...

IT之家 1 月 28 日消息，追觅科技创始人兼 CEO 俞浩今日在社交媒体发文，否认学雷军、刘强东做个人 IP。 IT之家注意到，追觅近期在各个领域大幅扩张，还在品牌宣传方面大力投入，成为 2026 年总台春晚"智能科技生态战略合作伙伴"，还签约演员陈飞宇担 任"追觅大中华区高端生活代言人"。 DREA curr 追 冠 中央广播电视总台 春节联欢晚会 中央广播电视总台2026年春节耶 智能科技生态战略合作 有网友询问俞浩"现在是打造个人 IP 吗？类似像雷军、刘强东那样"，俞浩表示： 不是。我们要从垂直赛道的专业品牌，到国民品牌。社会对我们的要求就会更高，就会想要从各个角度来理解我们。我们最近不光是我，我也让 很多公司的同事开通了社交媒体账号，就是因为要从一个"专业品牌"到"国民品牌"，需要让更多人全方面地了解我们。 在做垂直品牌的时候，最主要是做好产品，做好技术，讲好产品创新和功能。而到国民品牌的时候，受众是很宽泛的。有的需要更广谱的了解， 比如明星和春晚带来知名度的上升。有些需要更深度的解读，比如这家公司背后的哲学体系，社会思考，价值观等等。在做垂直品牌的时候，都 是不需要的。在做国民品牌的时候，就需 ...

今日，追觅科技创始人兼CEO俞浩晒图显示，俞浩在上周（1月19日-1月25日）冲到微博V影响力榜数码领域下的高管榜单第2名，第一名是雷军。 对此，俞浩表示，"上升这么快，这是真的吗？我才玩网络第二周"。 4 ↑ Cici_老魏 V指数 78.74分 小米中国区市场部总经理 十关 徐起Chase V指数 77.33分 真我realme副总裁、全球营销总... 十关 6 7 余承东 V指数 76.14分 华为常务董事、产品投资评审委 ... 十关 5 俞浩微博首页显示，他在昨日发布微博12条，阅读量超过100万，互动数2.9万，目前粉丝30.4万。 而到国民品牌的时候，受众是很宽泛的。有的需要更广谱的了解，比如明星和春晚带来知名度的上升。有些需要更深度的解读，比如这家公司背后的哲学体 系，社会思考，价值观等等。 在做垂直品牌的时候，都是不需要的。在做国民品牌的时候，就需要了。 而所谓IP，只是传播方式中的一种。如果不理解这个目的，做了IP也没用。如果理解这个，也不需要刻意打造一个虚假的IP，该是怎样就是怎样，实实在在 表达自己的想法即可。 此外，他还发文否认学雷军、刘强东做个人IP： 在做垂直品牌的时候，最主要是 ...

1月28日，追觅科技创始人兼CEO俞浩针对"是否会类似雷军、刘强东那样打造个人IP"的问题作出明确回应，直言不会刻意打造个人IP。 在做垂直品牌的时候,最主要是做好产品,做好 技术,讲好产品创新和功能。而到国民品牌的时 候,受众是很宽泛的。有的需要更广谱的了解, 比如明星和春晚带来知名度的上升。有些需要更 深度的解读,比如这家公司背后的哲学体系,社 会思考,价值观等等。在做垂直品牌的时候,都 是不需要的。在做国民品牌的时候,就需要了。 而所谓IP,只是传播方式中的一种。如果不理解 这个目的,做了IP也没用。如果理解这个,也不 需要刻意打造一个虚假的IP，该是怎样就是怎 样,实实在在表达自己的想法即可。 刚刚 江苏 回复 浩哥现在是打造个人IP吗?类似像雷军、刘强东那样 ♡ e 刚刚 江苏 回复 不是。我们要从垂直赛道的专业品牌,到国民品 牌。社会对我们的要求就会更高,就会想要从各 个角度来理解我们。我们最近不光是我,我也让 很多公司的同事开通了社交媒体账号,就是因为 要从一个"专业品牌"到"国民品牌",需要让 更多人全方面地了解我们。 刚刚 江苏 回复 前浩 作者 俞浩表示，追觅要从垂直赛道专业品牌向国民品牌 ...

Core Insights - The transition of the Chinese economy from a high-growth phase to a stock-based phase presents an opportunity for the emergence of "national brands" as defined by Wei Zhe, the former B2B CEO of Alibaba and founder of GGV Capital [1] - National brands must cover over half of the country's population and satisfy the seemingly contradictory needs of urban middle-class consumers and young people in smaller towns [1] - Wei Zhe identifies three eras of national brands: 1.0 era focusing on category penetration, 2.0 era emphasizing deep engagement with specific demographics, and 3.0 era leveraging scenarios for explosive growth [1] National Brand Development - The 1.0 era saw brands like Head & Shoulders and Wanglaoji successfully penetrate the market through extensive distribution and strong branding [1] - The 2.0 era featured Xiaomi as a leading choice for young consumers and Lululemon appealing to the middle class [1] - The 3.0 era is exemplified by Pop Mart, which transformed collectible toys into fashionable items that serve as social currency, broadening its appeal beyond core audiences [1] Investment Practices - Wei Zhe's investment philosophy emphasizes creating happiness-inducing scenarios rather than merely categorizing consumers, as seen in successful brands like Pop Mart and Anker Innovations [2] - Wei Zhe will share insights on the new pathways for consumer brands to break through in the current environment during an upcoming summit [2] Summit Details - The summit will feature various industry experts discussing topics related to brand growth, consumer engagement, and innovative marketing strategies [12][13] - Key speakers include founders and executives from leading companies and consulting firms, highlighting the importance of understanding consumer needs and market trends [9][10]

Core Viewpoint - The article discusses the lessons that Chinese companies can learn from Japan's "lost thirty years," emphasizing the importance of consumer needs, product quality, and operational efficiency in navigating economic cycles [7][9][12]. Group 1: Insights from Japan - Japan experienced stagnant wages and severe aging during its "lost thirty years," yet it produced successful consumer champions like Uniqlo and 7-Eleven, highlighting the importance of upgrading consumer necessities and changing business formats [8][9]. - The emergence of affordable alternatives in Japan shifted consumer focus from luxury to practicality, as seen with Uniqlo's rise [10][11]. - Key takeaways for Chinese companies include the need for extreme cost-performance ratios, unique offline retail experiences, and high execution efficiency [12][13]. Group 2: Opportunities in the Chinese Market - The article identifies the "downstream market" as a crucial area for growth in the next two to three decades, emphasizing the search for new national brands and chain stores [14][15]. - Historical context is provided with the example of JD.com, which grew from 1 billion in revenue to becoming China's first trillion-yuan retail enterprise, showcasing the importance of cost, efficiency, and user experience [18][19]. - The author notes that since 2016, the focus has been on investing in new consumer champions, with 15 companies achieving over 1 billion in revenue and 3 companies projected to exceed 10 billion this year [24][25]. Group 3: Structural Opportunities in Consumption - The article outlines two structural opportunities in the Chinese consumer market: the rise of new national brands and the development of nationwide chains [28]. - The author emphasizes the importance of product innovation and brand expansion, particularly in the context of the pandemic, which created significant opportunities for food companies [26][27]. - The upcoming "Black Horse Consumption Rise" course aims to provide insights into how Chinese and Japanese consumer champions succeed in the current market landscape [29][30].

Core Viewpoint - The article emphasizes the importance of learning from Japan's "lost thirty years" to identify structural opportunities in China's consumer market, particularly focusing on the emergence of new national brands and nationwide chains [7][28]. Group 1: Insights from Japan - Japan experienced stagnant wages and severe aging during its lost thirty years, yet it produced successful consumer champions like Uniqlo and 7-Eleven, highlighting the potential for growth even in challenging economic conditions [8][9]. - Two key insights from Japan's experience are the continuous upgrade of essential needs and the emergence of affordable alternatives, which shifted consumer focus from luxury to practicality [10][12]. Group 2: Investment Focus - The company,启承资本, founded by 常斌, has invested in over 20 companies since 2016, focusing on new national brands and chain enterprises, particularly in food, beverage, and lifestyle sectors [5][24]. - As of now, 15 of the invested companies have revenues exceeding 1 billion, with 5 surpassing 5 billion, and 3 retail companies expected to exceed 10 billion this year [24]. Group 3: Market Opportunities - The article identifies two structural opportunities in the Chinese consumer market: the rise of new national brands and the development of new nationwide chains [28]. - The company believes that despite current market uncertainties, there are still structural opportunities for businesses to thrive [27]. Group 4: Educational Initiative - A program called "黑马百亿消费冠军专题营" is introduced, aimed at sharing a decade of value creation strategies and case studies from invested companies, along with localized Japanese experiences [29][30]. - The program will cover various aspects of business growth, including product innovation, competitive strategy, and long-term value creation [32][50].

Group 1 - The success of Pop Mart is seen as a success of going global, with a prediction that at least 100 cross-border e-commerce brands with a market value of 10 billion will emerge in the next decade [1] - The current consumer market is transitioning from "internet celebrity brands" to "national brands," which are defined by their ability to appeal to both urban middle-class consumers and rural youth [3] - Chinese companies have three core advantages for going global: an efficient Chinese supply chain, returnee talents who understand localization, and mature internet and AI capabilities [3] Group 2 - Strategies for companies to achieve growth in adverse environments include embracing digital transformation, exploring lower-tier markets, expanding internationally, and reinvesting in R&D to build technological barriers [3] - Key characteristics of AIGC development include the increasing visibility of infrastructure technology bottlenecks and the polarization of AI applications [3] - Predictions for AI include a potential reduction in mobile app numbers by half in the next three years, a reduction in weekly working hours to less than four days within ten years, and an increase in human life expectancy to over 100 years through AI and healthcare integration in about twenty years [4]

Group 1 - The core viewpoint of the article emphasizes the shift from growth-driven strategies to efficiency-focused approaches in the current economic landscape, termed the "stock economy" era [6][10][14] - The article discusses the success of companies like Pop Mart, which saw its market value increase over tenfold to over 330 billion in just two years, and the expansion of other brands like Hushang Ayi and Anker Innovation [2][3] - The author highlights the importance of efficiency in business operations, stating that without it, growth can lead to failure, especially in a stock economy where resources are limited [14][16][18] Group 2 - The article outlines the characteristics of national brands that can thrive in the stock economy, emphasizing the need for products, store types, and management strategies that can penetrate deeper markets [30][31][32] - It discusses the significance of regional density in store management, suggesting that higher density can optimize supply chain costs and improve operational efficiency [41][42] - The article also mentions the importance of adapting to seasonal demand fluctuations and maintaining consistent sales throughout the year [45][46] Group 3 - The article addresses the global expansion strategies of companies, advocating for a diversified market approach and the establishment of manufacturing capabilities outside of China [60][62] - It emphasizes the need for companies to adopt a global mindset from inception, rather than merely reacting to international market conditions [61][65] - The author notes that the current trend in globalization is shifting from cost-driven strategies to efficiency-driven ones, leveraging validated technologies and operational capabilities [66][67] Group 4 - The article discusses the role of technology, particularly AI, in enhancing business efficiency, with a focus on companies like DeepSeek that have significantly reduced operational costs [70][71] - It predicts a future where the number of applications on mobile devices will decrease, workweeks will shorten, and average human lifespans will increase due to advancements in AI and healthcare [72][74][75] - The author stresses the importance of product development and innovation in maintaining competitive advantages in the market [56][70] Group 5 - The article highlights the essential qualities of successful founders, including strong values, learning ability, and adaptability to market changes [77][78] - It suggests that founders should focus on long-term sustainability rather than short-term gains, emphasizing the importance of building a solid foundation for their businesses [80][81] - The author provides advice for young professionals, encouraging them to prioritize skill development and time management over immediate financial rewards [86][94]

Core Viewpoint - The article emphasizes the importance of national consumer brands adapting to market changes and outlines five key strategies for success in the current economic environment [6][8]. Group 1: Successful Brand Strategies - The first strategy is that brands capable of penetrating lower-tier markets are considered good national brands [6]. - The second strategy highlights the necessity of targeting central regions in China, specifically the four provinces of Henan, Hebei, Shandong, and Shanxi, which collectively have over 300 million people [6]. - The third strategy focuses on maintaining sales during off-peak seasons, suggesting that brands should aim to eliminate seasonal downturns [6]. - The fourth strategy stresses the importance of integrating product and channel, as seen in successful brands like Guoquan Shihui and Hu Shang Ayi [6]. - The fifth strategy emphasizes the significance of the sequence of people, products, and places, advocating for a focus on younger demographics and specific product categories [6][8]. Group 2: Market Trends and Future Outlook - The article notes a shift from influencer brands to national brands, with a focus on value-for-money and market penetration [8]. - It mentions the upcoming challenges in 2025, including an escalation in global trade wars and the restructuring of business logic due to AI advancements [9]. - The narrative suggests that this period is not a crisis but rather a golden opportunity for innovators and entrepreneurs [10]. Group 3: Upcoming Events - The article promotes a significant event scheduled from June 6 to June 8, 2025, featuring prominent industry leaders and experts [11][12]. - It highlights the event as a platform for entrepreneurs to connect, share ideas, and gain insights into the evolving market landscape [11].