Pilot’s Reflection: Liu Xiang, a “National Brand”
Release Date:
2012-08-08
Author:
Source:
Abstract
Prologue: The hero’s twilight years. When I saw you again, words failed me, and I could only stand there, choked with emotion.
The flowing water and falling blossoms mark spring’s departure, while the soaring wings have already flown far. With autumn winds rising once more to chase the leaves, I catch sight of your heroic figure emerging anew. Liu Xiang, farewell…
On August 7, 2012, for Liu Xiang—and for every Chinese person who cherishes national pride and self‑respect—it was a day steeped in sorrow. As Liu Xiang tumbled to the ground at the first hurdle, it felt as though we could hear the shattering of an Olympic dream. Countless tear‑filled eyes bore witness to the sudden, devastating collapse of the “national dream”... Liu Xiang carried with him immense hopes and pressures from his nation; we still vividly recall, on the very same 110‑meter hurdles track, a Chinese athlete once shouting, “Who says East Asians can’t make the Olympic top eight? I’m going to prove them wrong!” Liu Xiang has upheld the backbone of Chinese—indeed, Asian—track and field, becoming a proud, uniquely Chinese “national brand,” standing tall on the world stage.
In the wake of Liu Xiang’s defeat, voices from all sectors of society have echoed in diverse ways. For now, we will refrain from offering commentary; after all, throughout history, assessments of heroes have invariably boiled down to a simple dichotomy of “success or failure.” Instead, we should seek to discern the deeper meaning embedded in this “national event.”
Liu Xiang has risen from an ordinary athlete to become a champion at the Asian Games, the World Championships, and the Olympic Games—and even a “Chinese brand.” We’ve seen plenty of his dazzling, glamorous side, yet we seldom ask about the hardships he endured along the way.
A brand’s journey—from obscurity to recognition, from well-known to renowned—is a long process that hinges on perseverance, a transformation from quantitative accumulation to qualitative breakthrough. At the outset, we simply need to work steadily along the right path, building up over time—by, for example, “ensuring the quality of every product” or “delivering exceptional service with each interaction.” Gradually, through our reputation and word-of-mouth, our initial capital grows, we gain wider recognition, and we acquire the strength to compete with other domestic brands. With further development, we even ascend to the stage where we can vie directly with international brands. At that point, we can say we have truly become a “brand”—in other words, after countless steps of quantitative growth, we have reached a qualitative leap. We begin to attract greater attention from all sectors of society; our guiding principles win broader acceptance among businesses and individuals; and our corporate culture and ethos are increasingly celebrated. It is at this moment that we come to deeply appreciate the power of a brand.
The so‑called “power of a brand” is, in essence, a form of influence. Once you’ve become a well‑known “brand,” your growth trajectory, your steadfast convictions, and the principles you uphold can shape—and even guide—a whole cohort of enterprises and a significant portion of society. At this juncture, we must turn to a crucial concept: brand responsibility. Becoming a brand means not only leveraging “brand advantages” to open up broader avenues for development, but also embracing a sense of accountability. A high‑quality brand, especially one that represents an entire nation, must provide guidance toward the evolution of a “correct worldview,” embody and pass down “national self‑confidence and pride,” and offer a deeper, more concrete expression of the spirit of “dedication.” Take Liu Xiang: with every leap, his legs carry the weight of sandbags filled with the collective effort of 1.3 billion people. Likewise, whenever our companies and brands set sail, let us never forget the 1.3 billion drops of seawater that propel us forward, braving wind and waves.
Liu Xiang has no inherent connection to the Yinhang brand. Rather, through Liu Xiang, he prompts us to reflect deeply. Anyone—or any enterprise—that firmly embraces a dream and seeks to become a brand must inevitably shoulder the responsibilities that come with being a brand. This is precisely why, after adopting the philosophy of “Implementing a Brand Strategy, Building a Century-Old Yinhang,” Yinhang felt compelled to add the principle: “Serving the Public, Guiding China.”
Like the Flying Man, dare to take responsibility…
The flowing water and falling blossoms mark spring’s departure, while the soaring wings have already flown far. With autumn winds rising once more to chase the leaves, I catch sight of your heroic figure emerging anew. Liu Xiang, farewell…
On August 7, 2012, for Liu Xiang—and for every Chinese person who cherishes national pride and self‑respect—it was a day steeped in sorrow. As Liu Xiang tumbled to the ground at the first hurdle, it felt as though we could hear the shattering of an Olympic dream. Countless tear‑filled eyes bore witness to the sudden, devastating collapse of the “national dream”... Liu Xiang carried with him immense hopes and pressures from his nation; we still vividly recall, on the very same 110‑meter hurdles track, a Chinese athlete once shouting, “Who says East Asians can’t make the Olympic top eight? I’m going to prove them wrong!” Liu Xiang has upheld the backbone of Chinese—indeed, Asian—track and field, becoming a proud, uniquely Chinese “national brand,” standing tall on the world stage.
In the wake of Liu Xiang’s defeat, voices from all sectors of society have echoed in diverse ways. For now, we will refrain from offering commentary; after all, throughout history, assessments of heroes have invariably boiled down to a simple dichotomy of “success or failure.” Instead, we should seek to discern the deeper meaning embedded in this “national event.”
Liu Xiang has risen from an ordinary athlete to become a champion at the Asian Games, the World Championships, and the Olympic Games—and even a “Chinese brand.” We’ve seen plenty of his dazzling, glamorous side, yet we seldom ask about the hardships he endured along the way.
A brand’s journey—from obscurity to recognition, from well-known to renowned—is a long process that hinges on perseverance, a transformation from quantitative accumulation to qualitative breakthrough. At the outset, we simply need to work steadily along the right path, building up over time—by, for example, “ensuring the quality of every product” or “delivering exceptional service with each interaction.” Gradually, through our reputation and word-of-mouth, our initial capital grows, we gain wider recognition, and we acquire the strength to compete with other domestic brands. With further development, we even ascend to the stage where we can vie directly with international brands. At that point, we can say we have truly become a “brand”—in other words, after countless steps of quantitative growth, we have reached a qualitative leap. We begin to attract greater attention from all sectors of society; our guiding principles win broader acceptance among businesses and individuals; and our corporate culture and ethos are increasingly celebrated. It is at this moment that we come to deeply appreciate the power of a brand.
The so‑called “power of a brand” is, in essence, a form of influence. Once you’ve become a well‑known “brand,” your growth trajectory, your steadfast convictions, and the principles you uphold can shape—and even guide—a whole cohort of enterprises and a significant portion of society. At this juncture, we must turn to a crucial concept: brand responsibility. Becoming a brand means not only leveraging “brand advantages” to open up broader avenues for development, but also embracing a sense of accountability. A high‑quality brand, especially one that represents an entire nation, must provide guidance toward the evolution of a “correct worldview,” embody and pass down “national self‑confidence and pride,” and offer a deeper, more concrete expression of the spirit of “dedication.” Take Liu Xiang: with every leap, his legs carry the weight of sandbags filled with the collective effort of 1.3 billion people. Likewise, whenever our companies and brands set sail, let us never forget the 1.3 billion drops of seawater that propel us forward, braving wind and waves.
Liu Xiang has no inherent connection to the Yinhang brand. Rather, through Liu Xiang, he prompts us to reflect deeply. Anyone—or any enterprise—that firmly embraces a dream and seeks to become a brand must inevitably shoulder the responsibilities that come with being a brand. This is precisely why, after adopting the philosophy of “Implementing a Brand Strategy, Building a Century-Old Yinhang,” Yinhang felt compelled to add the principle: “Serving the Public, Guiding China.”
Like the Flying Man, dare to take responsibility…
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