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研究生： 沈采錤
Shen, Tsai-Chi
論文名稱： 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
指導教授： 何富年
Ho, Foo-Nin
口試委員: 冷則剛
Leng, Tse-Kang
何乾瑋
Ho, Chien-Wei
學位類別： 碩士
Master
系所名稱： 商學院 - 國際經營管理英語碩士學位學程(IMBA)
International MBA Program College of Commerce(IMBA)
論文出版年： 2025
畢業學年度： 113
語文別： 英文
論文頁數： 41
中文關鍵詞： 數位基礎結構 、客戶開發 、中國電商平台經營策略
外文關鍵詞： Digital infrastructure, Customer acquisition, China e-commerce platform strategy
相關次數： 點閱：20  下載：6 
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    • 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.

    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 39

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