---
title: "From Content Dividends to Livestreaming and Private Domains: How Can Consumer Brands Find Their Next Growth Point?"
description: "The disappearance of traffic dividends is perhaps the most heard phrase among consumer brand entrepreneurs this year. From new e-commerce channels like social and private domains to emerging content platforms like Kuaishou, Douyin, and Bilibili, every cognitive gap is being quickly filled. However, the end of major dividends does not mean the end for new brands. On the contrary, the gradual maturity of new channels and content provides brands with more touchpoints to reach consumers, cultivating unprecedented soil for the birth of new brands. In this context, how to use each platform in stages and with strategies becomes key for consumer brands to break through."
author: "曹瑞、黃斯理"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2020-06-29"
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# From Content Dividends to Livestreaming and Private Domains: How Can Consumer Brands Find Their Next Growth Point?

> The disappearance of traffic dividends is perhaps the most heard phrase among consumer brand entrepreneurs this year. From new e-commerce channels like social and private domains to emerging content platforms like Kuaishou, Douyin, and Bilibili, every cognitive gap is being quickly filled. However, the end of major dividends does not mean the end for new brands. On the contrary, the gradual maturity of new channels and content provides brands with more touchpoints to reach consumers, cultivating unprecedented soil for the birth of new brands. In this context, how to use each platform in stages and with strategies becomes key for consumer brands to break through.

The disappearance of traffic dividends is perhaps the most heard phrase among consumer brand entrepreneurs this year.
From new e-commerce channels like social and private domains to emerging content platforms like Kuaishou, Douyin, and Bilibili, every cognitive gap is being quickly filled, **but the end of major dividends does not mean the end for new brands**.
On the contrary, the gradual maturity of new channels and content provides brands with more touchpoints to reach consumers, cultivating unprecedented soil for the birth of new brands.
**In this context, how to use each platform in stages and with strategies becomes key for consumer brands to break through.**
> **1\. Under the environment of consumption upgrading, how should new brands cold-start?**
> **2\. What impact do new traffic forms, such as livestreaming and private domains, have on brands?**
> **3\. After the traffic dividend disappears, how can brands find their next growth point?**
These are also the most concerning questions for brand entrepreneurs now.
**-01-**
**Three Key Moves for New Brand Cold Start**
## 1\. Content Becomes the Core Variable in Reconstructing People, Goods, and Places
Since 2016, we have deconstructed many new consumer brands to understand how they segment categories, create increments through off-site content, and achieve sales explosions on centralized e-commerce platforms.
**Essentially, it is because people, goods, and places are constantly being reconstructed, and changes in each node can create opportunities for new brands. So first, let me briefly talk about people, goods, and places:**
**First, people.** Whether it is consumption stratification or sinking markets, when new consumer groups like small-town youth, silver-haired, and post-95s emerge, they generate new consumption demands.
**Second, goods.** Supply chain is the rear base for brand marketing. To meet consumer needs faster and more targeted, more brands are building their own factories, reducing reliance on traditional supply chains.
**Third, places.** Channels are becoming increasingly diversified. For example, in e-commerce, besides Tmall and JD.com, various social e-commerce channels like Pinduoduo have emerged, and content platforms like Kuaishou and Douyin are also starting to do e-commerce.
**Today, all three nodes—people, goods, and places—are changing simultaneously, cultivating excellent soil for the birth of new brands.**
**But beyond people, goods, and places, everyone must also pay attention to one point**: content. At this stage, content will become a core variable and a new force in the reconstruction of people, goods, and places. Why do I say this? Let's think about what content is:
**First, for platforms, content can increase traffic, user dwell time, and stickiness.**
For example, WeChat started as a social tool, then built official accounts, adding information reading on top of basic communication. **Below is tools, above is social. Without official accounts as a middle seasoning, I believe the frequency of using WeChat would drop significantly.**
**The same phenomenon occurs on Taobao.** From graphic and text, to short videos, to now livestreaming, Taobao has always been exploring how to enhance users' "browsing" attribute through content.
**Second, for account owners, content can precisely filter traffic.**
Take official accounts as an example. A food account filters out a group of people interested in food, and the same for beauty and apparel. The more precise your traffic, the higher the stickiness and conversion rate.
So many mid-tier accounts may not have as many followers as top-tier ones, but their follower stickiness is very good, and advertising revenue is stable.
**Third, for brands, content can be used for sales and user retention.**
For example, many brands are looking for content to drive sales. At this time, content is a channel for the brand, but it is very special—it can help the brand simultaneously do sales, marketing, and accumulate word-of-mouth.
So, content has actually penetrated all aspects of people, goods, and places.
## 2\. From the Rise of Perfect Diary, HFP, and Wangbaobao, See the Key Elements of New Brands
**What phenomena will the reconstruction of people, goods, and places and the diversification of content roles produce? You will find that the methods of building brands have undergone profound changes.**
Previously, building a brand used the traditional 4P theory: product, price, place, and promotion. It solved three problems: let others see, let others know, and let others buy.
So, at that time, building a brand meant big products, big channels, and big retail.
What does that mean? Once I had a product, I concentrated on media placement. At that time, CCTV, Spring Festival Gala, plus some local media, could basically solve the communication problem. When laying out channels, I followed supermarkets, malls, and specialty stores.
**At that time, the best way to build a brand was big and concentrated; the more concentrated, the more efficient.**
But now, the emergence of online content has changed the entire logic of brand building because consumer behavior has changed: more fragmented reading, more fragmented purchasing, and seeing means buying. **If building a brand used to be a one-way line, today you need more means to reach users.**
Based on this background, how should we build consumer brands? I think there are three things:
**First is "product segmentation."** We must find a niche category and first achieve a single-product explosion. It can be an old product, but it must target a new demand from a specific segment or scenario.
**Second, find a channel with content traffic dividends and invest heavily.** You can build your own traffic or buy traffic, but it must be on a channel with obvious content traffic dividends. Many new brands that have risen have this trait.
**Third, after doing content seeding off-site, you must return to centralized e-commerce platforms for large-scale, high-efficiency harvesting.**
At this time, you will find that centralized platforms represented by Tmall have a pricing effect on other channels. For example, when you go to social e-commerce, they will first look at your foundation and volume on Tmall. So gradually, channels also become a diversified choice.
Let's deconstruct a few cases below.
### Case 1: Perfect Diary
Let's look at Perfect Diary first. From its founding in 2016 to sales exceeding 2.5 billion last year, why has it grown so fast?
**First, Perfect Diary actually seized the dividend of the makeup category from the start.**
Those who know the industry know that women's makeup has three levels. The first level is BB cream, base, and mascara; the second level starts with eyeshadow and lipstick, with higher color requirements; the third level advances to highlighter and contour.
When Perfect Diary first entered, what was the makeup market situation? **At that time, most women could accept base makeup, but only a few advanced makeup users would apply eyeshadow.**
At that time, when it came to lipstick, people could name many representative brands, but for eyeshadow, you couldn't name any. Basically, big brands like Dior and Lancôme would release a new makeup series and include an eyeshadow. But **to truly mention a brand whose representative product is eyeshadow, there was none.**
So Perfect Diary first seized the eyeshadow dividend because the demand for eyeshadow was rising. It started with a very fine category segmentation and later developed into a full-category makeup brand.
**Second, Perfect Diary leveraged a huge wave of Xiaohongshu content traffic dividends when it started.**
At that time, around the first half of 2018, Xiaohongshu suddenly had many high-quality users entering, and the eyeshadow category was particularly suitable for presenting product features through images and short text.
**At that time, there were many content platforms, including official accounts, Douyin, etc., but Perfect Diary did not spread across all at once. It first focused on Xiaohongshu, and after thoroughly penetrating that platform, it then moved to official accounts.**
So when laying out content channels, you can first do a small test to see which content platform your product and users respond to best. Once you determine a good direction, first thoroughly penetrate it before expanding to other content platforms.
Moreover, Perfect Diary's later promotion on official accounts was also very different. HFP's promotions on official accounts were all single articles introducing one product, but Xiaohongshu was collective seeding, such as putting base makeup and lipstick together, which is more in line with product usage scenarios.
So Perfect Diary segmented very finely, whether in product or content platform.
**Third, seed across the web, harvest within the site.**
When we do off-site promotion, there are generally two results: **one is that consumers see it and complete the purchase directly on the content platform; the other is that they return to Tmall or Taobao to search and buy.**
But what else happens with content seeding? For example, if I first buy on a content platform and find the product good after use, when I repurchase, my first reaction is still to return to Tmall or Taobao to search. This is the buying behavior habit of most consumers.
**So, after new brands complete seeding and cold start with the help of content platforms, they must return to Tmall and Taobao.** It is precise purchase traffic, with a shorter conversion chain than content platforms, and following the platform's promotion rhythm and some marketing resources can maximize brand efficiency.
So you will find that **in 2018, Perfect Diary's voice was mainly off-site, but in 2019, they completely turned to on-site, and at that time they also got the dividend of Tmall's support for new brands.**
In the process, it paid special attention to the accumulation of user assets, with 15 million fans across the web. **When it occupied product segmentation, content, and platforms, and then did user asset closure, the brand foundation basically emerged.**
Next are routine actions, such as hiring spokespersons, cross-border collaborations, etc.
### Case 2: HFP
Now let's look at HFP. Deconstructing with the same logic, you will find:
**First, when segmenting products, it seized the dividend of cosmeceuticals.**
What was the skincare market like in 2016? All female users had been brainwashed by beauty salons, telling you that hyaluronic acid is a good thing. But hyaluronic acid in plastic surgery hospitals is very expensive, costing thousands of yuan per vial.
**HFP initially claimed to be hyaluronic acid stock solution, saving a large cost of market education, and the price was only about a hundred yuan. So when the product came out, purchase conversion was very strong.**
Later, HFP continued to be a "ingredient party," from hyaluronic acid to niacinamide, astaxanthin, oligopeptides, etc., all belonging to the cosmeceutical category dividend.
**Second, HFP also enjoyed the dividend of WeChat official accounts.**
HFP started looking for official accounts to drive sales around mid-2016. At that time, official accounts were still in a dividend period; basically, a viral article could increase followers by tens of thousands.
But many official accounts didn't know how to monetize or how to price ads. So **at that time, HFP could invest a few thousand yuan and sell over a hundred thousand, which was a terrifying ROI.**
Direct sales already made a profit, not to mention the traffic brought to Tmall and Taobao stores, and it also accumulated user mindshare.
Previously, people didn't think content could sell goods, and sell so well. But HFP took this step very decisively, establishing a dedicated content writing team and placement team to do this, so it indeed seized the huge traffic dividend of WeChat official accounts.
**Third, HFP was also comprehensive in channels.** After the rise of official accounts, it quickly directed traffic to Tmall, and its Tmall flagship store was indeed well done.
In addition, like Perfect Diary, HFP also did very well in user retention. For example, for new users, it made many sets and trial packs, packaging different ingredients into a gift box; for old users, it gave beauty instruments, small refrigerators, etc.
### Case 3: Wangbaobao
Let me also talk about Wangbaobao. Wangbaobao is a brand I discovered during my time at Juhuasuan, and it followed a similar path.
First, product segmentation: it segmented oatmeal. Unlike the eyeshadow and ingredient party mentioned earlier, **oatmeal is an old category, and this category has not seen much growth.** Basically, it was Quaker and Ximai, and users were mostly elderly, in the scenario of diabetic patients' breakfast.
**But Wangbaobao's target users are not the elderly; it targets young users' afternoon tea or weight loss scenarios.**
**Second, in terms of content traffic dividends, when Wangbaobao started in 2018-2019, the dividends of official accounts and Xiaohongshu were gone, so it started from Weibo.**
Moreover, Wangbaobao's approach to content traffic dividends has a characteristic: it didn't look for the newest; it invested in many beauty and food accounts on Weibo. **So content traffic is not about the newer the better, but truly finding content scenarios that fit your product and users.**
**Third, after gaining dividends from Weibo and Bilibili, Wangbaobao also entered Tmall and received some traffic support.**
Since 2019, Tmall has vigorously developed new brands to compete with Pinduoduo. Factories and supply chains can be linked with Juhuasuan, but brands are Tmall's bottom line; it absolutely cannot lose in the brand market to anyone. **So Tmall now has many supports for new brands, which is also a wave of platform dividend.**
**-02-**
**What Do Livestreaming and Private Domains Bring to Brands?**
**I actually don't like talking about traffic, because for brands, traffic is just a technical matter; the real core is in the supply chain and the brand's own characteristics.** But there's no way; everyone is talking about traffic dividends, especially livestream e-commerce and private domains.
I won't do too much deconstruction in this part because it's too technical, but we can talk about some basic judgments: what does this actually bring to brands?
## **1\. Livestreaming Is Far More Than an Upgraded Version of Graphic and Text**
Let's talk about livestreaming first. It is far more than an upgraded version of graphic and text.
**First, for platforms, it basically precipitates a new traffic scenario.** When WeChat precipitated traffic, it used tool-based means to enter. But Douyin and Kuaishou are different; they start with content.
**Second, for account owners, short videos greatly reduce the cost of content production and bring more levels and dimensions of content.**
Starting from official accounts, so-called influencers, internet celebrities, and account owners have actually expanded the sources of content production. Previously, only newspaper offices and media organizations could produce content, and they had to be under the propaganda department and radio and television administration, but official accounts allowed more individuals to become content producers.
However, official accounts still had a bit of an elite flavor. With Douyin and Kuaishou, you find that everyone can become an account owner, and the threshold for content production is further lowered. So it's not hard to understand why there is a lot of family, workplace, and other content on Douyin and Kuaishou, basically replacing local urban TV media.
**Third, and most importantly, for brands, livestreaming not only shortens the chain from production to sales but also feeds back into the supply chain.**
What does that mean? Take apparel as an example. If you look at Taobao livestreaming in August or September, you'll find that these big C-stores are not selling short sleeves and summer clothes, but cotton jackets and down jackets.
Because at that time, clothing stores need to start preparing winter products. **Many store streamers directly say: "Babies, do you like this style? If not, we won't produce it," directly C2B.**
**So livestreaming's force in reconstructing the entire brand and e-commerce is much broader, more violent, and deeper than graphic and text.**
**In the era of official accounts, some people were doing content e-commerce, but what really made it popular was short videos and livestreaming.**
Last year, the protagonists of livestreaming sales were on the traffic side; two platforms (Taobao and Kuaishou) made three streamers (ViYa, Li Jiaqi, Xin Ba). This year, a new protagonist may appear: Douyin and Luo Yonghao. Looking back, why did it first appear on the traffic side?
Because every time the traffic landscape changes, the first to react are those who work with traffic; they are the first to make money. **But those who can truly make big money are those who have their own traffic, goods, and brands, so this year, the supply side will definitely become the protagonist.**
Furthermore, **I think mature offline brands have the most opportunity in livestreaming.** Why? Brand livestreaming traffic has three sources:
One is building content to gain traffic; I open a blue V account, post short videos daily, and after gaining followers, do livestreaming. Two is buying traffic on platforms for information flow placement. Three is collaborating with influencers.
For offline brands, building their own traffic is too slow, buying platform traffic is sometimes not precise, and collaborating with influencers is expensive.
**But store salespeople and members are natural traffic sources, so when the pandemic started, you found all stores were doing livestreaming.**
## 2\. Without Public Domains, How Can There Be Private Domains?
After talking about livestreaming, let's talk about private domains.
**Private domains certainly reflect everyone's anxiety about traffic, but more importantly, they are a return to user value.** Frankly, there used to be traffic dividends. When Taobao's traffic dividend disappeared, we dug off-site, from official accounts to Xiaohongshu, then to Douyin and Kuaishou.
If I can easily make money, I absolutely won't do difficult things. But today, when traffic dividends are gone, what do we do? Only then do some people think: can I reach my traffic a second time to make them repurchase?
Essentially, what is it? Previously, after getting traffic from public domains and closing deals, people didn't care about them. As long as ROI was worthwhile, they didn't need private domains. **But gradually you find that getting traffic from public domains is a loss; only by doing repurchase in private domains can you offset the traffic cost.**
**So everyone must understand that public and private domains need to be combined; this is particularly easy to go astray.**
Recently, I saw an article about merchants collectively fleeing to private domains. The article itself is fine; indeed, many good brands are doing private domains today, and their methods are very good.
But if you read it and say, "I won't do public domains anymore," you'll really turn yourself into a WeChat business. **Traffic is a pool; without public domains, where do private domains come from? Those who only do private domains are WeChat businesses. They can start from private domains, but in the end, they will die out.**
**Private domains are definitely getting smaller, so don't go astray. Look at brands that do private domains well today; their public domain operations are definitely not bad.**
For example, Perfect Diary does private domains very well, but do you know which brand has the largest traffic in the Taobao system? It's not big brands like P&G, but Perfect Diary. If it does private domains so well, why invest in public domains?
**Because private domains are important, but private domains are not omnipotent. You still need to get traffic from public domains and retain it in private domains.**
**-03-**
**After the Traffic Dividend, How Can Brands Find Their Next Growth Point**
Before discussing the last topic, I want to ask everyone: **When we talk about "dividends," what are we really talking about?**
In fact, from 2016 to 2019, there were three types of traffic dividends:
**The first is market dividends**, such as sinking markets, post-95s, etc.;
**The second is communication medium dividends**, including changes in content platforms like Weibo, WeChat, Xiaohongshu, and the improvement of individuals' ability to produce and publish information;
**The third dividend is based on scenarios and relationships**, such as fission, private domains, and group buying.
But today, these three traffic dividends are gone. Not only that, even the cognitive differences in methodology are gone.
For example, the "three key moves" for new brands mentioned above might have been new last year, but this year everyone knows how to play. So what opportunities remain?
I've been thinking about it myself. Actually, today is a big opportunity for brands because there are many touchpoints; you can reach consumers on content platforms, offline, in private domains, etc. **But the challenge is how to use each platform in stages and with strategies; this is a question worth pondering.**
Here I want to talk about a few points:
## 1\. New E-commerce Dividend: Refined Operations within Taobao
Today we are discussing brand growth points. **If it's about selling goods, then just push traffic. But to build a brand, you must find a platform that can precipitate brand mindshare.**
**What is this platform? Today, it is Tmall, because Tmall has sufficient recognition on both B and C sides.** All overseas brands enter by opening a store on Tmall first. When you find influencers to drive sales or go to social e-commerce, the first reaction is to ask if you have a Tmall store.
The C side is the same, so **never say Tmall traffic is expensive and not do Tmall; that's very stupid.** Moreover, Tmall's traffic is not expensive; it's just that you haven't used it well.
**If there is still a new dividend today, it must be the "new e-commerce dividend" of refined operations within Taobao.** What does that mean?
First, last year many TP (Taobao Partners) went bankrupt because previously, traffic entrances within Taobao were relatively concentrated; you just needed to handle Zhizhuanzhan (direct and diamond exhibition). But today, sorry, the traffic entrances within Taobao have suddenly become dozens. How to do operations at different stages with so many traffic entrances is a challenge for all Tmall operators.
Second, many new brands today overly rely on off-site content traffic. They actually don't know Tmall well, and even have some natural hostility. Traditional Taobao operators cannot upgrade their capabilities.
**These two points together create a vacuum in new operational methods within Taobao, which is what I call the new e-commerce dividend of refined operations within Taobao.**
On this basis, I think there are three opportunities:
**First, Taobao will definitely vigorously promote Taobao livestreaming; this is beyond doubt.** But the protagonists of Taobao livestreaming will change. This "change" has two meanings:
**One is from top streamers to mid-tier streamers; two is from influencer livestreaming to merchant livestreaming.**
Last year, Taobao livestreaming clearly had two super influencers, and no one else. But this year, Taobao will definitely vigorously support merchants to do store self-broadcasting, because the most valuable and reputable are these merchants.
**They have goods, content, and financial strength; merchants are the largest new force in the Taobao system.** If merchants are encouraged to do livestreaming today, they will definitely think of various ways to attract traffic and do promotions, and the traffic pool will come. So merchant self-broadcasting is the real protagonist of Taobao livestreaming.
**Second, from search to recommendation. Today, traffic from Taobao search is declining, but traffic from "Guess You Like" is rising. "Guess You Like" is actually a recommendation similar to Toutiao's information flow.**
Essentially, Taobao is also improving the efficiency of traffic distribution. Previously, traffic distribution was carried by search, but today, Tmall operators will find that more traffic is tilting toward Super Recommendation, and it is very suitable for product new customer acquisition. **So everyone must move the budget previously spent on search toward recommendation.**
Let me talk about a very detailed point. Previously, when investing in search, Taobao actually didn't want everyone to invest in the same keyword.
If everyone invests in "coffee," it seems the platform collects a lot of money, and the word "coffee" becomes very expensive, but the user experience will be very poor because when I search for coffee, I might flip through several pages and not find what I want.
So when using search for traffic distribution, it also hopes everyone invests more in long-tail words, like "drip coffee," to improve the efficiency of traffic distribution.
**In fact, all of Taobao's traffic handles guide from centralization to decentralization.** Today, don't think about doing diamond exhibition or Taoke; Taoke has no dividend this year. If you really want to do business on Tmall, you must pay attention to the platform's trends.
**Third, Taobao Special Edition.** If you don't have a factory at home, this is actually not a very good signal. From the group's perspective, to fight the sinking market, one hand is Taobao Special Edition, the other is Juhuasuan.
**Juhuasuan is the market sinking of branded goods; Taobao Special Edition is the channel sinking of factory goods.** But no matter which, what can be sold? It's mostly standardized goods, and goods with weaker brand characteristics.
In fact, today, **the more standardized and less brand-oriented categories will be done by the platform**, such as Taobao Xinxuan, Tmall Supermarket, and Tmall Global Self-operated. **If a standardized product doesn't develop its brand characteristics, it can only play by the platform's rules and be continuously crushed.**
So in the past two years, many traditional, mid-tier brands on Taobao have lived very awkwardly.
In addition, Tmall has been talking about "three new"—new people, new scenarios, and new brands, proposed in April last year. I think it will be raised again this year because young users are always the new force of the platform.
**So for brands, can you provide these young people with more products that meet their needs? This is also a matching opportunity.**
## 2\. Three Levels of Brand Efficiency
Looking at the rise and fall of many brands, I find that brand efficiency can be divided into three levels:
**The first level is traffic.** When you look at all brands rising, you'll find that in the first wave, whether you can find traffic that only you know or everyone knows but you have lower cost is very important.
When we look at all brands, the reason they can start is that the first wave of traffic was played well; this is the power of traffic. If you can achieve 30-50 million in the first year, it's a good start for a new brand.
**After traffic rises, the second level is operations, including public domains, private domains, content, and e-commerce.** Now many new brands have traffic, but most are stuck at the operational level, including Perfect Diary, which is still in the stage of finding efficiency in operations.
**The third level, I think, the ultimate for a brand is users.** On one hand, it's effectively reaching users; on the other hand, it's whether you can make target users form brand mindshare.
## 3\. Say You're a Brand Only After Sales Reach 300 Million
Finally, let me share my own little feelings:
**First, I've talked a lot today, but there is a line running through brand, traffic, and e-commerce, and that is content.**
Today, building a brand must grasp content because it is no longer just a medium; **content will become capillaries, and it can combine with content platforms, e-commerce platforms, etc.**
**Second, everyone likes to talk about "explosion." Previously, the way to explode traffic might be mass carnival, like the Little Tigers appearing on the Spring Festival Gala, and hundreds of millions knew about it.** But now I think it's "first niche onlookers, then mass carnival." For example, TFBOYS, they are extremely popular among mom fans and sister fans, and then gradually broke out of the circle.
**Building a brand is the same; rather than being big and comprehensive, it's better to be small and precise. First, do the niche cuts to the extreme, then go bigger.**
Look at how Perfect Diary invested in content at the beginning? It directly targeted Xiaohongshu, and after thoroughly penetrating it, it expanded to official accounts. It didn't give up any new content platform later, but it didn't spread across all channels at the beginning.
**Third, all products are content, all content is channels, and all channels are brands.**
What does that mean? **Products are content, which is essentially the aesthetic dividend. Content is channels; every wave of content traffic brings out a batch of new brands; Douyin and Kuaishou are the most direct examples.**
**Channels are brands; if you want to build a brand, you must first become a top player on Tmall.** If you have a foundation on Tmall, it's easy to sell with influencers or social e-commerce; all channels are your brand.
Today, everyone says they are building a brand, but some brands are just products, selling goods; some brands are just trademarks, not even keeping up with sales, still immersed in self-congratulation. **The road for consumer goods is still long. I think everyone should not talk too much; if sales haven't reached 300 million, don't say you're a brand.**
Previously, brands were built from top down; advertising and channel distribution were enough. But today, building a brand is from bottom up; sales are the most basic. Moreover, **selling goods and building a brand are two different things. I come from a traffic background; there are many ways to sell goods, but building a brand is quite difficult.**
Without brand power, it means you can't develop across platforms. **Relying on a single traffic channel definitely won't make you big; the more you rely on it, the more you get squeezed.**
If you have a factory at home, you can follow the platform to move volume and make small profits but quick turnover. But I think most people don't have factories at home; you still need to build a brand, otherwise survival will become increasingly difficult in the future.
Source: Langchao New Consumption (ID: lcxinxiaofei) Author: Cao Rui, Huang Sili
Tips will be paid 400-2000 yuan once adopted.


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