Core Viewpoint - Xiaohongshu is shifting its focus from "grass planting" to "direct grass planting," aiming to enhance the conversion effectiveness for merchants and brands through strategic partnerships and a more integrated approach to e-commerce [1][2]. Group 1: Business Strategy and Partnerships - Xiaohongshu's new goal is to connect various merchants and brands with different characteristics to facilitate growth through the platform [1]. - The strategic cooperation with Taobao and Tmall aims to create a seamless link from "grass planting" to purchase, enhancing the overall conversion process [1][2]. - The "Xiaohongxing" program has shown a 20% increase in click-through rates and a 109% increase in interaction rates for Taobao and Tmall brands on Xiaohongshu [2]. Group 2: Market Trends and Consumer Behavior - The shift in consumer behavior towards online shopping has led to a focus on low-price strategies, resulting in increased pressure on brands to offer discounts [3]. - The oversupply and homogenization of products have made traffic on major platforms increasingly expensive, prompting merchants to seek alternative strategies [3][4]. - Xiaohongshu's approach emphasizes the importance of genuine user engagement and community-driven content, which has proven to be more effective than traditional advertising methods [4][5]. Group 3: Product Development and Innovation - Brands are increasingly focusing on niche markets and specific consumer needs, leading to the emergence of "lifestyle e-commerce" on Xiaohongshu [6][7]. - The platform allows brands to gather feedback directly from users, enabling them to refine their products based on real consumer demands [6][7]. - The case of HeYou Furniture illustrates how brands can successfully adapt their offerings based on community insights, leading to significant sales growth [7]. Group 4: Community Engagement and User-Generated Content - Xiaohongshu promotes a "flow equity" model, giving more exposure opportunities to smaller influencers, which reflects deeper emotional needs of users [8][11]. - The platform's design encourages user-generated content (UGC), allowing brands to connect with consumers in a more authentic manner [10][12]. - Xiaohongshu's commitment to maintaining a community-centric approach has resulted in a significant number of users expressing purchase intentions based on peer recommendations [12][13].

肯花钱的用户、四处求货的博主、难聚起的流量。 文丨孙海宁 制图丨黄帧昕 编辑丨高洪浩 设置独立电商部门一年多，小红书最大的成就，可能是让用户感觉不到平台正挖空心思引导他们下一单。 打开小红书推荐页，信息流中的商品笔记不外显价格；应用里看不见官方制作的热销商品榜单；直播间 内，也少有 "三、二、一，上链接！" 的叫卖声。今年双十一，小红书核心玩法不是刺激交易的抢券、满 减、拼单，而是 "集章"——用户在特定直播间呆够 60 秒并关注主播，可以获得一枚电子图章。 种种含蓄显得小红书对电商业务并不急迫，但这只是表象。去年 8 月， 这家公司整合电商和直播业务 ， 组建一级部门 "交易部"，与 "社区部" 和负责广告的 "商业部" 平行，由公司 COO 柯南直接管理。几个月 前，他们又在杭州新设办公地，要和业内前辈阿里、字节做邻居、抢人才。 据我们了解，小红书电商今年实现了千亿元量级的销售额。电商部门当前的工作重心是培养站内用户的购 物习惯、提高商家的成长速度。 小红书的电商业务始于 2014 年上线的"福利社"——平台从海外买来好产品，附上易懂的介绍，任消费者 选购。可没几年，进口税收新政的大浪拍来，小红书电商逐渐 ...