2026 All-Hands Meeting

Recently, the company's all-hands meeting came to a close in a spirited atmosphere. This gathering was both a review of the past and a launching point for the future and in a market environment many have called a "magical/chaotic period," we delivered an exciting set of results: total export volume for 2025 reached its highest point in thirty years. Tremendously gratifying, and all the more precious for it.

At the meeting, Chairman Lily offered a comprehensive summary of each major functional department's performance in 2025, and the general managers of all eight business centers shared overviews of their respective departments' work from the past year. Over three-plus hours, there were no hollow slogans, only solid data, clear-eyed retrospectives, and practical planning. The through-line of the entire meeting can really be distilled into a few keywords: the A+ Plan, initiative, AI technology... and the founding spirit as the company approaches its thirtieth anniversary.

Customer First: From ABCD to the A+ Strategy 

The eight business center general managers' presentations were sharply focused on three dimensions: the status of the four ABCD customer tiers, analysis of shifts in procurement regions, and the company's full push to implement the A+ major client strategic framework.

Over the past year, the customer structure has shifted and procurement regions have migrated, but our response has not been passive adaptation. It has been proactive segmentation and precision service. Core client retention has continued to strengthen, and the conversion pathway for high-potential clients has become increasingly clear. At the same time, "customer customization" has demonstrated remarkable vitality.

Pivoting Under Zero Tax Rebates and Anti-Dumping Pressures

The external environment has not been easy. Challenges like zero export tax rebates and anti-dumping measures are real tests. But the signal coming out of the meeting was clear: we are no longer satisfied with "not making mistakes.” We want to win.

This means a leap from "passive compliance" to "active competition." In the past, our focus was on the rules themselves. Now we are focused on a more fundamental question: In the eyes of our customers, who are we?

Approaching things with that question - observing, testing, adjusting - is how we deliver more precise and targeted service. This isn't a one-time research exercise; it's an ongoing capability-building process. When you can clearly answer "why does the customer choose you and not someone else," competition stops being a price war and becomes a value war.

On the "Comfort Zone": Not Escaping It — Expanding It

One idea resonated deeply with many colleagues at the meeting:

"Rather than jumping out of your 'comfort zone,' the more important thing is to expand it through continuous effort and experimentation."

This is not an endorsement of complacency. It’s a more pragmatic philosophy of growth. Leaping out of your comfort zone often means cliff-edge exposure to risk. Expanding it means building outward from existing strengths in a measured, rhythmic way. Every small success quietly redraws the boundary of what feels "comfortable." Over time, what was once unfamiliar territory becomes your home turf.

Company-Wide Embrace of AI: Not a Trend, A Foundational Skill

In 2025, AI moved from "should we use it?" to "how well are we using it?" The meeting made it explicit: in the coming year, AI-related training will be strengthened, and the entire company will embrace the new technology.

This isn't chasing a buzzword. It’s a genuine efficiency revolution. From customer analysis and supply chain optimization to the rapid generation of customized proposals, AI is penetrating every layer of business operations. In the future, employees who don't understand AI won't simply be "behind the times,” they’ll be "without tools to work with." The company's goal is to ensure every colleague can fluently use AI as their own “co-pilot."

At the meeting, the company formally released its new five-year plan. The tone was clear: no need to be overly aggressive, steady progress forward.

In an era where uncertainty has become the norm, stability itself is a strategy. No reckless expansion, no chasing short-term waves, just deep, sustained cultivation of the lanes where we are strong, taking every step with solidity and care. Thirty years of accumulated experience has taught us that truly lasting growth is never explosive. It is built on endurance.

Our founding spirit remains unchanged, so our direction never drifts; We meet all change with composure, so no storm can shake us.

Together, onward.

近日，公司全员大会在热烈的氛围中落下帷幕。这场大会既是一次复盘，也是一次启程——在被称为“魔幻时期”的市场环境中，我们交出了一份令人振奋的成绩单：2025年度总出口额实现三十年来的新高。万分可喜，更弥足珍贵。

会上，董事长李锂对公司2025年各主要职能部门的表现进行了全面总结，八位事业中心总经理也依次分享了各自部门去年的工作概述。三个多小时里，没有浮夸的口号，只有扎实的数据、清晰的复盘和务实的规划。而整场会议的核心线索，其实可以浓缩为几个关键词：A+计划、主动、AI技术......以及——三十周年的初心。

客户为本：从ABCD到A+战略

八位事业中心总经理的工作概述，高度聚焦于三个维度：ABCD四大类客户的情况、采购区域的变化分析、以及公司正在全力落实的A+大客户战略部署。

过去一年，客户结构在变，采购区域在迁移，但我们的应对不是被动跟随，而是主动分层、精准服务。核心客户的黏性持续增强，潜力客户的转化路径也更加清晰。与此同时，“客户定制”已展现出强大的生命力。

零退税和反倾销下的转身

外部环境并不轻松。零退税、反倾销等挑战是实实在在的考验。但会上传递出的信号很明确：我们不再满足于“不出错”，而是要“能打赢”。

这意味着从“被动合规”到“主动竞争”的跃迁。过去我们关注的是规则本身，现在我们更关注一个更根本的问题：在客户眼中，我们到底是谁？

带着这个问题去观察、去验证、去调整，才能做出更精准、更有针对性的服务。这不是一次性的调研，而是一种持续的能力建设。当你能清晰地回答“客户为什么选你，而不是别人”时，竞争就不再是价格战，而是价值战。

关于“舒适圈”：不是跳出，而是扩大

会上有一个观点引起了很多同事的共鸣：

“比起跳出‘舒适圈’，通过不断地尝试和努力去扩大自己的‘舒适圈’，才是最重要的。”

这并非鼓励安逸，而是一种更务实的成长哲学。跳出舒适圈往往意味着断崖式的风险暴露，而扩大舒适圈则是在已有优势的基础上，有节奏地向外探索。每一次微小的成功，都在重新定义你“舒适”的边界。久而久之，原本陌生的领域，也会变成你的主场。

全员拥抱AI：不是风口，是基本功

2025年，AI技术已经从“要不要用”变成了“用得好不好”。会上明确提出：新的一年将加强AI相关培训，全员拥抱新技术。

这不是追赶时髦，而是实实在在的效率革命。从客户分析、供应链优化，到定制化方案的快速生成，AI正在渗透到每一个业务环节。未来，不懂AI的员工将不再是“跟不上节奏”，而是“没有工具可用”。公司要做的，是让每一个同事都能熟练地把AI变成自己的“副驾驶”。

大会上，公司正式发布了新的五年计划。基调很明确：不必过于激进，稳步前进。

在一个不确定性成为常态的时代，稳健本身就是一种战略。不盲目扩张，不追逐短期风口，而是在自己擅长的赛道上持续深耕，把每一步走实、走稳。三十年的积淀告诉我们，真正持久的增长，从来不是爆发式的，而是耐力式的。

初心不变，所以方向不偏；

万变从容，所以风浪不惧。

共勉