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The Vaping Brand That Best Understands User Operations: How RELX Connects with Young Consumers

Competition among vaping brands has become increasingly intense. How can a brand remain ahead? Since the 2019 online sales restrictions, the era of easy traffic growth has passed. Consumer needs have become more segmented, and refined digital operations a
The competition among brands in the electronic vaping industry is fierce. How can one remain undefeated? Since the "power limit" in 2019, the era of online traffic dividends has passed, and consumer segmentation demands are growing, with a trend towards digital precision operations.<\/span><\/p>

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 <\/p> As a representative enterprise in the domestic electronic vaping sector, RELX's membership system is highly referential for peers and other consumer brands in terms of user scale, quality, stickiness, and value extraction.<\/p> The electronic vaping market is like a wounded internet, with the core focus on gathering and developing precise users.<\/p> From RELX's development perspective, speed is the goal. Leveraging capital to increase user numbers, then gaining more capital leverage to further increase user numbers. This is the flywheel model of leading players, achieving a transformation from traffic-based growth to brand-based growth.<\/p> Among many brands, RELX is also known for being the most adept at "operations" in the "internet" electronic cigarette sector, deeply understanding the concept of "user operations". The founding team of RELX largely comes from Fortune 500 internet and fast-moving consumer goods giants, all possessing mature and successful experience in internet brand operation and promotion, with a strong internet operation gene.<\/p>

With a dual absolute leading position in market share and mind share, brand value and market share often present a mutually reinforcing positive cycle. When brand management and marketing are well-coordinated, a higher mind share can indeed be transformed into corresponding market share, and RELX is the best example.<\/p>

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In 2019, when the concept of private domain traffic was booming, RELX launched the first app in the electronic vaping industry in August of that year: <\/span>RELX ME.<\/span> Before the "power limit", it quickly gathered a large number of core users and directly engaged with consumers through rich gameplay and cultural atmosphere, fully tapping into the value of the membership system.<\/span><\/p> <\/p>

In November 2019, after the power limit, it was no longer allowed to publish electronic vaping advertisements online. However, many electronic vaping businesses still managed to promote their brand products through various channels such as WeChat public accounts, brand apps, and short videos, swimming freely like fish that escaped the net (some brands even risked penalties for false advertising).<\/p> The Vaping faction analyzed nearly 200 articles, including news and WeChat articles from RELX, YOOZ, and MOTI across all platforms, and found that the communication angles were quite similar:<\/p> ① Highlighting social responsibility<\/strong><\/p> ② Lifestyle and youthfulness<\/strong><\/p> ③ Technical accumulation, R&D strength, product innovation, and reputation (stories from store owners and users)<\/strong><\/p> ④ Holiday hotspots  ⑤ Membership activities<\/strong><\/p> More importantly, they construct a youthful and diverse image of electronic vaping users. Their professions vary widely, but they all exude vitality and creativity, such as designers, musicians, advertisers, photographers, and university students. They showcase how they use electronic vaping for companionship, inspiration, and creativity, achieving relaxation, stress relief, and clarity, presenting a sustainable lifestyle and youthful way of living.<\/p> All of this aims to pursue a more stable operational state, with the goal of creating a solid consumer base.<\/p>

Challenges Facing Brand Growth in the Electronic Vaping Industry:

The main pain points are concentrated in the following two areas:<\/span><\/strong><\/p>

  • Difficulty in increasing consumer volume<\/li>
  • Difficulty in enhancing consumer value<\/li>
  • Severe challenges from negative online sentiment<\/li>
Main manifestations include:<\/strong><\/p>
  • Traffic is becoming increasingly expensive<\/li>
  • Acquiring customers is becoming more difficult (online sales and promotions are prohibited)<\/li>
  • User attention is becoming increasingly fragmented<\/li>
  • Deepening the relationship between consumers and brands is challenging<\/li>
  • The cost of shifting user attention to other brands is decreasing<\/li>
  • Difficulty in repeat purchases from new customers (even for high-repeat, high-frequency product attributes)<\/li>
  • Insufficient precision in target demographics (deviation in target consumer positioning leads to low repeat purchase rates)<\/li>
  • Low loyalty and stickiness among existing customers, leading to a decline in brand loyalty<\/li>
  • Consumers are increasingly leaning towards low-price mentalities<\/li>
  • Lack of data-driven support for user operations<\/li>
  • Severe product homogenization and high competition<\/li>
  • Price wars offline, leading to severe industry competition<\/li>
  • "Too many wolves and too little meat," with clear signs of "generic" and "micro-business fragmentation"<\/li>
  • Mixed social opinions and regulatory implementation<\/li>
Current Status of Membership Systems in Electronic Vaping Brands:<\/strong><\/span><\/p>
  • Membership models are mostly single; apart from RELX, most brands currently use a points system where customers accumulate points through offline purchases, which can be exchanged for gifts or cash once a certain threshold is reached.<\/li>
  • Low member loyalty; members are demand-driven and rarely shop just to accumulate points.<\/li>
  • Significant differences in application environments; members in specialty stores are relatively fixed and have some concept of points, while point customers are more transient and lack incentives to become members.<\/li>
In practical membership operations, brands and stores often face these issues:<\/strong><\/span><\/p> 1. Is it worth reviving inactive users?<\/p> 2. How to increase member repurchase rates and encourage members to return?<\/p> 3. Why do customers stop coming after discounts? Are discounts really effective?<\/p> ……<\/p> <\/p>
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HNB Editorial Team

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