This year's Double 11 is already the 13th Double 11 event hosted by Tmall. Compared with the extremely popular scene in previous sessions, both merchants and consumers clearly felt a burst of coolness this year. Consumers tend to be more rational, and merchants have less sense of ceremony to post war reports. Facing the decline in consumer enthusiasm, how can merchants further shape their corporate image and build powerful brands? Can some new consumer brands that have taken advantage of platform dividends, channel dividends, and traffic dividends continue to maintain sales leadership, and how can Guochao brands, which are loved by young people, actually become popular? Let's take a look at how Bruker strengthens its recognition and differentiates itself from its competitors.

In the past five years, Bruker has maintained the highest growth rate in the Chinese building block industry for three consecutive years. In 2020, Bruker's sales volume increased by 232%, and the sales growth rate for three consecutive years; in 2021, Bruker completed the number one sales volume in the Toys R Us (TRU) category, leading the building block sector in China; let alone, Double 11 steadily took the first place in Chinese building block sales on both Tmall and JD platforms this year.

When asked why this brand for children aged 1-6 has been growing steadily, Xie Hongda, general manager of Junzhi Consulting Division, summed up its success as “Bruker has made a 'difference' in terms of product characteristics, channel division, and market traffic.”

The product features are unique:

Unlike traditional rectangular blocks, Bruke created original round blocks. It can be assembled and removed, and is an original Chinese building block system. Xie Hongda, general manager of the Junzhi Consulting Division, further explained, “There are actually two sets of building block systems in the world. One is a square block created by LEGO more than 100 years ago, and the other is a round corner building block founded by Bruker 5 years ago. This enabled Bruker to solve the problem of homogenized competition in terms of core positioning.”

Furthermore, Bruco's design fully incorporates Chinese themes and aesthetics, and it is incumbent upon us to promote traditional culture. As a Chinese brand, it is incumbent upon us to promote Chinese culture and promote China's national heritage. In addition, Blue has its own exclusive cartoons, expanding the channels for reaching users up close, and organically linking online and offline. The characteristics of high-end products are also the reason why Bruk stands out. Safe materials bring excellent touch and protect children's safety in all aspects. At the same time, in terms of product development, many new technologies have been incorporated, such as the only child development laboratory in China, developing new products using hand brain research theory, and expanding the building block programming sector.

The difference on the channel division side:

Traditionally, brands will divide channels into online and offline according to the customer side, but Blue can divide channels from the enterprise side into ordinary sales channels and brand recognition channels, breaking the traditional rules.

Normal sales channel: At any point of sale, the brand sells the value of the product according to the pricing.

Brand awareness channels: While selling goods, brands enhance brand potential and build brand attributes based on channel empowerment. For example, Bruker leads in sales in the two toy specialty channels, Toys R Us and Kids King, which means that Bruker has received top recognition and achievements among fiercely competitive similar products and “became the top of the top”. Xie Hongda described the channel value obtained by Bruker in this way.

The difference on the market traffic side:

Why have the names on the list of new consumer brands changed so often in the past two years like a merry-go-round? “Because most of them were defeated by the traffic war.” Xie Hongda hit the nail on the head.

As traffic costs get higher and more difficult to get customers, it's not uncommon for influencer brands to spend money to make money, but it's difficult to sustain them for a long time.

Bruke realized early on that buyers and users of her products were separate—parents were buyers, and children were users—who had to use accurate traffic analysis to leave behind the person who paid for it. In response to this traffic characteristic, Blue can grasp the essentials and analyze market traffic from a unique perspective.

“We have always divided online traffic into several layers of traffic. Only by understanding the traffic structure can we determine whether this brand is an evergreen brand or just a flash in the air.”

Bruco's integrated brand marketing does not sell a single product or series of products separately, but rather strengthens the brand's perception among adults and children. The result is that the overall products under this brand sell well, and also drive customer awareness of other product lines, and gradually create a perception of the brand's advantages among customers. By simply selling one hit model after another, the brand cannot grow in popularity.