"出海正在经历从'商品出海'到'品牌出海'，乃至'人才与模式出海'的根本性跃迁。"润米咨询创始人刘润在主题演讲中，为当下中国企业的 出海征程定下基调。他指出，过去四十年，中国凭借强大的制造能力完成了"商品出海"，但核心竞争力局限于品质与价格。而新时代的成 功，要求企业必须深入理解目标市场的消费者，并建立以"信任"为核心的品牌价值。 刘润以丰富的案例佐证这一观点：海尔为适应肯尼亚不稳定的电压而定制宽电压冰箱；传音手机凭借深度本地化的多卡槽设计与摄像算法 在非洲赢得市场。他强调，真正的出海是"用中国的优势能力，去解决当地的复杂问题"，并需怀有"女婿心态"——尊重当地规则，积极创造 就业、税收与技术溢出，实现长期共生，而非短期掠夺。 这一观点在随后的圆桌讨论中得到多维呼应。拥有超200万粉丝的行业KOL"Olga姐姐"指出，可持续的增长必须告别早期"拆盲盒"式的运气 成分，实现"品牌、流量、平台、资金"四位一体的系统性协同。成功打造DTC品牌的趣志科技创始人陈硕则分享了从"卖货思维"转向"品牌 思维"的实战心得，强调以用户为中心构建差异化品牌，并借助AI工具实现精细化运营，是突破同质化竞争的关键。Protect W ...

Core Viewpoint - The annual speech emphasizes the need for businesses to shift from opportunistic thinking to long-term problem-solving in the face of economic challenges, highlighting the importance of addressing real difficulties rather than merely seeking trends [9][11][12]. Group 1: Economic Challenges - The current economic environment is characterized as an "adjustment period," where many businesses face significant difficulties, leading to a collective struggle for survival and growth [9][18]. - Specific industries, such as the restaurant sector, have seen a 24.2% decrease in business-related dining and a 7.7% drop in average spending per customer, resulting in a reduction of restaurant lifespan from over two years to just 15 months [20]. - The birth rate in China has halved over seven years, impacting industries related to maternal and infant care, leading to a cascading effect on various sectors as fewer children are born [22][23]. Group 2: The Concept of "Great Migration" - The "Great Migration" is introduced as a necessary strategy for businesses to adapt and thrive amidst challenges, akin to how wildebeests migrate for survival [24][26][32]. - Companies must embrace change and seek new opportunities rather than remain stagnant in competitive markets, which are likened to overpopulated ecosystems where resources are scarce [31][32]. - Successful examples of this migration include a restaurant that enhances emotional value for customers and a baby stroller company that pivoted to producing pet strollers in response to changing consumer demographics [46][55]. Group 3: Avoiding Category Rigidity - Category rigidity is identified as a significant barrier to innovation, where businesses become too focused on existing products and fail to adapt to new consumer needs [58][61]. - The example of a fish farmer who successfully increased the price of a common fish by addressing new consumer demands illustrates how businesses can escape category rigidity by redefining their value propositions [63]. - The concept of "value reordering" is introduced, where consumers are becoming more selective about their spending, leading to a dual behavior of cutting costs in essentials while splurging on non-essentials [110][124]. Group 4: Consumer Behavior Insights - Recent consumer behavior indicates a complex landscape where individuals are cutting back on essential spending to indulge in non-essential purchases, reflecting a psychological shift rather than a straightforward economic decline [128][129]. - The phenomenon of "value reordering" suggests that consumers are recalibrating their spending priorities, influenced by external pressures and a desire for control over their financial situations [132][133].

Core Viewpoint - The article emphasizes the need for businesses to adapt and evolve in response to changing market conditions, advocating for a "great migration" away from traditional competition towards innovative solutions that meet new consumer demands [5][59]. Group 1: Challenges Faced by Industries - The restaurant industry has seen a 24.2% decrease in business banquets and team-building events, with average customer spending dropping by 7.7%, leading to a reduction in restaurant lifespan from over 2 years to just 15 months [21][22]. - The maternal and infant industry is experiencing a significant decline, with newborns in China dropping from 18.83 million in 2016 to 9.02 million in 2023, impacting various related sectors [25][26]. - Many businesses are facing systemic "ecological drought," where traditional revenue streams are drying up, leading to increased competition and reduced profitability [18][28]. Group 2: The Concept of "Great Migration" - The "great migration" is illustrated through the example of wildebeests in Africa, which must migrate to survive, paralleling the need for businesses to seek new opportunities rather than engage in destructive competition [31][56]. - Companies must make a choice between risking everything for new opportunities or remaining stagnant in a competitive environment, which is likened to the "Mara River dilemma" faced by wildebeests [49][50]. Group 3: Case Studies of Successful Adaptation - A restaurant called "烤匠" has successfully attracted customers by focusing on emotional value and creating a unique dining experience, demonstrating a shift from basic offerings to enhancing customer experience [62][64]. - AirBuggy, a premium baby stroller brand, pivoted to producing pet strollers in response to declining birth rates in Japan, successfully leveraging their core competencies to meet new market demands [72][75]. Group 4: Avoiding Category Rigidity - The article discusses "category rigidity," where businesses become too focused on existing products and fail to adapt to new consumer needs, exemplified by the case of a fish farmer who innovated by creating a premium product through a unique feeding process [84][95]. - Companies must recognize and respond to evolving consumer demands rather than clinging to outdated business models, as illustrated by the transformation of traditional products like beds and tables to meet modern needs [99][102]. Group 5: Value Reordering - The concept of "value reordering" is introduced, where consumers are becoming more selective about their spending, often choosing to save on essentials to splurge on experiences or luxury items that provide immediate satisfaction [188][210]. - This shift in consumer behavior reflects a broader trend of psychological adjustment to economic pressures, leading to a dual approach of frugality in some areas while indulging in others [205][206].