每经评论员 付克友 最近两天，一段蔚来创始人李斌被怼的视频在网络疯传。视频来源于日前，蔚来用户面对面活动上，一 位苏州老车主对着李斌，来了长达数分钟毫不留情的"输出"。场面有些尴尬，李斌手上那瓶水都快被捏 变形了。 用户的不满像机关枪："一代车的8155座舱一年时间没有有效更新""二代车辅助驾驶领航换电到现在还 没交付""推荐另一个车主买车，结果买完就降价了""软件系统上开发一代，抛弃一代，落后一代""保值 率还不如倒闭的高合"…… 面对怒气冲冲的客户，李斌照单全收，很耐心地回应：智能电动汽车行业就是更新频繁，半年、一年就 要更新，两年就算慢的了；老车型硬件很快达到上限，安全性更新还会有，必要功能做维护；一代用户 基数相对小，资源会倾斜分配给用户基数更大、更新的车型…… 都是推心置腹的实话实说，但再谦卑的感情，也不能替代实实在在的利益。 这不是蔚来独有的问题，而是整个新能源车行业的现实困境。当前，汽车正从以前的耐用消费品属性， 向电子消费品属性转变。传统用户5~8年的资产保值预期，与智能电车1~2年的迭代周期严重错位，形 成了行业性的价值断层。在技术快速迭代的浪潮中，如何平衡老用户权益与企业生存发展，不仅是车 ...

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shifted from a "supply shortage" to a "supply surplus" era, leading to a situation where many companies are still using outdated strategies to address modern challenges [3][6] - Price wars are a sign of companies' inability to innovate and meet higher-level consumer expectations,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]