[Foreign language]
So we have expand our customers more diversified and personalized services, and we have leverage our investment in technology, research and development, and focus on AI and big data. We believe that for our users and stakeholders trust and support the paramount to our achievement. In the future, we will continue to strive for excellence by delivering top-managed services, operating with increased efficiency, and maintaining robust financial management to our sustainable return for all of you. Many of you have engaged in substantial discussions with me and investor relations team, and today, I want dedicated today's precious time to in-depth the discussion about our business with you and other company management team members. This will be split into two parts.
This morning, we will focus on management insights, and with Mr. Hui Zhang, the founder and chairman and also the CEO of FTA, will share valuable insights into our journey. We will visit our mission, vision, and the driving forces, and we'll provide an outlook to our long-term strategy. After that, Mr. Langbo Guo, the President of Full Truck Alliance, will guide us the understanding the changes and development trends in the road freight transportation industries, and outline our focus operational strategy, next phases, and innovation in the future. Finally, the management team will have discussions with our investors and analysts. We will just allocate with some of our tour and also the lunch break, and we will have to share our users' experience. We will invite then Mr. Wang Zhenghong, our Chief Operations Officer, to share with us.
Before this event, I'd like to remind everyone that we have many forward-looking statements made, and we know that forward-looking statements are subject to risks and uncertainties, may not necessarily materialize in the future. We have a live streaming to this event online, and after that, you can also just watch a replay of today's content at our website. Ladies and gentlemen, without further ado, I'm going to give the floor to Mr. Zhang Hui, the Founder, Chairman, and CEO of FTA, to give us his analysis. Welcome.
Dear investors, analysts, good morning. My name is Zhang Hui. It is my good pleasure to meet all of you. Good awesome. Currently, and we have been quite familiar with our investors, and we have a listed company.
Actually, I don't know that what are you buying and about our investors, but today marks the 2023 Investors' Day. We're going to... What is our original heart? I want to share with you some of my feelings and insights. We have established this company in 2013. During that time, the name was Yunmanman. And also in 2013, we have mobile internet, which has aroused a great interest of our people, and we know that we have an influx of our business startups and innovation. Some of our colleagues are mentioned as the second level, the market, and we're just going to start, and maybe half of them are doing their own business.
For me, myself, from the year 2004 to 2005, I worked for Alibaba for many years, and then I was inspired by the business entrepreneurship, and then I just got started into the mobile internet. Due to that time, the name was Manman, and currently for our listed code was YMM. From the very first beginning, when we just doing this kind of things, and we have a lot of... First of all, we just go back to Chengdu, and also, I was pretty shocked at the time. I just listened to some of our video clip, and due to the time for our transaction are very about the very original, the transaction.
We just go into the transaction room, and there are people mountain, and people see, and there are a lot of the drivers and the truckers, and a lot of the shippers, and there were thousands of the trucks are standing outside of the box. I have ever known that such a huge market, such a huge kind of freight, the trucks. There was a question, what's going to be our expectations? Due to that time, we just mentioned that a lot of the truckers, and they are watching about some of the blackboard of the information. For example, right in the whole Chengdu and the Sichuan. For example, like the Chuanhua, and they have a lot of the port. Well, in the Wuxi and the Nanjing, they have a lot of them. For every province, there will be 2-3 times.
Well, a lot of the truckers, and they have went to Chengdu, and to this kind of the transaction, and to watch about information for 1,000 miles. I think that they will be late, and they are just wasting a lot of the time. This is highly relevant to the location, and a lot of these frames and the truckers, and they will be in empty for many years. When they just come to this kind of this market, and for every night, they will just charge for several hundred, and also they are sleeping all together, and for every accommodation will be CNY 20. We know that for a lot of the trucks, they will be charged for CNY 100. There is a huge pinpoint. I think that this is even unreasonable.
After that, it came to me that maybe we will just locate our offline information right on the online. Well, actually, this is not so easy. For our offline information, especially for a lot of the users, habits has been deeply rooted into the ground. A lot of the truckers, and they are just get used to that, right in this park. A lot of investors may say that you cannot fulfill that. This is about the change of the truckers lifestyle, the habit, habits. Well, actually, and we know that there are a lot of the beverage and a lot of the entertainment and many kinds of the food services right here, but we believe that this will just change about the efficiency. This will really leverage their efficiency from that time on.
So we will just get started on application, and we do not have only one trucker and one shipper and one agent, and due to that time, and we are just right into some of the parking lots, and we just map with them, and also we just accompany with them. For some of our employees, this is just recruited right in the Shandong and Henan. We just allocated to all over the China due to the time and for a lot of the parking lot, and gradually, and we have done some of our things, and we just accumulated with many drivers. There were a lot of the people right here, and we just relocated some of the truckers and the shippers, and right on the application. So it was relying on the manual force.
We just translocate into some of our application from the year 2013, and, and the end of the 2014 and 2015. Well, actually, and we have really seen that there are some of the information. Well, actually, we cannot just retain some of the users and also our drivers. Well, actually, we have analyzed it for many times, and we do not know some other things, and up until the year 2015, it was a sudden and a surprise that we just retained our users. There are some of the points, and for our assembly, and from 6:00 A.M., we'll get started about this allocation of our freight, or we just declared about the information, and right on 7:00 A.M., and for the truckers, and they have just communicated with some of the people.
They just want to relocate and also just filling the freight. Due to the afternoon, they will just relocate to some other places, and sometimes, we just have a lot of this freight right in the afternoon or in the evening. We believe that this, the morning, marks about the golden time. We just want to fill in from some of the supplement time, just get started from the afternoon and the evening. From that time, they are willing to put down to the application. Sometimes, when they just watched about this new information, they are willing to just accept it with more information.
In that time, and sometimes, and they will just negotiate with a lot of this business entrepreneurs, and we know that's for the evening and the truckers, and when they just going for drinks, or they will just prepare and for the sleep, or they're just brushing their teeth, and we have found about some of the tips. Well, actually, and we just retained a lot of our shippers and owners. So from the year 2015, and for our Yunmanman has just get started our own business, and in 2016, and in 2017, we know that for this whole market, and we have, about this 2 largest platforms, and the Yunmanman and the Huochebang, they just get started from the year, and since the parking lot.
In 2016, right in this Yangtze River Delta and in the Southwest, we just gathered information right on these two platforms. After that, in 2017, in November, we just cooperated with each other, and currently we could as the Full Truck Alliance, and we just incorporate with some of our two companies. From the year 2017, for all of our shipment, and also for a lot of the freight lines, this has been just incorporated with each other, and we just match up with all of our information. We just review our development history, for example, from our assembly and also to our freight and loading and from our parking lot, we just translocate and just transformed with each other. The era of the blackboard information has gone.
From the year 2018, and we are facing about the major platform, the problem. Previously, and we know that for the shipment will be around this, four trillion RMB, and this has been quite a hot button topic, and people are accepting about this hot button topic. But in the year 2018, and they just be quite calm, and we just incorporated with each other, especially for a lot of investors and before the, about the major challenge. Are you available to realize about the closed loop about these orders and, for example, all of these orders?
What is your business model? Prior to 2018, actually, we have no income. We have no specific business models, but just put the shippers and the truckers on the platform, and to get more truckers and the shippers on the platform. By 2018, we started to consider how to have the closed loop of those orders, because the yellow page model will have a very limited marketing space. Also, we were very confused because we were thinking about the way out, because we had been aware that even up until today, there was no successful cases about the transformation of the yellow page platform to be a full platform for such truckloads. However, we are successful in this regard, and it's very hard to transform those parts, the traditional yellow page model, to be transformed into the long-haul transportation model.
The pricing, the service, the goods, the vehicles, and the regions are all non-standard. How could we standardize these sectors? Those are also our considerations. At first, we have established the ecosystem. For example, for the shippers, seldom do we receive the payments for goods delivery. Previously, across all the platforms, we used to have some original websites and platforms. Actually, we do not charge for the goods, and nowadays, this is the data collected by June. From the slide, you will see we have retained more than 2 million shippers and also more than 300,000 members. We firmly believe that as long as we provide the value, it should be charged.
Such 370,000 members are also our precious treasures, and the contract extension rate is very high. We have the high-frequency members, and the middle- and low-frequency members, and the retention rate and the extension rate are also very high. For the goods delivery, we have CNY 5 billion for those goods delivery per month. For the financial goods and the truckers, we have also empowered those shippers and the truckers in terms of the finance. We have 170,000 orders in insurance, and we have 410,000 ETC truckers. For the insurance for truckers and the shippers, it has already reached around 600,000.
This is a dual-sided ecosystem in this platform, therefore, the closed loop in the business. Also, we have some initiatives. First, we have discovered that sometimes the shippers and the truckers may not honor their promises. That is why we have this proprietary and unique order model, and also the shippers need to pay a certain amount of the pre-payment. Also, we have formed the industry standards, because without any down payment or the prepayment, the truckers and the shippers may not feel settled or safe regarding this order. With the down payment, we will have a certain amount of the guarantee, and also the amounts will be insured. After a short time period, we found that many middle information and the disputes may arise, and also the non-standard orders are unknown to us.
That is why we have provided the contact numbers under the disguise for the shippers and the truckers, so that both sides could have the exchange. This is why we have profited the safe model for such exchange and transaction. We have discovered how to have the price on the platform via the tap and go model. Fifty percent of those orders are actually concluded via this tap and go model. Also, we have the all around guarantee to solve those disputes, to help truckers and the shippers to solve those disputes. Thanks to those closed loop orders and these different solutions, we have the online transaction, online service, and online exchange. Finally, when the opportunities are mature, we have prebuilt those fully fledged models.
Actually, we have prebuilt this model throughout the years from 2018 onwards. This is a progressive procedure, and up until today, two-thirds of those orders are in the process. Also, we have a very high income. Also, we have the commission, and the supply and the demand ratio should be further improved. Those revenue are from the orders as sent, and from the yellow page to the information to the commission. It has processed throughout the three to four years, marking multiple milestones along the pathway of our evolution. Prior to IPO, they're also asking about how is the take rate. Now, the take rate is up to 60%-70%. Many of the milestones and the great events have already been realized, because they have the assurance.
This were the milestones from our past to the IPO. And also, we are subject to many safety investigations. However, we have got very good results, and also we have been rejuvenated since 2022 onwards. However, we are confronted with some new challenges, and when we have realized the commission, the take rate is 1.14 left to 2-3%. So in the future, what is most important for us? What is the future direction? Some new challenges also emerged. There are three main directions. The first, to go deeper, to dig the well deeper, and the well is very deep, and the whole long-haul trucks is frontier. So what are the main two directions which may be resourceful? One direction is we believe that the low-frequency director customers will bring more customer bases and also the incremental orders.
That is why we have provided the premium truckload service from the year before 2022, and also up until now, we have 20,000 orders sourcing from the premium truckloads. This is the price from the platform, and that will have more response, higher response rate, and also provided with the premium higher quality truckers targeting at the low-frequency direct customers. Also, we have another three premium markets for where we are trying to locate the breakthroughs. This is the overall racing track and the verticals. For the one-stop service, we needed to go deeper and also go wider. For the one-stop service, we used to have the long-haul truckload platform, and in 2021, we have acquired another Shengsheng truck platform, which was dedicated to the short-haul business.
We also started to explore those short routes truck loads businesses, which is also meeting our short-term expectations, and also for the LTL trucks. This is the largest system nationwide, and also we were exploring the ecosystem further, and also the less-than-truckload business. Of course, the air fork and the less-than-truckload businesses, which are also developing very faster. In the meanwhile, for the cold chain logistics, we started to finance this sector, and it's valued at CNY 2 billion because of the cold chain is an independent track, targeting at different customers and differentiated demands. We also have acquired the business for such less-than-truckload and also for the rest of services. And we have dig out the differentiated demands of different customers. For the intelligent service, we leverage the AI for the empowerment.
And also, we will share with you about the results for the intelligent empowerment. And for the unmanned driving, we are also the largest shareholder for the intelligent business. And also, we will go deeper as to how to implement the unmanned driving scenario. And third, I'd like to go to our mission. When we started our business, the mission was our benchmark, the standards we needed. We needed to have such a mission to start. However, nowadays, we are a mission-driven company. If we could reach tens of billions scale, if we couldn't be a mission-driven company, I do not believe that the company will go longer, will be greater. And after our thinking, I think our mission is to empower our businesses to meet our expectations, and also to stand out in the competition. And so here are the two key words.
The first is empowerment, the second is the businesses. We are firmly upholding the platform to serve the businesses. Those businesses are our main targets and also the main body. Up until today, in China, the production cost is squeezed, and the logistic cost is also very high. How could we help businesses to improve efficacy in the logistic sector and to be more competitive at an even lower cost? This is our main issue. How to cultivate the talents and how to have a better structure and a mission-driven to drive the overall structure, the overall talent structure, and to push forward the strategy. Our mission—our vision is to drive forward the one-stop service platform, and we have such a landscape regarding the long haul and the short route.
In the future, we will have more segmentations with better work in each of those tracks. For the fundamentals, the platform is working very soundly and robustly. For the acquired users, the orders are still on the rise. Also, deducting the lost customers, actually, our customers are still on the rise, and the platform is working very steadily, and the space is very immense. The CNY 10 trillion for the road transportation, and also CNY 4 trillion for the long-haul truckload. The space is very promising and very enormous. Also, our acquired users will share with us about their insight into the future tendencies and their practices. Lastly, comes to the policies, also one of your major concerns. The policies are more and more positive.
In particular, this year, I have a feeling that from the national policy into every province or municipal city, for the platform technology or platform economy, I can still sense that for many people, and they will have a lot of the support. Well, actually, we know that for this trend, and it will be quite prevailing. I think that we will - we won't change about the policy. Well, actually, for many investors, and I think that for some of our liquidity and the era just gone, so for our policy are very favorable. But I believe that the potentials will be very promising.
So last, thank you once again for your support, and we have a lot of difficulties, and we just praise as this kind of industry, and for me, myself, and my team, and we are quite confident that we just empower with the Chinese enterprises and with the logist- by the logistics, and we can have very good result. Thank you.
Thank you. Thank you, Mr. Zhang, and for your very wonderful sharing. Ladies and gentlemen, we're gonna take a 5-minute break, and we will come back at 10:05. We have prepared the refreshments at this venue, and after that, we're going to give the floor to Mr. Guo Langbo, the President of FTA, to share with us about our strategic position and also our, our expectation about the future. Thank you so much.... See you later. Ladies and gentlemen, we have the live streaming, so we will continue our session, and we got only 5 minutes tea break. Actually, I have seen that you have a very hot button topic with our Mr. Zhang. Next, I'm going to give the floor to Mr. Guo Langbo, the President at FTA, to give us a speech.
Dear investors, analysts, good morning. Just now, Mr. Zhang introduced about the strategy, our development history, and the future strategy. Next, I'm going to share with you some of our very detailed, the business strategy, and also for our industry layout. On the one hand, as an enterprise, I believe that growth and for the profitability down to the prominent topic for FTA as one of the leading enterprise in terms of this road freight logistics, and what is the question? Why exactly can we gain growth? Actually, I think that we need to have the two answers, and they're very good. On the one hand, we have this very high in the selling, and we have this CNY 10 billion, and also with this CNY 10 trillion for this market. Second, we need to meet our users' requirements.
Well, actually, for me, myself, I believe that we, if we can just meet the requirements, we gonna have a lot of the different parts, and based on these two points, I'm going to have a very good development. On the one hand, what about the capacity of it? From this road freight, for our logistics will be CNY 7 trillion. Also, for our rail, and also for the shipment, will be going to CNY 1 trillion, and for our transportation will be CNY 1.5 trillion. After that, we have this CNY 4 trillion, which will put into our logistics and warehouse and storage, and we have this CNY 12 trillion. This is a huge market right in China. We believe that logistics is the sum of infrastructure to support about our real economy.
With this CNY 10 trillion, right in China, it ranks about the very first, and we know that on the one hand, the retailing is very good. And also, second, about the finance, and also about the logistics. And on the one hand, we know that with over the CNY 10 trillion, and we know that right in this freight, with this CNY 1.5 trillion, and also with this 5.5, and for this LTL, and also for the FTL, and we know that for some of our logistics, and we know that for a lot of these big companies, and they just invest into this port. And actually, and we have a, a very fierce competition, for example, like the three, the...
And also for this Shunfeng, and also for Cainiao, and for the JD.com, and they have put into investment into this logistics, and we have focused on the FTL and LTL. Well, actually, and we know that we have some this permanent, and also for a lot of this urgent utilization, this market, and with the CNY 3 trillion, and the CNY 2.5 trillion, and with the logistics. And we know that for some of this retail orders, and with this road freight, and we know that this is about the sum of our SMEs. Well, actually, and this is about this very big, the, space. Well, we believe that right into this kind of a competition, and we can have fruitful the achievements. Actually, with such a huge market, and with this very good, the competition markets, how can we just strive for growth?
On the one hand, we need to know their needs, and the second, we need to meet their needs. After we just meet with their needs, and we'll just transfer from this online to the offline, to the online, and we just have the continuous development. On the one hand, what about the real needs? Well, actually, in the previous and for our resources, we'll just get started from these two types of the enterprises. On the one hand, SME, for example, like the retailers and also for a lot of the agents, and also we are coming from the KA. For example, with this very huge market, and they just control about this freight, and also they just get started about this commercial, the logistics.
We know that for the logistics industry, for SME, and they will just find the trucks by themselves, and with the two types. On the one hand, we can have some of these very urgent demands, and for example, like, it's planned are not so good. Well, on the one hand, and they will just find for some of the temporary ones, and for example, they are just finding about the agents. So this is about the SME, and they will acquire the trucks, and by agents or by themselves. For KA, for the key account, the factories, and they will have the bidding. For example, according to the freight, and for example, like the route, and also for a lot of the, the different projects, and they will just have the bidding.
For example, they will just have the purchase by the year, and also they can have the register, and also for the contract fulfillment, and they have lots of the agents. What about the 3PL? And when they just get those orders, and by the bidding, and they will have this very permanent, the needs, for example, like the beer, and every week, and they will just send the beer into the retailers or the distributors. After that, and they will just find about this various more trucks or the logistics, and who will just act on that. Actually, there were a lot of the changes on that, and for some of the unmet needs were coming to the agents, to the temporary market. This is about our real needs. When we just come to this kind of these things, what about the supply demand?
The core concept is that we will just have this very huge market, and also it will be faster and also cheaper. On the one hand, this one should be about this on-demand market. And actually, we have this, and on the one hand, and we have different car types and also different models, and different lines or different models, and we just want to meet their needs, and we have some of the continuous growth. So actually, we have a lot of the truckers and shippers who are actually... And for some of our conversion rate will be increased by 14%. And also, we have a lot of the truck types.
Just now, and Mr. Zhang has mentioned that right in this, we have over several, the over 10 cities, and from some of the medium size for our trucks and the vehicles, and also for our 9.6 meters trucks, and also for the 13 meters, and for our trucks, and also for this 90 meters. And we have plenty of the trucks. And for example, like the hook chains, and also we have a different, this high side truck and also box truck, and also for this negotiating chains and a point, et cetera. And we have different types, and which was selected by the users. And part three, and we have different lines. I just want to elaborate more on this part. In China, we have three major cities, 300 major cities, with over 130,000 in our lines.
For every, the daily base will be over 90,000, and also for this monthly base will be 130,000 in this regard. For example, from Beijing to Shanghai, vice versa, we got a lot of this shipment, each factory for their users, and coming from all directions. No matter what kind of, or what kind of origins of our trucks, and we can just find it. Well, actually, we know that we have a lot of the support. We just want to find out about this, all of these ones, for example, based on this platform. For the shippers and also for the users, and they can just find it from all kinds of these models. For example, they cannot know it. For example, like a lot of this port.
For example, we can have some this one-stop service or just negotiating the price, and we support those goods, and we can have more and more selection with it. So for offline needs, and this will just translate to the online. So we will know that there will be a lot of replacement with this offline market, with this offline market. And for example, like a lot of these ones, and for example, like the very small, the more specialized the lines. For every owner, and right into one of the, maybe several, the drivers, but right for our platforms, we have thousands of our lines, and also with this different millions of our truckers. So that's why we believe that with many kinds of these needs, and which is translated from this offline to online.
Second, we just want to do it pretty well, and we are quite good right on the three ways. On the one hand, we just have the very fastest speed, and we have very fast, the freight. Second, we have the quick, the response, and also with this very quick, the transaction. We have our own net with this 1.5 minutes, and we believe that this is very good. Well, actually, we have this very good, the location. I don't know that you have even just utilized for our application. We know that with the different reports, for example, like the deliver goods, for example, like these times or the transaction premium, and with the time, and also for the price of it, then we have all kinds of the information.
With that, we just want to increase our accessibility. The second, we need to have a very quick response. Several minutes, and we will just have got a phone call. For example, for our response, it will be around 3 minutes, and we have the very fast development and the response. The third, we have very good response, and also for our transaction, and for each order will be finished within 14 minutes. So with this very quick response, we just save a lot of time for a lot of these owners, and we just find it about to summon this course, and this is about this one part of it. We can have the very effective response, and also for the feedbacks, and we just want to raise our efficiency. Time is money.
Well, actually, we believe that we can have a very huge and very long line. Third, we can just have a very good development, and we're gonna focus on three parts. On the one hand, we can just think about this online transaction. For example, like some of these orders or the disputes, personal disputes, and we will cover about this 10 scenarios. For each scenario, we got the strategy. For this owner, they are quite confident, and they feel quite safe about our service, and also for every driver and trucker. We have the three certificates and the five certificates, and we've got a very good accessibility. With that, we can just comply with them.
Also, into this part, from the end-to-end for the transaction, we just want to have this quality control the system, and with all kinds of the service market. Part three, we can have the assurance of it. For example, like this, 688, and for our transaction contract and also has been over 50%. Also for some, the transaction will be over 30%, which has gained this 10% year-on-year growth. Finally, about this overall. We're talking about this overall, and this is about this very important part, the cost effectiveness. We need to just lower down the cost. Based on our previous three advantages, we just want to have a very good development. We know that with this logistics is very important, we need to save more money.
On the one hand, for the professional owner, for example, like the 3PL, and also for our logistics, and also for the different information. We know that right online, and we just want to compare with the similar price within 30 minutes, and there will be around these four chains in this regard. We know that with that, and we can just negotiate with them more, and we can just find the most cost-effective needs, the effective one. Also, we just compare with the price with it and with that, and we can just want to increase their competitiveness. Second, for our direct sellers or the owner, we have a very transparent price. Well, actually, the price is very good, and we can just avoid about this middle or the middleman or the brokers, et cetera.
3PL, it is pretty convenient and faster, and the requirement and the customer retention are quite good. In this Q2 for this 12-month, retention rate was over 80%. Actually, 82%. These were several reasons why we just want to have big growth. We just want to meet our users requirements, and we just want to focus on these four characters, and we will have more selections, and the second, the faster and the cheaper. We know that we are just replacing with these offline transactions, and we have gained a very fast development. So in terms of the temporary and on-demand, on-demand market around this freight trading, and this year, with over the CNY 300 billion, with the 10% penetration rate, and actually, and we have very good development right in the on-demand market.
What about the 2023 first half, and for our online orders has gained about this average rate? Actually, for us, and we have gained 33%, and for this Q1 + Q2 for Chinese economic growth will be 5.5%. We're talking about this, our road freight and for our Ministry of Transportation, and this is about this road demands, and which gains is 7.3%, and for the real economy. Or lagging behind with this tertiary, and we have the very fastest development around the tertiary industry, which is higher than the GDP growth. And for our FTA, and we have gained the 33% this year. We have perfectly verified with some of our needs, with the four characters. We continuously replace with our offline orders.
That's why we just want to have a very fast development, and we believe that how can we just have the fast development? So from internal needs, how can we just gain growth? Well, actually, these are the reasons. We're gonna focus on these five directions and the five counter measures. On one hand, the production line, and the second, about algorithm, and the third, the operation, and fourth, the infrastructure, and the fifth, the brand, branding. With these five countermeasures, and we'll just put down to the ground, and we'll just acquire with these values or with the sum of the... And with this kind of the port, and we can just push forward with the orders. With these five countermeasures, and we can have a lot of these ways, and for example, we are just continuously developing with it.
For example, if we have a lot of these ones, and for example, like this very streamlined demands, and for like LTL, and also for our information or our direct selling. We just want to increase with this accessibility and availability. For example, like the different kinds of these trials and currently, and we have the average, the 1.5 minutes. Well, actually, we know that this is very good and for example, like our direct selling, and they do not know about the price. For example, like all of this full cart, and we have a very good service, and we just make sure with that, and after we just find with this call, and we can have a lot of this good.
The second, about this carpooling, and for example, like, on-demand, the market, and also for our in-city service or some other added value service. Second, algorithm. This is about our core competence, and we believe that for our algorithm, for each the freight source, we can just have the expectations about it, and for example, like the value of it, where with over places. Well, actually, and we know that for our pricing and for... This is going to be our core competitiveness, and then about our maximum for our strategy and also for our shipment. And this is just belong to our algorithm.
And also for our high frequency and also for our different, the market, and also in terms of our safety, and we can have the in-depth, the operation to make sure with this, our users, and especially about these older users, and also for our new users. And then infrastructure, and we know that for the marketization, and for example, like all of these scenarios, and with these people, and also with this freight, and also with all of this part. Well, and we know that with some of the infrastructure, and we can have a lot of these ones, and with these innovations, for example, like algorithm and the operation. And finally, with our branding. The branding, actually, we just want to build with the some of this mindset. And actually, and from this FTA, we are just have the B2B, the development.
Well, actually, in terms of the direct seller, and they do not know us all. Well, actually, there are over these 2 million, so in the future, and we have a several million part of it, and actually, we just want to build about a mindset of branding... and with our marketing and selling. Well, actually, with the five directions. With that, we can just help with our owners and to earn the money very efficiently. Based on that, we can have this very, the continuous growth. Well, actually, we just want to replace with this online and the offline, the orders. In this picture, we are currently promoting with the sum of branding. For example, like our marketing and the, the advertisement, and currently, we just collaborated with some of high frequent, the truckers and the drivers.
For example, we are just focused on the different parts. For example, if you just want to find something to this Yunmanman. Well, with that, we can have a lot of this, the pain points. Well, actually, we know that this is very important. We just want to have the coaching and for example, like the Yunmanman, and with these millions of the users was a lot about it. Well, actually, this is about this one, and also we have this in-city, the development, and we just want to send the trade and also to save you more monies. Well, we just want to focus on the branding. Well, actually, this is about our business values. Well, actually, we have a lot of this values. How can we just focus on this transaction and conversion rate?
Well, actually, we have the commercial vehicles. Well, actually, we know that this is very important. We, the port, the Blue Plate, well, actually, in the example for our commission rate and for every day will be around CNY 1 million-CNY 6 million. What about the future trend? Well, actually, for all of these orders, actually, we believe that from this expanded effect. Well, we believe that, for example, like our commission rate will be around 60%-70%, and in the future, we're gonna have this 100%, and currently, we just selected with the sum of our, the market, and with this 100%, we know that with this 1.5 times, and then this potential. What about this vertical development, about our commission rate? For example, like the take rate.
Well, actually, for this take rate will be around 2 times of our space, and currently, the average rate is still at, stands at this 1.4%, and for every order will be around this CNY 1.2. And also for our take rate and for our optimized, the vehicles will be around this 3.6%. And currently, and for the take rate will be 1.4% the percent, and in the future, this will be going to around this 2 or 3 times. This is about our vertical development, especially for our high values, with orders. Currently, we have to doing about this high frequency, the orders, and for example, like some of our orders, and in the future, there will be more and more orders. And about the type of give. And part three, and what about our vertical expansion?
This is about this overcapacity, and in the future, we will have around 3 times the potentials. And for this Q1, will be around this 400,000, the orders. In the future, and there will be several billion orders. If you just calculate it with this 3 coefficient in the future, there will be 10 times the growth about the take rate. So we believe that for our commercial, the profitability, and we going to have a lot of the development. Well, actually, and we just want to have a lot of this once, and how can we just have to meet with all of our users and also with our consumers? On the right-handed side, and for some of our part, and for our 52 CNY, and the take rate around 3.6%, and also for our...
In general, the rate will be 21 RMB. What about the limitations? We just want to answer the call of the Ministry of Transportation, and with our limitations will be lowered down by 10%, and with this, the sellings are pretty higher, and with this 179 RMB per order, and it is around three times on it, and for our common, the freight will be 79. There will be the four times of our limitation. What about this transportation from 0-200 km? Will be 61. From 250-500 km is the 83. 104 for 500-1,000. For those above 1,000 km will be 122 RMB. What about this take rate? Currently, there is a huge potential will be unleashed in the future.
We need to keep with this trend. Just now, I just introduced a lot of some of our internal market, and how can we just develop it with it? For example, like our users and also our orders. Stepping forward, I'm going to share with you some of our external market, and for example, about this very obvious, the trend. Well, actually, and we just want to know about this future, and what about the future direction and deployment? Well, on the one hand, and we can have the direct selling, and we have the very obvious, the strength. And for example, like professional shippers and our truckers, and in the Q2, and we just gained a 38% growth. And for our direct sellers, and coming to these 53%.
For our direct sellers, we have this 688, and also for some membership, and also for this non-membership, and for this 168. We have the professional, the customers. We know that for some of our consumers, they just focus on our freight and logistics costs, and we know that this is very important, which can afford them the 10% in this, in their whole profitability. For this freight, this is very important, and for these SMEs, for the profitability will be 5%. If we just save it out the logistics, they will just increase about the, maybe a lot of the percent. Well, actually, they will just find the vehicles online, and they won't utilize it by the middlemen, et cetera.
But in China, for SMEs, and we know that this, this is over 52 million, and for this, KA will be less than a hundred thousand. And we know that in the future, and we have a very good development. Second trend, and we know that we have this, the LTL one will actually, and for some of our LTL based on the orders, and for example, like our 3 tons, and also for this 15 kg, the cubic meters, and for some, this, the freight source, and actually for our orders, accounting for many parts. And currently, there are over 20%-30% of our orders. What are the reasons behind it? In Q2, for our FTLs, and we just gained about this, the 35% for LTL, accounting for the 90% of the growth. For this is the operated by this platform.
And also, what is the reason behind it? And we believe our supply chain, and we have focused on very small orders, also for this JI T, and plus the sustainable time. And we know that with this very good development, and we have the very fast growth, and this is about the zero orders, and for our orders, which is our pooling, for example, and we will just acquire for this one orders and the two orders, et cetera. And these just have more kinds of the development. And we believe that for a lot of this effect on the truckers, and this is a door-to-door, the transaction, and they can also save a lot of this money.
Also, for each one, they have this only one port, and for example, like 3 to 1, and we believe that they will just reduce about their different rate, and we know that this is very important. Currently, they just gained around this 90% growth, and how can they just repeat with it? On one hand, they were just replaced about this CNY 500 billion, and with around this 400 km, therefore, for this carpooling, they have a very fast development. This is about some of this LTL. Part three, what about the change of our need? Well, actually, currently, we have a different, the time and the space, and for example, we have this peak season and off-season, et cetera.
Currently, our transactions will be divided into these two parts, from the consumption and for industrialization. Currently, we have these first levels, and also for this mining, the trends, et cetera. For example, like the SKU. Well, actually, and we have this unknown name, and we are just a bit behind for some of the commercial these owners. And this will just covered by some of this GDP, and we just want to have this close the circle in this regard, close the loop, and when they just get the money from these owners, and for this buyer and the sellers, and they will have some this transaction. And this is will be, we will have this contract fulfillment by the logistics, and we have this, the unknown, the heroes.
Well, actually, for some of our freight, we have these 9 freight types, and also on the right-hand side, we have these 10 industrial types, and for the consumer consumption coming from these home appliances. For these building materials, accounting for 80%, et cetera. For some, the food and beverage, for example, like the fresh goods or the vegetables, or some of the beverage, et cetera. In part three, for this packaging, the food, and also the beverage, and these are the main framing types. Then about some of this clothing, and for some part of it, and for example, we just translated it for a lot of the cottons, et cetera. And we believe that for some of the logistics, et cetera, and this is going to some of our... consumption.
For example, like a lot of this freight, et cetera, we can have this very fast development. Several days ago, we just read the report coming from HSBC, and for China, there were 91% of the durian worldwide. Well, actually, the durian is coming from the external overseas market, and this is just transported by our platforms, 30% coming from our FTA. We are the foundation of our economy. Also the durian. This is a very interesting topic. Well, actually, for some of this via company, they are just going to the listed company right here, and there are huge market opportunities will be unleashed. Currently, with some of these raw materials, and also for the mechanics, and also for a lot of these ones, for example, like our packaging, et cetera.
With that, they just constitute with some of our 19 via prototypes, and currently, we have the off-season and also for our peak season. We're gonna have this rigid need in this regard. We just want to... This one will be around 8.1, 2.8, right to 1, right? For this peak season to the off-season. This kind of the fluctuations, and we won't say that this is very good for our platform. Just now, we just changed about this time, so what about this space? We already talked about the time, right in China, and we have different municipal cities right in China, and with the administrative regions, there are 34 provinces, including Taiwan.
We're talking about this municipal city, there were over 370 cities, and for its shipment, and for example, from Beijing to Shanghai, and Shanghai to Beijing, is the second lines right in China. We have theoretically the 130,000 lines, the road lines. Actually, for FTA, we just covered all the lines right here, and even right in the remote area. Sometimes they do not just convert with the railways, but actually, and for our route, and there are going to around to this 5 million kilometers, and for this expressway, or have more than the 10, the 1 million in this regard.
Well, actually, we're talking about some of this expressway, and these are not just cover with each other from Shanghai to Chengdu, and we got a lot of this freight, but from Chengdu to Shanghai, we don't have so many kind industrializations. And we know that Shanghai is industrialized the city, and they got a lot of the transactions, and also for the freight, and from Chengdu to Shanghai, they do not match up with each other. So right in China, and according to our road lines, and for example, like our online, offline, also for some part of it, and around this 2 to 2.3 to 1. This is about the median, the number, with over 130,000 lines, and with over 60,000 lines. And we got this 2.3 to 1.
Well, actually, for the space, and to not just match up with each other. So we know that we have- we got off-season and also for this peak season. So with that, and the platform are very prevailing. And finally, and for our trend, is that for some of our different time base, and we have this very obvious, the change in this regard. For example, we have known that for our every... The trucker, and in Q3 2021, accounting for the 76% in this year, and we have just increased by this 16%. Actually, this is very simple, and we know that they have been quite the simple with each other, so we know that they have the rigid needs. And for example, like, their needs is very rigid, and they have, some fluctuated the needs right here.
Well, actually, if they just want to afford or providing with the whole team, and this is not so easy. Sometimes we know that they do not have a very good business right here. Therefore, for the trucks, and they have this very low efficiency, or the trucks will be in vacancy. So for our teams in Q2, and this is just accounting for this 82%, and this is a 20%-80%, about to some of these personalized or individual, the truckers. For individualized, the truckers, and they need to find the result of the fit. So we can go out to the time, and also right in China, around this 8 million in this regard. So actually, we have this huge potentials will be unleashed in the future. Just now, we have just introduced about our four trends.
We have the direct selling and also for some of this on-demand orders, or the changes about the time, and also for the space, et cetera. And finally, we're gonna have some of this individualized port in this regard. For example, we got about this supply and demand change in this regard. For example, like our free ports, and this is better for our platform. With that, we can just catering for our platforms. Therefore, we need to follow up with the trends from a digitalization, and we just want to strengthen our efficiency and our profitability. With that, we can just create the larger value and to our users, and to meet with their needs. This is about our trend. Currently, we just want to change and share with you some of our trends. So this is the end of my speech.
Thank you so much. Thank you. Thank you, Mr. Guo. Ladies and gentlemen, at 11, and we're gonna have the Q&A session. Before that, we just prepared with the tea break. Please take a rest. Thank you so much.
... And then we will start the Q&A with Zhang and Guo. Our analysts and the institutional investors may have some questions to our president and the CFO.
So many thanks to Mr. Zhang and Guo. I am Elliot. I'm very honored to be here, and also glad to hear about your sharing and insightful opinions regarding the internet. We are more confident, and I have three questions for you. First, regarding the autonomous driving. So what's light goes to the autonomous driving? To know more details and about the larger scale application of autonomous driving in the commercial road transportation. And what are our response in this regards? And the second, for the long-term strategy, what kind of the status you expect the platform to reach, and what kind of value you will empower to truckers and the shippers?
And also, which sector should be further improved, especially in our capability? And third, for the acquired customers, in the past days, we have seen the MAU are on the rise actively. And what about the retention rate of the direct customers apart from the ad hoc event? In terms of the contract market and the ad hoc market, do we have any investments or any niche markets in those sectors? So first question goes to Mr. Zhang, and the second and the third issue goes to Mr. Guo.
For the autonomous driving, we have collaborated with the other business about the unmanned driving since 2018 onwards. And in that process, we have also observed the evolution in this industry and the technical reiteration. And there are several steps from 2018 onwards to 2019 to 2020.
Especially in 2020, we were pessimistic because it was a long procedure. Also in this industry, we need to have some technical routes and also some milestones to enable us to be optimistic and confident. For example, Tesla's FSD. Some of our friends are also engaged in the Tesla's technical routes, which are very optimistic. However, we firmly believe that the unmanned driving should require some scenario for implementation, for practice. It cannot only be confined in the laboratory, in the benchmark scale. Nowadays, I have such opinions that for the high speed route, I think the commercialization will be faster within five years. For such a faster speed scenario, that refers to someone will drive it at the expressway, and the other person will take it, will accept. For the long-haul truck ways, the cost lie in the long route.
Lastly, it's possible that it will point to three sectors. The first, we will have the hackers, the drivers at both ends, and in the Longhorn Expressway, we will have this. On the other impact, our side exists to be. As long as it's still scattered, we will be... However, if the goods are more centralized, and also the truckloads, the truck teams are centralized. Nowadays, the truckloads and the teams are still scattered. As long as the truckers and the shippers are still scattered, have done that. In that particular second and the third issues regarding the driving momentum, and the first, the driving, driving momentum comes from observation of our acquiant users, apart from the old users and the retention users, the core goes from the contribution of the new users, especially the direct customers.
This growth also comes from two directions. First, the value should be conveyed to our targeted users, and to enable more direct customers to know us. In this regard, we have a lot of space for improvement. Also, the professional truckers and the shippers have all get to know us. However, many direct users, the truckers and the shippers, should be conveyed further to cover more users. This is the work by marketing in the second for our trends. According to their life cycle, we have a lot. First of all, the good delivery, we need to have a good experience for the good delivery, especially for the pro flow users. Actually, the goods delivery should be more professional and for the direct users, actually.
That is why we are optimizing our procedure and the product system, so that the new users, new shippers, will deliver their goods much faster, and also conclude the deal very efficiently. This is also good for the retention of the new users, very essential for new users, and also for the premium service. This is designed tailor-made for the direct users, and the goods delivery is very complicated, and also the first part, and also he has no idea about the pricing. The premium service will have a reference price. For the shippers, whichever route you are using and what size of trucks will be used, you will refer to the price from the system, and also the price is very competitive. It could locate the trucks directly, and there's no agency use, attractive and competitive for the premium users.
And secondly, having located the trucks and the fulfillment rate regarding the premium rate is very high. After the fact, because a certain percentage due to conclusion by the truckers or shippers, shippers themselves, the majority of the orders that have been concluded or failed. We need to pay attention to each factor in the fulfillment, and to ensure the proper edge of the shippers and the truckers, and no discernment and no disputes arising in this process. And the end-to-end service should be ensured to serve our customers, the direct customers, so that it will empower the growth in the new users. This is our, in general, the trends and also search for the basic data, like the infrastructure.
This is also a digitalized platform, and the data is our core trends and advantage, including the people, field, data, tools, static, and also the dynamic scenarios, which should be labeled and also digitalized. With such infrastructure, the vehicle goes under the field, and the people will be working more faster, with more efficient pricing, and also the fulfillment rate and the demand of the supply making and the truckers ecosystem will be better. This is reference to our indigenous ecosystem. Also, we need to have the platform to promote ourself, to have more exposure to the public, and also to have a better end-to-end service with our infrastructure, and also to expose our brand to more users, more potential customers. Also for the on-demand market, the CNY 3 trillion is very promising, and we will permeate with 10%.
Also, we have another 19% of the niche market in the on-demand market. Regarding the 50 million of the medium and the small customers, which account for 60% of the GDP, and the 50% of the taxes from the SME, and also 60% of the GDP, and the 70% of the innovation, and 80% of the job creation coming from the SME. The SME and the micro enterprises are the driving source of our new users. Do we have any more questions? Also, I'd like to remind you of the time limit, and also for each round, we have two questions. I'd like to add more. So what is the scenario and the future?
After five years, we hope that after five years, all the Chinese businesses, as long as they use logistics for goods delivery, the FTA will be their first choice, because we have all kinds of the platforms engaged in the logistics for 2C and for the e-commerce, like the JD and Tmall and Pinduoduo. However, for the goods delivery, the logistics are still very sporadic, very scattered, and we need to think about the wet stock service, and we hope that after five years, the FTA, I think from 30-50 million such businesses will use our platform, whether for the small amount or the long haul or the short route. All those users will prefer FTA. However, at the core is our capability to undertake all those demands.
The market, actually, the communication, the supplying is not a problem. As long as we could have high effectiveness and high efficacy, and we have our core competitiveness, the supplying, the communication, the brand recognition will not be a problem. As long as we could have the capability to undertake all the demands at the most effective cost, at the most attractive price, we will attract more users and be the number one choice for the SME and also the macro enterprises.
I am also honored to have the face-to-face talk with our executives, and also would you like to compare what are the major changes in the management throughout the past years? Also, what sector may require more enhancement, more improvement, or in which sector we may need to improve more?
So in which sector, in your opinion, think we need to improve more. The second, regarding the truckloads and also the direct users strategy for the entrusted truckloads. From the perspective of the long-term trusted truckloads, what is the orders in this sector, and also the fulfillment rate, and also the commission rate? So do you think, do we have any more outlook regarding the entrusted truckloads? And also, we have profited a lot, and do you have any planning regarding the use of those cash, and also the investments and the dividends? Do we have any more improvements regarding the cash?
And so, Mr. Chong will take up the first and the third question, and also regarding the premium service, Mr. Chong will answer that question. And also regarding the management, I think we have improved and a lot.
From the ground promotion to the in-depth exploration, the third to the evolution of our borders and also the use of AI. Our businesses have decided, and the strategies have decided to reiterate our technology and also to nurture our talent, and also the core management is also improved and reiterated a lot. From the initial 3 to 5 years, we have our ground teams, 80%-90% of those talents have already been replaced, and the talents are also reiterated and replaced a lot.
Regarding the structure, different from the past, to be frank, actually, the happiness to enjoying the work is less than before. I need to ask others to be involved, to be engaged.
However, we have different departments, and actually, too much interference into the work of departments will actually disencourage us to be more involved. This is also more manageable. Also, the platform is one of our major factor, and the value addition, we are short route. Also the in our data, the new sectors. And in the new structure, and in the new organizational structure, how could we improve the success, the department work, and they do more? And third, we need to try for achieving our missions and the visions, and how to maintain our driving momentum and our unwavering efforts. This actually, we are confronted with the competition. However, such competition is not as fierce as the other sectors. However, we may not evolve or progress better in such a scenario with no fierce competition, very moderate, very tender competition.
So how could we stimulate ourselves to be progressing, to be more reiterated? We are still a very tactical company, results-oriented company. Inside ourselves, we are proposing to be value-oriented and the customer-centric, and also the leaders and the invite promotion based on their contributions other than their tenure. The core management have already been working with us for at least 20 years to even 10 years, and they have a steady experience and emotions and the emotional attachment to us. This year marks the tenth anniversary. We are also dedicated to some new business, and the platform manager is also dispatched from other departments, Mr. Fu Qiang, who has experience from management regarding the big platform.
And all those management team members are also working with us, who used to join us from when we start for this company, from where we start. So they have a very deep emotional attachment to us. And third, for the cash use, actually, we have the one-stop service strategy, which is very broader. And also, I think the cash will go more to the one-stop service strategy, landscaping. And for the autonomous driving, I am very confident. I think within 5 years, it will be fulfilled in the online platform, and also in the U.S. regard. And also for the dividend, we have also discussed a lot, because we are doing the share repurchasing, where still under fulfilled, we have done a lot, however, that is still to be realized. And also we would like to reward our shareholders.
I do not think the shareholders, the employees, and the users have any different orders, and just the causal relationship. We are also in the same community, where we are still under fulfilled, and we need to fulfill our commitment to reward our shareholders. For the orders of the pre-premium orders, for the outlook, I think from the macroeconomy, the SME 50 million businesses are accounting for 60%, and the premium service will account for 60%, and the premium service account may be fixed for the short route service. This is our long-term projection, and the premium service orders account for 5%-7%. We have a lot of work to do, including to better up ourselves and also the branding promotion.
In each round, we could only ask two questions at the most.
Thank you for the opportunity, and also thanks, President Guo for the presentation. Here I have two questions. In the future, we hope that the logistics delivery could have FTA as the first choice, and we are still limited by the long-haul logistics. And also, we would like to see if we have any objective regarding the LTL, and also the short-term and the long-term strategy regarding the LTL. And also, we have some existing competitors. We would like to know, do we... In the future, how do you evaluate the competitive landscape, and how would you reach your objective? And I am Charlie with the Huaxin Securities.
I have talked about the competition in the long-haul route. Actually, the competition in the long-haul logistics delivery is not that fierce or fair, whether for the LTL or the short route. So first of all, the short route logistics, Huolala is a good actor, accounting for almost all the market share, a little bit lower than Huochebang, and also the Shengsheng or others, 50,000-60,000 orders. That is not a large amount. However, according to our expectations, not to mention the market share, however, I think that is the most cost-effective product. I cannot assure the market share or the market quota, however, to ensure the same market service at a lower price.
I think the businesses have a very sensitive marketing price, and even very little price adjustment will be failed by the businesses who are very sensitive, and also we need to be very competitive in this regard to provide the equivalent service, and with a little bit of fine-tuning in the price. And this, I think, will be judged by the market in the—by the time. And also for the LTL and also the airport marketing, this is led by some businesses, and also for the big amount logistic services, we have the long route, the FTL. And for the freight ride or the child ride, which have also taken up the good of the FTL in the province.
In the long route, we are also empowering, whether it is for the Zhuanxiang or other actors, we are empowering the long-haul FTL. In the future, together with the 600,000, actually, it's claimed to have the 600,000 value for the FTL in the market, and we hope to improve the co-prosperity for the FTL. Also, we hope to have the transparent transparency in the market, because the price for the FTL is still very opaque in the market. Also the fluctuations are very fierce. I hope that with our transparency and with good service and the competitive price, we hope to secure a good market share in the future.
Good morning. Good morning. Thomas, from the Internet Analysis Company, and thank you for inviting me. I have some questions.
So apart from the price points, do we have any other operational means to enhance the customers' willingness for payments? And for the future, incremental points, which are the main driving factors. And for the standard price, in the platform and the pricing compared with other cargo platform, our pricing is not very fitting. In this sector, what kind of measures shall we take to improve the profit rate?
So Mr. Guo will take your concerns.
So there are three issues. The first, the pricing clause regarding the members fees. Actually, the cash from the members, actually, that is one source of our revenue. And also professional members, up to 168, and those they have the direct users and the non-direct users, and the total users is amounting to 700,000.
Actually, the 700,000 users are very sticky and loyal to us, and also that is one source of our revenue. However, for our strategy, this is designed not only to charge a high member fees, but we needed to retain those users, including the 168 professional truckers and the shippers. We also have the professional shippers, which are also retained in our platforms. This is also due to our strong relationship, we need to provide good service to return those users. Also, the 688 is inclined to the high-frequency users, which are also sticky to us, and also the retention rate is also very high. For the right users, the retention rate is up to 80%-96%, and for the users, that is up to 80%-90%.
In China, the Chinese businesses, the SME, the businesses will transfer or be redirected, or even extinct after three years, and we need to expand the members' coverage and also members' service. The pricing increase is not our first choice. The second, for commission, commission is targeting at the truckers. We have to actively expand our orders from short term to the long term to improve the coverage rate. The 60% coverage rate is being improved to, to percentage. Actually, the outcomes, we have done pilot and we have the 100%, percentage rate of the take rate, and we have no concerns regarding the threat to just 1.5 times, and also the take rate to 2.3 times. This is all within our full expectation of the premium cargo. That is ranging between 3.6-3.9.
This is within our scope or objective. Apart from the premium trucks, we also will have more high-value orders, and the commission take rate, the take rate is very low for the truckers. That is still acceptable to the truckers. For each order, that is around CNY 21-22. Actually, that has created more value to the truckers, higher than CNY 20-22. We have collected just more than 1% of the commission rate, and just 1% of the commission rate is more than acceptable to the truckers. The core lie is to create more service and more orders for those truckers, and help the truckers to profit more. First, to improve take rate, and also to enhance the coverage rate, and third, to expand our orders.
The 400,000 orders is not that very high within our scope. Also, for the long-haul truckers, actually, we needed to reach the market of the CNY 20 million market in China. For the long-haul truckers, we needed to improve to cover more than, more than millions, 13 million value in the market. Also, the orders, which is three times to two to even 10 times, and the orders will be improved a lot. I think the take rate is within our scope of our objective. Good morning, everyone. This is the first day. Also together with me is my colleague. Also, the presentation have impressed me a lot. First, we needed to see the time slot to be fit with the truckers. The...
This period is still very comfortable for the sector, because many industries are just emerging to the core of the time, to the core of the era. However, with the advancement in the industry and in different times, the business will also be updated to meet the needs.
And I have 2 questions. From the Huochebang to, Huolala to be merged, and also to be listed. And it has been listed for more than 2-3 years, and I think the, the retail industry has also changed a lot, and the internet industry in the freight and the service matching industry, we have heard a lot from the information asymmetry, and also the payment issues and the attraction system. Those problems will be solved more than one, and I think we have two routes.
The first is to the symmetrical information and also the payment problems will be further solved with more empowerment and improve efficiency to create more values, and to improve the fundamentals and the flows of data, flows of consumers, to dig deeper into the consumers, whether the verticals or the horizontals. The microeconomy has also changed a lot. Based on this, like I say, regarding the customers and the business models, do we have any changes regarding the business strategy? And all this our capabilities and competition, capabilities and competitiveness are also based on our legacy, past legacy, and also regarding the organizational structure to be adapted to the outside changes. And we have also accommodated and integrated many businesses. And in the post-investment management, we have also done a lot.
So regarding the future markets, the MA or the capital markets, and any future tendencies and the evolutions, in terms of the strategy, do we have anything to improve our adaptation to the future? And do we have any driving momentum in this regard?
So regarding the second issue about the organizational structure and the MA, and FTA is also a measure from the Manbang. And also we have acquired other business section, Lanqiao. We have been getting involved into the business of Kachezhijia, and we have two solutions. First, the original team will be replaced, and also we will dispatch our own teams.
Second, we will still extend the use of the original team, and we need to decide whether to replace the original team or sell the original team, and authorize the original team to co-work together, and also to co-create or empower the original team to accomplish it together. Also, if we cannot accomplish, we may pay to...
Also, regarding the change in the industry, do we have any strategic changes to adapt to the industry?
Also, I think there are no changes in the industry, but inside the sector, actually, thousands of years ago, we have started the logistical industry, and the technology have not evolved so much to revolutionize the industry. Whether we use the cart, use the people, or use the vehicles to, for transportation, there are not significant change or evolution.
However, there are some disruptive technologies, and all the companies are born to meet the needs of the era, to be the era-born businesses. The productivity and the technologies will be disruptive, and we need to be very alert, to pay much attention to the AI. Autonomous driving is one application. For the truck cars, the automated driving will revolutionize the cost structure regarding the truckers and the AI in the dispatching, whether we need to have more dispatcher with the use of the AI. Also, the industry will be revolutionized in this regard, and we need to pay much more attention with more resources input, and we need to revolution by ourselves to see with more insight, views from our own perspective, the long-haul trucks and also the large and medium enterprises.
Actually, the businesses in this industry are still very optimistic, and the data is still very, encouraging. Many people are claiming that the Chinese economy is declining. They are, they are still very pessimistic. I think the GDP, as the fundamentals, are still very optimistic, and not affected negatively a lot, a lot.
I am CICC. I am with CICC, and I have more questions. First, direct users for MAU has reached 127 million. I'd like to go to more details. In the future three years, by 2025, what is the scale, and the size, and the level of the direct users? Do we have any significant KPI? Also, we are concerned more about the ratio of the middle agents on the platform. What are our relationships with the middleman, with the agents, and how do we position those middleman?
This is the first question. Secondly, regarding the commission rates, Director Guo has talked about the future space, the promising marketing commission, and we would like to hear about the detailed guidelines regarding the future three years, the orders, the commission coverage rate, and the take rate, and the overall pacing regarding the commission, regarding the commission.
So first, regarding the first question, Mr. Guo will take your concern.
To talk about the premium vehicles, we have the 10,000 orders for the premium services. Actually, this is to meet the demand for users, whether for the product or experience, which needs to be further integrated and improved. And also other products are growing very faster and progress a lot. And for the SME, you were asking about the marketing ratio.
Actually, the SMEs are accounting for 60%, and the premium orders is accounting for 30%, and the premium service is fit for the medium and the short routes, within 400-500 kilometers. For the long haul distance, the price fluctuations is more significant. Also for the premium platform, we have the platform-based price, and the ratio is around 60%.
For the long part, we need to have the negotiation-based price and the negotiation. For the specific commission rate for the future three years and the outlook, we have no variance, neither for the commission rate coverage or the take rate or the orders in place. Those are within our planning regarding the pace, whether we are improving or slowing.
We are also soundly and robustly improving our commission rates, meeting the needs of the market, and this commission rate is improving at 40%-50%. At the core, we need to expand our orders and keep our concern, not to improve the take rate very firstly. We would also like to fish, to feed the fish, the fish, to be very big, and then to cash in from the bigger fish of experience with users, the customers. Then such better experience and the user support will help to improve our take rate, and also we will have specific pacing for such improvement.
And the middle sugar management, I am researcher with [audio distortion] . Regarding the LTL matching service, that is a very important.
How do we improve the LTL, matching efficiency to enable more truckers to, to sell it in that platform? And the, how is the synergistic effect regarding the LTL and the FTL, and regarding the take rate for the LTL compared with the other businesses? I remember in the second quarter, some truckers may use the LTL to lower the cost. Do we see the elevation or any significant difference? How do we see the future business direction of the LTL? And this question goes to...
Regarding the LTL, that is targeted, targeted at the, order below 3 tons, 3 tons. And actually, such a good increase is relevant with the economy. This is also due to the industry share. And for the small order, we may respond quickly.
For the consumables and the manufacturing industry, the response to the LTL, to the smaller amount industry, will be faster to reduce the inventory. This is a long-term tendency. For the FTL, that is targeted at the agriculture product. To support the 3 tons of the tomato or mangoes, he needs to transport one cargo, one full truck, the full truck load of the mango or the tomato, or the potato. Also, we need to see the industry can change and also to reduce the inventory while to improve the sales frequency. However, the granularity will be smaller to respond quicker, and also the factories, they are not required to do that much to respond to the market changes.
This is the tendency of the industry tendencies and the industry models, rather than the economic tendencies, whether for the shippers or the truckers. Actually, the LTL will enable them to compete more. The shippers need to not deliver the goods from the platform via the model of the free ride, the share ride of the FTL. It will use the inter-provincial professional trucks. And also, we will have the three trucks and the six lines, different truck lines. However, specified by the truck lines, we are needed to the goods destruction and the damage, and also higher costs and the time effort base is lower, because it will ship the goods in the day and also trucks will be using the night.
However, for the share the riding model, we will have the faster speed at lower cost because of the skipping, two factors, and, leading to less good destroyment, good damage. This is the perfect choice for the truckers, and also, it will help to reduce the rate of the empty truck loads for the truckers. Also for the trucks, it may have the heavy truck. It refers to the truck loads and save a lot of the space in the trucks. I will give the logic about the heavy truck loads, so that for one truck, it may transport the goods from different sources. This is also a solution with the assortment of the truckloads, and it will transport the goods from different sources, and this is favored by the truckers. The...
We will have more and more LTL consumers, because LTL has replaced many inter-provincial dedicated trucks. Also, for the FTL, LTL trucks, we have the cross-provincial long-haul orders. We also have the innovative businesses in risk, and they have the launch of the special stars platform to serve our customers of the special goods and the yellow case models. Also, the dark gold models in the pilot program to create the long-haul distance marketing. The marketing value is up to CNY 1 trillion, and we have separated the marketing into long-haul, long route, and also the short LTL route.
For the platform, it is higher because the members are some of the high-value members in our platform, and also favored and supported by the truckers, and favored by the truckers on this platform.
I am from Zhongx in Net, and I have two questions. The first one regarding the new business, the new intercity delivery and the share ride models. How do you consider these new models in strategy? Is this right for the new growth or to check or contain other competitors in the same truck? For the intercity goods delivery, is it better than the FTL? Also, what are the challenges for us to enter into the new sectors, and what are the competitive barriers? Second, I'd like to know the brokerage business and the valuation.
In strategy, what is our position to the brokerage and the business, and the future outlook regarding the next three years?
Mr. Guo will take the concern.
For the intercity delivery, Mr. Zhang has answered that this is a one-stop platform, and also an important member in this platform. Not only to combat the competitors, but also to position it our customers. For the shippers, they have both the long route and also the short distance demand. Both the LTL and the FTL demand, and they need to have diverse supplies. Also, 70% of the stores are actually coming from the platform. That means that regarding the local customers, also, they have the customers from the intercity users.
And also, they have the mid and the long-distance users, which has already the requirement, the demand for the intercity services. So that is why we provide the one-stop service, and we could provide products at lower price. And for the freight sharing, the riding, this is also displayed in our platform. This is not a pure innovative business. Some innovative businesses is still in the pilot program for some special business, and not extended on a larger scale. And for the free ride, the shared ride, the model, compared with our platform, is always, is almost the same. And the marketing original demands will go forward the increase in the orders, because shippers will save more, while truckers will earn more. So that the market is developing very faster.
This is not to start from scratch, but to meet the demands of the shippers, and also the truckers will meet the demands better.
So last question goes to? We have one last opportunity. So who will-
Morning, everyone, and I am analyst with Investment. I have two questions. First, Regarding the shippers, we need to do better, to do more, and to save more, and to do better. And for the truckers, do we have any more initiatives? If the shippers should save more, let's talk about the first phase for the truckers. Will that affect the trucker in some sense? We have to build more space for the value- added service. And how do we cash in from those value- added service?
So Mr. Guo will answer your question.
So for the shippers, that is faster, better, save more, and we have a more cost-effective price because of the logistical costs. And importantly, cost for the truckers. However, such to save more than the shippers doesn't come at the compromise that the truckers, for the truckers. Truckers will have more profits because the truckers will drive the trucks. And take a look at our team, all the truckers to buy a house in the countryside 20 years ago. And also, nowadays, if they have the license and he will be the truckers. Nowadays, and as long as we could have more truckers, the price may also come down.
However, in the blue-collar workers, the truckers is still having more higher salaries, and their salary is as high as CNY 15,000-CNY 20,000. Actually, this is high among the blue-collar workers. And actually, for the truckers, they will enjoy more profit with more sales, more frequency of the sales. Because the truckers will transport more goods and serve more users. This is a feature we saw that to make a profit at each orders, with more orders, with more sales. This is also to bring more profit to the truckers with more sales, with more orders. And also for the heavy truckers, they will try their best to fulfill the orders as much as possible, and also to fulfill all the miles, all the kilometers that the truck has been running.
And also, for each kilometer, the truckers try to run on the miles. For each mile, he will drive for more orders, for more goods. This is why he will even earn more at more orders, with more orders, with more customers. And also, we will call the truckers with their service, their quality, so that in the platform, you will see the score of the truckers. And we hope that the truckers will score higher and deliver more, and such truckers will get more orders. The truckers with better service and higher scores will get more orders, so that the truckers ecosystem is also very positive because the truckers with better service and higher scores will get more orders, so that the retention rate and the MAU are also higher, and the service will be also higher, and also to create more value for the shippers.
For the value addition service, for the shippers and the truckers, we have many value addition services. Regarding the users' ecosystem, we have the internet finance and the transportation service, insurance service, and et cetera. For the value addition, at the core, like, that is based on the closed loop orders. And at the core, the closed loop orders should be enhanced so that the value addition will be more abundant. And also, the value addition service, the penetration rate is still very low. However, it's growing very faster. And for each value addition service, that is designed to empower the truckers and the truckers with more value. For example, the insurance business has increased by 50%. However, the penetration rate is only at the... only less than single digit .
However, the truckers and the shippers needs to transport those goods very safe, and they used to buy those insurance from the offline stores. However, we could provide them with the online insurance that will be cheaper and more guaranteed. And also, we collaborate, cooperate with the insurance, so that the insurance, the shippers and the truckers and us will benefit a lot. This is also a form of value addition. And for the fueling issue, especially for truckers, we need to recommend the truckers with the fueling station, with better service and more convenient, more convenience. And also, the truckers will follow the route with the better fueling stations. And also, for the finance products, we have leverage to empower truckers and the shippers.
All those value addition, value addition services are designed to retain our users, and also to make them more loyal and sticking to us. We hope to get those users still sticking to us as the final results.
Thank you for being with us, and this is the end of the monetization for this Investor Day. Many thanks go to all of our investors and analysts, and the friends here at the present, and also our online friends and investors. We have prepared some refreshments and the breakfast, a very simple breakfast for all of us. You may enjoy the breakfast in the room adjacent to this conference room. In the afternoon, our CFO will lead you to tour around with more details and presentations. Thank you.