Group 1 - The event "Salute to Her - Women's Power in the History of the Party" highlights the achievements of female entrepreneurs in Jiangsu, showcasing their resilience and innovation in business [1] - The visiting group explored three companies: Jiangsu Yihe Co., Ltd., Hongli Electric Group, and Zhenjiang Jiangzhiyuan Fishery Co., Ltd., each representing significant contributions to their respective industries [1] - Jiangsu Yihe is recognized as "China's first brand of professional clothing," with a vast exhibition area demonstrating the evolution of the industry over 40 years [1] - Hongli Electric is noted for its achievements in power distribution, including significant projects like the Tesla Super Factory, reflecting the leadership of He Hongfang [1] - Zhenjiang Jiangzhiyuan Fishery emphasizes ecological farming with a zero discharge model in its 128 fish ponds, showcasing the commitment of Xu Yunying to sustainable practices [1] Group 2 - The event serves as a practical integration of politics, industry, academia, and research, providing valuable real-world examples for students [2] - Since March, the local Women's Federation has conducted 11 walking lectures across three cities and districts, promoting advanced cultural heritage in Zhenjiang [2] - An interactive promotional campaign has been developed, creating a map of "Walking Women's Classrooms" that includes six city-level demonstration routes and over 60 locations throughout the city [2]

Core Insights - The article highlights the remarkable success of 7-Eleven, which has over 80,000 stores globally and has experienced continuous growth for over 50 years [3][4]. Group 1: Business Model Evolution - 7-Eleven originated as a small ice-selling store in 1927 and evolved by expanding its product offerings to meet customer needs, laying the foundation for the convenience store model [6][7]. - The transformation of 7-Eleven into a global leader was significantly influenced by Japanese businessman Toshifumi Suzuki, who adapted the American model to fit Japanese consumer preferences [10][11]. Group 2: Consumer Insight and Market Adaptation - 7-Eleven's exceptional ability to understand consumer needs is exemplified by its market research before entering Beijing in 2004, leading to the introduction of freshly prepared food options that catered to local tastes [14][18]. - The company has continuously innovated its offerings, such as the "freshly baked delivery" service, which doubled the sales of bread by ensuring customers received freshly baked products [19]. Group 3: Value-Added Services - In 1987, 7-Eleven pioneered utility bill payment services in Japan, addressing the time constraints of consumers [21]. - The introduction of ATMs in 1990 and meal delivery services in 2000 further exemplified 7-Eleven's commitment to convenience, particularly for elderly and pregnant customers [22][23][26]. Group 4: Customer Satisfaction Focus - The article emphasizes that many successful Japanese companies, including 7-Eleven, prioritize customer satisfaction over profits, as seen in the practices of companies like Kao and Suntory [27][29]. - The approach of understanding and respecting consumer needs has been a common thread among leading Japanese brands, contributing to their resilience in competitive markets [29]. Group 5: Learning Opportunities - The article promotes a learning trip to Japan, focusing on the operational strategies of successful brands like 7-Eleven, Suntory, and others, to explore how they thrive in low-growth environments [31][36].

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].