To further consolidate the comprehensive competence of core sales staff, renew business thinking and strengthen management capabilities, Kuai'erjie Smart Supply Chain Group successfully held its first Training & Improvement Workshop for Core Sales Personnel at the Group Headquarters on September 11–12, 2026. A total of 18 core sales backbones from subsidiaries, business divisions and Sales Center gathered for an immersive intensive learning program featuring “professional empowerment and cognitive upgrading”, building up team strength for hitting annual targets.

I. Dual-track Faculty Teaching to Build Practical Sales Capabilities

Adopting a dual-track teaching model of “industry experts + group senior executives”, the training consisted of two thematic modules: Breaking Through: Professional Empowerment and Sales Campaign and Growth: Cognitive Reshaping and Corporate Culture, integrating cutting-edge external theories with the Group’s internal practical experience.

Professor Gu Jingjing, Vice Dean of the School of Smart Logistics, Suzhou Vocational College of Tourism, delivered lectures on reshaping marketing mindset, STP market strategy and 4P implementation approaches. She conducted case studies and scenario simulation exercises based on real business scenarios of hazardous chemical logistics, guiding participants to segment customers from multiple dimensions including industry attributes, cargo characteristics and compliance requirements, identify target markets and develop differentiated competitive strategies.

Meng Xiangmin, Deputy General Manager of the Group’s Strategic Development Department, made an in-depth analysis of the landscape, policy orientation and market development trends of China’s hazardous chemical logistics industry. Rooted in the Group’s core business, he sorted out opportunities and challenges in industry competition. He emphasized that hazardous chemical logistics must firmly uphold compliance and safety as the lifeline, and win customer trust through professional competence and full-chain value services, laying a solid cognitive foundation for core sales staff in market development.

Cha Yan, General Manager of the Group, shared practical modules including customer prospecting, demand assessment, business negotiation and performance growth drawing on years of frontline experience. By reviewing real business cases, she unpacked lead-generation strategies and negotiation skills, and delivered replicable and actionable business methodologies. She guided participants to translate industry insights into practical capabilities and help core sales personnel strengthen hands-on skills for market expansion.

Sun Xiaoxiao, Training Supervisor of the Group Management Center, presented a thematic sharing titled Role Transition and Mindset Reshaping — Cognitive Renewal for Managers. Focusing on the bridging role of mid-level backbones, she addressed realistic dilemmas in management work. She broke down topics from three dimensions: mindset iteration, self-management and role transformation, encouraging participants to break away from the fixed thinking of executors, establish a holistic managerial perspective, master capabilities including target decomposition, team coaching and collaborative execution, and support business backbones to evolve into versatile managers.

II. Reshape Managers’ Cognition and Strive for Excellence with a Diligent Mindset

The lecture delivered by Chairman Cha Yansong was distinctive. Starting with the keyword “respect”, he stated that while one’s family background and starting point cannot be chosen, life vision and career achievements can be achieved through hard work and perseverance. Stressing individual initiative, he cited Huawei’s pioneering philosophy of “daring to strive for the first place and refusing to settle for the status quo”. With benchmark cases of Huawei benchmarking global industry giants and Transsion’s in-depth layout in overseas niche markets, he cautioned management backbones to abandon the passive “lying flat” mentality and foster the enterprising awareness of courage and ambition.

He reminded managers to prioritize self-management: maintain a positive mindset, renew cognition and clarify goals before leading teams forward, so as to unite team synergy and continuously improve overall combat effectiveness and market competitiveness.

III. Integrate Training with Practice to Drive Long-term High-Quality Development of the Group

This training serves as an important practice for the Group to implement its development requirements of “implementation, empowerment, direction, targets and determination”. It further strengthened the sales team’s awareness of compliance, safety and customer value.

Building on the outcomes of this training, the Group will continue to deepen talent development in the follow-up phase:

1. Establish a regular tiered training system, improve talent pipelines across sales, operation and management lines to consolidate the talent foundation;
2. Adhere to the integration of training and practice, translate classroom learnings into tangible results in market expansion and fully strive to achieve annual business targets;
3. Deepen industry-education integration, cooperate with vocational colleges, continuously upgrade service models and digital operation capabilities, and inject sustained momentum into the high-quality development of hazardous chemical logistics and chemical supply chain businesses.