曹之静,

王雅瑾, Yajin

近年来，随着消费者的需求越来越个性化、多样化，越来越多的新消费品牌开始涌现在市场上。但近几年的行业表现证明，只是通过资本加持、外包生产、过度营销等手段，品牌很难获得长期的可持续发展。本案例选择专注敏感肌肤的功效性护肤品牌薇诺娜及其公司贝泰妮作为对象，描述了薇诺娜从创立以来是如何通过产品创新，渠道布局和数字时代多触点的管理来切入敏感性肌肤这个细分市场的，又是如何一步步拓展市场并成为国内的护肤品领军品牌的。 从2018年开始，薇诺娜连续多年入围天猫美容护肤类目榜单前十，也是唯一连续上榜的中国品牌。 展望未来，贝泰妮还面临着很多问题。薇诺娜目前占据公司营收的99%以上，如何才能做好品牌拓展、覆盖更多的客群？薇诺娜旗下的明星单品特护霜一直是品牌收入的重要贡献来源，未来公司如何打造第二款“大单品”？ 随着公司规模扩大、触点不断增多，人员结构越来越复杂，如何做好内部的品牌管理？In recent years, a growing number of new consumer brands have emerged to address the increasingly diverse and personalized needs of consumers. However, the latest industry developments show that brands wholly reliant on capital injection, outsourcing of production, and over-marketing can hardly achieve long-term success. This case describes how Botanee&apos;s skincare brand Winona broke into sensitive skincare by developing innovative products, building sales channels, and creating digital touch points. It also introduces how Winona strengthened its presence in China and eventually became a leading Chinese skincare brand. Winona was a top 10 seller in the category of beauty products &amp; cosmetics on Tmall, as well as the only Chinese brand that made the list, for several consecutive years starting from 2018. Looking to the future, there were still several problems that Botanee needed to consider: Given that Winona represented more than 99% of its revenue, how could the company diversify its offering to access a broader range of consumers? Since the special-care cream had been the biggest source of revenue for Winona, how could it create another Hero product? Finally, as the company grew, new touch points emerged, and the personnel composition and structure became more complicated, how could it improve brand management

Establishing Botanee as a Great Chinese Brand Across Digital Touch Points

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