一、 2025 年 11 月 21 日， 第十二届 G20- 锂电峰会 CEO 会议在 深圳 举行 ， 来自动力与 储能电池、材料、装备等环节的 成员 企业代表，围绕企业经营现状、终端需求变化、价格与扩产 博弈、技术路径演化及全球化布局等议题，进行了系统 深入 交流。 本届会议聚焦需求重构与供需博弈升级：结构性机会仍在，但价格下行与成本波动并存，材料端涨 价诉求与扩产冲动叠加，电池端在保供与控价之间承压，设备端在价格竞争与工艺迭代之间寻求平 衡。 二 产业新阶段研判 与此前供需 " 双高 " 的阶段不同，成员普遍认为当前行业处在 " 局部偏紧、整体仍有冗余 " 的 再平衡过程中 ， 既有大规模产能在消化、利用率逐步修复， 2026 年新增 700G Wh 出货量的 预期 仍在推进，产能与需求的错位在不同细分市场间加速显现。 三 关于需求侧市场研判：乘用车换挡、商用车错位、储能供给定量 ● 乘用车：增速放缓与大电量化并行 成员企业判断，未来 1~2 年乘用车总量或小幅波动，传统燃油车持续萎缩，新能源乘用车仍将保 持增长但增速趋缓，需求节奏的不确定性上升。 乘用车 " 大电量化 "将成新 共识，无论纯电还是插混 ...

Group 1 - The concept of "just demand" is summarized into three main points: significantly improving efficiency, greatly reducing costs, and greatly enhancing user experience [1] - An efficiency improvement of 15% is considered insufficient, as it primarily benefits competitors or industry leaders rather than the innovating company [1] Group 2 - The article promotes a course titled "Consumption Reconstruction Selected Course," featuring top practical mentors from the consumer sector in China and Japan [2] - The course aims to provide insights into efficiency revolution, demand reconstruction, and capital breakthroughs, drawing from 30 years of Japanese experience adapted to the Chinese market [2] Group 3 - The course fee is originally priced at 12,800 yuan per person, with an early bird price of 9,800 yuan per person [3] - The event is scheduled to take place in Shanghai from August 7 to August 9 [4]

Group 1 - The article highlights cash flow traps that startups need to avoid, specifically low turnover leading to funding issues and the necessity for efficient operations to manage capital stagnation [1] - It emphasizes the importance of securing low-cost funding to sustain operations amidst low turnover rates [1] - The operational efficiency of a company is crucial to cover the financial implications of capital being tied up due to low turnover [1] Group 2 - The article does not provide additional relevant content regarding companies or industries beyond the cash flow traps discussed [2][3]

Core Viewpoint - The article emphasizes the importance of learning from Japan's consumer market strategies during economic downturns, highlighting the need for innovation and efficiency in the face of challenges in the Chinese consumer market. Group 1: Event Overview - The event will take place from August 7 to August 9 in Shanghai, featuring renowned experts from Japan and successful entrepreneurs from over 100 consumer companies [1][11]. - The course aims to provide a deep dive into the methodologies of Japanese consumer giants, focusing on efficiency revolution, demand reconstruction, and capital breakthroughs [5][24]. Group 2: Japanese Market Insights - Japan's experience during economic downturns shows that brands can thrive; for instance, Sally's store count increased by 23%, and profits rose by 105.8% during challenging times [24][27]. - The article notes that 68% of new consumer brands in China are facing growth bottlenecks, with financing in the consumer sector returning to 2016 levels [26][24]. Group 3: Course Content - The course will cover three main areas: efficiency revolution, demand reconstruction, and capital breakthroughs, with insights from industry leaders [27][29]. - Specific methodologies include a "three-cut method" for cost reduction without compromising quality and a focus on creating emotional value in products to stimulate demand in a low-desire society [29][32]. Group 4: Target Audience - The event is particularly aimed at founders and CEOs of consumer enterprises looking to break through growth ceilings and optimize cost structures [36].

Core Insights - The article emphasizes the importance of learning from Japan's consumer market experiences, particularly during economic downturns, to identify growth opportunities in the Chinese market [8][24][27] - It highlights a three-day immersive course aimed at entrepreneurs and industry leaders to explore strategies for resilience and growth in the current economic climate [5][17][24] Group 1: Course Overview - The course will feature over 100 successful consumer entrepreneurs, including industry disruptors and founders of listed companies, providing a rich networking opportunity [10][11] - It aims to dissect the methodologies of Japanese consumer giants, focusing on efficiency, demand reconstruction, and capital strategies [5][24][27] Group 2: Economic Context - The Chinese consumer market is facing significant challenges, with financing in the sector reverting to 2016 levels and 68% of new consumer brands hitting growth bottlenecks [26][24] - In contrast, Japanese companies like Sally's have shown resilience, with a 23% increase in store numbers and a 105.8% profit increase during economic downturns [24][27] Group 3: Learning from Japan - The course will cover key lessons from Japan's "lost 30 years," demonstrating how brands can thrive in low-growth environments [8][24] - Specific strategies include "subtracting management" to reduce costs without compromising quality and understanding consumer insights for product development [29][31][32] Group 4: Target Audience - The course is designed for consumer company founders/CEOs looking to break through growth ceilings and for supply chain and brand operators aiming to optimize cost structures [36]

Group 1 - The era of desire is ending, but society will not enter a state of complete lack of desire [1] - The era of impulse is over; consumers are now pursuing brands while placing significant importance on cost-effectiveness and emotional satisfaction [1] - The demographic dividend period has ended, but the dividend of consumer sentiment is beginning to unfold [1] - The internet traffic dividend is diminishing, but the rise of domestic brands is creating new opportunities [1]

Group 1 - The core viewpoint emphasizes avoiding efficiency competition and focusing on unique growth strategies rather than trying to outdo competitors in quantity or price [1] - Companies should aim for significant growth (10x or 100x) by ignoring competitors and concentrating on their own development [1] - A suggested method to make competitors irrelevant is to adopt a mindset of "ignoring competitors," reinforcing the belief that their actions do not matter [1] Group 2 - The article promotes a specialized course on consumer reconstruction, featuring top experts from Japan and China, aimed at providing insights into the consumer market [2] - The course will take place in Shanghai from August 7 to August 9, with an early bird price of 9,800 yuan per person, reduced from the original price of 12,800 yuan [4]

Group 1 - Founders must prioritize product, channel, and market, dedicating sufficient time and effort to these areas [1] - Understanding core channels is essential; companies should know why customers choose them and what alternatives exist [1] - Market competition is defined by customers, including competitors, potential competitors, and substitutes [1] Group 2 - The article promotes a course on consumer reconstruction, featuring top practitioners from Japan and China [1] - The course aims to provide insights into efficiency revolution, demand reconstruction, and capital breakthroughs [1]

Group 1 - Founders must prioritize product, channel, and market, dedicating sufficient time and energy to these areas [1] - Understanding the core channel is essential; founders should know why customers choose their channel and what alternatives exist [1] - Market focus should be customer-centric, considering competitors, potential competitors, and substitute products [1] Group 2 - Customer interviews reveal insights into competition; for example, customers may choose alternatives like fruits or seeds instead of the primary product [1] - The definition of competition is shaped by customer preferences, highlighting the importance of understanding customer behavior [1]