In 2014, after the 80s, He Lin welcomed her first baby in Hangzhou. In order to give the baby a comfortable, safe and healthy growth environment, He Lin, like many young parents in first- and second-tier cities, embarked on the road of "Haitao", turned to the Shanghai Tao platform of Deya, Riya, Meiya and other lines, from doing visa cards to finding transfer companies, Baidu's various "Haitao Raiders", guiding ordinary parents to take off from rookies and really buying all over the world on their own.
"I chose Haitao because the quality of the diaper bought on the domestic mother and baby platform is particularly rough, resulting in the baby's red pp, and I began to study various haitao strategies." He Lin said that she probably buys once a month or two, once will involve more than a dozen brands of products, diapers are not wet, generally will choose shipping, shipping plus customs clearance and other months is also a common thing, but safety, this is enough.
At this time, Babycare, a new consumer brand for mothers and babies, has just officially entered the mother and baby track with a baby carrier. In the next 8 years, this baby carrier has been upgraded a total of 9 times, obtained 27 patents, and its market share has ranked top 1 in the industry for many consecutive years. What many people don't know is that in order to make a harness without threads, Babycare built a factory with reference to the requirements of luxury goods. But this is not the most "crazy" thing That Babycare has done: changing the direction of the industry tide with the "thickest" wipes, leveraging the global supply chain to make a diaper for 3 countries and 6 companies... Babycare always seems to be changing the industry's original ecology in an extreme way.
Babycare2022 new harness
Today, Babycare has 45 million users and 10 million members in omni-channel, and the number of fans in Tmall's official flagship store has exceeded 16 million, ranking first in the industry.
01. Babycare's Moment of Truth
In 2016, with the full opening of the two-child policy, He Lin ushered in the second treasure of the family, busy with a baby life, there is almost no gap. "I began to try the mother and baby cutting-edge brand, the first time I bought a folding baby stroller from Babycare, when it really arrived, it was amazing, the quality was not lost to foreign brands at all, the focus was on the value of the special online, the main color was the color of the new green, the first time I saw the color matching so foreign baby stroller, the design is also very special, one-handed can be opened and folded, launched to always be the most beautiful boy in the park." He Lin said that this shopping experience made her feel that the new brand of mother and baby is really different, with its own style and tonality.
One-click car collection babycare stroller
In the past school season, He Lin entered 2 Babycare thermos cups in Li Jiaqi's live broadcast room as a school start-up gift for two babies. He Lin said: "Because there are more things to buy in the live broadcast room now, now the baby is a second grade, one is a middle class, but when we see Babycare's products, we can use it, almost closed eyes!" I was very relieved and relieved to receive the goods! ”
Babycare founder and CEO Kuo Li said babycare has three moments of truth. "When a user browses the web and finds that our product design and functional selling points meet his/her needs, such as a zero-paint crib, this is the first truth moment; when the user uses the product and finds that what we are talking about is true, not fake marketing copy, this is the second truth moment; when he/she buys our other products again and still has a good experience, this is the third truth moment."
Babycare's 0 paint logs crib
Babycare's "Consumer Truth Moment" model divides the contact points with consumers into three "truth moments" from the beginning, and then perfectly breaks through each moment with products and services, so that the user experience can be upgraded to the extreme, the user life cycle can be extended, and the user value can be precipitated.
02. From vertical categories to solutions
For many years, consumer goods have followed the concept of category brands, regardless of Chinese or foreign investment. On He Lin's parenting list, milk powder is Ai Ta Mei, the bottle is BeiQin, the straw cup is the thermos, and the diaper is Yunijia... Many parents need to spend more time and energy on doing raiders and cross-platform brand procurement.
"The business model of category brands is based on the B2C model of the supply side, the barriers between different categories are too deep, and the interlacing of talents, technology and supply chains is like a mountain, resulting in brands being 'clustered with things'", Li Kuo said, the new generation of maternal and infant groups look forward to more efficient and easier "one-stop shopping", "people to group" is the correct way to open the consumer demand of mothers and babies. The best way to fill the gap between supply and demand is to provide a full range of quality products, Babycare provides parenting solutions, not individual products.
Babycare is committed to providing scenario-based solutions
Bao Fan, chairman of China Renaissance Capital Group, founding partner of the fund and chief investment officer, also said: "The new generation of parents has a strong demand for 'one-stop shopping' for maternal and infant products, and the emergence of all-category brands caters to this trend, which is one of the reasons why Huaxing chose Babycare.
Since the baby carrier was cut in, Babycare has begun to lay out the whole category, choosing a "road that few people take". Doing a full range of business, the benefits and difficulties are obvious. After all, maternal and infant consumption has the characteristics of high-frequency iteration, and the whole category can not only meet the needs of a new generation of parents to "one-stop shopping", but also extend the user life cycle, but how to break the talent, technology, and supply chain barriers between categories is the focus and difficulty.
Babycare's internal supply chain resource matching process perfectly solves this difficult point. Babycare is more like a director, listing all the raw materials, processes, technologies, production equipment, etc. that will be involved in making a product, and then using brand influence to connect, integrate, and deeply connect global resources, and even reverse promote supply chain transformation to achieve breakthroughs in product quality and meet user needs. Li Kuo calls Babycare's model "C2B2M."
C is the user's thinking, the user is not the first or second comparative level, is the beginning and end of all problems
B is that the brand side needs model innovation, and the existence is unreasonable
M is the ability to "connect" is greater than the ability to "own"
"C2B2M is through the user's deep insight, to 'existence is unreasonable' as the design concept, put forward '10 times better' solution, and with the global high-quality supply chain connection ability, to achieve the landing of products", Li Kuo said, this user-oriented decision-making business strategy, so that Babycare since its birth, with the user's natural closeness, and with a distinctive "youthful spirit". Dare to challenge industry stereotypes, dare to break the inherent design, dare to subvert yourself.
03. Existence is unreasonable
Through the C2B2M model, looking back at Babycare's expansion route, we can glimpse a law: one is to follow the user growth curve, the product transitions from infant to toddler; the other is the transition from low-frequency durable goods to high-frequency consumables. If the harness as a durable product makes Babycare stand firm, then the development of wet wipes products means that Babycare has expanded its product line to FMCG, reaching more consumers and changing the direction of the industry.
Before Babycare, baby wipes on the market were generally thinner. At that time, in the baby wipes market, the competition of various brands mainly focused on the unit price of the tablet, and the pursuit of the unit price of the tablet continued to squeeze the cost space, further leading to the thinner and thinner products. "Existence is unreasonable", Li Kuo decided to be the person who broke the cycle and asked for a thick wet wipe.
Because of the lack of successful precedents, the job of finding the right fabric supplier has become very difficult, "the cloth chamber feels that why make such a thick, can not sell, there is no need." The R&D team spent four months running across the country. It was hard to find the cloth, and the cutting tool had a problem again. Because the cloth thickened, the traditional knife used to cut the cloth at high speed could not meet the requirements, and several were cut, and Babycare spent a lot of time debugging. In order to solve the problem that the sealing sticker is easy to fall off, Babycare boldly adopted the design of the special-shaped cover. This cloud shape from the drawing to the actual product, upgraded 3 sets of molds, only for a smooth feel that can be opened and closed with one hand. Ordinary wipes dosing rate is 3.2 times, cleaning power is not enough and easy to dry, Babycare wipes will adjust the amount of liquid added to 3.8 times, the water in the liquid is the use of 7 filters of EDI pure water, cleaner than mineral water.
Babycare purple cover wipes
Breaking the norm, reversing the transformation of the supply chain, the process of making a wet wipe is like breaking through. The R&D team gritted its teeth in repeated failures, retries, failures, and retries, but the test has just begun - in the era of no live broadcast, how to get consumers to recognize "thicker" wipes through online channels? For a long time, Babycare could only send samples for free, and sales gradually grew with the accumulation of user reputation. In 2021, Babycare's wet wipes products have reached 21.7% in the Tmall channel market, much higher than the second place.
In 2021, in addition to wet wipes, Babycare occupies the top three positions in multiple secondary categories such as harnesses, toothpaste toothbrushes, water cup tableware, sleeping bag bedding, etc., and the number of TOP categories increased by 86% year-on-year. The diaper category is fiercely competitive, and international giants are around, and Babycare entered the diaper market for the third year, just on Tmall Double Eleven to stand in the head position of the TOP3, but also achieved omni-channel sales of 116% growth, at the end of 2020 only launched zero supplement food class in a year has also sold more than 100 million.
At present, in the omni-channel coverage of 33 secondary categories, nearly 600 tertiary categories of Babycare, for consumers to create a rich product pool, in the product development stage has been for parents to study a variety of shopping strategies, pit avoidance guide, from the material of the bottle, the thickness of the wipes, the model of the nipple to the diaper water absorption, the material of educational toys... It's no longer a must-have knowledge for parents, because in the Babycare world, they offer the default option, and users just have to "close their eyes and buy it"!
Babycare is one of the very few brands in the maternal and infant field that adheres to the one-stop all-category strategy and has been successfully realized
04. Redesigned for love
Although low-key, Li Kuo's identity as a designer as an entrepreneur is well known. Babycare is deliberately passing on its own design dna, including the company Slogan also emphasizing "redesign for love".
High value is the strongest cognitive positioning of consumers for Babycare, many people's attention to Babycare also begins with face value, and to create "high value", Babycare has always spared no effort. The newly launched confinement suit unites the international cutting-edge designers who have worked with Hermès to sweep away people's impression of the loose, fat and unattractive appearance of the confinement suit.
Babycare X Maria designer co-branded haute couture gift box
"We've done the disassembly of colors to the extreme. In our eyes, red can be divided into more than 100 kinds, blue can also be divided into more than 100 kinds, and the harmony of multiple colors together we are very concerned. Li Kuo believes that high value is not only for parents, two- and three-year-old babies have a sense of aesthetics, and the baby's sense of aesthetic high-grade also needs to be cultivated from an early age.
Babycare's ultimate takedown of color
In addition to color collocation, in terms of styling, Babycare's products are also more inclined to make figurative products simple and abstract, making them more artistic.
But even trendy parents, the demand for maternal and infant products can not stop at the value of the face. In the same way, Babycare's design not only pursues the ultimate aesthetic, but also carries the multi-dimensional needs of function, quality, safety, and experience.
Ordinary children's thermos cups generally have vent holes to avoid inconsistent pressure inside and outside the cup, and hot water gushes out of the straw when the lid of the cup is opened. But if your baby forgets to close the lid when he puts the thermos on the bed, water may come out of the vent and wet the sheets. To this end, Babycare specially designed a bounce structure, the button is divided into two segments, open the exhaust hole when pressed, and close when bouncing back, perfectly solving this problem.
Similar details abound. Even for some extremely small probability risks, they are also predicted and avoided by the design level.
"The quality of the product is designed." Li Kuo said.
Babycare created a color museum at the 21st CBME Pregnancy, Baby and Child Exhibition
In 2021, Babycare's R& D investment increased by 55% compared with 2020, and the number of R&D designers has exceeded 200, and it is not too much to say that it is a design-driven company, but the design is not only the value. Li Kuo told 36Kr that the appearance of the design is only a technical skill, but the core behind it is still the user's thinking. Babycare's products can jump out of the inherent cognition and make unconventional changes, which is essentially to tap the vague, potential, and unrepresented needs of users, and is full of love for users, which is the starting point and origin of Babycare.
05. Babycare's next stop
The all-category planning capability and supply chain integration capability based on user thinking have built a moat for Babycare, and also given it high growth and high ceiling.
At the product level, the strong complement of the zero food puzzle has further consolidated the product matrix of Babycare's entire category. In January 2021, after acquiring a New Zealand food supplement brand, Babycare's food supplement brand Photosynthetic Planet was officially launched, and more than 100 SKUs such as rice noodles, biscuits, fruit purees, and sugar-free lollipops have been launched.
The ability to integrate the global supply chain has become a quality blessing for new categories. For example, the puree products in the snack food, the factory is located in Spain, because there is a very scarce apple variety there, "blind test taste is the best", Li Kuo said, in the field of snack food, we are confident that we will recreate a Babycare in the future.
Babycare's New Zealand nutritional food supplement brand: Photosynthetic Planet
From the perspective of performance growth, Babycare's future growth space may come from the refined operation of private domain users.
According to the data provided by Babycare, at present, its private domain has nearly 4.5 million precipitated users, nearly half of the order users will repurchase, and all repurchase user transactions account for nearly 90% of the total private domain turnover. Compared to 2020, Babycare's private domain GMV growth in 2021 is more than 100%.
Not only that, but Babycare's offline layout has already started. The service scenarios provided by offline stores will bring deep interaction with users, and the new gameplay of new channels may also become new performance growth points.
According to data from Analysys, from July 2020 to June 2021, online sales of the maternal and infant category accounted for 38%, while offline hypermarkets and maternal and infant stores were still mainstream, with a sales share of 7% and 55% respectively.
"In the future, offline can reach 1:1 with online, which is our expectation." Li Kuo revealed.
Looking back over the past few years, Li Kuo believes that Babycare's success is a "triumph of values" rather than a technical thing. The exploration and understanding of values can be summarized in 12 words: why they exist, what are different, and where they are going. Understanding "why it exists", you can see the essence through the phenomenon, discover a different world, and then "find a 10 times better solution", which is the "difference".
As for where Babycare will go, Li Kuo said that only brands with a world view have the world, and brands with values have value. Babycare's vision is to be the world's first mother and baby brand, but in the past two to three years, it will still deepen the domestic market and continue to expand the moat.
In front of the big goal of "world first", Babycare is currently in the ascendant, but the seeds of globalization have long been planted. And when a company has deep demand insight, product planning capabilities for all categories and supply chain integration capabilities with a global perspective, it may only be a matter of time.