大家好，我是张张张 无实战不分享，无价值不输出 今天新店勉强破百，主要是今天所有店铺都没有上品发笔记 一是周末也想适当的休息休息 二是把最近发现的红海类目下的细分赛道资料整理了，也手搓了一批主图 准备下周开始上架测试一波 最近发现投流这东西真的是锦上添花，但是如果你本身笔记质量不过关 比如那些脚本复刻出来的笔记，就算投流，也很少有消耗 20块钱一个周都花不出去，且转化为零 拿了两个号来测试，一个纯脚本搬运铺货，一个手搓主图 同样进行乘风投放，结果搬运的店铺一单没出，手搓的花了100块 roi能跑到2.6，相当于赚了160 首先我不止一个店铺，基本上每个店铺每天多多少少都有单 每次我只是拿了一个相对典型的贴出来，最近一般都是发新店 因为比较有代表性，从零开始，几天破百，几天破二百，有什么问题 都会在连续的实操过程中出现并被我解决 其次呢，小红书虚拟电商也不是我的主营业务 我自己本身还有校园业务的基本盘 每天私域也有很多单子要聊，小红书只是顺手在空闲时间 不耽误主营业务的情况下拓展的，所以比不上那些单纯做这个项目的大佬 收益那么高，我这赚多赚少无所谓，当然随着不断实战，经验越来越多 后面也可能会把小红书作为一个主 ...

Core Insights - The concept of "private domain" has evolved from a mere operational model to a strategic "growth engine" for companies, as evidenced by its frequent mention in IPO prospectuses [2][3] - Companies are increasingly highlighting user assets as a crucial component of brand valuation, indicating that effective user management will lead to greater growth potential in the capital markets [3] Summary by Sections Private Domain in IPO Prospectuses - Multiple consumer brands preparing for IPOs emphasize "private domain" and related membership operations, showcasing the strategic importance of private domain strategies [5] - Snack brand "Hao Xiang Lai" reported that its members contributed approximately 78% of GMV in the first eight months of 2025, highlighting the significant impact of private domain user assets on revenue growth [2][5] - The mother-and-baby brand "Bu Tong Group" defined "private domain" in its prospectus and demonstrated rapid growth in private domain sales, with revenue increasing from 8.8 million yuan in 2022 to 56.3 million yuan in the first half of 2025 [5][6] Development Stages of Private Domain - The development of private domain can be categorized into three stages: 1. **Official Definition Stage (around 2020)**: The concept of private domain traffic emerged as brands began to establish their own traffic pools [9] 2. **High Growth Stage (2021-2023)**: Brands started to mention "private domain" or "membership operations" in their financial reports, leading to significant performance improvements [10] 3. **Mature Stage (2024-present)**: Private domain strategies are now frequently included in IPO prospectuses, becoming a core growth model for companies [10] Future Trends Reflected in Private Domain Layouts - **Trend 1: Full-domain Operations and Online-Offline Integration**: Brands are increasingly emphasizing the integration of online and offline channels to create a seamless user experience [11][12] - **Trend 2: Organizational and Mechanism Reform**: Companies are adjusting their internal structures to support private domain and full-domain operations, leading to more agile and responsive organizations [13] - **Trend 3: Layered Membership Management**: The future will see a more refined approach to membership management, focusing on clear tier structures and differentiated benefits [14][15] - **Trend 4: Full-link Digital Empowerment**: A comprehensive digital infrastructure is essential for the effective implementation of private domain strategies, enabling real-time collaboration across various business functions [16][18] Conclusion - The emphasis on "private domain operations" is shifting from a marketing tactic to a central theme in corporate growth strategies, with a clear trend towards user-centric, data-driven operations [18]

Financial Performance - The company reported a revenue of approximately 775.5 million RMB for the first half of 2025, representing a year-on-year growth of 7.8% [1] - Gross profit was approximately 582 million RMB, with a year-on-year increase of 1.1%, while adjusted gross profit reached about 583 million RMB, up 36.1% year-on-year [1] - Adjusted net profit was 16.9 million RMB, marking the first profit since 2021 [1] Business Solutions and AI Products - The integrated solutions, particularly "Retail + Enterprise WeChat" and "Retail + Enterprise WeChat + Membership," gained significant customer recognition, with GMV from clients using smart retail increasing by 13.4% year-on-year [1] - AI product revenue for the first half of 2025 was approximately 34 million RMB, with a 172% increase in paid users [2] - The WAI SaaS product saw a 57% increase in average monthly active merchants compared to the second half of 2024 [2] Market Position and Collaborations - The company holds a 48% share among the top 100 fashion retailers in China, 50% in commercial real estate, and 42% in convenience store chains [1] - The company launched five solutions in collaboration with WeChat Mini Programs, achieving a 15% penetration rate among existing accounts in the first month [3] - The company actively collaborates with Tencent, launching the "Private Domain Security Escort Plan" to enhance technical services and security for clients [3] Ecosystem Expansion - The company is exploring opportunities in the HarmonyOS merchant technology service market as a service provider [4] - The integration of WeChat Mini Programs with Douyin and Meituan has been established, enhancing the service capabilities [4] - A partnership with Alipay was formed to launch the "Vibrant Good Price Festival," creating a full-link marketing service for brands [4]

Core Viewpoint - The article discusses the emergence and evolution of the "Zhengzhou Gang," a group of grassroots e-commerce entrepreneurs in China, highlighting their unique marketing strategies, controversies, and ongoing transformation in response to platform regulations [1][10][25]. Group 1: Zhengzhou Gang's Emergence and Strategies - The Zhengzhou Gang consists of grassroots merchants who initially sought free traffic due to a lack of resources and support in the e-commerce ecosystem [5][9]. - Their marketing strategy involved creating numerous accounts to generate content that drives traffic to their products, particularly through platforms like Xiaohongshu (Little Red Book) [7][8]. - By 2021, the Zhengzhou Gang had established a significant presence, with over 100,000 editors and producing more than 500,000 posts daily, dominating various categories on Xiaohongshu [9][10]. Group 2: Controversies and Challenges - The Zhengzhou Gang's approach has faced criticism for producing low-quality, homogeneous content that undermines user experience and platform integrity [10][12]. - Xiaohongshu has implemented strict measures against fraudulent marketing practices, leading to significant losses for many Zhengzhou Gang merchants [12][14]. - Despite these challenges, some members of the Zhengzhou Gang are attempting to pivot towards more sustainable business practices and higher-quality content production [14][16]. Group 3: Transformation and Future Directions - The Zhengzhou Gang is now focusing on compliance and long-term business sustainability, emphasizing content quality, paid traffic strategies, and product branding [15][16]. - They are exploring partnerships with factories to improve product quality and aesthetics, aiming to compete in the market more effectively [15][16]. - The group is also adapting to platform changes by diversifying their traffic acquisition strategies and enhancing their operational efficiency [24][25]. Group 4: Lessons and Insights - The Zhengzhou Gang's experience illustrates the importance of understanding platform dynamics and the need for rapid adaptation to regulatory changes [20][24]. - Their operational model emphasizes high efficiency and scalability, which can serve as a case study for other e-commerce players [22][23]. - The ongoing evolution of the Zhengzhou Gang reflects broader trends in the e-commerce landscape, where balancing compliance, quality, and profitability is crucial for long-term success [25].

Group 1: Human Resources, Team Dynamics, and Company Culture - The importance of maintaining a positive facade and energy within the team, as negative talk can impact morale and performance [3][4] - Emphasizing the significance of a solid foundation, which includes cash flow and a sense of security, especially in a market characterized by stagnation [3][6] - The necessity of private ownership to enhance performance and team motivation, which is a strategic cost investment [5][6] - In a stagnant market, maintaining the existing business without decline is considered a success, requiring increased effort each year [6][12] - Creating a supportive and non-toxic work environment is crucial for recruitment and retention, as it can significantly enhance company culture [12] Group 2: Business Direction, Resources, and Sales Strategy - Entrepreneurs must take responsibility for finding their own direction; those who start businesses without a clear purpose are likely to fail [13] - The most valuable resources for entrepreneurs are their own energy and determination, which drive execution and results [14] - The expectation of rapid growth from increased traffic is unrealistic; stable delivery is essential for consistent growth [15][16] - Initial business models should focus on manageable products and services to maintain energy and attention on sales and marketing [21][22] Group 3: IP and Private Domain Marketing - The current era emphasizes the importance of personal branding (IP) and the need to capture influence to avoid being marginalized [25][26] - The rise of platforms like video accounts and social media has created opportunities for individuals to establish their own IP [27] - Building long-term relationships with customers is essential; private domain marketing is about maintaining value rather than ownership [29] - A strong network of contacts can lead to significant profits, emphasizing the importance of high-value products and services [30] Group 4: Energy, Growth, and Company Values - Entrepreneurs should cherish opportunities and focus on management rather than waiting for luck to change their circumstances [38] - Creating an environment that fosters personal growth and high energy is vital for sustained success [39] - Understanding the limitations of personal capacity can enhance the enjoyment of entrepreneurship, as individuals can only manage a few key tasks effectively [40] - After achieving initial financial success, entrepreneurs should seek new challenges to avoid stagnation and meaningless competition [41] Group 5: Social Relationships and Personal Responsibility - All outcomes are a reflection of personal responsibility; challenges and obstacles stem from internal issues [43] - Confusion and uncertainty are normal; seeking inspiration from innovative environments can lead to breakthroughs [44] - Entrepreneurs should not rely on others to solve their problems; self-reliance is crucial for achieving results [45] - The role of social circles is to present possibilities rather than guarantee resources or outcomes [46]