● 作者 | 李东阳 来源 | 首席营销官 2026年春节档，品牌营销激战正酣。如何在春节这样一个流量高速聚拢的节点打出强有力的传播声量，我想是所有品牌每年都面临的重要课题，但解决方 案，从来没有统一模板。 在硝烟弥漫的CNY营销战场，秒针营销科学院最新出炉的全网监测数据，让我倍感惊叹，其中一组足以震撼行业的数据是：今年截至2月10日，蒙牛的品 牌声量已经高达240W+，互动量突破3700W。 | 品牌名 | 声量 2 | + | 互动量 ② ◆ | | --- | --- | --- | --- | | Benchmark ? | 7,444 | | 157,547 | | 蒙牛2 | 2,406.1k | | 37,878.2k | 做一个对比，你就会发现这不是普通的领先。五大乳企总声量中，蒙牛独占70%以上；总互动量里，蒙牛吃下近50%。 更惊人的是95%的净情感值，这是品牌口碑的具象体现。秒针营销科学院调取近年春节营销数据库，用四个字概括这一表现：数一数二。 3700W+次互动，95%的正面情绪。这不是品牌单向喊话的回声，而是3700W+人主动开口，替蒙牛讲了一个关于春节、彩头、要强的故事。 而这37 ...

2月6日，以"王者归来快乐加倍"为主题的2026奇瑞QQ快乐之夜暨全新QQ3盲订活动在安徽芜湖奇瑞龙 山试验中心举行。伴随"QQ"这一经典国民小车IP正式回归，奇瑞汽车股份有限公司（以下简称"奇 瑞"）同步发布AI智趣纯电轿车——全新QQ3，并开启盲订通道，试图以电动化与智能化的技术升级， 叠加用户共创与IP联动的情绪价值供给，在新一轮小车竞争中重塑"国民小车"的价值坐标。 为把"快乐加倍"从口号落到可感知的用户体验，奇瑞在发布会上同步推出多项围绕"情绪价值"的运营设 计：其一，打造"情绪精灵"这一IP形象，在车内作为虚拟数字伙伴、在车外延展为潮玩手办与生活好 物，强化"陪伴"属性；其二，启动QQ共创计划，提出"造车权应该在用户手上"，车色、内饰乃至专属 语音包等都将纳入共创范围；其三，发起"笑容绽放计划"，以公益活动传播"快乐内核"；其四，承载老 车主记忆的"QQ小学"重新开学，并以"快乐运算法"为核心组织车友活动，形成更具社群粘性的用户文 化场域。 产品层面，全新QQ被定义为"品学兼优"的新世代小车，强调以智能制造与全球验证体系夯实"底盘能 力"，再以智能化座舱与辅助驾驶强化使用体验。资料显示，全新QQ诞 ...

Core Insights - The first JD AI Film Creation Competition has concluded, showcasing the power of AI creativity and leading a new trend of co-creating content between brands and users [1][2] - The competition attracted numerous creators and was supported by JD's JoyAI model, emphasizing the theme "1001 Gifts of Drama" [1] Group 1: Competition Overview - The competition lasted three weeks and involved a rigorous evaluation process by a jury composed of committee members, external directors, and academic experts [1] - A total of 10 outstanding works were selected from thousands of entries, receiving cash prizes and special awards [1] - Participants had the option to create content using the "Horse Honghong" IP or specified products from partner brands, with JD offering up to 100,000 yuan in cash rewards and promotional support [1] Group 2: AI in Brand Marketing - The event highlighted AI video as a key trend in brand marketing, with participant Yuan Hai winning the JD Global Purchase Brand Track Award for his animated short film "New Year Goods Special Forces," completed in just one week using AI tools [2] - The success of the competition demonstrated the significant potential of "user co-creation" in brand marketing [2] - JD plans to continue hosting AI film creation competitions for various holidays and themes, providing a platform for more creators to showcase their ideas and receive substantial rewards [2]

Core Insights - The first JD AI Film Creation Competition has concluded, showcasing the power of AI creativity and leading a new trend of co-creating content between brands and users [1][2] - The competition attracted a diverse range of participants, including professionals from various fields and everyday individuals, indicating that AI creative tools have become accessible to the general public [1] Group 1: Competition Overview - The competition was supported by JD's JoyAI model and launched on January 14, with the theme "1001 Gifts of Drama," culminating in the announcement of ten outstanding works [1] - Participants had the opportunity to create content using the "Horse Honghong" IP or specified brand products, with JD offering cash rewards up to 100,000 yuan and promotional support [1] Group 2: Brand Collaboration and Innovation - Brands such as Midea, iFlytek, Baidu, and others provided significant creative freedom to participants, allowing users to reinterpret brand expressions through AI tools [2] - Notable creations included innovative content featuring products like BURBERRY scarves and Midea air conditioners, which received high recognition from brand representatives [2] Group 3: Impact on Marketing Trends - The competition highlighted that AI video is becoming a key trend in brand marketing, with participants demonstrating the ability to produce high-quality content rapidly using AI tools [2] - The success of the event validated the potential of "user co-creation" in brand marketing, with plans for future competitions to continue providing platforms for creative expression [2]

Core Insights - The "Fire Explosion" brand is entering a new phase of digital and IP transformation, significantly impacting the liquor industry and the broader consumer market [1] Group 1: Brand and Cultural Integration - The "Fire Explosion" brand leverages trendy beverage culture to express lifestyle and individuality, creating a brand ecosystem that integrates technology, culture, and interaction through digital IP characters [2] - The brand aims to deepen emotional connections with consumers by merging traditional liquor culture with modern technological experiences, thus broadening its consumer base and promoting the integration of traditional culture with contemporary consumption [2] Group 2: Transformation from Product to IP - The brand's exploration represents a new path for the liquor industry, transitioning from product-driven to IP-driven strategies, enhancing brand value through cultural output and emotional resonance [3] - The "Fire Explosion IP National Dealer Store Interactive Tour" will engage consumers in brand storytelling and social media sharing, creating a strong user-generated content effect and providing a model for experiential marketing in the liquor sector [3] Group 3: Industry Ecosystem Upgrade - The brand plans to use digital IP as a lever for ongoing strategic development, including city tours, cross-industry collaborations, and content co-creation to build a comprehensive brand ecosystem [4] - By opening up the IP cooperation ecosystem, the brand aims to shift the industry from product competition to ecological competition, injecting new energy into the sector through digitalization, IP development, and youth engagement [4]

Core Insights - The event "同行二十载 共叙新鲜事" showcased the strong relationship between Casarte refrigerators and its users, emphasizing a positive cycle of reputation and sales without traditional product promotion [1] - Casarte refrigerators lead the high-end market with over 8.5 million global users and a 63% market share in the 15,000+ price segment, driven by continuous innovation addressing user pain points [3] - The brand's commitment to user needs has led to significant technological advancements, including MSA oxygen control preservation technology and AI-driven nutritional management [3][4] Innovation and User Experience - Casarte's innovation focuses on enhancing user experience, transitioning from basic preservation to active nutritional management through smart technology [3] - The design evolution of Casarte refrigerators addresses aesthetic and functional concerns, with innovations like "zero embed" and "original flat embed" that integrate seamlessly into kitchen spaces [4] - Real user stories shared at the event highlighted the practical benefits of these innovations, reinforcing the brand's value proposition [5][6] User Engagement and Co-Creation - The user meeting served as a platform for gathering feedback, allowing Casarte to align its R&D with user expectations and continuously improve its offerings [8] - Users expressed satisfaction with preservation features while also suggesting improvements, such as better defrosting solutions, which the company is actively working to address [8] - Casarte's approach to user engagement transforms consumers into co-creators, setting a benchmark for industry collaboration and innovation [10]

Core Viewpoint - The company is shifting its focus towards private traffic to enhance customer loyalty and maximize customer lifetime value in a competitive live-streaming e-commerce environment [1][10][13] Group 1: Community Engagement - All product managers at the company are now engaged in the community channel, which has reached daily active users in the tens of thousands, aiming to quickly respond to market demands and enhance customer retention [1][2] - The community channel allows for real-time feedback on product features and suggestions, covering 15 product categories including fruits, vegetables, and dairy [2][8] - User-generated content (UGC) in the community helps in product correction, reducing trial and error costs, and increasing the success rate of new products [9][10] Group 2: User Demographics and Loyalty - The community channel primarily attracts loyal users, particularly women aged 35-45, aligning closely with the platform's overall user profile [2][10] - Despite a slowdown in fan growth on Douyin, the company has seen a slight increase in paid membership, with 19.86 million and 26.43 million members in fiscal years 2024 and 2025 respectively [11][12] - The community serves as a buffer for user relationships, enhancing emotional connections and trust, which can lead to increased willingness to pay [11][12] Group 3: Market Adaptation and Product Development - The company is actively adapting to market feedback through its community channel, which aids in the development of new products, with a minimum development time of 2-3 months [8][12] - In fiscal year 2025, the company increased its self-operated product SKUs by nearly 50% to 732, with self-operated products accounting for 43.8% of GMV [12] - The introduction of high-margin products like prickly pear juice and probiotics is aimed at optimizing revenue structure [12] Group 4: Strategic Shift in Operations - The transition to private traffic represents a strategic shift from rapid expansion to meticulous cultivation of customer assets, emphasizing the importance of long-term brand building [13] - The company is also exploring new customer segments through initiatives like gift orders on WeChat, which saw a 1622% increase [12] - The focus on private traffic is seen as essential for maximizing customer lifetime value in a competitive landscape [13]

Core Viewpoint - The article highlights the success story of Big Pizza, a leading domestic pizza brand in China, which has achieved significant growth and is preparing for an IPO, showcasing a unique business model focused on high cost-performance and user co-creation [5][6][30]. Group 1: Company Overview - Big Pizza started from a small self-service restaurant in Beijing, offering a price point of 39 yuan, which is one-third of its competitor, Pizza Hut [10][12]. - The brand has grown to nearly 400 stores with annual revenue approaching 2 billion yuan, and it aims to reach 1,000 stores by 2028 [16][22][30]. - As of September 2025, Big Pizza operates 342 stores across 28 provinces and 105 cities, with plans to expand into first-tier markets like Shanghai [21][23]. Group 2: Financial Performance - Big Pizza's revenue is projected to grow from 944.5 million yuan in 2023 to 1.147 billion yuan in 2024, with a significant increase to 1.388 billion yuan in the first three quarters of 2025 [17][18]. - The company reported a profit of 47.52 million yuan in 2023, with a profit margin of 5.0%, and a profit of 51.65 million yuan in the first nine months of 2025, with a profit margin of 3.7% [19][20]. Group 3: Operational Efficiency - Same-store sales increased by 5.1% from 2023 to 2024, with a further increase of 16.0% in the first three quarters of 2025 [25]. - The average table turnover rate improved from 4.8 in 2023 to 6.0 in the first three quarters of 2025, with average monthly revenue per store exceeding 800,000 yuan [26][42]. Group 4: Product Strategy - Big Pizza follows a "721" principle in its product offerings, with 70% focused on pizza, 20% on traditional Chinese dishes, and 10% on regional specialties [44]. - The company maintains a high menu iteration rate of approximately 30% annually, driven by user feedback and data [27][50]. Group 5: Marketing and Customer Engagement - The founder, Zhao Zhiqiang, has transformed into a relatable figure through social media, engaging directly with customers and incorporating their feedback into business decisions [55][60]. - Big Pizza employs a "listening and advising" operational strategy, which includes location selection based on customer suggestions and targeted promotions for different demographics [61][63]. Group 6: Market Position - According to data from Zhaoshang Consulting, Big Pizza ranks first among domestic pizza restaurants and third overall in China, holding a 1.2% market share in the buffet restaurant sector [28]. - The brand's success reflects a broader trend in the Chinese dining market, where cost-performance and emotional connections with consumers are becoming key competitive advantages [68][70].

Core Insights - Beijing Off-road has revealed its core operating performance for 2025, with BAIC Group's total sales reaching 850,000 units, and Beijing Off-road contributing over 200,000 units, marking a significant growth trajectory [1][2] - The company emphasizes a transformation towards a user-centric model, focusing on optimizing user structure, strengthening brand core, and upgrading technology [3][4] Sales Performance - BAIC Group's self-owned brand sales have returned to over 1 million units for the first time in six years, with Beijing Off-road's sales exceeding 200,000 units [2] - The delivery of the "Box Car" model reached 147,499 units, a year-on-year increase of 72%, with personal users accounting for 83% of deliveries, up 13 percentage points from the previous year [2] Product Strategy - The BJ40 series has become the top seller in the off-road segment, with sales of hard-core off-road vehicles nearly doubling to 76,000 units [2] - New product launches, including the BJ40 extended version and the "Yuanjing Zhixing," have shown strong market demand, with the latter achieving over 5,000 orders within 24 hours [2][5] Marketing and Distribution - The company has expanded its dealer network by 136 new dealers in 2025, with plans for an additional 100 in 2026, enhancing its market presence [3] - A data platform has been established to improve the conversion rate by 30% and shorten the transaction cycle by 20% [3] User Engagement - Beijing Off-road is transitioning to a "user-oriented enterprise," focusing on building long-term relationships with customers through direct communication and feedback [4] - The company operates numerous user clubs and communities, enhancing brand loyalty and engagement [4][5] Future Outlook - The product matrix will expand to include light off-road, professional off-road, and luxury off-road series, aiming for a sales target of 1 million units by 2030 [5][6] - The company plans to launch several new models in 2026, including the BJ40 Explorer and a new C-class SUV co-created with users [5] Technological Innovation - Beijing Off-road's smart factory has achieved flexible production across multiple vehicle types, ensuring no loss in capacity during model changes [5][6] - The company is committed to a diversified powertrain strategy, including hybrid, extended-range, and pure electric vehicles, to meet varying market demands [6]

Core Insights - Beijing Off-road's growth is driven by a significant increase in sales, with a target of over 200,000 units for 2025, contributing to the overall sales of 850,000 units for BAIC Group [1][2] - The company emphasizes a transformation towards a user-centric model, enhancing customer engagement and product development through direct communication with users [4][5] Sales Performance - BAIC Group's total sales reached 850,000 units, with Beijing Off-road contributing over 200,000 units, marking a return to over 1 million units for the group's self-owned brands for the first time in six years [1] - The "Box" model saw deliveries of 147,499 units, a 72% year-on-year increase, while the BJ40 model remains the market leader in its segment [1][2] User Structure and Product Strategy - The user structure is evolving, with 83% of the "Box" model buyers being individual users, up 13 percentage points from the previous year, indicating a shift from utility vehicles to everyday use [2] - The BJ40 series has become the top seller in the off-road market, with sales of 76,000 units, nearly doubling from 2024 [2] Marketing and Distribution - The company added 136 new dealerships in 2025, with plans for an additional 100 in 2026, enhancing its distribution network significantly [3] - A data platform has been established to improve the sales conversion rate by 30% and reduce the sales cycle by 20% [3] User Engagement and Community Building - Beijing Off-road operates numerous user clubs and communities, focusing on various activities such as long-distance travel and off-road rescue, fostering a strong brand connection with users [5] - The company plans to host multiple brand events and user-centric activities to deepen emotional ties with customers [5] Product Development and Innovation - The product matrix will expand over the next three years, covering light, professional, and luxury off-road vehicles, with a goal of reaching 1 million units by 2030 [5] - New models will be launched in 2026, including the BJ40 Explorer and a new BJ60 equipped with Huawei's intelligent driving system [5] Technological Advancements - The smart factory has achieved flexible production capabilities for multiple vehicle types without capacity loss, implementing a fully digitalized supply chain [7] - The company is committed to a diverse powertrain strategy, including hybrid and electric vehicles, to meet varying market demands [7] Competitive Advantages - BAIC Group's competitive edge is built on its 64 years of military-grade off-road technology, rapid product iteration driven by user feedback, and a comprehensive quality control system [7] - Cost control is achieved through design and innovation rather than mere reduction, ensuring quality while maintaining competitiveness [7]