文 观察者网 吕栋 时间来到2026年，手机行业于多重变量交织中前行。AI大模型以更高效的算法架构加速科技产品进 化，内存等关键元器件价格波动则成为行业增长转型的"催化剂"，进一步加速了智能手机行业从"增量 争夺"转向"存量深耕"。 在这个充满不确定性的变局时刻，几乎所有企业都在追问：如何才能实现可持续增长？如何构建穿越周 期的核心竞争力？ "世界越喧哗，内心越要平静。"vivo创始人、总裁兼首席执行官沈炜近日在2025年年会致辞中，以"平 常心"与"进取心"为关键词，为普遍性的行业焦虑，提供了一个兼具哲学思辨与实践理性的解题思路。 其核心可归结为：以"平常心"埋头种因，拒绝焦虑，深耕用户导向；以"进取心"向上生长，聚焦创新， 将理念转化为扎实的组织能力。 这是一家企业长达30年的经营智慧，也是中国科技产业在从"规模扩张"转向"质量引领"的关键转折点 上，一种值得借鉴的成长范式。 择其不为，在不确定性中向下扎根 刚刚过去的2025年，中国手机市场呈现出一幅充满张力的图景：头部品牌竞争胶着，大模型端侧落地带 来应用挑战……为缓解集体性焦虑，市场上有两种策略比较常见：要么卷入"参数战"与"价格战"的零和 内耗，要 ...

Core Viewpoint - The article emphasizes the need for technology companies in China, particularly vivo, to transition from a "technology-driven" approach to a "user value-driven" strategy, aligning with the national goal of high-quality development and innovation that addresses real user needs [1][6]. Group 1: Company Strategy and Vision - vivo's founder and CEO, Shen Wei, outlined a strategic path for the company as it celebrates its 30th anniversary, focusing on user orientation and leveraging imaging technology as a strategic pivot to evolve from a smartphone manufacturer to a platform-based technology ecosystem [1][8]. - The company aims to solidify its core organizational capability around user orientation, transforming this awareness into actionable processes and methodologies across all departments by 2026 [6][9]. Group 2: Product Development and Innovation - vivo has consistently prioritized user orientation since its inception, leading to significant advancements in imaging, system design, and performance, creating a strong product barrier [3][4]. - The launch of the Vision mixed reality headset marks vivo's proactive positioning in the spatial computing era, driven by a deep understanding of future user interaction needs [5][8]. Group 3: Market Performance and User Engagement - vivo's products, particularly the X series, have gained global recognition for their unique features, such as the "concert camera" and "travel photography tool," reflecting the company's commitment to delivering differentiated user experiences [3][4]. - The dual-brand strategy with iQOO has proven effective, allowing each product line to focus on user needs and deliver exceptional products that resonate with consumers [4][9]. Group 4: Long-term Commitment and Ecosystem Development - vivo is committed to a long-term investment strategy, focusing on areas where its capabilities can be transferred and user value can be extended, rather than chasing fleeting trends [8][10]. - The company emphasizes collaboration with industry partners to enhance supply chain resilience and drive technological breakthroughs across the industry [9][10].

新浪科技讯 2月4日上午消息，vivo创始人、总裁兼首席执行官沈炜在vivo年会上发表演讲，回顾了vivo 2025年的发展成绩，以及展望2026年的战略方向。他表示，站在新三十年的起点，要实现vivo人的三大 梦想，迈向基业长青，仅有"不为"是远远不够的，AI时代浪潮汹涌，挑战与机遇并存，越是在不确定的 环境中，越要进取有为，笃心笃行——以本分为基石，深耕用户导向的因，探索科技创新的果。 对于2025年，沈炜认为是vivo的而立之年，有赖于对"因"的长期深耕，虽然大环境一直在变，但业务底 盘稳固且充满活力，全球业务稳健发展。X数字系列火遍全球，"V单"加持"蔡司长焦增距镜"，为影像 爱好者带来了差异化的极致体验；vivo和iQOO双品牌，每个系列都坚定了自己的正确方向，真正回到 用户，交付了"不一样，好很多"的极致产品；还发布了vivo Vision混合现实头显，成立了家庭机器人 Lab，以及AIoT 智慧终端事业部，面向未来的vivo之路正徐徐展开。 对于2026年，他提出要在多变的环境中做好自己，笃心笃行。回望三十年历程，vivo之所以能成为 vivo，不仅源于始终坚持做正确的事，更因为那些坚决不做的事 ...