2019年1月10日，小米分拆红米后的首场发布会，被手机圈友商怼到红温的雷军在PPT上写下八个大 字："生死看淡，不服就干。"七年转瞬，"不服就干"的小米集团创始人再次站在聚光灯下——2026年1 月7日晚，关于新一代SU7的直播镜头前，雷军如约现身。 直播中，他还主动解释了此前的种种失误：把身高181cm说成183cm是扛机盖时的口误，内部会议把"玄 戒O1"念成"玄戒01"是因为当时状态太差，而被调侃"开十六次会讨论杯子"，其实是杯子作为众多产品 之一，参与了十六次产品开发会议，并非专门为杯子反复开会。 这场亮相多少有些事发突然：当日早间，他刚在个人微博宣布SU7改款将于4月发布，午间便紧急加 更，告知要直播聊新车——择日不如撞日，当晚开播。四天前，雷军才带着集团一众专家、高管完成了 YU7的拆车直播。若按这个节奏推算，2026年粉丝们大约能看到雷军直播八九十场，当然这是玩笑，是 理论上的可能。 两场直播结构类似，都分为上下两部分：上半场聚焦产品，与工程师、设计师深度拆解——上次是 YU7，这次是新款SU7；下半场则连同集团新任公关部总经理徐洁云集中回应舆情、辟谣解惑。不同的 是，这次的下半场少了些对产品 ...

1月7日，小米董事长兼CEO雷军突然发布消息称，新SU7预计2026年4月上市，7日上午10点开启小订，同时公布了SU7的新色"卡布里蓝"，并在当晚亲自 为新SU7直播带货。 就在1月3日，雷军在长达4小时的直播中宣布，今年小米汽车的销售目标为55万辆。 一开年的节奏就拉满了，或许是2026年形势让小米感到了危机，尤其是泼天的流量可能变成麻烦。 55万的销量其实与2025年持平，偏保守 55万辆的数字乍一看还不错，比2025年的41万辆增长34%，但考虑到2025年是从2024年的13.5万辆增长2倍而来，这个34%的增幅少得可怜。 通常而言，高管一般在年初公布一个比较高的目标，以督促团队加倍努力，所以可能内部目标是50万辆，那是更保守了。 我们再进一步分析，55万辆几乎是与2025年的41万辆持平，因为在世道不好的12月份小米的销量已经突破5万辆，按这么算下来，今年仅凭现有的两款车 型SU7和YU7就可以达到60万辆，这还没算上今年新推出的三款全新车型，包括YU9。 YU7是现在的主力，每月销量在3万辆以上，但它在去年4月份开始销售，2025年真正交付的时间只有8个月，这么算下来，光YU7今年要比2025年 ...

雷军的新年可能过得不太舒服。 因为感冒，原定的跨年直播被推迟到了1月3日；而针对小米汽车过去一年在互联网上所遭遇的各种舆论风波的回应，评价似乎也是两极分化。 而如果说一场直播，算是澄清了"绿化带战神"、"1300公里只充一次电"这些热搜，那昨天小米又因为与KOL的投放合作，引发了"米粉"的不满，大晚上上 了热搜。小米集团董事长特别助理、战略市场部副总经理徐洁云出面回应，一条微博的留言量直接顶上过去好几个月。 其实早在两年前小米SU7发布前，我们就曾说过，在流量的包围之下，小米汽车既收获了无数的聚光灯，但同样也很难获得一个像其他新品牌一样的成长 期与宽容度。 而主动在直播中对敏感和争议话题进行回应，以及强调要在2026年强化法务队伍的建设，很显然，小米要主动出手，对"流量"进行把控。毕竟，如果任由 谣言泛滥，对于小米汽车的品牌，以及车主的口碑，都会是致命的打击。 不过，这场直播的回应是否达到了预期的效果？或者说，网友们是不是真的买账？似乎也是存疑的。 01 "绿化带战神"，是恶意剪辑和刻意抹黑 关于"绿化带战神"的话题，徐洁云直接给出了定性结论：有人刻意收集这些视频，再加上恶意的剪辑，然后贴上"绿化带战神"这几 ...

全文共2001字，阅读大约需要5分钟 分析人士指出，站在流量反噬与品牌再塑的交叉路口，小米集团及雷军个人的IP光环亦成为双刃剑。 北京商报记者丨陶凤 王天逸 2019年1月10日，小米分拆红米后的首场发布会，被手机圈友商怼到红温的雷军在PPT上写下八个大 字："生死看淡，不服就干。" 四天前，雷军才带着集团一众专家、高管完成了YU7的拆车直播。若按这个节奏推算，2026年粉丝们大 约能看到雷军直播八九十场，当然这是玩笑，是理论上的可能。 两场直播结构类似，都分为上下两部分：上半场聚焦产品，与工程师、设计师深度拆解——上次是 YU7，这次是新款SU7；下半场则连同集团新任公关部总经理徐洁云，集中回应舆情、辟谣解惑。不同 的是，这次的下半场少了些对产品的辩解，多了些为雷军本人的解围。 直播间里堆积的待回应清单依然很长：KOL合作争议、"营销大师"标签、掉粉质疑、"水杯开十六次 会"的调侃、玄戒O1芯片口误风波……问题尖锐，回应也仍是直接。 直面尖锐 七年转瞬，"不服就干"的小米集团创始人再次站在聚光灯下——2026年1月7日晚，关于新一代SU7的直 播镜头前，雷军如约现身。 这场亮相多少有些事发突然：当日早间，他 ...

2025年对于小米来说,我觉得是狂风骤雨的一年,可以 说是争议和进步共存,一方面是科技突围,一方面也充 满了认知偏见。我觉得这一点还是要客观的去看待,全 盘肯定固然有偏颇,全盘否定那肯定也不对,当然如果 是充斥着谣言和攻汗,那就更有问题。这不仅仅是小米 公司的问题,主要是行业的规则被搞乱了。今天还在跟 一个小朋友说,做自媒体还是要基于行业去做,不要基 于立场去做。你可以有立场，但不能卖立场，这是最基 本的。企业做的好的地方要肯定，做的不好的地方可以 批评，表扬的时候可以大声表扬，批评的时候要注意方 式。因为不客观的表扬不会有什么太大危害，但不客观 的批评,会造成很多连锁反应。很多人不理解为什么我 和每个企业的关系都可以做到不错,核心点就在于这个 分寸的问题。 另外一个问题则是我觉得很多舆论问题不简单的是一个 水军或者黑公关问题,里面还有很多时代的情绪在裹 挟。去年到今年初,创始人IP还是一个大热的赛道,我 也参与了很多。但是今年年中到现在,就来了一个很大 程度的反转。很多人认为是流量反噬,我最近有一个新 的感受是有没有可能是因为 AI的发展，让大家对人设这 样构建的东西产生了反感?就好像大家都喜欢去看看这 个 ...

Core Viewpoint - The rapid decline of the internet celebrity "Chicken Chop Brother" highlights the pitfalls of over-commercialization and the loss of authenticity in the influencer economy, leading to a backlash from fans and the public [23][29]. Group 1: Event Overview - The "National Tour" of Chicken Chop Brother kicked off in Nanjing, attracting large crowds and long queues, indicating initial popularity [1]. - Controversy arose with the emergence of "ticket scalpers" charging up to 299 yuan for queue positions, leading to public outcry and viral social media posts [3]. Group 2: Public Reaction - A significant backlash erupted in cities where Chicken Chop Brother planned to continue his tour, with local residents organizing "boycott" campaigns and promoting local food alternatives [7][19]. - The hashtag "ChickenChopBrotherCharacterCollapse" trended on social media, amassing over 280 million views in just three hours, showcasing the rapid shift in public sentiment [7]. Group 3: Price and Value Discrepancy - The price of Chicken Chop Brother's signature chicken chop surged from 6 yuan in 2024 to 50 yuan during the tour, an increase of over 8 times, leading to dissatisfaction among customers regarding quality and value [15][17]. - The response from Chicken Chop Brother's team regarding the price increase further fueled public anger, as many felt the experience did not justify the cost [15]. Group 4: Market Impact - The tour sparked regional conflicts, with local businesses expressing concerns about the potential disruption to their markets and customer bases due to the hype surrounding Chicken Chop Brother [21]. - Some local vendors in cities like Hangzhou and Ningbo issued statements refusing to support the tour, emphasizing the need to protect local food culture [21]. Group 5: Lessons for Influencer Economy - The case of Chicken Chop Brother serves as a cautionary tale for the influencer economy, illustrating the dangers of prioritizing rapid commercialization over maintaining authenticity and trust with followers [23][27]. - The rapid rise and fall of Chicken Chop Brother reflect a broader trend in the influencer industry, where the loss of genuine connection with the audience can lead to swift backlash and loss of credibility [29].

Core Viewpoint - The article discusses the phenomenon of "traffic backlash" experienced by companies like Xiaomi, highlighting the relationship between user base growth, product reputation, and the challenges of scaling business in a digital environment [1][5][24]. Group 1: Traffic and Reputation - The increase in user base directly affects product reputation, creating a formula where product reputation safety coefficient = project time / user base, indicating that a larger coefficient means greater safety [4]. - Companies that focus solely on traffic without considering reputation often face backlash, as seen in the cases of Xiaomi, Alibaba, and others [5][12]. - The article emphasizes that a mature company should separate public relations and marketing functions to ensure that reputation management is not compromised for the sake of traffic [10][14]. Group 2: Understanding Backlash - Backlash is not an inevitable outcome of pursuing traffic; it can be mitigated by focusing on product quality rather than relying on individual personalities or trends [15][20]. - Successful companies like those in Silicon Valley manage to avoid backlash by aligning traffic with product performance, demonstrating that genuine product value is key [17][18]. - The article suggests that backlash can be seen as a form of validation, indicating that a company has reached a level of success where backlash is possible [24][26]. Group 3: Strategies to Mitigate Backlash - Companies should maintain open communication with users, competitors, and media to manage public perception and avoid triggering regulatory scrutiny [30][31]. - A proactive approach to criticism, including listening and adapting, is essential for companies to navigate backlash effectively [32]. - The article concludes that true strength lies in a company's ability to remain unaffected by rumors and maintain a focus on product integrity [33].

Core Viewpoint - The article discusses the relationship between emotions and traffic in content creation, emphasizing that while emotions can drive traffic, they can also lead to negative consequences if not managed properly [2][35][40]. Group 1: Traffic Framework - A new traffic operation framework called "3-step 'anti-algorithm' traffic framework" has been developed to capture platform traffic, driven by the demand for B2B business [1]. - The framework includes various stages of user engagement, from exposure to purchase, highlighting the importance of understanding user psychology and emotional triggers [23][24]. Group 2: Emotional Impact on Traffic - The concept that "emotion equals traffic" is highlighted, indicating that emotional content can significantly increase engagement and readership [2][35]. - However, the article warns that manipulating emotions for traffic can lead to negative backlash, as seen in the author's experience with controversial content [10][11][20]. Group 3: Content Strategy and Audience Engagement - Successful content must balance emotional appeal with genuine value; high-quality products and authentic experiences are essential for sustainable growth [23][40]. - The article outlines a strategy for engaging audiences through emotional resonance, suggesting that content should avoid rational appeals that may disengage readers [32][38]. Group 4: Audience Behavior and Feedback - Audience reactions to content can vary widely, with a significant portion engaging out of curiosity or emotional response rather than rational analysis [36]. - The article emphasizes the need for content creators to be aware of the potential for negative feedback and the importance of maintaining a positive relationship with their audience [12][21].

Core Viewpoint - The article discusses the challenges faced by Xiaomi in the automotive sector, particularly regarding the SU7 Ultra model, highlighting issues of false advertising and customer dissatisfaction, which reflect broader industry concerns about trust and accountability in the electric vehicle market [1][21][35]. Group 1: Customer Issues and Reactions - Multiple owners of the Xiaomi SU7 Ultra have demanded refunds due to the carbon fiber hood not performing as advertised, leading to accusations of false advertising [3][4][6]. - Xiaomi acknowledged the discrepancies in their product claims and issued a public apology, offering compensation in the form of loyalty points to affected customers [7][9][13]. - The controversy has sparked significant backlash from consumers, who feel that Xiaomi's response has not adequately addressed their grievances [13][20]. Group 2: Product Performance and Safety Concerns - Following a series of incidents, Xiaomi limited the SU7 Ultra's maximum horsepower from 1548 to 900, requiring owners to complete a track test to unlock the full power [18][20]. - This decision has been met with criticism, as many believe it undermines the vehicle's appeal and disregards customer input [20][21]. Group 3: Industry Context and Implications - The article places Xiaomi's challenges within the broader context of the electric vehicle industry, where trust and safety are paramount, especially as new players enter the market [23][25][31]. - The shift in consumer expectations and the evolving relationship between car manufacturers and buyers are highlighted, indicating a need for greater accountability and transparency in the industry [27][28][32]. - Xiaomi's experience serves as a cautionary tale for other companies in the sector, emphasizing the importance of maintaining consumer trust and addressing issues proactively [29][35].

Core Viewpoint - The article discusses the challenges faced by Xiaomi in the automotive sector, particularly regarding the SU7 Ultra model, highlighting issues of false advertising and customer dissatisfaction, which have led to a significant trust crisis for the brand [2][28]. Group 1: Issues with SU7 Ultra - Multiple owners of the Xiaomi SU7 Ultra have demanded refunds due to the carbon fiber hood not performing as advertised, which they claim constitutes false advertising [5][12]. - The SU7 Ultra was initially celebrated for its performance, achieving a record time at the Nürburgring, but subsequent revelations about the product's actual capabilities have led to significant backlash from consumers [6][11]. - Xiaomi publicly apologized for the misleading information regarding the carbon fiber hood and offered compensation in the form of loyalty points to affected customers [9][12]. Group 2: Performance Limitations - In response to safety concerns, Xiaomi limited the SU7 Ultra's maximum horsepower from 1548 to 900, requiring owners to complete a track test to unlock the full power [20][23]. - This decision has been met with criticism from consumers who feel it undermines the vehicle's appeal and does not respect customer feedback [21][27]. Group 3: Broader Industry Context - The article places Xiaomi's challenges within the larger context of the automotive industry, noting that many new energy vehicle manufacturers are facing similar scrutiny and consumer expectations regarding safety and performance [24][27]. - The shift in consumer behavior towards seeking accountability from car manufacturers is highlighted, indicating a change in the relationship between consumers and automotive brands [25][26]. Group 4: Brand and Market Position - Xiaomi's rapid rise in the automotive market is noted, with the company entering a highly competitive space and establishing a strong brand identity among younger consumers [28][29]. - The article suggests that the current issues faced by Xiaomi should serve as a turning point for the entire industry, emphasizing the importance of safety and trust in the development of new energy vehicles [29].