东方甄选主播大逃亡 俞敏洪迎来至暗时刻

This article outlines the key developments at Oriental Selection, which is currently undergoing a transition away from reliance on star streamers to become a self-operated "online Sam's Club" retail platform, following the collective departure of its founding core streamer team:

1. Core departure timeline: Dong Yuhui, the platform's most prominent streamer, left first in July 2024. By June 2026, the last remaining founding streamer Zhi Sheng announced his departure, marking the exit of all four original core "F4" streamers. In less than two years, a total of 7 streamers have left the platform. Following Dong Yuhui's departure, the company's main account lost more than 1.5 million followers, with a significant drop in overall traffic.

2. Root causes: New CEO Sun Jin introduced a militarized management system, cutting back on exposure for top streamers and adjusting commission structures. The shift from relationship-based management to rigid institutional control marginalized streamers who disagreed with the new philosophy, ultimately triggering the collective exodus.

3. Current transition status: While Yu Minhong, founder of Oriental Selection, has publicly apologized and acknowledged management missteps, he remains committed to the de-personal IP transition. The company has returned to profitability, with self-operated products accounting for over half of total offerings. However, GMV has fallen 14.6% year-over-year, new paid memberships have dropped sharply, and sales lag far behind Yuhui's independent venture "Yu Hui Tong Xing". The ultimate success of the transition remains uncertain.

Oriental Selection's transition holds key actionable lessons for brand owners:

1. Brand risk warning: A business model reliant on top streamer IP carries extremely high risk. When a top streamer departs, they directly take traffic and followers with them, leading to immediate GMV declines and user churn. Oriental Selection's experience confirms that de-personal IP transformation is a necessary step for long-term stable brand growth.

2. Consumer trends and transition direction: The modern retail market increasingly values self-operated products and supply chain capabilities, with growing consumer demand for high-quality, cost-effective standardized goods. Oriental Selection's shift to an "online Sam's Club" model focused on self-operated inventory and repeat purchases aligns with broader industry trends. The company's 36.4% post-transition gross margin and return to profitability confirm the profit potential of this direction.

3. Channel development reference: Omnichannel strategy has emerged as a new core driver of brand growth. Oriental Selection's approach—opening offline experience stores, deploying front warehouses for on-demand retail, and establishing dual live-streaming centers across multiple platforms—offers a valuable blueprint for brands.

4. Team management takeaway: Brand growth requires balancing institutional efficiency and human-centric care. Imbalanced management directly undermines core team stability, which in turn threatens overall brand performance.

Oriental Selection's transition offers key risk warnings and opportunity insights for live-commerce sellers:

1. Core risk warning: The business model relying on a single top streamer's personal IP carries extremely high risk. When the top streamer departs, it directly leads to sharp drops in traffic and sales. Oriental Selection's 1.5 million follower loss and 14.6% year-over-year GMV decline are a clear lesson. Sellers need to proactively prepare and mitigate this risk.

2. Transition opportunity: Shifting from reliance on individual streamers to reliance on product strength aligns with shifting consumer demand. Refining proprietary products and building in-house supply chain capabilities allows sellers to break free of dependence on top streamers and increase gross margins. Oriental Selection's post-transition results—52.8% of revenue from self-operated products, a 36.4% gross margin, and a return to profitability—confirm this path is viable.

3. Actionable growth directions: Omnichannel deployment reduces risk from over-reliance on a single platform. Opening offline experience stores, building on-demand retail infrastructure, and selling across multiple platforms are all promising new growth channels to explore.

4. Management reminder: When adjusting management models and commission policies, balance institutional efficiency with human-centered care to avoid collective departure of core team members.

Oriental Selection's transition opens new business opportunities and offers transition insights for manufacturing factories:

1. New business collaboration opportunities: Oriental Selection's shift to an "online Sam's Club" model centers on scaling up self-operated product lines. For factories with strong quality and production capacity advantages, this creates more opportunities for OEM and customized production partnerships. Factories with competitive supply chains can pursue these opportunities to expand their business.

2. Transition insight: Factories that have long relied on third-party brand orders can partner with platforms like Oriental Selection that are shifting to self-operated retail, to open new distribution channels, reduce dependence on traditional large clients, and diversify operational risk.

3. Insights for factories building their own brands: Factories looking to launch their own brands via e-commerce can follow Oriental Selection's example: pursue omnichannel deployment, covering multiple online platforms, and combining offline experience stores with on-demand retail. This approach lets factories acquire customers through product quality and supply chain advantages, eliminate dependence on high commissions for top streamers, and build their own repeat customer system.

Oriental Selection's transition reflects new trends in the live-streaming retail industry and opens new business directions for service providers:

1. New industry development trends: Live e-commerce has evolved from its early stage of dependence on influencer IP traffic to a new stage centered on supply chains, proprietary brands and systematic operations. De-influencer transformation and omnichannel expansion have become core demands for many brands and platforms, creating new demand for third-party services driven by industry-wide transition.

2. Core pain points for current clients: For platforms and brands in transition, there are two key pain points: first, the need to balance management efficiency and human-centric care; second, challenges around retaining traffic and growing membership after moving away from personal IP. Oriental Selection's sharp drop in new paid memberships—from 104,500 in the same period last year to just 11,800 today—exemplifies this common transition pain point.

3. Solutions service providers can develop: To meet industry transition demand, providers can launch targeted services including management consulting, user operations, membership system development, offline store expansion consulting, and on-demand retail supply chain matching, to capture the dividend from industry-wide transformation.

Oriental Selection's transition offers valuable operational insights for content-based retail platforms:

1. Risk mitigation reminder: A business model dependent on a single top IP is unsustainable. Tying a platform's fate to an individual creates enormous risk, and a high-profile departure directly leads to GMV declines and follower churn. Oriental Selection's experience is a clear warning call for all platforms: organizations must proactively diversify traffic, advance de-influencer transformation, and build a standardized operational system.

2. Business model transition reference: As consumer demand for high-quality self-operated products grows, platforms can shift from an MCN model to a self-operated retail model to achieve stable profitability through strong supply chains and repeat purchases. Oriental Selection's results—over 50% of revenue from self-operated products, rising gross margins, and a return to profitability—confirm this model is viable.

3. Platform deployment reference: Omnichannel expansion is an inevitable industry trend. Platforms can expand into offline experience stores, front-warehouse on-demand retail, and simultaneously list across multiple online platforms to diversify risk and build a multi-center operational system. These moves are well worth reference.

4. Management reminder: Platform management must balance institutional control and human-centric care to avoid the collective departure of core teams.

The collective departure of Oriental Selection's streamers and its ongoing transition is a representative case for research on live e-commerce industry development, with significant research value:

1. New industrial trends: The knowledge live e-commerce sector as a whole is undergoing a broad transition, shifting from an early MCN business model dependent on influencer IP to a self-operated retail business model built on proprietary supply chains. De-personal IP transformation and omnichannel expansion have emerged as new industry-wide development directions, and Oriental Selection provides a complete observable case study of this shift.

2. New challenges in transition: Transition incurs high short-term costs. Core team departure, GMV decline, stagnant user growth, and the erosion of a brand's original positioning are all unavoidable challenges during transition. Oriental Selection's current sharp drop in new memberships, sustained follower loss, and GMV decline are a typical example of transition growing pains.

3. Research implications for business models: For content e-commerce businesses built on personal IP, achieving sustainable development requires shifting from reliance on individuals to system-based competition. However, there is still no standard answer to how to balance institutional efficiency and human-centric care, or how to trade off short-term transition costs against long-term development benefits. More practical exploration is needed.