让创业者不再孤独@i黑马 以下文章来源于i黑马 ，作者i黑马 i黑马 . 最近我们一直在研究全球零售业的常青树，发现了一个令人惊叹的数字： 711 在全球拥有 80000 多家门店，连续 50 多年持续增长。 更让人惊讶的是，这家起源于美国的企业，被日本收购后不仅活了下来，还成为全球便利店霸主。 作为一名消费领域的观察者，我不禁想问： 711 到底做对了什么？ 01 从卖冰块到全球霸主 1927 年， 711 的前身美国南方制冰公司还只是一家卖冰块的小店。 他们发现顾客在买冰块时，还希望顺便买到牛奶、面包等日常用品，于是开始增加商品品类。这就是便利店模式的雏形。 但真正将 711 发扬光大的，是日本的铃木敏文。 1973 年，他所在的伊藤洋华堂将 711 引入日本，但没有简单照搬美国模式，而是进行了深度改造。 铃木敏文有一个简单却深刻的理念： "不断把握需求变化推出高附加值新产品"。在他看来，便利店的竞争对手不是其他便利店，而是不断变化的顾客需求。 02 连消费者自己都没意识到的需求 711 的用户洞察能力堪称" 变态 "。 2004 年， 711 准备进入北京市场时，并没有急着开店，而是先进行市场调研。 他 ...

Core Viewpoint - The article discusses the concept of "involution" in business, emphasizing that competing through destructive price wars ultimately harms the market and brand reputation, particularly for Chinese manufacturing in international markets [2][10]. Group 1: Historical Context and Lessons - In the 1990s, Chinese motorcycle brands entered Southeast Asia, using aggressive price competition to reduce average prices from $700 to $200, which led to the decline of Japanese brands [3]. - Despite winning the price war against Japanese brands, Chinese manufacturers failed to establish a sustainable market presence due to lack of profits, after-sales service, and quality, resulting in a tarnished reputation for "Made in China" [4][6][7]. Group 2: Long-term Strategy - The article highlights the importance of "long-termism" in business, as exemplified by Wuling's commitment to establishing a lasting presence in Indonesia, marking each anniversary as a milestone in their journey [8][9]. - It argues that businesses should focus on product quality and customer satisfaction rather than short-term victories through price cuts, which can lead to a loss of respect for the brand [10]. Group 3: Japanese Business Practices - Japanese companies like Kao and Suntory prioritize customer satisfaction over profits, focusing on practical, innovative products that meet market needs [11]. - The success of brands like Kikkoman and FANCL is attributed to their ability to adapt to local markets while maintaining product integrity and addressing consumer needs [13][24]. Group 4: Practical Insights for Businesses - The article suggests that companies should engage deeply with consumer needs and market conditions, akin to farmers observing their crops, to identify genuine growth opportunities [21]. - It emphasizes the importance of understanding consumer behavior and preferences through direct engagement rather than relying solely on data [22][23]. Group 5: Educational Opportunities - The article promotes a learning trip to Japan, aimed at exploring the operational strategies of successful Japanese brands during low-growth periods, providing insights into sustainable business practices [16][30].