Baozun Inc.

Good morning, ladies and gentlemen, and thank you for standing by for Bizune's third quarter 2025 earnings conference call. At this time, all participants are in listen-only mode. After management's prepared remarks, there will be a question and answer session. As a reminder, today's conference call is being recorded. I will now turn the meeting over to your host for today's call, Ms. Wendy Sun. Senior Director of Corporate Development and Investor Relations of the Zune. Please proceed, Wendy.

Thank you, Operator. Hello, everyone, and thank you for joining us today. Our third quarter 2025 earnings release was distributed earlier before this call and is available on our IR website at ir.baozhen.com, as well on TR Newswire Services. They've also posted a PowerPoint presentation that accompanies our comments to the same IR website where they are available for your download. On the call today from Baozhen, we have Mr. Vincent Chiu, Chairman and Chief Executive Officer, Ms. Catherine Zhu, our Chief Financial Officer, Mr. Junhua Wu, Director and Chief Strategy Officer of Baozhen Group, and Mr. Ken Huang, Chief Financial Officer of Baozhen Brand Management. Ms. Chu will first share our business strategy and company highlights. Ms. Chu will then discuss our financials and outlook, followed by Mr. Wu and Mr. Huang, who will share more about our e-commerce and brand management segment, respectively. They will all be available to answer your questions during the Q&A session that follows. Before we begin, I would like to remind you that this conference call contains forward-looking statements. within the meaning of the U.S. Security Act of 1933 as a mandate, the U.S. Security Exchange Act of 1934 as a mandate, and the U.S. Private Security Litigation Reform Act of 1995. These forward-looking statements are based upon management current expectations and current market and operating conditions and relate to events that involve no or no risk, uncertainties, and other factors All of which are difficult to predict and many of which are beyond the company's control, which may cause the company's actual results to differ materially from those in the forelooking statement. Further information regarding these and other risks and certainties or factors is included in the company's filings with the United States Securities Exchange Commission and its announcement, notice, or other documents published on the website of Stock Exchange of Hong Kong Limited. All information provided in this call is as of the date hereof and is based on assumptions that the company believes to be reasonable as of this date. And the company does not undertake any obligation to update any forelooking statement except as required in the applicable role. Finally, please note that, unless otherwise stated, all figures mentioned during this call are in RMB. You may now turn to slide number two for the executive highlights for the quarter. It is now my pleasure to introduce our chairman and chief executive officer, Mr. Vincent Chu. Vincent, please go ahead.

Thank you, Wendy. Hello, everyone, and thank you all for your time. I'm pleased that Bosnia is advancing its strategic transformation with steady momentum, delivering a strong quarter marked by 5% total revenue growth, and a big improvement in profitability. Filled by strong gross margin expansion, our non-GAAP operating loss narrowed to 11 million from 85 million a year ago. These results show that our transformation is effective and demonstrate the strength of our business model. Both our two core engines are driving this success. BEC's solid execution and growing agility continue to deliver strong results this quarter. Building on the 56% year-over-year increase in adjusted operating profit from Q2, BEC achieved its most profitable third quarter in recent years, with non-gap operating profit of $28 million compared with operating loss of $30 million a year ago. This significant improvement in profitability, along with 6% services revenue growth, and the strong gains in creative content and the marketplace connectivity, shows that the BEC is now more agile and efficient. BBM continued with strong pipeline growth, with revenue up to 20% year over year. driven by impactful merchandising and marketing initiatives. This quarter, we engaged our first Gap China brand ambassador, a top-tier actor with 30 million followers on Weibo and 8 million on Douyin. We also launched a series of marketing campaigns and themed products to deepen emotional connections with local consumers. Hunter continued its brand momentum and opened our new store in Qingdao, bringing Hunter's total offline stores to eight, including five in China and three in Southeast Asia. These efforts contribute to sales growth, stronger gross margin, and improved overall profitability for BBA. In summary, we are firmly on track with our strategic transformation. With a resilient e-commerce foundation, accelerating brand management momentum, and the technology as our catalyst, we believe 2025 is a highly productive building phase. We anticipate 2026 to mark our inflection point, shifting from transformation investment to sustained profitable growth. Now I will hand the call over to our team for a deeper dive into our financials and the business performances.

Thanks, Vincent, and hello, everyone. Now let me provide a more detailed overview of financial results for the third quarter of 2025. Please turn to slide number three. Baojun Group's total net revenues for the third quarter of 2025. increased by 5% year over year to $2.2 billion. Of this total, e-commerce revenue grew by 2.4% to $1.8 billion, while brand management revenue rose by 20% to $396 million. Breaking down e-commerce revenue by business model, services revenue increased 6.3% year over year to $1.4 billion. This increase was driven by revenue growth in online store operations and additional marketing and IT solutions. BEC product sales revenue decreased 8.9% year-over-year to $413.4 million, mainly due to decline in appliance and health and nutrition categories. BDM product sales totaled $395.2 million, representing a 20% year-over-year growth. This growth was mainly driven by the strong performance of the GAAP brand. Please turn to slide number four. From a profitability perspective, our blended gross margin for product sales at a group level was 34.3%, an expansion of 620 basis points year-over-year, Gross profits increased by 26.1% year-over-year to $277.4 million for the quarter. Breaking this down by our key business lines, gross margin for e-commerce product sales expanded to 30.1%, reflecting a 300 basis point improvement compared to 10.2% a year ago. This margin expansion was primarily driven by product mix diversification consistent with our progress throughout the year. Gross margin for BBM was 56.5% compared with 52.8% a year ago, reflecting the success of merchandising and marketing initiatives of BBM. Now please turn to slide number five. for a walk-through of our OPACs. Sales and marketing expenses increased by 10.7% to $886.6 million. This included an increase of $67.5 million for BEC, which was mainly due to higher spending on creative content on Douyin and RedNote, and more revenues contribution from digital marketing for BEC during the quarter. BBM sales and marketing expenses increased by $18.8 million due to higher front-end expenses from expanding the offline network and more marketing initiatives for BBM during quarter. Fulfillment cost for the quarter was reduced by 4.5% to $495.9 million, reflecting our ongoing efforts in cost optimization Tech knowledge and content expenses decreased by 18.2 percent to $115.2 million as we continue to enhance tech monetization efficiency. GNI expenses decreased by 4.4 percent to $168.9 million, primarily attributable to our ongoing efforts in efficiency enhancement and cost optimization. Turning to bottom line items, please refer to slide number six. During the quarter, our non-GAAP loss from operations was $10.8 million, a sharp improvement from $85.2 million in the same period of last year. BEC's adjusted non-GAAP income from operations was $28.1 million, while non-GAAP loss from operations was $29.8 million a year ago. BVM reported a non-GH operating loss of $38.7 million, an improvement of 30% compared to the same period of last year. As of September 30, 2025, our cash and cash equivalents, restricted cash and short-term investment, totaled $2.7 billion. Lastly, I'd like to quickly address an accounting update on the balance sheet to reflect the expiration of options related to the China minority investment in Baotong, a warehouse and logistics business. According to the agreement with China, if certain triggering events occur, China has a right to exercise a put option requiring Baotong to redeem Baotong's shares within four months, starting from August 2024. As a result, this investment was originally recorded as redeemable non-controlling interest, which is a complex financial instrument classified between liabilities and equity. With these options expiring during the third quarter, the investment has now been reclassified as non-controlling interest and equity item. Following this accounting adjustment, our total equity increased to $5.5 billion, compared with $4 billion in the previous quarter. Importantly, this adjustment has no impact on our warehouse and logistics operations. Let me now pass the call over to Junhua to ask you on BEC, our e-commerce business.

Thanks, Catherine, and hello, everyone. I'm pleased to share our progress and achievements for the third quarter. Building on the momentum established in the first half of the year, we continued advancing our strategic priorities with a clear focus on sustainable profitability and growth. As previously outlined, our 2025 roadmap follows a clear progression. Q1 for adjustment, Q2 for stabilization, and the second half for acceleration. I'm pleased to report that Q3 delivered meaningful progress across key business segments. BEC posted solid performance, with a stabilizing revenue base, a significantly improved revenue mix and quality, leading to a noble improvement in profitability. On a non-GAAP basis, operating profit reached $28 million, making the most profitable third quarter in recent years for BEC. Please turn to slide number seven. BEC product sales declined by 9% this quarter, reflecting our transition strategy toward a quality-driven portfolio, optimizing selected clients in the health and nutrition category, and shifting certain clients in beauty and cosmetics category from a DC mode to a service mode. In the appliance category, top-line softness persisted as we prioritized profitability over volume, These adjustments followed a thorough review of each segment's market dynamics and have led to stronger profitability under a distribution model. As a result, BEC delivered a 300 basis point improvement in gross profit margin to 13.1% for product sales. Just as importantly, enhancements in procurement discipline and turnaround management drove nearly a 20% improvement in inventory turnover days, enabling us to maintain healthy and efficient inventory levels. In addition, we remain focused on building a more sustainable and quality-driven distribution portfolio. During the quarter, we achieved healthy growth in beauty and cosmetics, alcohol, and apparel categories. Notably, we are expanding our pipeline into non-standard categories, including apparel within distribution mode. By leveraging our brand management expertise in our core category, we are increasingly able to apply deeper expertise and a more brand owner-oriented mindset. Looking ahead, we expect BEC product sales to return to top-line growth in 2026. Turning to slide number eight, our services revenue grew by 6% in the third quarter, primarily driven by strong performance from online store operations. which saw 16% growth and a 6% growth in DM and IT solutions. Within online store operations, the core apparel and accessory category was a key driver, with all key segments generating encouraging top line growth. The strong performance of our services mode reflects how we have advanced brand empowerment by utilizing our data-driven insights and expertise and capturing opportunities from ever-changing industry dynamics. We remain committed to leading innovation in creative content, as these are critical for consumer engagement and traffic attraction. On Red Note, we plant content seeds to drive interest and brand awareness, which enhances emotional connection and refines the consumer shopping experience. Furthermore, by leveraging enhanced connectivity between marketplaces, such as the Tmall Red Cat and the JD Red Gene collaborations, we help brands to generate better marketing conversion and sales performance. This quarter, we were accredited as a premium service partner, further validating our leadership position on this viral live platform and building on our earlier designation as one of the first batch of rep partners in February. On Douyin, we continue to pioneer live stream content and formats, including scenario-based showcases and celebrity collaborations to drive quality business contribution to our brands. In mid-September, we successfully partnered with a leading international electronics brand to launch its flagship stores to further enhance the brand's cultural engagements and product promotion. This initiative was immediately effective Within a month, we helped the brand gain 3 million consumer followers and achieved the number one GNV ranking in its category. We are proud to continue setting new industry's benchmarks for Douyin brand e-commerce. Overall, this quarter is another solid quarter for BEC, marked by a return to profitability in the lower seasonality quarter, which demonstrates the effectiveness of our strategic focus on sustainable and high-quality growth. We are actively driving the bottom line through efficiency-enhancing measures, including the ongoing application of artificial intelligence and automation tools, as well as our lean cost control initiatives. We are confident that the foundation built throughout 2025 will continue to accelerate our momentum and deliver long-term value. Now, I'll pass to Ken for an update on BBM.

Thank you, Tim, and hello, everyone. Please turn to slide number nine for BBM's performance in the third quarter of 2025. I'm pleased to share that BBM maintained a strong growth momentum this quarter, with total revenue growing 20% year-over-year to $396 million. The strong growth was driven by improvements across key operating metrics, including same-store sales, traffic, average transaction value, and network expansion. Overall gaps, same-store sales growth was 7% for the quarter. Gross profit for BBM totaled $223 million, an increase of 28% year-over-year, with gross profit margin expanding to 56.5%, up 370 basis points from 52.8% a year ago. This margin expansion, along with strong top-line growth, highlights the effectiveness of our merchandising and marketing initiatives. The higher gross profits combined with improved operating efficiency further enhanced our overall profitability. As a result, BBM's non-GAP operating loss for the quarter improved by 30% to 39 million from 55 million in the same period of last year. Now let me expand on our key initiatives for GiveChina in the third quarter. First, the marketing, as we made a major leap forward in brand storytelling and the culture engagement this quarter. On September 15, we announced the appointment of Chen Yi, one of China's most acclaimed actors, as the inaugural brand ambassador for GiveChina. In accordance, we launched Mind the Gap, Bridge the Gap campaign, using music as a bridge to engage younger audiences and reintroduce Gap as a comfort, confident, modern lifestyle brand. We also introduced the Gap Club Capsule Collection and upgraded the brand image in our offline stores to reflect a stronger creative energy and local relevance. To provide immersive experiences, we hosted two pop-up experience stores, one in Shanghai's Anfu Road and one on Shenzhen Cocoa Park, both featuring live performance, vinyl shops, and art collaborations, successfully merging lifestyles and fashion. In this campaign, we also introduced innovative interactions with social PGC and UGC content, These efforts helped us attract more customers, strengthen brand renaissance, and deliver meaningful business results. In total, the campaign had more than 1.2 billion impressions, 9 million interactions, and 176,000 new followers. These efforts also drove a 25% increase in young customers and strengthened Gab's position as an authentic and aspirational brand for China's younger generation. Meanwhile, we continue to work closely with Gab Inc. to capitalize on its global marketing assets and upward momentum. This August, Gab Inc. partnered with K-Side on the Best in Denim campaign, Blending Gap's iconic timeless denim with Keitai's contemporary and edgy fashion sensibilities. And China is one of the few countries that offer Keitai's exclusive products to the market, also achieved a very satisfying result. Second, merchandising, which remains the core engine of our growth. We continuously sharpened the product offerings and introduced a higher mix of online exclusive and segmented products across different marketplaces over the summer and fall. We also deepened the collaboration with major platforms through exclusive assortments and joint marketing programs, such as Tmall Fashion Show and Douyin Superbrand Day. This tailored e-commerce strategy Coupled with our participation in platform promotional events, accelerated traffic and conversion goals. At the same time, our improved supply chain ensured fast and localized fulfillment. We believe that our agility and flexibility in shifting between online and offline channels has become an important competitive advantage. From a channel perspective, we continue to expand our physical presence. For GAP, we opened 11 new stores in Tier 1 and Tier 2 cities, including Guangzhou and Yinchang, while closing four low-productivity stores. We also started to remodel existing stores in Wuhan and Wuxi this quarter to upgrade our store image, visual merchandising, and customer experience. This brought the total number of GAAP stores to 163 by the end of this third quarter. Together with Hunter's network expansion, our Baozhen brand management offline portfolio now stands at 171 stores. In addition, we hosted a national partner conference in September, convening a dozen top-tier business partners which cover all important provinces. Notably, half of these partners were new with strong brand portfolio and operating expertise in their regions. Cooperations with these new partners also aligned with our expansion plan by enhancing our business in the key cities in North, Southwest, and South China. This event allowed our partners to directly experience our ascending brand influence and our marketing product and channel strategy in the coming year. Their positive feedback reaffirmed the strong partners' confidence in our brand direction. In summary, BBM delivered another quarter of healthy growth and brand revitalization. Furthermore, our integrity marketing campaigns have laid a solid foundation for the gift brand to further unlock market potential. This was evident in the big improvements in brand rankings. across all key divisions, men's, women's, and kids' during the most recent W11 campaign. This success places us on track to achieve GAAP's first breakeven quarter in the upcoming fourth quarter. With both GAAP and Hunter building stronger emotional relevance and culture momentum, we are confident in sustaining our goals through year-end and beyond. That concludes our prepared remarks. Thank you. Operator, we are now ready to begin the Q&A session.

We will now begin the question and answer session. To ask a question, you may press star, then one on your touchtone phone. If you're using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please press star and then two. Our first question comes from Alicia Yap with Citi Group. Please go ahead.

Hi. Thank you. Good evening, management. Thanks for taking my questions. Congrats on the solid results. Two questions. First, can you provide some observations on the latest consumer sentiments? So have you seen any shift of the consumer spending behavior recently, especially with the recent single-stage promotions? Any change of the consumer preference in terms of the purchase willingness? And then categories that you have seen doing better than you previously expected, and also categories that performing worse than you anticipated. And then also what are the brands, How are the brands' willingness to spend on the marketing budget during this year's Singles' Days? How should we be thinking about the impact from the Singles' Days to the fourth quarter outlook? And then second question is, you know, I know it's a little bit early, but then any comments on the 2026 outlook in terms of, you know, your different business segments and also, what are your top strategic priorities? For example, is there any targets for, you know, margin extensions or any of these, like, brand extensions? So, and also how AI, you know, will play in the role on helping you to achieve some of your 2026 priorities. Thank you.

Okay, this is Junhua. So let me address your first question, and maybe Vincent can address the second one. So in terms of the latest consumer sentiment, I can, from our perspective, you know, according to the just finished double 11, so we realize that the consumer sentiment is getting better. So you can see a lot of consumers, they are paying for value. So they are not just, they are being very targeted. They know what they want, and they wait until all those kind of the values and probabilities from the brand and all those coupons are addressed. So especially with the recent promotion, we can definitely expect a very strong finish for the double 11 this year. And from the preference, so as far as our observation, so it's still towards on the sports category and apparel category. And SMCG categories follows. So if you're talking about some kind of the categories performing worse than we anticipated, I would say after the pullback of the subsidiaries of the home appliance category, so consumers rather to wait for another kind of benefits from the platform and from another supports, you know, when their subsidiaries are supported. So, but the willingness of the consuming power is still getting stronger and the willingness of the brand in spending marketing budget and allocate our new inventory is getting stronger. So, after 618 this year and after 111, we are saying that we definitely can expect a stronger support in terms of the marketing fee from the brand perspective and the inventory allocation for the new year. A lot of brands during this past 2011, they are focused on their P&L rather than the GMV growth. So a lot of our brand partners, they have increased their P&L to several points, you know, a percent, and which maybe lead to better results from their global strategy. So that's my answer for the first question. Okay.

Thank you for the question. This is Vincent. And I think your second question upon our strategies is a very important question. You know, basically we have two business divisions or units, BEC and BBM. You know, one by one for BEC I think next year the most important job for them to do is to expand the margin. And in the meanwhile, to optimize cost efficiency, I think these two are very important. So for the margin expansion part, we are doing more and more distribution model. We are taking more ownership in the process of the sales, trying to get better margin. That is one side. The other side is that we are initiating a lot of these kind of lean operation initiatives to help us to gather better, you know, cost. So it is a do more with less strategy for BEC. On the other hand, we have the BBM, you know, business, which the priorities are quite different. So firstly, for the existing brands like Gap, Hunter, and others, you know, we're trying to make every brand to be successful. you know, business operations. That is very important, not only for the quarter-to-quarter business performance, but also for the future potential of how many and how well we can work with other brands. So the first priority for the BBM is doing well for each brand. The second thing is that we are trying to, you know, develop the synergy between BBM and the BEC, trying to conveying more and more knowledge, experiences, and mechanisms to BEC to enable them to have more ownership in the distribution business. More ownership always means more margin and more potential on profitability. So that is very important. Because in the past three years, we spent a lot of time and energy in BBM, And we gain, as a group, a lot of solid experiences in how to do higher ownership business. So this kind of knowledge, experience, and mechanisms can transfer to BEC to make them a better potential to do this kind of high-quality distribution business, especially in the software goods sections, categories. In the past more than one year, we have some of the experiments. You know, we have several projects, which is quite more apparel, fashion products, you know, distribution model. They are very successful. So next year, we're trying to expand this model into more brands. So we are expecting huge potential growth for this, you know, soft goods distribution model. So this gives us a huge potential space to grow the business, not only the top line, but more importantly on the margin expansion, you know, side. So that is, you know, basically our plan for 2026 and years ahead. So for the, of course, we are actively looking, you know, for brands, you know, for the BBM portfolio. But I think we'll be very careful in bringing new brands in to make sure we have a good chance to be successful at each brand, as I mentioned, for the first priority. And also, you know, we are investing in data warehouse, AI, all these kinds of technology factors, and we're seeing yields from these efforts and investments. We are going to do this in the future as well. So... all these kinds of technology, AI capability and data warehouse can contribute in the future. So synergy between BBM and the BEC is very important. Just like what Ken just said, mind the gap, bridge the gap. Yeah. So BEC and the BBM are getting more and more as one. Thanks.

And the next question comes from Yinzhi Wei with CICIC. Please go ahead.

Good evening, management. Thanks for taking my question. Congratulations on this quarter's strong performance. I have two questions regarding BEC. The first question is that, as we have seen recently, premium consumption has shown signs of stabilizing and recovery. Has the company's relevant categories benefited from this trend. And my second question is, in recent years, the growth gap between content e-commerce and traditional e-commerce has narrowed. Meanwhile, China's online traffic and sales channels have become more diversified. With emerging platforms like Red Note and Bilibili, how does the company view the strategic shifts brands should make, and how is Baozhen adapting to these changes?

Thank you. Okay, let me address your two questions. The first one is a very positive answer. So yes, so premium luxury category is still taking the lead of the result, especially after W11. I can make one example about a leading American premium brand, which maintains a 60% YOY, and the pattern keeps going for the past three years. So in this category, if you want to drive a higher margin, a higher GNV, it's not relied on listing more products online. It relies on the content-driven, how do you want to just set up the emotion linkage before making transactions. So I cannot review a lot of details, but if you have the chance to go to our live stream studio for that brand, you can see that they are scenario-based. They are building a lot of different scenes for selling total look instead of a single article for top or for bottom. So the luxury and premium category, they can provide a very big value for consumers to purchase, and they can provide a lot of history, the brand storytelling, a lot of things. So this is very much promising in the future. And we realized that the consumer shopping is paid for value, so they rather wait until the good momentum and the good window to shopping all those premium and luxury brands. And the second question is related to content e-commerce and the traditional e-commerce. So, I mean, for the past two, three years, there's no such a thing to, you know, separate the content with the traditional e-commerce. They are merging together. They are interweaved. with each other, you need to just build up the content before making transactions, not just getting the traffic to your store and let them convert. So the Red Note, before they had the Red Cat initiative, they were the UGC platform. That was the pure content. And in the past six, 18, they've initialized all those Red Cat initiatives, link all those content to the transaction, which makes that the brands are shifting their strategy, putting a lot of marketing fee and marketing spending into an ROI driven kind of initiatives. So more and more brands have realized that investing in content and getting more investment into the content creation, set up the emotional linkage is the key. Because we can trace all those content, how much ROI can driven from those content to the transaction. So we are providing, the platforms are also providing a lot of tools and mechanisms to validate all those kind of investments from the marketing to easy operations. You know, if in the future we believe that in that marketing and EC operation, they are going to be rebudgeting for the future growth. From the brand perspective, you need to just harmonize the marketing spending and your EC operation, not just the insight performance marketing driving traffic, but also invest in the content to drive from the content to transactions. Yes, that's my answer for two questions.

Thank you. And the next question comes from Jonah Ma with CMBI. Please go ahead.

Thanks, Nathan, for taking my question. Congratulations on strong quarter. So I have two questions. The first is regarding welcome and share with us regarding your revenue and profitability outlook in last quarter and also for the full year 2016. Well, my second question is, can management share with us your development plan for BBM business in the full year 2016, both regarding GAAP, Hunter, and other new initiatives?

Thank you so much. OK. This is Vincent. Let me answer these questions. For the first one, Right now, we are already in late November, so we can see that from day-to-day business management and updates, we are quite confident for both BEC and BBM's results in the coming quarter. We are trying to deliver another solid quarter in the near future. So far, I think it's... It is quite on track. Yeah, and we are quite confident for for the for the results. Yeah for the coming year of 2026 You know, we are we are we are hoping that both business with its Performance and also with the synergy in between to be developed we are we are expecting a big improvements in profitability, uh, for, for the whole business. Uh, you know, uh, separately basis, uh, we, we are, we are, we are expecting, you know, a big improvements and also BBM and because we're developing the synergy. So, uh, you know, uh, in general, uh, we are expecting, uh, uh, you know, big improvements for profitability. Yeah. Um, for the, uh, BBM business, as I just mentioned, the priority is that, you know, we just make each a single brand to achieve the expectations and plan we made, you know, for this year and next and in the coming three years. And also, you know, we are developing a synergy between BEC and the BBM. Certainly, we'll be actively looking for new opportunities, but we'll be very careful in bringing in new brands. So that is about the BBM strategy. Yeah. Thank you.

Again, if you have a question, please press star and then one. Our next question comes from Cal Choming with Hightower Securities. Please go ahead.

Hi, management. Thank you so much for taking my question. I have two questions. The first question is about QuickCommerce. Driven by the traffic from Taobao's QuickCommerce on the main app, Taobao's DAU recorded a noticeable year-on-year increase in third quarter. with further momentum continuing into 4Q. Have we observed any positive impact from the increase in Taobao main site traffic on our third quarter performance? And in which aspects is this mainly reflected? And looking ahead to fourth quarter, should we expect any sustained positive inference or some potential action on the quick commerce? And my second question is about the recent new regulation on advertising spend and tax. Some of our brands under our portfolio are in the beauty category. The new tax policy introduced updated requirements on advertising spending. Have we seen any impact on our advertising operations so far. How should we assess the potential magnitude and extent of this policy's impact on revenue and profitability going forward? Thank you.

Okay. Thank you for the question. This is Junhua. Let me address your two questions. The first one is related to the instant shopping, quick commerce. So when you're talking about the instant shopping, you need to talk about the categories. The category really just has that business nature. like SMCG, food, wine, some kind of category. They are more related to the instance shopping. So this is not our majority battlefield in the Belgian BEC business growth. We are in the fashion business, in the luxury business, electronic devices. Some of our SMCG and wine brands, they are pilot run, and they devote themselves into the quick commerce. it's very hard for us to imagine a premium luxury brand, you know, a list of your products next to, for example, like a birth control products. So that scenario is not our majority part of the battlefield. And this is the second one. The second one is the traffic pool from the instant shopping to the Tmall and Taobao, they are very different. So they are personalized to a very targeted, you know, traffic into different brands. So we are not targeting all those instant shopping traffics, rather than we just targeted the OAIPL. So we need to just spend our money wisely in the big pool. So we are focused on more the top tier, I mean the 300 million among the 800 million traffics among all the Tmall, for example. So this is our target traffic, not the instant shopping traffic. That's the first one. The second one, you mentioned about the, especially the cosmetics category, because we realize that In that category, the marketing spending is mostly bigger than the other categories. But after the pandemic, all the brands are spending their money wisely. So even in the cosmetics brand, the brand doesn't really just spend that much like years ago. So within the regulation and policy, we have not realized any kind of the impact about the regulation to us. So the brand in that category, also the other category, also still maintain a decent and, you know, very logical investment proportion among their GND. Thank you.

And the last question comes from Yinjia Wei with CITIC. Please go ahead.

Hi, management. Thanks for taking my question again. I have one question regarding BBM. In September, Gap has signed a top-tier brand ambassador, and the brand management business also delivered a strong growth this quarter. So what impact has this collaboration had on Gap's brand awareness and user profile? And has there been any synergetics sales growth in other business lines like children's wear? And what is the company's long-term view on GAP's profit potential and the development vision? Thank you.

Thank you for the question. This is Ken. I will answer your question. Firstly, as I mentioned before, in this campaign, we attracted more customers from the younger generations, 25% increase. It's not only increasing in the young generation, but in the whole customer base, we see a big increase in all the AIPL customer base. And more importantly, we see a lot of new UGC contents in the social media. Our brand and our products are discussed within the young generations and our consumers. And this campaign also helped us to promote our key category products, especially denim and sweatshirt. Our ambassador wear different color, different fit, silo, logo sweatshirt during the campaign. It helped us further strengthen the brand awareness and the key product awareness to the market. Kids and baby business. We do see the synergy because kids and baby is a strong division of brand. And it's also our advantage because nearly all our stores sell both adult and the kids and baby products. So this can be improved from our increase of our units per transaction. So we see more family customers. also shop both adult and kids products at the same time. And for your last question about Gap's future profit potential, I think by capitalizing this marketing asset of this full campaign, we will continue using our winning formula to continue expand our customer base, brand, and sales in the coming quarter and the coming year. So we expect to continue our double digit growth in Q4, around 20% increase. And for next year, we also expect a continuous double digit increase in our sales. In Q4, we will also introduce our new store image. So with this new store image, we expect a bigger store sales productivity in our new store format in next year. So we will further accelerate our store expansion, keep the momentum of sales growth in both scale and unit stores, which in total I think will help us to improve the profit. Thank you.

Thank you. This concludes our question and answer session. I would like to turn the conference back over to Ms. Wendy Sun for any closing remarks.

Thank you, operator. On behalf of the Bowser Management Team, we'd like to thank you again for your participation in today's call. If you require any further information, feel free to reach out to us. Thank you for joining us today. This concludes the call.

The conference is now concluded. Thank you for attending today's presentation. You may now disconnect.