Core Viewpoint - The video of NIO's founder Li Bin facing criticism from a long-time user highlights the growing dissatisfaction among customers regarding the rapid technological updates and perceived neglect of older models in the electric vehicle industry [1][2]. Group 1: Company Challenges - NIO is experiencing significant customer dissatisfaction due to issues such as lack of updates for older models, delayed features, and declining resale values compared to competitors [1][2]. - The electric vehicle industry is facing a fundamental shift from durable consumer goods to electronic consumer products, leading to a mismatch between traditional users' expectations of asset value retention and the rapid iteration cycles of smart electric vehicles [2][3]. - NIO's high-cost user ecosystem, which initially fostered strong customer loyalty, is becoming unsustainable as the company has accumulated losses exceeding 100 billion yuan from 2018 to 2024 [3]. Group 2: Strategic Adjustments - In response to the challenges, NIO has begun to adjust its brand positioning and product offerings, resulting in a record delivery of 31,305 new vehicles in August, a 55.2% year-on-year increase [3]. - The company has made difficult decisions, such as canceling lifetime benefits for early adopters, to ensure survival amid financial pressures [3][4]. - NIO is exploring solutions like transparent iteration schedules, establishing tiered benefit systems, and hardware upgrade pathways to address customer concerns and maintain brand loyalty [4].

Group 1 - The core issue in the current retail market is not "consumption downgrade," but rather a collective weariness of mediocre offerings from consumers [2][6] - The market has shifted from a "supply shortage" to a "supply surplus" era, leading to a situation where many companies are still using outdated strategies to address modern challenges [3][6] - Price wars are a sign of companies' inability to innovate and meet higher-level consumer expectations, resulting in a cycle of despair and competition without real value creation [3][5] Group 2 - Consumers are not unwilling to spend money; they are simply not finding products that excite them, leading to a silent outcry for better offerings [6][8] - The concept of "pseudo-innovation" is prevalent, where companies focus on superficial improvements rather than addressing the core needs and desires of consumers [5][6] - Successful brands are those that can create genuine desire and excitement among consumers, rather than just competing on price [7][8] Group 3 - The solution lies in shifting from merely meeting basic needs to creating "expectation" and "excitement" demands, as outlined in the KANO model [9][10] - Companies must focus on delivering value resonance rather than just functional satisfaction to engage consumers effectively [10][18] - Examples like Sam's Club and NIO illustrate how understanding and fulfilling consumer expectations and excitement can lead to significant business success [12][14] Group 4 - Companies need to undergo a three-step evolution to escape the cycle of internal competition: mindset revolution, capability upgrade, and cognitive restructuring [20][22] - The first step involves adopting a long-term perspective, akin to farming, rather than seeking quick profits [22][23] - The second step emphasizes the use of scientific methods to understand consumer needs deeply, moving beyond intuition [23][25] Group 5 - The final step is to redefine the company's role from merely selling products to being a partner that helps consumers achieve their goals [27][30] - This shift in perception can lead to a restructured business model that prioritizes experience, community, and emotional value [30][32] - The ultimate goal is to create desire rather than just meet existing needs, which is essential for long-term success in the market [38]