How can a service industry startup in a traditional segment gain a foothold in the market? How do we run standardized operations in an industry where customers desire personalization and uniqueness? The journey of Himo sheds light on these questions. Himo, a China-based studio photography brand, owned the largest number of photo studios in China. When Himo was founded in Hangzhou in 2015, its main business was ID headshots. After eight years of development, it had 600 stores spanning over 80 cities in China. "Light, fast, and simple" was Himo's strategic positioning to appeal to the young people. Based on these three key attributes, it developed a standardized operation process and services, creating a business model completely different from traditional photo studios and thus being dubbed "the new species." How should Himo go from there? To answer this question, during its senior management strategy meeting on November 3, 2022, three different views emerged: one was enhancing the service delivery capabilities of its stores; another one was doubling down on its cosmetic retail business; and finally, one suggested speeding up the opening of innovative themed stores. Which should be Himo's strategic focus for its next phase? Himo's founder, Wu Yuqi, had to think this over.

In recent years, new consumer brands have mushroomed to meet consumers' increasingly diverse and personalized demands. However, some struggled to achieve sustainable, long-term growth as they relied heavily on capital investment, outsourced production, and excessive marketing. This case focuses on Winona, a functional skincare brand for sensitive skin, and its parent company, Botanee. It unveils how Winona achieved product innovation through consistent R&D efforts, built a presence in the niche market of sensitive skin by leveraging multi-touchpoint marketing across various channels, and evolved into a leading skincare brand in the Chinese market. As a result, Winona featured in Tmall's sales top 10 in the cosmetics and skincare category for several consecutive years since 2018, becoming the only Chinese brand maintaining this position. However, Botanee faced several challenges as it sought to grow its business further. With Winona contributing 99% of the company's revenue, how could Botanee expand its brand portfolio and broaden its consumer base? While Winona's flagship product, Anti-Sensitive Moisturizing Tolerance-Extreme Cream, remained its primary revenue driver, how could the brand establish a second "hero product" to sustain its growth in the future? The issue of internal branding also came to the fore as Botanee's business expanded, touchpoints multiplied, and organizational structure grew increasingly complex.