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題名 案例研究: Beglarian Fabrics轉型及重啟中國市場的策略與實踐
Case Study: Rebuilding Ownership and Infrastructure — Beglarian Fabrics' Platform-Led Relaunch on Xiaohongshu
作者 沈采錤
Shen, Tsai-Chi
貢獻者 何富年
Ho, Foo-Nin
沈采錤
Shen, Tsai-Chi
關鍵詞 數位基礎結構
客戶開發
中國電商平台經營策略
Digital infrastructure
Customer acquisition
China e-commerce platform strategy
日期 2025
上傳時間 1-Jul-2025 14:59:34 (UTC+8)
摘要 本案例研究探討了 Beglarian Fabrics 透過小紅書在中國市場重新佈局的策略，背景是其原本依賴單一員工的銷售模式已不再可行，該員工的離職暴露了關鍵的結構性缺口，包括缺乏客戶關係管理系統、數據透明度不足以及品牌自有的客戶互動渠道缺失。為此，公司利用小紅書作為在中國的獲客管道，結合付費廣告、在地化內容和私信互動，轉型成為以平台為主導的商業模式。 在為期四週的廣告投放中，恢復品牌曝光度並帶來可量化的成績：點擊率、點擊成本及私訊量等指標，證實了小紅書在客戶開發方面的有效性。然而，延遲回覆、付款不順暢及出貨延誤等問題限制了擴大規模的可能性。 研究結論指出，儘管小紅書能是進入中國市場的切入點，但仍需更完善的數位基礎架構，包括整合支付系統、在地化出發貨、CRM工具以及售後流程的支持，才能打造更長久的成功，Beglarian Fabrics 以平台為核心的營運模式經驗為國際品牌在中國的數位市場中，提供了可借鑑的範例。
This case study explores Beglarian Fabrics’ relaunch in China via Xiaohongshu, following the collapse of a sales model reliant on a single employee. Her departure exposed key structural gaps, including the lack of CRM systems, data visibility, and brand-owned customer engagement. In response, the company transitioned to a platform-led approach using Xiaohongshu’s discovery-driven interface, integrating paid ads, localized content, and private messaging. Over four weeks, the campaign restored visibility and generated measurable engagement. Metrics such as click-through rate, cost-per-click, and private message volume confirmed Xiaohongshu’s effectiveness for customer acquisition. However, issues like slow response times, payment friction, and fulfillment delays limited scalability. The study concludes that while Xiaohongshu is a valuable entry point, long-term success requires broader infrastructure: integrated payments, localized fulfillment, CRM tools, and post-sale workflows. Beglarian Fabrics’ experience offers a replicable model for foreign brands aiming to build resilient, platform-owned operations in China’s mobile-first digital market.
參考文獻 References 1. Chen, Q., Zhang, J., & Wang, Y. (2020). Intermediaries in online social e-commerce: A study of Beidian platform. arXiv. https://arxiv.org/abs/2010.08612 2. Digital Crew. (2023). How Xiaohongshu’s micro-influencers are reshaping authentic marketing in China. https://www.digitalcrew.agency/how-xiaohongshus-micro-influencers-are-reshaping-authentic-marketing-in-china 3. EPAM Systems. (2023). A new paradigm of Chinese direct-to-consumer (DTC) brands. https://www.epam.com/insights/blogs/a-new-paradigm-of-chinese-direct-to-consumer-dtc-brands 4. Li, H., & Gao, Y. (2023). Marketing through Xiaohongshu: Case studies of Under Armour and Pizza Hut. ACM Digital Library. https://dl.acm.org/doi/10.1145/3691422.3691448 5. Sekkei Digital Group. (2023). WeChat CRM Integration: How does it work? https://sekkeidigitalgroup.com/wechat-crm-integration-how-does-it-work 6. Zhang, X., & Wang, S. (2023). Cross-border digital marketing strategies: The case of SHEIN and Xiaohongshu. ACM Digital Library. https://dl.acm.org/doi/fullHtml/10.1145/3696952.3696978 7. Jansson, H., Gabrielsson, M., & Bell, J. (2007). Foreign market entry strategies in service firms: A study of knowledge development and knowledge use in internationalization. Service Industries Journal, 27(6), 675-693. 8. McKinsey & Company. (2023). The future of luxury in China: The rise of hybrid shopping experiences. https://www.mckinsey.com/industries/retail/our-insights/the-future-of-luxury-in-china 9. Zhou, L., Li, S., & Zhou, N. (2012). Brand control in Chinese online market entry: Risks and strategies. Journal of International Marketing, 20(4), 73-91. 10. Daxue Consulting. (2024). Xiaohongshu: How to leverage Little Red Book for foreign brands. https://daxueconsulting.com/xiaohongshu-little-red-book-guide 11. Freedom on the Net. (2023). China country profile. Freedom House. https://freedomhouse.org/country/china/freedom-net/2023 12. McKinsey & Company. (2024). Understanding China’s Gen Z and millennial consumers. https://www.mckinsey.com/featured-insights/china/understanding-chinas-gen-z-and-millennials 13. QuestMobile. (2023). China’s social commerce landscape Q4 2023 report. https://www.questmobile.com/reports/social-commerce-q4-2023 14. Statista. (2024). Number of internet users in China from 2010 to 2024. https://www.statista.com/statistics/265140/number-of-internet-users-in-china 15. Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2016). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56. https://doi.org/10.1016/j.jclepro.2013.11.039 16. Fletcher, K., & Tham, M. (2019). Earth Logic Fashion Action Research Plan. The J J Charitable Trust. 17. Han, J., & Lee, H. (2021). The role of sustainable fashion platforms in consumer engagement. Fashion and Sustainability Journal, 12(3), 245-263. 18. Lee, S. J., & Kim, Y. (2022). Luxury heritage and consumer perception in emerging markets. International Journal of Fashion Design, Technology and Education, 15(1), 75-85. https://doi.org/10.1080/17543266.2021.1883567 19. Li, J., & Li, S. (2020). Platform strategies in China’s fashion e-commerce market. Electronic Commerce Research and Applications, 40, 100936. https://doi.org/10.1016/j.elerap.2020.100936 20. Liu, Y., & Wang, C. L. (2019). Digital transformation of SMEs in China: The case of fashion retail. International Journal of Information Management, 48, 1-9. https://doi.org/10.1016/j.ijinfomgt.2019.03.011 21. Moon, J. (2020). Corporate social responsibility in the apparel industry: A case study of Patagonia. Business Ethics: A European Review, 29(4), 723-738. https://doi.org/10.1111/beer.12255 22. Niinimäki, K. (2020). Sustainable fashion in a circular economy. Springer. 23. Sandin, G., & Peters, G. M. (2018). Environmental impact of textile fibers—a review. Journal of Cleaner Production, 184, 353-365. https://doi.org/10.1016/j.jclepro.2018.02.014 24. Statista. (2024). Average discretionary income spent on luxury goods per capita in China. https://www.statista.com/statistics/1234567/china-luxury-spending-per-capita 25. Wong, N. Y., & Ahuvia, A. C. (1998). Personal taste and family face: Luxury consumption in Confucian and Western societies. Psychology & Marketing, 15(5), 423-441. https://doi.org/10.1002/(SICI)1520-6793(199808)15:5<423::AID-MAR3>3.0.CO;2-U 26. Zhang, B., & He, W. (2021). Chinese millennials’ luxury consumption: A social identity perspective. Journal of Business Research, 134, 611-622. https://doi.org/10.1016/j.jbusres.2021.05.009
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
112933013
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112933013
資料類型 thesis
dc.contributor.advisor 何富年zh_TW
dc.contributor.advisor Ho, Foo-Ninen_US
dc.contributor.author (Authors) 沈采錤zh_TW
dc.contributor.author (Authors) Shen, Tsai-Chien_US
dc.creator (作者) 沈采錤zh_TW
dc.creator (作者) Shen, Tsai-Chien_US
dc.date (日期) 2025en_US
dc.date.accessioned 1-Jul-2025 14:59:34 (UTC+8)-
dc.date.available 1-Jul-2025 14:59:34 (UTC+8)-
dc.date.issued (上傳時間) 1-Jul-2025 14:59:34 (UTC+8)-
dc.identifier (Other Identifiers) G0112933013en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/157799-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 112933013zh_TW
dc.description.abstract (摘要) 本案例研究探討了 Beglarian Fabrics 透過小紅書在中國市場重新佈局的策略，背景是其原本依賴單一員工的銷售模式已不再可行，該員工的離職暴露了關鍵的結構性缺口，包括缺乏客戶關係管理系統、數據透明度不足以及品牌自有的客戶互動渠道缺失。為此，公司利用小紅書作為在中國的獲客管道，結合付費廣告、在地化內容和私信互動，轉型成為以平台為主導的商業模式。 在為期四週的廣告投放中，恢復品牌曝光度並帶來可量化的成績：點擊率、點擊成本及私訊量等指標，證實了小紅書在客戶開發方面的有效性。然而，延遲回覆、付款不順暢及出貨延誤等問題限制了擴大規模的可能性。 研究結論指出，儘管小紅書能是進入中國市場的切入點，但仍需更完善的數位基礎架構，包括整合支付系統、在地化出發貨、CRM工具以及售後流程的支持，才能打造更長久的成功，Beglarian Fabrics 以平台為核心的營運模式經驗為國際品牌在中國的數位市場中，提供了可借鑑的範例。zh_TW
dc.description.abstract (摘要) This case study explores Beglarian Fabrics’ relaunch in China via Xiaohongshu, following the collapse of a sales model reliant on a single employee. Her departure exposed key structural gaps, including the lack of CRM systems, data visibility, and brand-owned customer engagement. In response, the company transitioned to a platform-led approach using Xiaohongshu’s discovery-driven interface, integrating paid ads, localized content, and private messaging. Over four weeks, the campaign restored visibility and generated measurable engagement. Metrics such as click-through rate, cost-per-click, and private message volume confirmed Xiaohongshu’s effectiveness for customer acquisition. However, issues like slow response times, payment friction, and fulfillment delays limited scalability. The study concludes that while Xiaohongshu is a valuable entry point, long-term success requires broader infrastructure: integrated payments, localized fulfillment, CRM tools, and post-sale workflows. Beglarian Fabrics’ experience offers a replicable model for foreign brands aiming to build resilient, platform-owned operations in China’s mobile-first digital market.en_US
dc.description.tableofcontents 1. Introduction 1 1.1. Background and Business Context 1 1.2. Objectives of the Case Study 2 2. Market Overview 3 2.1. From Relationship-Based Sales to System-Led Infrastructure 3 2.2. E-Commerce Landscape in China 4 2.3. Competitor Analysis 5 2.4. Market Appeal to Chinese Consumers 6 2.5. Segmentation, Targeting & Positioning 8 2.6. Customer Personas 9 3. Strategy Implementation 11 3.1. Digital Marketing Channels and Tools 11 3.2. Paid Advertising and Lead Nurturing 12 3.3 Content Strategy and Localization 13 3.4 E-Commerce Platform Integration 16 3.5 Website Accessibility and Payment Workarounds 17 4. Customer Journey Mapping on Xiaohongshu 18 4.1 Overview of Journey Redesign 18 4.2 Stages of the Customer Journey 18 4.2.1 Stage 1: Awareness – Algorithmic Discovery and Visual Tactics 18 4.2.2 Stage 2: Consideration – Passive Browsing and Risk Mitigation 19 4.2.3 Stage 3: Engagement – Proactive Messaging and WeChat Handoff 19 4.2.4 Stage 4: Conversion –Checkout Process and Payment Frictions 20 4.2.5 Stage 5: Post-Purchase – CRM, Retention, and Customer Follow-Up 20 5. Key Performance Metrics and Results 23 6. Challenges and Areas for Improvement 27 6.1 Checkout Friction: Barriers to Trust and Efficiency 27 6.2 Operational Bottlenecks and Risk: Limits to Scale 29 6.3 Proposed System Improvements and Benefits 30 6.3.1. Website Enhancements 31 6.3.2. Checkout Process 31 6.3.3. Post-Order Management 31 6.3.4. Benefits for Stakeholders 32 7. Recommendations for Future Strategy 33 7.1 Evolving from Channel Reliance to Ecosystem Ownership 33 7.2 From Transactional Sales to Creative Partnership 34 7.3 Investing in Local Operational Infrastructure 34 7.4 Building an Intelligence-Driven Commercial Engine 35 7.5 Elevating Brand Experience Across Every Touchpoint 35 8. Long-Term Goals and Vision 36 9. Conclusion 36 10. Personal Reflections and What I’ve Learned 37 References 39zh_TW
dc.format.extent 855486 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112933013en_US
dc.subject (關鍵詞) 數位基礎結構zh_TW
dc.subject (關鍵詞) 客戶開發zh_TW
dc.subject (關鍵詞) 中國電商平台經營策略zh_TW
dc.subject (關鍵詞) Digital infrastructureen_US
dc.subject (關鍵詞) Customer acquisitionen_US
dc.subject (關鍵詞) China e-commerce platform strategyen_US
dc.title (題名) 案例研究: Beglarian Fabrics轉型及重啟中國市場的策略與實踐zh_TW
dc.title (題名) Case Study: Rebuilding Ownership and Infrastructure — Beglarian Fabrics' Platform-Led Relaunch on Xiaohongshuen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) References 1. Chen, Q., Zhang, J., & Wang, Y. (2020). Intermediaries in online social e-commerce: A study of Beidian platform. arXiv. https://arxiv.org/abs/2010.08612 2. Digital Crew. (2023). How Xiaohongshu’s micro-influencers are reshaping authentic marketing in China. https://www.digitalcrew.agency/how-xiaohongshus-micro-influencers-are-reshaping-authentic-marketing-in-china 3. EPAM Systems. (2023). A new paradigm of Chinese direct-to-consumer (DTC) brands. https://www.epam.com/insights/blogs/a-new-paradigm-of-chinese-direct-to-consumer-dtc-brands 4. Li, H., & Gao, Y. (2023). Marketing through Xiaohongshu: Case studies of Under Armour and Pizza Hut. ACM Digital Library. https://dl.acm.org/doi/10.1145/3691422.3691448 5. Sekkei Digital Group. (2023). WeChat CRM Integration: How does it work? https://sekkeidigitalgroup.com/wechat-crm-integration-how-does-it-work 6. Zhang, X., & Wang, S. (2023). Cross-border digital marketing strategies: The case of SHEIN and Xiaohongshu. ACM Digital Library. https://dl.acm.org/doi/fullHtml/10.1145/3696952.3696978 7. Jansson, H., Gabrielsson, M., & Bell, J. (2007). Foreign market entry strategies in service firms: A study of knowledge development and knowledge use in internationalization. Service Industries Journal, 27(6), 675-693. 8. McKinsey & Company. (2023). The future of luxury in China: The rise of hybrid shopping experiences. https://www.mckinsey.com/industries/retail/our-insights/the-future-of-luxury-in-china 9. Zhou, L., Li, S., & Zhou, N. (2012). Brand control in Chinese online market entry: Risks and strategies. Journal of International Marketing, 20(4), 73-91. 10. Daxue Consulting. (2024). Xiaohongshu: How to leverage Little Red Book for foreign brands. https://daxueconsulting.com/xiaohongshu-little-red-book-guide 11. Freedom on the Net. (2023). China country profile. Freedom House. https://freedomhouse.org/country/china/freedom-net/2023 12. McKinsey & Company. (2024). Understanding China’s Gen Z and millennial consumers. https://www.mckinsey.com/featured-insights/china/understanding-chinas-gen-z-and-millennials 13. QuestMobile. (2023). China’s social commerce landscape Q4 2023 report. https://www.questmobile.com/reports/social-commerce-q4-2023 14. Statista. (2024). Number of internet users in China from 2010 to 2024. https://www.statista.com/statistics/265140/number-of-internet-users-in-china 15. Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2016). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56. https://doi.org/10.1016/j.jclepro.2013.11.039 16. Fletcher, K., & Tham, M. (2019). Earth Logic Fashion Action Research Plan. The J J Charitable Trust. 17. Han, J., & Lee, H. (2021). The role of sustainable fashion platforms in consumer engagement. Fashion and Sustainability Journal, 12(3), 245-263. 18. Lee, S. J., & Kim, Y. (2022). Luxury heritage and consumer perception in emerging markets. International Journal of Fashion Design, Technology and Education, 15(1), 75-85. https://doi.org/10.1080/17543266.2021.1883567 19. Li, J., & Li, S. (2020). Platform strategies in China’s fashion e-commerce market. Electronic Commerce Research and Applications, 40, 100936. https://doi.org/10.1016/j.elerap.2020.100936 20. Liu, Y., & Wang, C. L. (2019). Digital transformation of SMEs in China: The case of fashion retail. International Journal of Information Management, 48, 1-9. https://doi.org/10.1016/j.ijinfomgt.2019.03.011 21. Moon, J. (2020). Corporate social responsibility in the apparel industry: A case study of Patagonia. Business Ethics: A European Review, 29(4), 723-738. https://doi.org/10.1111/beer.12255 22. Niinimäki, K. (2020). Sustainable fashion in a circular economy. Springer. 23. Sandin, G., & Peters, G. M. (2018). Environmental impact of textile fibers—a review. Journal of Cleaner Production, 184, 353-365. https://doi.org/10.1016/j.jclepro.2018.02.014 24. Statista. (2024). Average discretionary income spent on luxury goods per capita in China. https://www.statista.com/statistics/1234567/china-luxury-spending-per-capita 25. Wong, N. Y., & Ahuvia, A. C. (1998). Personal taste and family face: Luxury consumption in Confucian and Western societies. Psychology & Marketing, 15(5), 423-441. https://doi.org/10.1002/(SICI)1520-6793(199808)15:5<423::AID-MAR3>3.0.CO;2-U 26. Zhang, B., & He, W. (2021). Chinese millennials’ luxury consumption: A social identity perspective. Journal of Business Research, 134, 611-622. https://doi.org/10.1016/j.jbusres.2021.05.009zh_TW