万和、欧派都在降本求生：企业真正该补的 是用户资产经营能力

The current market has entered a stage of stock competition, and most traditional enterprises are caught in a growth dilemma. Cost-cutting and expense control by leading companies such as Vanward and Oppein are typical examples. This article points out that cost reduction only stops bleeding; real growth requires building up user asset management capabilities. Key takeaways are as follows:

1. First, clarify the definition of user assets: they are not customer lists or private domain follower counts, but users that can continuously contribute value in the future. The first step is to filter out users worth investing in, and avoid being confused by invalid user volumes.

2. Implement effective user segmentation: Do not use the same set of operational tactics for all users. Develop different strategies for new users, repeat buyers, high-value users and dormant users, and concentrate limited resources on high-value users.

3. Build a full-lifecycle operational path: Treat closing a transaction as the starting point of user management, complete the full process from new user conversion to targeted re-engagement, and turn one-off transactions into long-term relationships.

4. Leverage data and AI for systematic operation, accumulate experience to improve efficiency, and scale up user management capabilities.

The consumer market has now entered the stage of stock competition. Traffic dividends have disappeared, customer acquisition costs have climbed, and price wars have become increasingly cutthroat. The traditional growth model for brands that relies on advertising and channel expansion has become ineffective, and brands need to pivot to user asset management to break through. Key takeaways are as follows:

1. Shifting consumer trends: The market has changed from incremental growth to stock competition, user demand has shifted from one-off transactions to long-term trust-based relationships, and the growth space for brands has shifted from external traffic to value extraction from existing users.

2. Sorting out user assets: Brands need to re-identify real user assets that can continuously deliver value, and avoid wasting resources on invalid users that cannot generate value.

3. Direction for marketing transformation: Shift from broad-based mass promotions and universal coupon sends to refined segmented operation, matching corresponding operational tactics to users at different lifecycle stages.

4. Solutions for efficiency improvement: Brands can leverage data and AI to accumulate operational experience, improve user management efficiency, convert one-off transactions into long-term stable cash flow, and build brand moats that can withstand industry cycles.

Today, sellers are facing a triple storm of the stock market, economic cycles, technological revolution, and enterprise lifecycle. Sellers' original growth model that relied on market dividends is no longer sustainable, and they need to shift their mindsets to capture new growth opportunities. Key takeaways are as follows:

1. Risk warning: If sellers always stick to a traffic-focused mindset and only focus on the volume of new customer acquisition rather than user retention, they will fall into a dilemma where customer acquisition becomes increasingly expensive, conversion becomes increasingly difficult, and repeat purchase rates keep falling. The more aggressive front-end customer acquisition is, the larger back-end losses may be.

2. Opportunity insight: New growth space lies in extracting value from existing users. Doing user asset management well will unlock a new growth engine.

3. Actionable insights: Sellers need to shift from a traffic-focused mindset to a user asset management mindset. First, segment users and filter out those worth investing in, then build a full-lifecycle operational path, and leverage data and AI to improve operational efficiency.

4. Correct approach to cost reduction: Cost reduction does not mean blindly cutting staff or slashing expenses; it means cutting ineffective operational actions and reallocating resources to high-value users, stopping bleeding first before achieving growth.

In the current era of stock competition, factories' original growth model that relied on capacity expansion and channel dividends has become ineffective. They need to pivot to a user demand-centric approach and unlock new business opportunities through user asset management. Key takeaways are as follows:

1. Requirements for product manufacturing and design: Factories need to shift from the original product-centric approach to a user demand-centric approach, adjust production and design around differentiated needs of users at different lifecycle stages, and match changing user needs across different stages.

2. New business opportunities: In a stock market, extracting more value from existing users costs less and delivers higher returns than developing new users. Factories can generate long-term stable cash flow through user asset management to withstand industry cycle fluctuations.

3. Insights for digital and e-commerce transformation: When advancing digital transformation, factories should prioritize the implementation of systematic user asset operation, use data and AI to identify user demand, assess user value, and accumulate replicable operational experience. Do not blindly chase AI trends; factories need to first build the foundational framework of user segmentation and full-lifecycle operation to allow AI to deliver value.

Currently, most traditional enterprises face stock-phase growth bottlenecks and are impacted by the triple cycle pressures. The widespread demand for transformation to user asset management among traditional enterprises has brought new market opportunities for service providers. Key takeaways are as follows:

1. Industry development trend: The operating paradigm of traditional enterprises is shifting from a traffic-focused mindset to a user asset management mindset. The core competitiveness of future enterprises will be user asset management capability, and demand for related consulting, tools, and outsourced operation services will continue to grow.

2. Core pain points of clients: Most traditional enterprises misunderstand user assets, equating user lists or private domain followers with actual user assets. They still rely on broad, traffic-style operation methods for user management, leading to severe resource misallocation. They also lack systematic operation capabilities; relying on manual experience leads to low efficiency and large errors, making it difficult to implement user asset management in practice.

3. Direction for solutions: Service providers can develop targeted products and services centered on user asset management, help enterprises sort out user assets, build segmented operation systems, design full-lifecycle operation paths, and develop data and AI-powered operation tools to help enterprises implement systematic user asset management capabilities.

In today's era of stock competition, a large number of brands, sellers and factories that operate on marketplaces face growth bottlenecks, and have widespread demand for transformation from a traffic-focused mindset to user asset management. Platforms need to adjust their operation strategies to match this new demand. Key takeaways are as follows:

1. New merchant demand: The original marketplace model that only provides traffic-based customer acquisition services can no longer meet merchant demand. Merchants need platforms to provide user management-related tools and capabilities to help them accumulate and operate their own user assets, and improve user repeat purchase rates and lifetime value.

2. Direction for platform operation optimization: Platforms can develop targeted tools for user segmentation, full-lifecycle operation, and data-driven user analysis, and integrate AI capabilities to help merchants lower the barrier to user management and improve operational efficiency.

3. Direction for merchant recruitment and risk mitigation: Platforms can prioritize recruiting merchants that already have mature user asset management capabilities, while guiding existing merchants to complete the mindset shift. This will improve the overall profitability of platform merchants, reduce the risk of merchants exiting the platform due to insufficient growth, and drive the platform ecosystem to shift from a traffic-transaction orientation to a long-term user value orientation.

Currently, most domestic industries have entered the stage of stock competition, and are facing the triple shock of economic cycles, technological revolution, and enterprise lifecycles. The traditional traffic-driven growth model has become ineffective, and the industry is seeing entirely new development trends. Key insights are as follows:

1. New industry trends: Corporate competition has shifted from the original product competition, price competition, and channel competition to competition based on user asset management capability. The operating philosophy of the entire industry is shifting from channel orientation and product orientation to user asset orientation, which is the core direction of current traditional industry transformation.

2. New industry problems: Most traditional enterprises hold misconceptions about user assets, generally equating user lists and private domain follower counts with actual user assets. They still rely on broad traffic operation practices for user management, leading to severe resource misallocation. At the same time, most enterprises lack systematic user management capabilities, with manual operation delivering low efficiency and difficult experience accumulation.

3. Reference for new business models: This article puts forward a new business philosophy of user asset thinking. Different from the traditional product-centric user thinking, its core is to treat users as long-term appreciable assets, extract long-term user value through segmented operation, full-lifecycle management, and efficiency improvement enabled by data and AI, which provides a new researchable business model direction for transforming enterprises.