Core Viewpoint - The article discusses the evolution of competition in the business landscape from price-cutting to blaming competitors for low pricing, highlighting the detrimental effects of price wars on quality, profitability, and employee wages. Group 1: Price Dynamics and Market Behavior - Ten years ago, competition was primarily about selling cheaper, while now it involves accusations of "price internalization" among competitors [1] - The complaints from businesses, low factory profits, and consumer concerns about quality are all linked to the issue of low prices [2][3] - A stable price increase could lead to brand upgrades and improved income for industry participants, creating a positive feedback loop [4] Group 2: Cost Structures and Value Addition - The article emphasizes that the key question is where the added value comes from when prices rise [5] - Low prices are a result of large-scale standardized production, which reduces costs but does not necessarily improve quality [6][10] - The concept of the "idiot index" introduced by Elon Musk illustrates the relationship between production costs and raw material costs, indicating that high production costs can be a sign of inefficiency [9] Group 3: Market Trends and Consumer Behavior - The price of consumer electronics, such as TVs and air conditioners, has significantly decreased due to larger production scales and market growth, not due to exploitation of the supply chain [12][13][16] - The phenomenon of low prices is often accompanied by market scale growth and a fragmented market structure [14][15] - The article notes that as market saturation occurs, price competition diminishes, leading to stable pricing among major players [20] Group 4: The Role of Value Creation - The article argues that true consumption upgrades occur when previously unaffordable products become accessible to a broader audience, rather than merely shifting from one expensive brand to another [35] - The creation of new added value beyond raw materials and production processes is essential for social wealth creation and purchasing power enhancement [38][59] - High-value products often derive their worth from design, branding, and innovation rather than just manufacturing processes [49][50] Group 5: Labor and Productivity - Improving labor productivity, rather than eliminating low-priced goods, is suggested as a solution to escape the cycle of low pricing [52] - Historical examples, such as Ford's introduction of assembly lines, illustrate how productivity improvements can lead to lower prices without sacrificing quality [53][54] - The article concludes that enhancing the value of human labor is crucial for breaking free from low-price competition [68]

编者按/ 5月9日，日本松下控股集团（Panasonic，以下简称"松下"）宣布全球裁员1万人，计划于2025— 2026财年完成。这个消息不仅引发各界关注和市场震动，更折射出日本电子巨头在时代浪潮下的挣扎与 转型。有网友说，这刀砍下去，松下终身雇佣制崩塌，日企铁饭碗时代终结。 本版文章由本报记者吴清撰写 此次裁员的背景是2024财年公司净利润同比大降17.5%。松下2024财年财报显示，尽管净利润达3600亿 日元，但电视、厨房家电等消费电子业务持续拖累公司整体表现。松下将此次裁员视为公司业务重整的 关键一步，也反映出松下将资源向高增长领域倾斜的决心。在坚持松下"自来水哲学"和造物、造人等理 念的同时，松下的此次主动调整，也反映出松下经营哲学在时代背景下的持续迭代优化。 在日本，松下创始人松下幸之助（以下简称"幸之助"）被称为"经营之神"。在其60余年漫长的经营生涯 中，松下创造了巨大奇迹：创业时3个人的小作坊，穿越百年，发展成为一家全球著名的电子巨头，在 全世界设有200多家公司，员工总数超过20万人。 同时，全球各国成功的企业家层出不穷，但能提炼出经营之道的却为数不多。幸之助不仅创立了一家享 誉全球的百 ...