E-Commerce Management Team Annual Gala Dec 2025: Counter-Growth, Team Management

Course introduction

3 Heavyweight Industry Guests Focus on the Future, Comprehensively Analyzing Digital-Intelligence and AI Efficiency

9 Counter-Cyclical Growth Members Rebound Against the Tide, Continuously Breaking Through, Decoding the Stable-Growth Code

2 Days 2 Nights of Immersive Joy-Play, Learning Through Fun, Deep Into Beihai's Hinterland, Enjoying Ecological Landscapes

Times turn and chapters renew; the original resolve stays firm as we march far. As the e-commerce industry sank into the stock-game difficulties in 2025, we stood side by side, with member ops as the core anchor, riding waves in the storm and breaking through challenges, successfully closing this year's striving journey. Today we gather for an e-commerce team's 2025 member annual gala, looking back at each counter-cyclical step, reviewing each breakthrough trick, and jointly opening a new chapter of 2026 high-quality growth—toasting every perseverance and cheering every glory!

Looking back at 2025, it was a year of pressure for e-commerce—traffic dividends peaked, netizen-growth rate hit a historic low, per-user acquisition cost soared 25% YoY, and the 'no promotion no business, promotion no profit' dilemma hung over the industry. The consumer market K-diverged, with mid-range overcapacity clashing with extreme value and premium-experience demand; logistics fulfillment costs rebounded on labor shortages; the 9.9-yuan free-shipping model's profit margin neared depletion. Live e-commerce's high return rates, 'refund-only' abuse, and AI-content pollution further eroded profit, with the business environment facing severe tests. In this industry winter, we didn't retreat or wait, but held firm to 'members as core, value as king,' using precise layout to solve development problems and concrete action to achieve counter-cyclical growth—using results to embody the confidence and strength of 'knowing how to break through.'

This year, we deepened member operations, fortified our growth foundation, and broke through the stock-game dilemma. Facing industry pain points of hard acquisition and retention, we abandoned the broad-spray rough model and focused on member full-lifecycle management, building a refined ops system. Based on the RFM model layered with user-interest tags, we segmented members into high-value loyal, potential-growing, and new-to-activate tiers, rolling out targeted benefits and ops strategies—1-on-1 dedicated customer service, annual cash-back, and early access to new products for high-value members; a growth-task incentive system for potential members; and optimized first-order bonuses and activation paths for new customers. We successfully activated dormant members and recalled churned ones, lifting member repurchase rate by 18% YoY and pushing member GMV share past 60%, achieving efficient conversion from 'traffic' to 'retention' [3]. We optimized the member-benefits system, breaking rigid tier barriers and folding spending, interaction, and referral contribution into benefit calculation, deeply binding member value to benefit returns; member activity rose 25% YoY and core-member retention held above 85%, building a highly sticky member community.

This year, we precisely broke through pain points, optimized full-chain service, and solidified our confidence. Facing rising logistics-fulfillment costs and high live-stream return rates, we upgraded the supply chain and fulfillment system, optimized warehousing layout, piloted automated warehousing and unmanned delivery to reduce labor-cost waste, while standardizing live-stream product selection and strengthening quality control—holding live-channel return rates below the industry average and effectively reducing supply-chain waste [1][2]. Against industry chaos like AI-content pollution and 'refund-only' abuse, we built a sound member-trust system, standardized AI-generated-content labeling, improved after-sales dispute handling, and balanced member benefits with merchant interests; member complaints fell 30% YoY, building a healthy, orderly operating environment [1]. We deepened private-domain operations, building member-exclusive communities, official accounts, and Channels matrices—using quality content, exclusive benefits, and interactive events to boost stickiness; private-domain member acquisition reached 40%, becoming the core engine of our counter-trend growth [2][3].

This year, we pulled together and worked hard; every achievement depended on the team fighting side by side, and even more on every member's trust and support. Our ops team dug into data and executed precisely—closed-loop management from member-need mining to strategy execution. Our service team stayed true to its original mission, accompanying members warmly and answering expectations with professionalism and sincerity. Our tech team rode trends and empowered upgrades—using AI tools to optimize member recommendations, content creation, and ops efficiency, injecting tech-driven momentum into growth [4]. Against the tide, we neither chased empty dreams nor spoke empty words; with a 'dare to try, rise to the challenge' spirit, we solved one development problem after another, achieving a triple lift in member scale, revenue, and service quality—writing a counter-trend growth answer through hard work.

The past is prologue; the future is full of promise. Our counter-trend growth in 2025 testifies to our breakthrough ability and is our confidence heading into 2026. Looking ahead to 2026, e-commerce enters a critical period of structural change—vertical depth, subscription evolution, AI integration, and omnichannel layout become core growth paradigms [2], while tariff adjustments, rising data-compliance requirements, and continued demand divergence remain challenges [1]. Standing at a new starting point, we will continue the 'breakthrough with method' spirit, center on members, focus on value growth, and set clear development strategies to open a brand-new journey.

In 2026, we will deepen refined member operations to build a differentiated competitive edge. We will optimize the member-tier system, refine benefit matching, and launch a dynamic 'contribution score + scenario-based benefits' ops model—adjusting benefit tiers monthly by contribution score, enriching member-exclusive events, designating the 18th of each month as Member Day, and rolling out perks like points-to-cash and exclusive group buys—pushing member GMV share above 70% [3]. We will deepen vertical tracks, align with member needs, focus on core categories, build member-exclusive customized products and services, and shift from 'selling goods' to 'category-service expert,' constructing a differentiated member-value system [2].

In 2026, we will accelerate digital-AI integration to empower ops-efficiency upgrades. We will fully use AI tools to rebuild the 'people-goods-place' relationship, optimize member recommendation algorithms, and achieve precise outreach; use AI to batch-generate high-quality product copy and short-video content, lowering ops costs and lifting content-distribution efficiency [2][4]. We will build a digital member-management platform integrating behavioral and consumption data to enable data-driven decisions, precisely mine member needs, optimize ops strategies, and cut new-customer acquisition cost by over 15% [3]. We will pilot a headless e-commerce architecture to decouple front and back ends, embedding products into social media, smart devices, and other touchpoints to build an omnichannel member-reach network [2].

In 2026, we will optimize the supply chain and fulfillment system to elevate the quality of member experience. We will continue warehousing-automation upgrades, optimize logistics delivery plans, address fulfillment pressure from labor shortages, shorten delivery times, and improve member receiving experience [1]. We will refine quality-control and after-sales systems, strengthen AI in QC, strictly control product quality, and optimize after-sales response flow—achieving 'fast response, efficient resolution' for member inquiries and disputes, lifting member satisfaction above 95% [1][4]. Against tariff changes, we will adjust supply-chain layout, optimize cross-border fulfillment, reduce policy impact, and protect members' cross-border shopping experience [1].

In 2026, we will expand omnichannel layout to broaden growth. We will deepen private-domain ops, enrich community interaction, and build a 'subscription + automated outreach + member system' trinity ops model—turning one-time transactions into recurring revenue streams [2]. We will link public-domain channels, optimize ad-spend strategy, and precisely drive traffic—achieving closed-loop ops of public acquisition and private retention, breaking through traffic bottlenecks [4]. We will explore cross-industry member partnerships, co-host benefits with quality brands, enrich member-service scenarios, and lift member lifetime value [2].

The tide is rising; we set sail on a new journey. In 2025, we broke through against the tide and grew by breaking barriers, forging today's brilliance with perseverance and hard work. In 2026, our original mission unchanged and our resolve unwavering, we will—with clearer strategy, more pragmatic style, and more spirited stance—deepen member ops, strengthen tech empowerment, optimize service experience, solve development problems, and keep driving high-quality team growth, worthy of every trust and every expectation.

Finally, once more, thank you to every team member fighting alongside us, and to every member for your companionship and strong support! May we, in 2026, be of one heart and one mind, advance hand in hand, ride the momentum to new achievements, continue the counter-trend growth legend, and jointly draw a new blueprint for e-commerce development!

Course Catalog

Yunhe Member Annual Meeting (8)

Yunhe Member Annual Meeting (2)

Yunhe Member Annual Meeting (9)

Yunhe Member Annual Meeting (6)

Yunhe Member Annual Meeting (7)

(P9709/description) E-commerce Management Team 2025 December Annual Gala (3)

(P9709/description) E-commerce Management Team 2025 December Annual Gala (4)

(P9709/description) E-commerce Management Team 2025 December Annual Gala (5)

(P9709/description) E-commerce Management Team 2025 December Annual Gala (1)