• In charge of the hypermarket B2B project, a company-wide new business project. Help to build the project team, project rules and processes from the beginning. Achieved more than 50 million extra bulk sales for the company in 6 months.• Lead cross-functional teams (Policy, Finance, Technology, Communication Center, Replenishment, Operation, Marketing, Hyper Merchandising) to formulate project rules, sort out business operation processes, and solve practical business pain points to support the sales team to get more B2B customers and increase bulk sales.

• In charge of Dried Food category in Walmart China 420 hypermarkets. Achieved 2.4% of GP% increase and 0.5% of GP$ index increase vs LY. Developed Omni-Channel, O2O sales increased 211.2% and O2O penetration increased 3%. Developed Private Brand, PB sales increased 33% and PB penetration increased 4%.• Responsible for Cost Analytics project and negotiate with both national and domestic vendors, increased IM% over 3%.• Deep dive about the market, focus on regional differences and keep customer-oriented thinking. Offer the best assortment to meet our customers’ needs and wants. Provide different brands and products to customers from different regions. Increased sales 0.3M of 2 products after optimizing the quality and packaging during the Spring Festival. • Forecasted sales accurately on key products, and pushed suppliers delivering the goods on time to ensure the in-stock rate higher than 95% during the coronavirus outbreak. So that there are enough goods in stores for customers to buy.

• Lead a share hub team of 9 people, a new functional team which is found to support merchandising managers to work on paper work and internal communication. Achieved “The Best Team” twice and developed 3 subordinates, help them get promoted. • Help to clarify responsibilities of the share hub team, formulate rules, sort out work docking processes, and manage the share hub team to deliver a good result. Developed a task flow chart to make everyone clear about their responsibilities within half a month and help everyone quickly adapt to the new organizational structure.• Improved team cohesion by encouraging team members to actively express ideas and suggestions and organizing regular team building activities.

• Assist merchandising manager to execute department develop strategy, including create new items, maintain product information, apply promotions, run sales reports, and sometimes negotiate with suppliers. Familiarized with all work processes and proficient in paperwork within one month. • Coordinator of the “Queueing System” project, a department project which is to add “S” shaped queueing shelves in self-checkout area to help increase department sales. Formulate the project schedule management plan, from idea to test phase to national roll out. Lead cross-functional teams (Vendor, Operation, Spatial planning team, Modular, Replenishment) to execute the project plan and fulfill the work of each node on time to make sure the whole project could complete on time with a satisfaction result. This project passed the test phase (with more than 15% sales increase in test stores vs compared stores) and successfully rolled out in whole 420 stores of Walmart. This project also won the company’s “Bravo Award”.

• Assisted customers in choosing the right and proper sports products and educating them on their proper usage of the items.• Resolved customers’ complaints by recommending proper solutions within 15 minutes to avoid customers’ dissatisfaction on products and services. Received good compliments on services from customers as a result of excellent customers’ services.• Developed a good relationship with customers that even after their purchases, most of them repurchased in Decathlon or recommended Decathlon to their friends or relatives. As a result, customers’ loyalty in the brand was sustained.