Core Insights - The smartphone industry is transitioning from "incremental competition" to "deep cultivation of existing markets" due to various factors, including AI advancements and fluctuations in key component prices [1] - Vivo's CEO, Shen Wei, emphasizes a dual approach of "calmness" and "proactiveness" to address industry anxieties, focusing on user orientation and innovation as core strategies for sustainable growth [1][3] Group 1 - The Chinese smartphone market in 2025 is characterized by intense competition among leading brands and challenges brought by AI applications, leading to two common strategies: engaging in "parameter wars" or chasing short-term trends [3] - Vivo's strategy of "calmness" reflects a rare strategic stability, focusing on long-term goals rather than being distracted by immediate opportunities, as articulated by Shen Wei's philosophy of "choosing not to act" to maintain focus on core business [3][4] - Vivo's commitment to "user orientation" is seen as a fundamental principle, emphasizing the importance of delivering quality products and experiences, which aligns with the long-term strategies of world-class companies [4] Group 2 - Vivo translates its strategic calmness into sustained investments in four key areas: design, imaging, system, and performance, adopting a "technical compounding" investment approach rather than seeking short-term breakthroughs [6] - The "flying geese" model of industry collaboration is crucial for Vivo, as it partners with key players like MediaTek and BOE to ensure technological differentiation and resilience, aligning with national strategies for strengthening industrial capabilities [8]

文 观察者网 吕栋 时间来到2026年，手机行业于多重变量交织中前行。AI大模型以更高效的算法架构加速科技产品进 化，内存等关键元器件价格波动则成为行业增长转型的"催化剂"，进一步加速了智能手机行业从"增量 争夺"转向"存量深耕"。 在这个充满不确定性的变局时刻，几乎所有企业都在追问：如何才能实现可持续增长？如何构建穿越周 期的核心竞争力？ "世界越喧哗，内心越要平静。"vivo创始人、总裁兼首席执行官沈炜近日在2025年年会致辞中，以"平 常心"与"进取心"为关键词，为普遍性的行业焦虑，提供了一个兼具哲学思辨与实践理性的解题思路。 其核心可归结为：以"平常心"埋头种因，拒绝焦虑，深耕用户导向；以"进取心"向上生长，聚焦创新， 将理念转化为扎实的组织能力。 这是一家企业长达30年的经营智慧，也是中国科技产业在从"规模扩张"转向"质量引领"的关键转折点 上，一种值得借鉴的成长范式。 择其不为，在不确定性中向下扎根 刚刚过去的2025年，中国手机市场呈现出一幅充满张力的图景：头部品牌竞争胶着，大模型端侧落地带 来应用挑战……为缓解集体性焦虑，市场上有两种策略比较常见：要么卷入"参数战"与"价格战"的零和 内耗，要 ...

Core Insights - The Chinese smartphone market in 2026 has started steadily, continuing the trends of technological iteration and demand differentiation from 2025, where mere parameter stacking and low-price strategies are insufficient to attract consumers [1][13] - Vivo has positioned itself to focus on user orientation and core capability building, enhancing the differentiated experience of its dual brands, Vivo and iQOO, while exploring emerging fields like mixed reality headsets and robotics [1][10] User-Centric Approach - Vivo emphasizes a return to user needs and innovative scene experiences, rejecting the "short-run logic" of blindly chasing trends and parameter stacking, instead viewing competition as a marathon focused on understanding and accompanying users [3][15] - The company has committed to optimizing user experience at the technical level, exemplified by the X300 series, which integrates self-developed imaging chips to enhance focus speed, stability, and color accuracy, earning it titles like "concert artifact" and "travel photography artifact" [4][16] Organizational Capability and Innovation - Vivo aims to transform user orientation from a conceptual consensus into a systematic insight and practice framework, embedding it into the organization's core capabilities across all business scenarios [6][20] - The company seeks to drive technological innovation by deeply understanding user needs and pursuing extreme differentiation, moving beyond mere satisfaction to exceed expectations [19][20] Product Differentiation - The recently launched iQOO 15 Ultra exemplifies Vivo's approach by addressing the specific needs of mobile gamers with features like a self-developed gaming chip and optimized cooling solutions, ensuring smooth gameplay and precise feedback [8][21] Strategic Expansion - Vivo is gradually expanding its ecological boundaries to become an ecological technology platform enterprise, having established a robotics lab and launched its first mixed reality product, Vivo Vision, leveraging its core imaging capabilities [10][23] - The company is preparing for a "post-smartphone era" by developing technologies that connect and understand the digital world, aiming for sustainable growth through strategic long-term planning [10][23] Commitment to Quality Development - As 2026 marks the beginning of the "15th Five-Year Plan," Vivo is focused on high-quality development, choosing to understand and meet real user needs while building an open ecosystem for long-term growth [12][25] - The theme of "2026, steadfast and diligent" reflects Vivo's commitment to navigating uncertainties with a strong competitive edge [12][25]

2026年，中国智能手机行业正行至一个新的十字路口。 一方面是市场的增量红利的消退，存量博弈将进入更为激烈的"淘汰赛"阶段。与此同时，上游供应链内存成本的高企，叠加AI手机渗透率将突破53%的激 进预测，让整个行业充满了不确定性。 在这一背景下，2月3日，vivo创始人、总裁兼首席执行官沈炜在vivo全球总部发表了题为《2026，笃心笃行》的新年致辞。没有激进的转型口号，沈炜在 致辞中再次重申了那条vivo坚守了30年的朴素逻辑——深耕用户导向的"因"。 沈炜将vivo 2026年的战略重心聚焦于"向内进化"：即如何将"用户导向"从一种集体共识，转化为一种"组织本能"。未来，vivo将向"生态型科技平台企 业"进化。 在vivo看来，面对周期的波动，唯一的解题思路不是预测风向，而是通过组织能力的进化，以确定的"因"去锁定那个必然的"果"。 战略取舍：以"不为"划定经营底线 如果说"不为"是底线，那么"进化"则是vivo 2026年的前进号角。 "意识不等于能力，共识不等于结果。"沈炜在致辞中坦言，2026年vivo的核心任务不是单纯的业务扩张，而是组织能力的深度跃迁。 这意味着，"用户导向"不能仅停留在口号层 ...

Core Viewpoint - The mobile phone industry is facing challenges such as rising component costs and prolonged replacement cycles, but these challenges also present opportunities for companies to innovate and grow [2][12]. Group 1: Market Performance - In 2025, vivo achieved a shipment volume of 105.3 million units, marking a 4% year-on-year growth and capturing 8% of the global market share, making it the only Chinese brand among the top five to experience positive growth [2][12]. - Vivo ranked first in China with an activation volume of 46.357 million units [2]. Group 2: User-Centric Approach - Vivo's CEO, Shen Wei, emphasized the importance of a "user-oriented" methodology, which was mentioned 38 times in his recent New Year address, indicating its central role in the company's strategy [6][10]. - The company has implemented a system where department heads analyze Net Promoter Score (NPS) data to address user feedback, ensuring a tighter feedback loop between users and decision-makers [7][11]. Group 3: Product Innovation - The success of the X series is attributed to its alignment with user needs, particularly in the imaging technology sector, leading to the launch of popular models like the X300 series [9][11]. - Vivo has developed products tailored to specific user groups, such as the Y300 series for delivery personnel and features for visually and hearing-impaired users [9][10]. Group 4: Strategic Philosophy - Shen Wei discussed the dialectical relationship between "choosing not to do" and "moving forward," reflecting an evolution in vivo's operational philosophy that balances core values with innovation [13][14]. - The company maintains its commitment to quality, avoiding hidden compromises even amid rising costs, and focuses on core competencies like imaging technology and system performance [13][14]. Group 5: Future Vision - Vivo aims to transition into an ecological technology platform, having already launched products like the vivo Vision mixed reality headset and established a robotics lab [15][17]. - The company's growth trajectory illustrates a shift from a leading mobile phone manufacturer to a broader technology ecosystem, underpinned by a consistent user-oriented philosophy [17][20].

Core Insights - The article discusses the ongoing technological revolution and industrial transformation, emphasizing the importance of AI and robotics in reshaping human production and lifestyle. It highlights the need for Chinese tech companies to navigate these changes effectively as they enter a new phase of economic development in 2026, aligned with the "14th Five-Year Plan" [1][11]. Group 1: Company Philosophy and Strategy - Vivo's founder and CEO, Shen Wei, articulated the company's philosophy of "choosing not to do certain things to achieve meaningful outcomes," emphasizing a user-centric approach as a core organizational capability [1][7]. - Since 2019, Vivo has committed to four key technology areas—design, imaging, systems, and performance—focused on meeting genuine user needs, maintaining significant long-term investments despite industry pressures [2][4]. - The company aims to integrate user experience deeply into its organizational culture, ensuring that innovation is driven by real user needs rather than isolated technological showcases [7][8]. Group 2: Technological Advancements - Vivo's recent product, the Vivo Vision exploration version, represents a leap from 2D to 3D imaging technology, enhancing user experience in gaming, entertainment, and office settings [4]. - The X300 series smartphone addresses user pain points in photography, featuring a 200-megapixel telephoto lens and improved all-focus shooting capabilities, allowing users to capture high-quality images easily [2][4]. Group 3: Organizational Development - Vivo is implementing a "7S model" to embed user orientation into its organizational processes, ensuring that all functions prioritize user experience in their decision-making [7][8]. - The company recognizes that understanding user needs is crucial for innovation, and it aims to enhance its organizational capabilities to respond to evolving user expectations [8][9]. Group 4: Future Directions - Vivo is transitioning towards becoming an ecological technology platform by establishing a Robotics Lab and an AIoT smart terminal division, focusing on XR and home robotics [9]. - The company has built a robust ecosystem with nearly 400 supply chain partners, over 25% of whom have been in collaboration for more than ten years, fostering long-term, mutually beneficial relationships that drive technological innovation [9][11].

Core Viewpoint - The article emphasizes the need for technology companies in China, particularly vivo, to transition from a "technology-driven" approach to a "user value-driven" strategy, aligning with the national goal of high-quality development and innovation that addresses real user needs [1][6]. Group 1: Company Strategy and Vision - vivo's founder and CEO, Shen Wei, outlined a strategic path for the company as it celebrates its 30th anniversary, focusing on user orientation and leveraging imaging technology as a strategic pivot to evolve from a smartphone manufacturer to a platform-based technology ecosystem [1][8]. - The company aims to solidify its core organizational capability around user orientation, transforming this awareness into actionable processes and methodologies across all departments by 2026 [6][9]. Group 2: Product Development and Innovation - vivo has consistently prioritized user orientation since its inception, leading to significant advancements in imaging, system design, and performance, creating a strong product barrier [3][4]. - The launch of the Vision mixed reality headset marks vivo's proactive positioning in the spatial computing era, driven by a deep understanding of future user interaction needs [5][8]. Group 3: Market Performance and User Engagement - vivo's products, particularly the X series, have gained global recognition for their unique features, such as the "concert camera" and "travel photography tool," reflecting the company's commitment to delivering differentiated user experiences [3][4]. - The dual-brand strategy with iQOO has proven effective, allowing each product line to focus on user needs and deliver exceptional products that resonate with consumers [4][9]. Group 4: Long-term Commitment and Ecosystem Development - vivo is committed to a long-term investment strategy, focusing on areas where its capabilities can be transferred and user value can be extended, rather than chasing fleeting trends [8][10]. - The company emphasizes collaboration with industry partners to enhance supply chain resilience and drive technological breakthroughs across the industry [9][10].

Core Viewpoint - Vivo is navigating uncertainty in the competitive smartphone market by focusing on user orientation as a core organizational capability [4][6][25] Market Overview - The Chinese smartphone market is projected to see a slight decline in shipments, reaching 285 million units in 2025, indicating a competitive landscape where major players hold over 15% market share each [4] - The competition is intensifying, with a significant gap of only a few million units between the top and fifth-ranked manufacturers [4] Vivo's Strategic Direction - Vivo's founder, Shen Wei, emphasizes the need to transform user orientation from a mere awareness into a systematic insight and practice within the organization [6][25] - The company aims to cultivate a culture where user orientation permeates all aspects of its operations, becoming an intrinsic part of its organizational DNA [24][26] Innovation and Market Challenges - The smartphone industry is experiencing prolonged user upgrade cycles, now averaging 33 months, alongside rising supply chain costs due to increased storage chip prices [8] - The emergence of AI smartphones has disrupted traditional definitions of innovation, compelling manufacturers to rethink their approaches to user needs and technological advancements [8][9] Vivo's Commitment to User Experience - Vivo is committed to deepening its focus on four key technological areas: design, imaging, system, and performance, which are crucial for enhancing user experience [15][19] - The company has developed a comprehensive imaging capability, exemplified by the X300 series, which integrates advanced technologies to redefine user expectations in smartphone photography [16][18] Expansion Beyond Traditional Boundaries - Vivo is evolving from a traditional smartphone manufacturer to a platform-based technology ecosystem, with plans to enter the robotics sector and develop mixed reality products [19][21] - The company is strategically investing in XR and robotics, aiming to create a diverse ecosystem of products that enhance user experiences across various scenarios [21] Organizational Evolution - Vivo is focused on building organizational capabilities that can withstand market fluctuations, emphasizing the importance of user orientation in decision-making processes [23][24] - The company aims to implement a user-oriented innovation framework across all departments, ensuring that every aspect of its operations aligns with user needs [25][26] Future Vision - Vivo's imaging technology strategy is seen as a pivotal element in its transition to a platform-based technology company, with aspirations to extend its capabilities across multiple industries [27] - The company envisions a future where its products are synonymous with warmth, reliability, and user-centric design, aiming to leave a lasting impression in the tech landscape [28]

Core Viewpoint - The smart brand is successfully navigating the competitive landscape of the electric vehicle market by focusing on its unique brand identity and product differentiation, while expanding its global presence and enhancing customer engagement [2][27]. Global Expansion and Market Performance - In 2025, smart entered 10 new overseas markets, increasing its global business coverage to 39 countries and regions, with a retail network growth of 25% year-on-year [2][10]. - The total number of smart stores reached 688, with a notable 43% increase in China, where the number of stores rose to 294 [6][10]. - Emerging markets such as Southeast Asia, Oceania, the Middle East, and Latin America saw a 130% increase in retail outlets, reaching 72 [6]. Product Innovation and Awards - Smart's entire model lineup has won the Red Dot Design Award and achieved Euro NCAP five-star safety ratings, showcasing the brand's commitment to quality and safety [14][16]. - The upcoming launch of the 2 and 6 EHD models in 2026 will expand the product matrix from 3 to 5 models, with a focus on unique design and advanced technology [2][9]. Brand Philosophy and User Engagement - The brand emphasizes a return to its core identity, promoting the idea of "being different by nature" to resonate with its target audience [18][27]. - Smart's marketing strategy targets urban millennials, focusing on their desire for quality, functionality, and emotional connection with the brand [18]. Strategic Collaborations and Cultural Integration - Smart's collaboration with the Keith Haring Foundation exemplifies its commitment to integrating art into everyday life, enhancing emotional connections with users [23][25]. - The brand's approach to partnerships emphasizes shared values and meaningful engagement rather than mere promotional tactics [25]. Conclusion and Future Outlook - Smart's strategic transformation over the past six years highlights the importance of maintaining brand integrity and differentiation in a saturated market [27]. - With the upcoming product launches and the legacy of Mercedes-Benz's design influence, smart is poised to continue its growth in the premium electric vehicle segment [27].

Core Viewpoint - The article highlights how IRIS OHYAMA has thrived in Japan's declining electrical appliance industry, achieving a projected sales revenue of over 800 billion yen by fiscal year 2025, which is approximately 14 times that of 30 years ago, contrasting with the broader industry decline known as Japan's "lost 30 years" [1][3][4]. Group 1: Company Overview - IRIS OHYAMA is considered a "successor" in Japan's electrical appliance sector, ranking 7th in market share domestically within the home appliance category [3]. - The company has expanded its product line significantly, now offering around 30,000 products, including air purifiers, gardening supplies, and packaged rice [7][10]. Group 2: Business Model - The company operates under a unique business model as both a manufacturer and a wholesaler, allowing it to eliminate middleman profits and directly control product distribution and sales strategies [8][10]. - This model enables IRIS OHYAMA to gather real-time sales data, facilitating better product planning and reducing the risk of entering homogeneous competition [10][12]. Group 3: Strategic Insights - The company's approach is characterized by a focus on customer needs and a commitment to reinvest 50% of its profits annually, similar to Amazon's strategy of prioritizing long-term growth over short-term dividends [12]. - The leadership transition from founder Kentaro Oyama to his son Akihiro Oyama raises questions about how to formalize and disseminate the founder's principles of rationality and customer focus within the organization [12][13].