ZhiXing Column

The end of the “brand manager” controversy may mean the beginning of a more rational business era – consumers are no longer willing to pay for “over – hyped labels” but are more concerned about “real value”; entrepreneurs also need to return from “marketing tricks” to the “product essence” and win the market with professionalism, sincerity, and service.

Bilibili’s path to breaking through in e – commerce is essentially an art of balancing the “trust economy” and the “efficiency economy”. For entrepreneurs, they need to cherish the scarce asset of community trust and improve conversion efficiency through refined operations.

all participants need to return to the essence of “content is king”. Whether it is the event organizer screening bands, the bands polishing their works, or the venue optimizing services (such as improving the sound effect and increasing merchandise sales), the core goal is to create an experience for fans that is “worth a special trip”.

Puma’s self – rescue is not only a microcosm of traditional brands’ response to industry changes but also provides a warning for entrepreneurs that “be cautious when referring to experience and user value is the core.” In a highly competitive market, the real way to break the deadlock is always to make “precise subtractions” and “continuous innovations” around user needs.

the shuffle in the baking industry essentially means “eliminating players without core competitiveness and leaving brands that truly understand products, operations, and consumers.” Entrepreneurs need to return to the essence of business, find their own positioning in the trends of “quality – price ratio, health, and scenario – based” products, and build moats with product strength, supply chain, and brand resilience to emerge victorious in this “sweet battle.”

The “miniaturization” of food and beverages is not a simple packaging game but a product revolution centered around user needs. It provides brands with new tools to cope with cost pressure and expand scenarios, and also places higher requirements on entrepreneurs’ ability to understand users and innovate products. Only by centering on users, deeply exploring value in the “small,” and remaining “sincere” in the “change” can “miniaturization” truly become a long – term trend driving the progress of the industry.

the success of WeChat’s Little Blue Packet lies in the deep integration of the “social gene” and “emotional needs,” but its underlying capabilities as an e-commerce product still need to be improved. For entrepreneurs, grasping the three key words of “emotional products,” “social fission,” and “scenario-based services” may help them find their own growth opportunities in the ecosystem of the Little Blue Packet.

Game startups in the post – VC era are both a “winter” and a “reshuffle period.” Entrepreneurs need to base on “rational operation” and take “content innovation” as the core, finding a survival space between the “elephants” of leading enterprises and the “ants” of niche fields. Only in this way can they truly achieve long – term development by “navigating uncertainties” in the fluctuations of the industry cycle.