vivo's 2025 Vision: Integrity as the Foundation for Sustainable Growth

vivo's 2025 Vision: Integrity as the Foundation for Sustainable GrowthAs the year draws to a close, vivo's Senior Vice President and General Manager of Brand and Product Strategy, Jia Jingdong, recently shared the company's vision for 2025. His article emphasizes the crucial role of "benfen" (integrity, doing the right things and doing things right) in vivo's success and its future development

vivo's 2025 Vision: Integrity as the Foundation for Sustainable Growth

As the year draws to a close, vivo's Senior Vice President and General Manager of Brand and Product Strategy, Jia Jingdong, recently shared the company's vision for 2025. His article emphasizes the crucial role of "benfen" (integrity, doing the right things and doing things right) in vivo's success and its future development. This analysis delves into Jia's perspective and examines how vivo's commitment to "benfen" sustains its competitive edge.

Jia highlights that vivo's "Blue Factory Culture" centers on "benfen," which serves as the foundation of the company and guides its daily operations. He believes that only by adhering to "benfen" can vivo achieve sustainable and long-term health. This isn't merely a slogan but a valuable lesson learned throughout vivo's development and the cornerstone of its future strategy.

"Benfen" is evident in vivo's global strategy. The company has achieved self-sufficiency in numerous markets, including China, South Asia, Southeast Asia, the Middle East, and Latin America, demonstrating its sustainable growth capabilities. vivo also maintains a strong presence on prestigious international brand rankings like BrandZ. However, vivo's globalization isn't about reckless expansion; it's about steady progress and cautious advancement. Jia explicitly stated that vivo avoids aggressive market entry strategies and doesn't prioritize global market share above all else. He defines sustainable profitability as a "business logic" or "survival logic," contrasting it with a "market share logic" or "speed logic." He uses the analogy of a ten-minute driveone can take nine minutes, but never fiveto illustrate vivo's focus on long-term sustainability over short-term gains.

vivo's "benfen" is also reflected in its R&D efforts. The company prioritizes self-research, investing in long-term, high-impact areas that can create significant competitive advantages. This significant R&D investment must translate into tangible products; thus, vivo maintains a user-centric approach, prioritizing user experience, addressing pain points, and seeking differentiation opportunities. This reflects vivo's pursuit of long-term health and sustainability in R&D. vivo strategically uses self-research, outsourced research, and collaborative research, adapting its approach to maximize efficiency and strengthen its core technology while fostering open collaboration.

vivo's commitment to "benfen" extends to its relationships with its supply chain and suppliers. Vivo values its suppliers as partners, not simply cost items. It strives to ensure their sustainable profitability, contributing to their long-term health. This means fair treatment, avoiding exploitation, and timely payments, even in a competitive market. vivo considers the capabilities of its domestic partnersscreen manufacturers, chipmakers, battery suppliers, and casing manufacturerswhen planning products, ensuring the entire supply chain thrives. This collaborative approach demonstrates vivo's social responsibility and fosters a more robust supply chain ecosystem.

The smartphone market is increasingly competitive, with evolving consumer preferences, shifting traffic patterns, diversified channels, and intense competition. Yet, vivo has been the leading smartphone brand in China for four consecutive years. This success is attributed to its long-term commitment to "benfen," diligence, and accumulated strength. Despite pressures and temptations, vivo consistently prioritizes sound business practices over market share and user needs over self-interest. vivo's success is inextricably linked to its debt-free status, consistent profitability, positive cash flow, and unwavering user focus.

Jia concludes by quoting the investment maxim, "If I knew where I was going to die, I'd never go there," highlighting cash flow issues and neglecting user needs as common causes of business failure. For nearly thirty years, vivo has adhered to "benfen," maintaining a healthy financial position and delivering superior products and user experiences. Vivo will continue to navigate market challenges, upholding its "benfen" principles, treating partners fairly, focusing on user needs, and driving continuous innovation. He uses the analogy of the "Yingzao Fashi" (Architectural Methods) to describe "benfen" as an invisible system governing product development, talent recruitment, business conduct, and personal cultivation.

In conclusion, vivo's 2025 vision hinges on its commitment to "benfen." This is not just a business philosophy but the very essence of its corporate culture. By steadfastly adhering to "benfen," vivo has carved its own path in a fiercely competitive market, achieving remarkable success. Vivo will continue to embrace this philosophy for future global growth, delivering superior products and services. Vivo's success offers a valuable lesson for other businesses: the importance of integrity and dedication in achieving sustainable growth through hard work and steady progress.