Group 1 - The article discusses the challenges faced by university students during the autumn recruitment season, highlighting the intense competition and pressure they experience [1][2][32] - It emphasizes the significance of campus recruitment presentations, which have become a hot topic as companies seek to attract talent [4][32] - The article critiques the recent LVMH recruitment presentation at Fudan University, noting the lack of tangible benefits for students, such as gifts or useful recruitment information [7][21][20] Group 2 - The article provides insights into the structure and expectations of recruitment presentations, indicating that students generally seek clear information about salaries, career paths, and immediate feedback on applications [41][50] - It mentions that a significant number of recruitment presentations are scheduled across the country, with over 7,977 events expected to take place from September 22 to October 23, involving more than 2,200 companies [33][36] - The article highlights the trend of companies using gifts and incentives to attract students to their presentations, with various strategies employed, such as limited giveaways and interactive social media campaigns [25][29][50]

Core Points - The article discusses the current state of campus recruitment events, highlighting the mixed experiences of students attending these events and the varying quality of presentations from companies [1][4][11] Group 1: Campus Recruitment Events - Campus recruitment events are becoming increasingly significant, with over 7,977 events expected to take place across 350 universities in China from September 22 to October 23, 2023 [19] - Students are often left questioning the value of attending these events, as some feel they are merely promotional rather than informative [11][28] - The expectation for these events includes clear communication of salary, benefits, and career paths, which many companies fail to deliver [26][31] Group 2: Company Practices - Companies like LVMH have faced criticism for their recruitment presentations, which lacked practical information and focused more on brand promotion than on job opportunities [4][9][11] - In contrast, other companies such as Miniso and L'Oréal have been noted for providing more engaging and informative sessions, including direct interactions with HR and immediate feedback [10][26] - The trend of offering promotional gifts at recruitment events has become a common practice, with companies using these gifts to create a positive impression among students [12][15][32] Group 3: Student Perspectives - Students are increasingly viewing recruitment events as opportunities to collect promotional items rather than as serious job-seeking venues, leading to the phrase "recruitment events are shopping events" [13][32] - Many students express frustration when events do not provide tangible recruitment opportunities, leading to a sense of wasted time [28][31] - The competitive nature of recruitment has led students to attend events across different universities, even if the companies are not directly recruiting from their institution [22][24]

Core Viewpoint - The article emphasizes the transformation of brand-user relationships in the era of "super users," highlighting the need for brands to evolve from "traffic hunters" to "user cultivators" to achieve sustainable growth in a competitive market [2][30]. Group 1: Super User Concept - Super users are defined as valuable assets for brands, characterized by high purchasing power, loyalty, and the ability to spread brand awareness [2][30]. - The emergence of Tmall's "Brand Super Member Day" reflects a strategic response to the trend of focusing on super users, enabling brands to drive growth in a saturated market [3][30]. Group 2: Membership Value as a Growth Lever - Tmall's "Brand Super Member Day" successfully activated the long-term value of super users during the 618 shopping festival, with nearly 25 million participants [5][6]. - The marketing strategy centered around "member value" and innovative engagement methods, such as member challenge plans and lotteries, which helped brands attract new members and boost sales [6][12]. Group 3: Marketing Innovations - The marketing model evolved to focus on "member value perception," utilizing creative campaigns to embed the idea of exclusive benefits associated with membership [7][9]. - Tmall's approach included integrating promotional events with daily operations, creating a comprehensive marketing ecosystem that enhances user engagement and emotional connection [12][29]. Group 4: User Value Closed Loop - Tmall's strategy involves creating a user value closed loop through differentiated benefits, extensive exposure, and a holistic marketing ecosystem, which maximizes user lifetime value [15][29]. - The essence of the membership economy is identified as trust, which is built through the continuous delivery of exceptional value to users [16][30]. Group 5: Future Outlook - The article concludes that Tmall's "Brand Super Member Day" is pivotal for brands seeking to navigate economic cycles, providing both short-term sales boosts and long-term asset accumulation [30][32]. - The future of brand growth is seen as being driven by the membership economy, with Tmall continuously optimizing its membership strategies to enhance user engagement and value [31][32].

Core Viewpoint - The U.S. beauty and personal care industry, once a significant contributor to trade surplus, is now facing severe challenges due to tariff policies implemented during the Trump administration, which are disrupting supply chains and increasing costs for companies [1][2]. Group 1: Industry Impact - The beauty and personal care sector generated approximately $2.6 billion in trade surplus for the U.S. in 2022 [1]. - Tariff policies have forced companies to seek alternative suppliers for raw materials, leading to increased costs and supply chain disruptions [1]. - Retail analysts indicate that the reliance on complex global supply chains makes brands vulnerable to tariff impacts, potentially harming brand loyalty among consumers in countries like Canada [1]. Group 2: Company Challenges - Startups in the personal care sector are struggling to maintain growth due to the uncertainty created by tariff policies, which deter investment and expansion [1]. - Major companies, such as a well-known consumer goods firm, have lowered profit forecasts due to anticipated price increases from tariffs [2]. - The U.S. beauty companies face heightened export costs and market risks, particularly with China's planned tariff increases on U.S. goods starting April 12, 2025 [2]. Group 3: Market Dynamics - The imposition of tariffs is expected to reshape market dynamics, as U.S. beauty companies may lose market share to domestic brands that are increasingly gaining consumer acceptance [8]. - Data from customs authorities indicate a decline in the import quantity and value of beauty and personal care products, with a 1.6% decrease in quantity and a 9.4% drop in value year-on-year as of March 2025 [8]. - The ongoing tariff policies could lead to a long-term decline in the competitiveness of U.S. beauty products in the global market [8].