I want a customer to understand what we will support after a purchase, including where that support ends. Warm words do little for someone who needs one plate and is offered another complete set. The operating arrangement should be as considered as the object on the shelf.
Qinglan Zhen
Company revenue
RMB486m
2025 reported sales
Own retail network
42 shops
Seven Chinese cities, June 2026
Commercial experience
30 years
Supplier coordination through CEO responsibility
Leadership, seen by others.
Qinglan asked us to approve the replacement service with its cost still visible. She did not try to make the unresolved requests disappear inside an encouraging account of customer loyalty.
Lanqiu ZangChair, Lanshuyu Homeware
Qinglan knew which sample had been approved and which decision still needed a customer answer. When she moved into account management, that precision helped her explain a request without promising more than the factory had agreed.
I build the commercial arrangements that let a homeware brand stand behind the ordinary use of what it sells.
I am chief executive of Lanshuyu Homeware, a privately owned Chinese tableware and kitchen-storage business headquartered in Shanghai. Our forty-two company-operated shops in seven cities work alongside direct online channels. The company recorded RMB486 million revenue in 2025 and employed 740 colleagues at June 2026. We specify and source our products through manufacturing partners. I joined the business in 2010, became chief operating officer in 2016 and took the CEO role in February 2021. The founding family retains a majority interest, with a minority growth investor and a separately appointed board chair.
My working life began on the supplier side of a ceramic product. I coordinated samples and then customer accounts before moving into the brand. That history makes me interested in the gap between an appealing range and the arrangements that support its use. A customer may want one replacement plate rather than another complete set. A photograph may suggest a container will fit a cupboard that its dimensions should have ruled out. A shop colleague may spend time helping someone whose order is recorded entirely online. These are commercial design choices as much as service questions.
I have concentrated on three changes: a funded replacement-piece offer for selected patterns, clearer product presentation where scale and fit matter, and recognition for shop assistance on online orders. None is free. Replacement stock ties up cash and can remain unsold; more literal photography can reduce immediate conversion; assisted orders need a reward system that does not count the same sale twice. I want those costs visible before a pleasant statement about customer care becomes a task passed to colleagues without money or authority.
A replacement offer with an honest boundary
Across twelve supported patterns, 4,800 requests in the first review year produced 3,200 exact replacements, 1,040 accepted alternatives and 560 unfulfilled requests. We reported the missing pieces as well as the successful resolutions.
Dimensions visible before purchase
A ninety-six-line storage-range pilot paired scale photography with clearer measurements. Fit-related returns were 252 of 8,400 subsequent orders versus 440 of 8,000 earlier orders; differing selling periods limit the comparison.
Shop help recognised on online orders
A ten-shop pilot credited colleagues for assistance on 610 online orders over six months, costing RMB186,000 in additional rewards. Revenue remained recorded once, in the original transaction channel.
Current focus
I am asking which parts of our after-purchase offer customers actually use and which are attractive wording unsupported by a workable service. The next range review will include replacement demand and unresolved requests alongside first-purchase sales.
Conversations I welcome
I welcome a carefully scoped external board conversation with a consumer business that needs experience connecting product, retail and service economics. Employer agreement, commercial conflicts and a realistic calendar would have to be resolved before I accepted a role.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of CommerceSuilan Commercial College · 1996
I welcome a carefully scoped external board conversation with a consumer business that needs experience connecting product, retail and service economics. Employer agreement, commercial conflicts and a realistic calendar would have to be resolved before I accepted a role.
