Market Union | The Launch Ceremony of MU Group Comprehensive Reform Pilot Zone Held

On September 22, the Launch Ceremony of MU Group Comprehensive Reform Pilot Zone was held simultaneously in Ningbo and Yiwu. Group President Tom Tang, Group executives Amenda Weng, Eric Zhuang, Sam Zhu, Amanda Chen, Jessie Lai, and Ellen Xiang attended the main venue in Ningbo. Henry Xu and Ken Huang attended the Yiwu sub-venue. Enterprise leaders of the Comprehensive Reform Pilot Zone, heads of business departments, heads of operations, finance, as well as human resource generalists were present.

This marks an important milestone in fully launching the construction of the pilot zone, following the Group’s release of the Notice on Cultivating Four Hidden Champions and Little Giants Carriers: BRIGHT MAX, SKYLARK NETWORK, GIANT TIGER, and TOPWIN on June 6, and the first pilot zone meeting held on June 13. The “Hundred-Regiments Battle” is about to begin — this is yet another new expedition!

Enterprise leaders of the pilot zone made statements around their “reform goals, reform directions, and reform measures.”

Jacky Zhou, General Manager of BRIGHT MAX (Hidden Champion cultivation enterprise), stated: “Real opportunities are always hidden in what is ‘not easy.’ Running a business does not rely on temporary luck, but on the original intention of ‘customer first,’ and the resilience of long-term struggle! The greatest wealth of an enterprise is not money, but people; not the most talented people, but people united as one. A group of ordinary people working hard toward one goal can achieve extraordinary things. ‘Building a world lighting kingdom’ is not just a slogan, but a big dream we will fulfill together. No flashy formalities—we will only do what customers can see and what the market can recognize.”

Ken Huang, General Manager of SKYLARK NETWORK (Hidden Champion cultivation enterprise), stated: “Skylark will firmly rely on Yiwu’s strategic positioning and policy dividends as Comprehensive Reform Pilot Zone for International Trade, continuously consolidating the foundation of development and enhancing competitive barriers. To achieve the strategic goal of ‘building a leading B2B cross-border e-commerce enterprise,’ we will advance comprehensively in the following five aspects: strengthening talent echelon building; continuously expanding traffic inflow from all channels; deepening regional layouts in international markets; focusing on customer value with ‘one-stop supply chain solutions’ as the core; and expanding product line boundaries. Skylark will use customer growth and satisfaction as its beacon, and reform and innovation as its driving force, bravely standing at the forefront of the industry.”

Amanda Chen, General Manager of GIANT TIGER (Little Giant cultivation enterprise), stated: “In the past 20 years, the Group has experienced its first round of rapid growth; in the new 20 years, Giant Tiger will summarize past experience and advantages to start a new round of high-quality development! To achieve the strategic goal of ‘building a one-stop procurement ecosystem for creative gift clients,’ we will comprehensively advance in the following four aspects: strengthening talent echelon building; strengthening middle-office construction and enhancing collaboration between functional and business departments; deeply exploring customer needs with ‘providing one-stop procurement’ as the core; strengthening supply chain construction by dynamically evaluating and classifying suppliers, integrating supplier resources, and reducing costs while increasing efficiency.”

Afterwards, Human Resource Generalists of the pilot zone enterprises made statements.

Nicole Hao, Deputy Human Resource Generalist of GIANT TIGER, stated: “Focusing on the three major themes of ‘people, organization, and business,’ and facing the challenges brought by remote management, we must act as resolute partners, organizational guardians, and emotional supporters. With a year and a half of HRG experience, and based on operations work itself, I seek to identify bottlenecks in cross-department communication and open channels through organizational strength to reduce internal friction and improve efficiency. By localizing administrative and HR operations, we extend MU culture into remote management. HRGs are not about management, but about wholeheartedly serving everyone.”

Puri Qiu, Deputy Human Resource Generalist of TOPWIN, stated: “Topwin has been deeply engaged in the Latin American market for more than ten years. We must not only prioritize profits, but also grasp the ‘exam question’ of delivery speed, rewarding procurement colleagues who create more profits! How should rewards be given, how should evaluations be made, and how to stimulate collection proactivity? How to mediate conflicts in procurement team and sales team? We are not just selling products—we must transform from ‘foreign traders’ into customers’ ‘senior personal secretary teams,’ becoming the first choice for South Americans sourcing from China! By holding internal sharing sessions and optimizing performance appraisal and incentive mechanisms, we ensure that those who create value receive rewards.”

Irene Xu, Human Resource Generalist of SKYLARK NETWORK, stated: “As a finance professional, how to fulfill the duties of a HRG beyond my core responsibilities is a new growth and challenge. This role is the promoter of strategic implementation and the shaper of organizational culture, and must play the triple role of bridge, supervision, and empowerment. First is the bridge function—to eliminate information, resource, and cultural gaps between the Group and divisions. Second is the supervision function—to identify reform risks with financial risk-control thinking and correct deviations in the process. Third is Group empowerment—coordinating resources with the authority of the Group identity, and using financial expertise as a tool. HRGs must understand people, human nature, and also the art of flexible management.”

Hidden Champion cultivation enterprises and Little Giant cultivation enterprises were each awarded plaques. This is not only a commemoration and guidepost, but also a heavy responsibility!

Finally, Tom Tang pointed out: “The Comprehensive Reform Pilot Zone has established a management structure based on business clusters, equipped with HRGs, and operations-finance teams. The company encourages primary departments to establish middle-office systems. Achieving goals of 500 million or 1 billion USD is not difficult—the key is solving existing problems. Reform has no standard answer—the essence lies in innovation and breakthroughs. Reforming performance evaluation, incentive distribution, and business strategies under the current mechanisms, and leveraging reform dividends to surpass and widen gaps—this will be the test of reform’s success!

The pilot zone is an opportunity for everyone to fight. Reform itself means pain, hardship, blood, sweat, and tears. Reform means sacrifice and blood. Semi-retirement is not reform. Not making mistakes is not reform. Mediocrity is not reform. Reform means real action! Reform and innovation, daring to be the first—‘two horizontals and one vertical’ means doing, and through doing, creating new ground. If the market is a red ocean, then carve out a blue ocean from the red—this is the struggle of a generation! Reform has entered uncharted territory, with no turning back. The company calls for post-2005 and post-2000 heroes to step forward and swim in the vast seas!”

The “Hundred-Regiments Battle” has quietly begun. The four pilot enterprises must benchmark internally, compete, and surpass one another, with monthly rankings and competitions. We must have the determination and courage to reach 10 billion USD. A second batch of pilot enterprises will soon be launched, and competition will intensify! The horn of 100 billion USD has already sounded—the four pilot enterprises shoulder unique missions and responsibilities to drive the Group forward!