当前国内互联网用户渗透率已超70%，用户规模增长进入存量博弈阶段，各赛道商家的竞争核心已从用户规模扩张转向对存量用户注意力、消费预算的争夺。本质是流量池总量固定，但玩家数量呈指数级增长，获客难度自然持续攀升。同时消费者决策路径已高度成熟，下单前会完成多平台信息核验：参考内容平台测评、比对货架平台商品评价与价格、验证社交平台口碑，拉新早已不再是单纯的信息触达环节，而是需要突破多层信任壁垒的高成本动作。
叠加平台流量分配规则向内容化、商业化倾斜，纯自然流量的爆发概率已降至历史低位，全行业竞价广告投放的内卷进一步推高了单位获客成本（CAC）。与此同时，用户需求也从标准化统一需求向碎片化、个性化场景需求迁移，多重因素叠加下，新客获客成本已升至历史高位，成为全行业需要长期面对的行业基线。
此背景下的增长策略，需要从外部新客扩张转向内部存量用户价值挖掘。行业通用数据显示，成熟业态下老客户的ROI（投资回报率）是新客的5倍：高信任度的老客户不仅具备更高的复购率、更高的客单价，还具备自发的社交裂变属性，能以极低的边际成本带来新用户。因此将深挖单客价值作为增长核心，是存量时代的必然选择。
第一步：完成经营逻辑迭代，从"货-场-人"的卖货思维转向"人-货-场"的用户经营思维
要将用户付费视为长期关系的起点而非交易终点，将用户看作具备全生命周期价值的经营主体，而非单次交易的流量节点。通过搭建用户终生价值档案，对用户的消费行为、偏好特征、场景痛点进行全维度标签化刻画，将离散的交易数据整合为完整的用户需求全景图，完成用户经营的底层基础建设。
第二步：基于信任关系完成需求延伸，搭建用户全场景价值供给网络
老客户拓新的核心不是无差别推销，而是基于用户生命周期的需求预判。以母婴赛道为例，用户购买婴幼儿奶粉后，其生命周期后续的核心需求会自然延伸到辅食、童装、早教、亲子服务等相关品类，商家需要基于用户成长路径完成相关供给的前置布局，将分散的单品整合为覆盖用户全场景需求的价值网络，实现需求与供给的精准匹配。
第三步：搭建分层权益体系，实现用户关系的正向循环
无差别推销会直接消耗用户信任，需要通过设计具备梯度感、专属感的权益体系实现用户关系的正向维护：通过会员等级制度为不同贡献度的用户匹配专属折扣、限量权益、定制服务；通过积分体系将用户的消费行为、互动行为转化为可兑换的实际权益，让老客户在每一次互动中都能感知到专属身份的价值，强化用户的留存意愿与复购动力。
行业已有成熟的实践范式可参考：星巴克的星享俱乐部体系通过成长值、等级权益、社交赠礼功能，将单次消费行为转化为长期的用户习惯培养与社交关系运营，既提升了用户复购频次，又通过社交赠礼实现了老带新的低成本获客；瑞幸则基于用户行为数据的精准标签体系，针对沉睡用户、特定时段、特定口味偏好用户推送定向优惠券，实现用户的精准唤醒与复购刺激。
无论线上线下业态、消费类还是产业类赛道，基于会员体系、私域流量池、用户数据中台搭建的用户运营平台，都是深挖单客价值的基础支撑。只有建立起有深度的长期用户关系，才能构建起不受流量波动影响的、可持续的稳定增长基本盘。
China’s internet user penetration rate has exceeded 70%, putting user volume growth into a stock competition phase. Competition across various sectors has shifted from expanding user scale to vying for existing users’ attention and consumption budgets. Essentially, the total traffic pool remains fixed while market players grow exponentially, making customer acquisition increasingly difficult. Meanwhile, consumers have formed sophisticated decision-making habits. Before placing orders, they verify information across multiple platforms, checking reviews on content sites, comparing prices and feedback on e-commerce platforms, and assessing word-of-mouth on social media. Acquiring new users is no longer a simple information outreach activity, but a high-cost endeavor that requires breaking through multiple trust barriers.
In addition, platform traffic allocation rules favor content creation and commercial monetization, resulting in rare surges of organic traffic. Intense bidding competition for advertisements further pushes up Customer Acquisition Cost (CAC). User demands have also evolved from standardized universal needs to fragmented and personalized scenario-based requirements. Driven by these combined factors, new customer acquisition costs have hit record highs and become a long-standing industrial benchmark.
Against such backdrop, growth strategies need to shift from acquiring external new users to tapping value from existing clients. Industrial statistics show that mature businesses achieve 5 times higher ROI from regular customers than new users. Loyal long-term customers boast higher repurchase rates and average order values, and are capable of spontaneous social referral, bringing new users at extremely low marginal costs. Therefore, prioritizing the exploration of individual customer value is an inevitable choice in the stock market era.
Step 1: Upgrade business mindset from goods-scenario-customer sales-oriented thinking to customer-goods-scenario user-centric operation thinking
Enterprises shall regard payment behavior as the start of long-term relationship rather than the end of a transaction, and treat users as long-term value carriers instead of one-time traffic sources. Build comprehensive customer lifetime value profiles, conduct multi-dimensional labeled profiling on users’ consumption habits, preferences and pain points, and integrate scattered transaction data into a full picture of user demands to lay a solid foundation for user management.
Step 2: Expand demands based on trust and build an all-scenario value supply network
Expanding business with existing customers rejects indiscriminate promotion, and focuses on demand prediction throughout the customer lifecycle. Taking the maternal and infant industry as an example, after purchasing infant formula, customers will gradually generate demands for complementary food, children’s clothing, early childhood education and parent-child services. Merchants need to advance layout covering subsequent consumption needs, combine individual products into an all-scenario value system, and realize precise matching between supply and demand.
Step 3: Establish a tiered benefit system to foster positive user relationship development
Blind promotion will erode user trust. A hierarchical and exclusive benefit system helps maintain steady customer bonds. Membership tiers grant exclusive discounts, limited privileges and customized services based on customer contribution levels. Points programs convert consumption and interactive behaviors into redeemable benefits, enabling customers to perceive personalized value and enhancing their willingness to stay loyal and make repeated purchases.
Proven industry practices can serve as valuable references. Starbucks Rewards cultivates long-term consumption habits and social interactions via growth points, tiered privileges and gifting functions, lifting repurchase frequency and realizing low-cost customer referral. Leveraging precise user labeling systems, Luckin Coffee distributes targeted coupons to inactive users and groups with specific time or flavor preferences, effectively activating customers and stimulating repeat orders.
Whether online or offline, consumer or industrial businesses, user operation platforms built upon membership systems, private domain traffic pools and user data middle platforms act as fundamental support for unlocking individual customer value. Only in-depth long-term user relationships can form stable and sustainable growth fundamentals immune to traffic fluctuations.