今自在交出的不仅是一份企业答卷，更像是一份面向全行业的"变革提案"······ 这场大会，与其说是一家企业的自我展示，不如将其视为对中国白酒价值体系的一次"公开实验"：当剥去历史叙事、品牌光环与渠道滤镜，一瓶酒能否仅 凭其可验证的理化指标与真实的用户体感，在市场中建立信任、赢得尊重？ 今自在交出的不仅是一份企业答卷，更像是一份面向全行业的"变革提案"。 旧秩序的黄昏：品质的信任危机与叙事困局 白酒行业，尤其是酱酒领域，长期运行于一套高度封闭的价值叙事体系之下，其核心支柱，可归结为"历史叙事权威"与"工艺信息屏障"。 历史叙事权威体现为酒企对酒厂资历、窖池年龄与大师传承的绝对强化。一瓶酒的"价值感"，往往不取决于可品饮的风味，而由品牌故事中的历史纵深所 定义。这种逻辑的极致化，催生了"年份酒"市场的虚浮现象——传说不断被拉长，却鲜有可验证的科学数据为其真实陈年背书。 当茅台价格理性回归，当囤积炒作全面退潮，白酒行业的底层矛盾，终于从"如何把酒卖得更贵"，回归到"如何让酒值得被喝掉"这一根本命题。 2025年末，中国白酒市场呈现出一幅割裂图景：一面是传统名酒在价格倒挂与库存高压下艰难喘息，一面是消费端"少喝酒、喝 ...

Core Insights - The "2026 Web3 Frontier Trends Summit" held in Guangzhou marks the official start of the Web3 traffic era, focusing on the theme of "Digital Civilization × Ecological Prosperity" [1] - The DOK protocol is positioned as a decentralized operation engine, facilitating the transformation of user data and identity into value within the Web3 ecosystem [2][3] Industry Trends - User demands in the Web3 space have evolved beyond traditional social interactions, emphasizing the need for secure digital identities and transparent data analysis [2] - The DOK protocol is seen as a significant milestone in the acceleration of Web3 social and data intelligence ecosystems, potentially driving future value growth [2] Technological Innovations - DOK introduces a new traffic aggregation method that unifies user traffic across various applications and communities, creating a closed-loop application scenario where "social and data equal value" [3] - The protocol incorporates an AI-driven sentiment tracking module to provide real-time market trend analysis and community intelligence for decision-making support [2] Ecosystem Collaboration - The summit attracted diverse ecosystem partners, including decentralized social platforms and blockchain data platforms, showcasing DOK's influence and openness in the industry [5] - DOK aims to build a global Web3 traffic ecosystem through a "four-dimensional collaboration matrix" involving technology, capital, community, and media [5] Future Goals - DOK has outlined a roadmap for the next three years, targeting service for hundreds of millions of users, supporting trillions in assets, and creating significant traffic entry points for Web3 integration into mainstream internet [5][7] - The company emphasizes the importance of long-term consensus and value sharing in the development of a decentralized ecosystem, moving from a speculative phase to a structured governance model [7]

Core Insights - The new "Arena Battle" format in the show "OFFER5" empowers consumers to directly influence which brands secure prime positions in the live streaming sales event for Double Eleven, marking a shift from price competition to value competition in the live e-commerce landscape [1][4] Group 1 - The "Arena Battle" mode divides brands into categories such as beauty, lifestyle, consumer electronics, and pet care, allowing for multiple rounds of competition where audience votes determine the outcomes, increasing uncertainty and drama in the program [4] - The evolution of the "OFFER" series reflects the changing dynamics of China's live e-commerce promotional strategies, transitioning from closed discussions between hosts and brands to incorporating user satisfaction voting, and now linking voting power directly to results [4] - The launch of "OFFER5" signifies a new competitive landscape for Double Eleven, focusing on the comprehensive "value sincerity" of brands rather than just numerical sales figures, indicating a shift towards a healthier ecosystem that emphasizes mutual benefits for user and brand value [4]

Core Viewpoint - The article discusses the resurgence of new consumption in the market, emphasizing its distinct characteristics compared to traditional consumption and predicting a long-term trend lasting up to twenty years [4][5]. Group 1: Characteristics of True New Consumption - The article identifies three core characteristics that differentiate true new consumption from traditional consumption, which are essential for capital re-evaluation in the future [6]. - The first characteristic is "emotional brand power," which is linked to five levels of positive energy that drive human behavior [8]. - The second characteristic involves creating a sense of intellectual pleasure through competition, allowing users to feel a sense of achievement [10]. - The third characteristic focuses on creating a sense of scarcity and uniqueness, making users feel special and favored by the brand [12]. Group 2: Emotional Brand Power Levels - Level one involves instant gratification through low-cost products that provide quick emotional relief, such as bubble tea and soft drinks [9]. - Level two emphasizes a competitive mechanism that gives users a sense of control and achievement through participation [10]. - Level three revolves around creating a sense of exclusivity and being favored by the brand, often through limited editions and hidden variants [12]. - Level four highlights the importance of physical presence and collective emotional resonance in experiences like concerts and social events [18]. - Level five represents the ultimate emotional connection where users feel deeply understood and recognized by the brand, akin to a religious experience [20]. Group 3: Brand Personality and IP - True new consumption brands must embody a living personality rather than a cold logo, as consumers are more inclined to connect with real stories and values [23][25]. - The article discusses the importance of founder IP, where the founder's authentic self is crucial for brand connection, moving beyond mere performance [31][33]. - It outlines a formula for founder IP, emphasizing the need for alignment between the founder's personality and the brand's values [36]. Group 4: User Sovereignty and Brand Development - The article highlights the need for brands to empower consumers by returning choice and autonomy to them, moving away from traditional media dominance [40][42]. - It suggests that true new consumption brands should facilitate consumer participation in product development and decision-making processes [43][46]. - The article concludes that successful new consumption brands must possess three core assets: user trust and relationships, brand IP, and emotional brand assets [47].