---
title: "Downgrading is Lazy Governance!"
description: "Labeling a complex environmental change with a simple 'downgrade' tag is lazy governance. Recently, I discussed several topics about the macro environment with friends, including self-rescue in quagmires, the unexpected success of Dongfang Leaves, and a listed company's strategy to increase dealer profits by 3-5 percentage points. The key is to focus on opportunities rather than problems, as success comes from seizing opportunities, not just solving problems."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2024-01-10"
language: "en"
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---

# Downgrading is Lazy Governance!

> Labeling a complex environmental change with a simple 'downgrade' tag is lazy governance. Recently, I discussed several topics about the macro environment with friends, including self-rescue in quagmires, the unexpected success of Dongfang Leaves, and a listed company's strategy to increase dealer profits by 3-5 percentage points. The key is to focus on opportunities rather than problems, as success comes from seizing opportunities, not just solving problems.

**Introduction**: Labeling a complex environmental change with a simple 'downgrade' tag is lazy governance!
Recently, I discussed several topics about the macro environment with friends.
**Topic 1:** If a person falls into a quagmire, they will surely try to save themselves. Without professional training, self-rescue measures often make them sink deeper. My point is that in the face of difficulties, instinctive self-rescue is often 'self-harm.'
**Topic 2:** Dongfang Leaves has recently become very popular, which is puzzling. Why did Dongfang Leaves become so popular? Is it due to years of persistence? Or does it herald a big explosion in the price band above 5 yuan for beverages? Are beverages affected by the recent macro environment?
**Topic 3:** A listed company set a goal at the beginning of the year: let dealers earn 3-5 percentage points more! It is precisely this measure that, in this year's fiercely competitive environment, not only increased sales but also benefited both manufacturers and dealers by earning 3-5 percentage points more. The main measure was successful introduction of new and higher-priced products.
I have an intention in discussing these topics. Regardless of whether there is consumption downgrading this year, this topic is too controversial. Even if there is real consumption downgrading, we should be cautious in using words like 'downgrade' to express it. Because downgrade inherently carries a marketing orientation. Without mobilization, an organization may uncontrollably and automatically enter a specific marketing rhythm. The word 'downgrade' is not unusable, but once used, one must bear the consequences it brings. Because the word 'downgrade' can easily make a person, or even a company, instinctively enter an emergency 'self-rescue' state. Currently, the low-end and mass markets have seen a 'stampede' of promotions, with everyone taking turns in heavy, bottomless promotions, and self-rescue has truly become 'self-harm.' What is a stampede? In the process of an event or activity, due to overcrowding of people gathered in a certain place, some or even the majority fall due to unstable walking or standing and fail to get up in time, being stepped on or pressed under others, resulting in a chaotic scene that cannot be controlled or stopped in a short time. In fact, a stampede has already occurred.
******Problem Thinking vs. Opportunity Thinking** If I had to choose one sentence that has the greatest impact on my career, I would choose a sentence from the famous American futurist Naisbitt: Success comes not from solving problems, but from seizing opportunities. This is a sentence from Naisbitt's book 'Mind Set!'. I only remembered this one sentence from the book. Although it is only one sentence, its value is infinite. When looking at the market, seeing problems is an ability, but seeing opportunities is a more important ability. Seeing problems does not necessarily mean solving them, but seeing opportunities is different. Starting from scratch and market reversal often come from discovering opportunities. A big fire has no wet firewood, and big water has no sinking sand. When you seize the opportunity, problems naturally resolve. When companies hold marketing meetings, they usually become problem meetings. Since I started marketing 30 years ago, I have found two eternal phenomena in internal sales meetings:
Sales always face four problems
Product problems, price problems, policy problems
Brand problems
Good products are always
Slightly stronger in function
Slightly lower in price
Slightly better in packaging
Slightly better in policy
Although Ren Zhengfei of Huawei also talks about 'survival', Huawei survives in a state of making big plans, not making plans after survival.


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