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Articles by 黄海
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Startup Brands Breaking Through: From Traffic Thinking to Content Thinking
The era when startup brands could rely solely on traffic dividends from platforms like Tmall and Taobao to grow into major companies is over. Today, consumer brands must shift to a content-driven approach, particularly leveraging short videos and other content platforms, to build strong brand recognition and drive growth.
黄海To Seize China's Consumption Upgrade, You Must Understand 4 Market Rules | New Thinking
As the consumption upgrade wave sweeps China, internet companies surge ahead while traditional businesses lose direction. However, a rational analysis reveals that consumption upgrades present a major opportunity for traditional entrepreneurs, especially if they grasp the underlying logic—such as localization, personalization, and 'better and cheaper'—as exemplified by Japan's experience 40 years ago.
黄海Understanding China's Consumption Upgrade: Look at Japan 40 Years Ago
There is nothing new under the sun, and consumption upgrades are not a new trend. What is happening in China today—convenience stores, home goods, coffee startups, and flexible supply chains—all occurred in Japan in the 1970s and 1980s. The rise of local consumer brands often accompanies consumption upgrades, as seen with Daiso, FamilyMart, 7-Eleven, Doutor, Nitori, Muji, and Uniqlo.
黄海The Essence of Consumption Upgrade Is Concept Upgrade: From Japan's Past to China's Present
The essence of consumption upgrade is actually a concept upgrade, not a price increase. By comparing Japan's late 1970s and early 1980s with China today, the article identifies five key concept upgrades: localization, personalization, consumer maturity and rationality, small happiness, and enhanced spiritual attributes, which offer insights for investment and entrepreneurship in China.
黄海The Big Company You Yearn for Is Slowly Destroying You
When I was at Morgan Stanley, juniors often asked whether to join a large financial institution or a small hedge fund after graduation. I encouraged them to pursue boutique opportunities if they had multiple good offers, but most chose the so-called stability of big companies, including myself. Fortunately, in August 2014, two years after joining Morgan Stanley, I got my first promotion, but a month later I gave it all up to join the startup wave in Beijing. Many ask why I left such a big platform; the answer is that these seemingly stable big companies are actually destroying you step by step.
黄海