不懂消费者VOC的品牌 别谈第二增长曲线

This article shares the core logic for companies to build their second growth curve in the post-traffic era, with clear, actionable insights. It is a valuable reference for general readers to understand new shifts in China’s e-commerce industry.

1. Current state of the e-commerce industry: Promotional campaigns like 618 have extended their timelines, customer acquisition costs continue to rise, and consumer behavior has polarized sharply. On one end are loyal repeat buyers with high average order values; on the other are price-savvy shoppers who jump between platforms, compare prices repeatedly, and return orders immediately after purchase. With mobile internet user growth plateauing and e-commerce penetration stalling, the industry has entered a phase of stock competition, and the old playbook of driving growth through paid traffic is no longer effective.

2. Shift in core growth strategy: The industry has moved from "treating customers as traffic" to "treating traffic as customers". The core task for companies now is to understand consumers' real needs: by aggregating scattered consumer feedback across all channels, brands can uncover unmet pain points and iterate products and services accordingly. Brands including Hisense and Yaya have already validated that this model effectively boosts conversion rates, cuts R&D cycles and reduces operating costs.

This article outlines a clear new direction for brand growth in the post-traffic era, with actionable takeaways for brand operations, product development and more.

1. Shifts in consumer trends and user behavior: Consumers today are sharply polarized. Saturated product supply has made buyers more selective, and decision-making is spread across multiple channels: nearly 50% of consumers get shopping inspiration from live streaming rooms, and 37% use AI to assist price comparison and purchasing decisions. In an era of stock competition, brands need to shift their focus from one-off purchases to repeat business and user loyalty.

2. Upgrading product development logic: Traditional product selection was driven by supply chain updates, with brands pushing new items to consumers. Today, brands are instead shifting to a reverse model of uncovering unmet pain points from consumer feedback, then working with supply chains to deliver solutions. For example, Hisense launched a free-installation offering after aggregating user complaints about hidden installation fees, which directly lifted product conversion. One apparel brand reduced its return rate by 12% after adjusting product sizing based on customer feedback.

3. Pathways to improving operational efficiency: A Voice of Consumer (VOC) data platform unifies fragmented data across all channels, structuring it to support data-driven decisions. After adopting such a system, Yaya saw a 35% increase in resolution rate for after-sales complaints, cut new product R&D cycles from 6 months to 4, and reduced supply chain exception costs by 40%.

This article analyzes new shifts in today's e-commerce industry, outlines existing risks and new growth opportunities for sellers, and provides actionable operational guidance.

1. Current industry changes and risks: Total mobile internet user growth has plateaued, e-commerce penetration has stalled, and the industry has officially entered a phase of stock competition. Consumers now have more choices than ever, and cross-platform price comparison has become the norm. The old strategy of driving promotional growth through paid traffic delivers diminishing returns, while customer acquisition costs keep rising, making the traditional model unsustainable.

2. New growth opportunities: The second growth curve in the post-traffic era comes from truly understanding consumers. By uncovering real unmet consumer pain points and optimizing products and services accordingly, brands can unlock new growth, and this model has already been validated by multiple leading brands.

3. Actionable best practices: Sellers can adopt a mature omni-channel consumer data platform, which converts unstructured data scattered across platforms—including customer service conversations, product reviews and after-sales tickets—into structured, quantifiable tagged data. This allows sellers to quickly pinpoint business pain points, boost conversion, cut costs, shorten new product R&D cycles, and respond faster to market demands.

This article offers multi-faceted actionable insights for factories looking to adapt to new e-commerce trends, advance digital transformation, and unlock more business opportunities.

1. Shifts in product design and manufacturing demand: Brand product selection logic has fundamentally changed, shifting from a "push products to consumers based on supply chain updates" model to a model of "first uncovering unmet consumer needs, then engaging the supply chain to deliver solutions". Factories need to adjust their engagement models to quickly respond to customized production and design requests that brands develop based on consumer demand.

2. New business opportunities: Amid stock competition, a growing number of brands are prioritizing the excavation of real consumer demand. Factories that can quickly adapt to small-batch, personalized production requests will secure more long-term, stable brand partnerships, and will hold a stronger competitive edge compared to factories that only compete on volume and low prices.

3. Insights for digital transformation: Factories can follow brands' digital transformation paths, unify demand and feedback data across all their own channels, use AI analytics to quickly pinpoint problems in manufacturing and supply chain links, improve the efficiency of supplier quality assessment, cut exception handling costs, and better support brands to shorten new product launch cycles.

This article discloses new demand and trends in China's current enterprise e-commerce services space, and provides multi-dimensional insights for service providers targeting brand clients.

1. Industry development trends: In the post-traffic era, structured analysis of consumer data has become a rigid demand for brands. Voice of Consumer (VOC) platforms are emerging as new core infrastructure for brand operations, with massive untapped market potential. Yuyi Technology’s 97% customer renewal rate validates the authenticity of this demand and brands’ willingness to pay for these services.

2. Core pain points of brand clients: Most brands currently face the problem of fragmented omni-channel consumer data, where unstructured data cannot support decision-making. Traditional business intelligence and AI customer service tools only replace legacy tools, rather than solving organizational upgrading problems. Common pain points across the industry include insufficient real-time risk warning, low responsibility assessment efficiency, and lack of proactive return retention campaigns.

3. Reference solution: Service providers can draw on Yuyi Technology’s layered product system, which provides data aggregation and analysis, strategy execution, and cross-border omni-channel coverage services for brands at different development stages. Service providers can also proactively layout service capabilities compatible with enterprise intelligent agents in the future, opening up APIs to allow direct access by agents to improve service compatibility.

This article sorts out the core pain points that brands and merchants face in e-commerce operations, and provides clear direction for marketplace operators to optimize operations, improve recruitment and mitigate risks.

1. Core merchant demand: Multi-platform operation has become the norm for brands, and merchants need to unify consumer data scattered across different platforms for integrated analysis and decision-making. The current state of data silos between platforms cannot meet this core merchant demand, which is the key area where platforms can make improvements.

2. Direction for optimizing platform operation and merchant recruitment: Platforms can integrate mature VOC consumer data analysis services as a value-added offering for onboarding merchants, helping them improve operational efficiency and unlock growth opportunities. This will not only improve retention and performance for existing merchants, but also serve as a selling point to attract more leading brands to join the platform.

3. Risk mitigation: Platforms can leverage intelligent VOC analysis capabilities to help merchants quickly identify product reputation risks and supply chain exception risks, and enable early warning. This reduces business losses for merchants while preventing risk spillover to the platform, improving the overall operational stability of the marketplace.

This article discloses new industry trends, emerging problems and innovative business models in the e-commerce sector in the post-traffic era, offering high reference value for industry research.

1. New industry trends: E-commerce has officially entered a phase of stock competition, and the industry’s growth logic has shifted from traffic-driven to consumer insight-driven. VOC consumer data is becoming a core asset for brands, and VOC platforms are emerging as new core infrastructure for brand operations. Large language model applications have moved beyond front-end customer service to power back-end enterprise decision-making.

2. Emerging problems in the industry: Traditional top-down decision-making processes are inefficient and cannot adapt to fast-changing market demand. Most companies’ AI deployments are still limited to replacing legacy tools, rather than completing upgrades to organizational structure and decision-making models, and data silos remain a widespread problem.

3. Innovative business model: A new business model for large model-powered omni-channel consumer data platforms has emerged, which uses a layered product system to meet the needs of brands at different growth stages. The model currently serves more than 300 leading brands across more than 30 industries, with a 97% customer renewal rate that validates its commercial viability. It is currently evolving toward compatibility with enterprise intelligent agents.