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    题名: 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
    贡献者: 何富年
    Ho, Foo-Nin
    沈采錤
    Shen, Tsai-Chi
    关键词: 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
    上传时间: 2025-07-01 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
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    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
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    13. QuestMobile. (2023). China’s social commerce landscape Q4 2023 report. https://www.questmobile.com/reports/social-commerce-q4-2023
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    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
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    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
    数据类型: thesis
    显示于类别:[國際經營管理英語碩士學程IMBA] 學位論文

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