Original · Unique Research · 2025-11-17
Editorial note: This is a complete English edition of the historical article and interview. Customer counts, efficiency, costs, satisfaction, conversion improvements, data-security statements and product plans are retained as the source’s reporting and Peng Wei’s account, not independently verified current results or compliance guarantees. The source does not provide comparative measurement methods for its outcome claims. “Beijing Kuainiu Zhiying Technology” is a transliteration-based rendering of 北京快牛智营科技, identified in the source as QuickCEP, not a separately verified official English legal name. GMV means gross merchandise value; ROAS means return on advertising spend. Relative references and future plans retain their historical meaning.
In cross-border e-commerce, the hardest part has never been shipping goods abroad. It is becoming part of the everyday lives of consumers you have never met. A page they cannot understand, customer service that goes offline across time zones, and brand awareness that ends with a one-off transaction: these small but stubborn problems keep many Chinese brands from becoming global brands.
Peng Wei and his team found their place precisely in these details. As a partner at Beijing Kuainiu Zhiying Technology (QuickCEP), he chose to do something that may not sound glamorous but is vitally important: use large models and AI Agents to help Chinese brands genuinely manage and engage consumers overseas.
In one sentence, what QuickCEP does is turn overseas consumer operations—once dependent on large teams and luck—into a replicable, scalable AI system. Put more plainly, the company wants to equip every brand going global with a virtual operations team that is always online, speaks multiple languages, and understands the logic of business.
I. From Going Overseas Once to Building a Lasting Business Abroad
Over the past decade, Chinese brands going global have moved through several waves: listing large assortments, buying traffic, and building channels. Many companies have come to know overseas consumers only through cold GMV and ROAS figures, or through scattered negative reviews and reasons for returns. Transactions occurred, but relationships were never built.
Peng Wei's view is simple: going global is not merely about selling products abroad; it is about helping a brand survive and put down roots in a local market. That may sound like a cliché, but on the front lines of cross-border e-commerce it becomes a series of concrete challenges. When there is a language barrier, a brand struggles to hear consumers' real emotions and needs;
across time zones, customer service is always one step behind;
without insight, a company sees orders but not the people behind them.
The traditional response is to hire more local customer-service staff, engage more agencies, and add more operations roles. As headcount grows, so do management costs, communication costs, and error rates—burdens that small teams in particular cannot bear. Many brands therefore quickly find themselves in an awkward position: they want to go deeper overseas, but their scale cannot support it.
QuickCEP chose another route. Rather than continually adding people, it decided to reconstruct the work from the ground up, using large models and AI Agents to give the system the ability to understand, respond, and follow through.
II. An AI Agent Does More Than Reduce Staffing Needs
Treating AI merely as cheaper customer service wastes its potential.
In QuickCEP's vision, an AI Agent serving overseas consumers does more than answer questions. It connects the entire consumer relationship, from a first website visit and pre-purchase hesitation to after-sales service, repeat-purchase reminders, and membership operations. It is natively multilingual: it does not merely translate, but understands context, habits, and emotion;
it can remember each user's journey and gradually complete a profile of that person through repeated conversations.
In other words, AI plays the role of continuously remembering you. For a brand, that capability can be decisive in determining whether it can build genuine customer assets in an unfamiliar market.
III. Why Do Small Teams Need AI Even More?
One line from the interview stayed with me: in our industry today, it is still often small teams that deliver big results. This is not a slogan but the reality for many brands going global—a team of only a few people may simultaneously oversee products, advertising, livestreaming, customer service, product selection, and channel relationships.
Under that pressure, people have little capacity left to understand every overseas customer carefully, much less conduct fine-grained operations. Companies are forced to cut back: customer service can only solve the immediate problem and cannot extend the conversation; operators can only watch short-term conversion and have no time for long-term relationships; product teams can only chase market trends and hunt for the next hit.
This is where the value of AI Agents becomes clear.
They are not there to replace people. They free people from low-value, repetitive tasks that still have to be done. Staff can spend less time on reactive responses and more on proactive creation—thinking about how to tell the brand story, design local campaigns, and decide which new products deserve a bigger bet.
When a small team can focus its energy on what people do best and hand process-heavy, language-heavy, high-frequency interactions to AI, it gains the confidence to compete with much larger teams. Put more directly, AI means organizational size is no longer the only variable determining competitiveness.
IV. The Real Battle for Chinese AI Companies Going Global Is Localization
Asked about the role of Chinese AI companies in global markets, Peng Wei gave a pragmatic answer: technology certainly matters, but sustained localization capability is what truly separates companies.
Many people assume that compliance and privacy are the hardest parts of going global. QuickCEP's experience reveals another side: data security and compliance are entry requirements. Once those issues are addressed systematically, the truly prolonged and labor-intensive work begins—
How do you acquire the first group of users in an unfamiliar market?
How do you find a style of communication that fits local language habits across cultural differences?
How do you keep recruiting the right people locally and build a stable team instead of relying solely on remote outsourcing?
This is why he repeatedly emphasized that Chinese companies seeking a firm footing in global markets must be willing to invest continuously in localized services, local teams, and long-term product iteration. The goal is not to execute a one-off project, but to treat each market as a long-term business.
AI serves as an accelerator here: it helps us understand users faster, test and learn faster, and iterate faster, but it cannot replace the determination to put down roots. Technology can shorten the journey; it cannot take the journey for you.
V. The Real Meaning of the Individual Era: Not Whether Everyone Has AI, but Whether Everyone Dares to Use It Well
The theme of this conference is "Pioneering Intelligence | The Individual Era." In the language of technology, it is easy to interpret this as meaning that large models will give everyone an intelligent agent of their own. Peng Wei's answer, however, pulled the discussion back to the front lines of business: at least today, he can clearly see that AI has delivered tangible improvements for customers in efficiency, cost, service satisfaction, and conversion rates.
That may not sound spectacular, but perhaps it is more real.
The Individual Era does not mean that everyone can build large models. It means that an ordinary brand manager, operator, or customer-service representative now has a capable intelligent toolkit. In the same 8 hours, one person can complete the workload that once required a team; with the same limited resources, one brand can operate simultaneously in more countries.
For individuals and small teams, the most important task over the next 1–3 years may not be memorizing more AI concepts, but steadily doing three things:
Learn to converse with AI and treat it as a collaborator rather than an answer machine;
break daily workflows into their component parts and ask honestly: which steps can AI take over and automate?
Actively try tools, make mistakes, and develop a tool stack and working methodology that are genuinely your own.
Peng Wei said that QuickCEP will next focus its investment on AI voice products and tools, using voice to reconstruct communication between brands and consumers worldwide. Text is efficient, but voice carries warmth and emotion and feels closer to everyday conversation. As voice AI matures, it may become entirely natural and remarkably easy for a brand to communicate with users in the local language and tone.
VI. Beyond Technology, What Is More Precious Is the Statement: "I Want Chinese Brands to Become Global Brands"
Set aside for a moment every discussion of technology, products, and business models, and Peng Wei's original aspiration is remarkably straightforward: through his system, he hopes to help more Chinese brands truly be seen, understood, and chosen around the world.
This may sound like the grand ambition voiced by many entrepreneurs. But place it among the small and genuine details—customer-service conversations still being answered in the early hours, repeated checks of multilingual training data, and the long process of tuning a conversion funnel for a small team—and it stops being a slogan on a PPT slide. It becomes a road advanced one centimeter at a time.
Technology evolves quickly, and trends come and go. Perhaps in a few years, terms such as AI Agents, globalization tools, large models, and voice will all have been replaced by newer labels. But two things probably will not change:
Brands will still need to converse with people, not just algorithms;
and those willing to go one step further in understanding people and relationships will be more deserving of the gains that technology brings.
When we discuss AI, the Individual Era, and the globalization of Chinese companies today, perhaps we can adopt another perspective. Instead of asking what the next generation of technology will be, first ask yourself: whose specific problem do I truly want to solve in this transformation?
Am I someone merely surfing the wave of technology, or am I willing to plunge into the industry's waters and understand the real undercurrents?
Peng Wei and QuickCEP have offered their answer by starting with something that may not seem cool: patiently, concretely, and consistently helping Chinese brands serve every overseas customer well.
It does not sound earth-shattering. Yet it is often these simple and stubborn choices that determine who will be remembered in an era.
Selected Interview Q&A
Q1: Please briefly introduce yourself and QuickCEP.
Peng Wei: I am Peng Wei, a partner at Beijing Kuainiu Zhiying Technology (QuickCEP). QuickCEP is a large-model AI-Agent platform for global brand e-commerce. It has already served hundreds of brands worldwide and, based on its proprietary CEP platform, provides an integrated SaaS marketing and operations tool for overseas consumers.
Q2: What is your flagship AI product today, and what specific problems does it solve?
Peng Wei: At its core, we provide Chinese companies going global with integrated, large-model-based AI customer service and consumer operations. We help them address language barriers, inadequate service across time zones, and consumer operations that cannot keep pace.
Q3: What were your original aspiration and vision when you started the business?
Peng Wei: The aspiration was simple: help brands going global manage consumers worldwide more effectively, so that more Chinese brands can truly grow into global brands.
Q4: What do you see as the most significant breakthrough in generative AI today?
Peng Wei: In cross-border e-commerce, AI shopping guidance, AI customer service, and AI-driven consumer operations are the breakthroughs we feel most directly and that have delivered the clearest practical results.
Q5: As technology evolves rapidly, how do you balance technological innovation and commercial execution?
Peng Wei: We take a pragmatic approach and prioritize the core pain points facing Chinese brands going global: language barriers, time-zone differences, and how to develop a fuller, more multidimensional understanding of overseas consumers and serve them accordingly.
Q6: Are you investing in new paradigms such as Agentic AI?
Peng Wei: Yes. In essence, our work is the continuous, large-model-based operation of overseas consumer relationships. We will embed Agent capabilities throughout the entire journey, from shopping guidance and customer service to long-term operations.
Q7: What are the greatest opportunity and challenge you have encountered in global expansion?
Peng Wei: The opportunity is that the globalization of Chinese brands is a major trend, and everyone is looking for better infrastructure for going global. The challenge lies primarily in overseas customer acquisition and conversion, and in genuinely developing capabilities for each local market. That is difficult.
Q8: How do you handle cross-border data privacy, ethical standards, and cultural differences?
Peng Wei: The first step is to address data security and compliance; that is foundational. As overseas markets are gradually established, local recruitment and local team building are needed to address cultural differences and the realities of day-to-day operations.
Q9: How do you view the role of Chinese AI companies in the global AI market?
Peng Wei: I believe three things are indispensable if Chinese AI companies want greater global influence: sustained localized services, investment in local teams, and continuous product iteration that genuinely meets overseas customers' long-term needs.
Q10: How do you interpret the theme "Pioneering Intelligence | The Individual Era"?
Peng Wei: From what we see on the front lines, AI is already providing customers with very tangible help in improving efficiency, reducing costs, and raising service satisfaction and conversion rates. This is the most direct manifestation of the "Individual Era."
Q11: In the context of your business, how does QuickCEP empower individual creators or small teams?
Peng Wei: Our product enables many small teams to deliver "big results"—running multiple languages, time zones, and markets with very lean staffing. This is becoming increasingly evident in cross-border e-commerce.
Q12: For AI creators in your field, what are the greatest opportunity and challenge today?
Peng Wei: The opportunity is AI's ability to deliver continuous, quantifiable business results for customers. The challenge is that you must keep expanding the dimensions of those results and make the outcomes robust and clear, rather than leaving them at the conceptual level.
Q13: Looking ahead 1–3 years, what advice would you give individuals or small teams?
Peng Wei: I recommend upgrading your AI tools and mindset as early as possible and truly integrating AI into daily workflows. We will also increase R&D and product investment in AI voice, launching more tools to support brands going global.