追觅全球卖爆的背后 藏着一套用户洞察法则

This article unpacks the growth strategy behind Dreame, a tech brand that has achieved 100% year-over-year growth for 8 consecutive years, with a focus on actionable, replicable methods for building products rooted in user insights.

1. Dreame’s core growth model centers on user insight-driven product innovation. Before entering a new market, its local teams conduct in-depth research on regional lifestyles, housing structures, and consumer preferences to develop market-specific strategies, reverse-defining products based on unmet real user needs.

2. This user-centric approach is integrated into the full product lifecycle, from project initiation and R&D to go-to-market and sales, with tailored adjustments for different use cases. For example, the company launched a stair-climbing robot vacuum for Southern European markets where multi-story homes are common, and a wet-dry cleaner designed for carpet cleaning to meet North American demand.

3. Dreame has built a unified, reusable technology infrastructure that enables quick migration of core technologies across different product categories. It follows an "N+1" product principle: every new product delivers at least one additional breakthrough to solve a key pain point, enabling consistent incubation of hit products.

Dreame’s experience of multi-category growth across global markets provides a comprehensive reference for brands pursuing global expansion, product R&D, and user operations.

1. For user insight work: Instead of launching one-size-fits-all homogeneous products for global expansion, brands should dig into the fundamental pain points of users in different regions, rather than stopping at surface-level demand. Rely on local teams to capture authentic needs, then adapt products to align with differentiated consumer trends.

2. For product R&D: Maintain a full-lifecycle user-centric approach, integrating user perspectives from project initiation through post-launch sales. Adopt the "N+1" product logic: build on existing industry capabilities, add one technical breakthrough to solve a core pain point, and build differentiated competitive advantages.

3. For long-term capability building: Brands need to build a unified, reusable and migratable underlying technology infrastructure to cut R&D costs for new categories, speed up product launches, and develop a systematic hit product incubation capability that reduces reliance on single breakout products.

For sellers looking to drive growth via cross-border expansion, Dreame’s experience offers clear direction for opportunity-seeking and actionable best practices to learn from.

1. On opportunity: Large untapped differentiated demand exists across regional markets globally. Even mature categories like cleaning appliances, kitchen appliances, and air conditioning still have unaddressed pain points in traditional products, leaving plenty of room for innovation and growth. A multi-market, multi-category expansion strategy is a viable growth path.

2. On replicable methods: When entering a new market, do not simply replicate existing products. Conduct local user research first to uncover authentic pain points, reverse-define products based on those insights, and pursue a differentiation strategy to avoid homogeneous price competition.

3. On capability building: Sellers can adopt Dreame’s approach to technology migration and "N+1" product logic, leverage core competencies to expand into new categories quickly, and build sustainable hit product incubation capabilities to deliver stable growth, rather than relying on a single breakout product or channel dividends.

Dreame’s growth model offers multiple actionable insights for factories looking to build their own brands and expand into overseas markets.

1. On product design and manufacturing direction: Shift away from the traditional model of "pushing existing products to users", and adopt the approach of "reverse-defining product design based on user needs from different markets". Factories should fully account for regional differences in housing structures and usage habits, develop differentiated product designs, and adapt to localized demand.

2. On business opportunities: Large core pain points remain unaddressed in many traditional categories across global markets. Factories can leverage their manufacturing advantages, combine user insights to enter new tracks, open up new growth space, and escape the low-margin trap of homogeneous OEM manufacturing.

3. On capability upgrading insights: Factories should work to accumulate core technologies and build a reusable, migratable technology infrastructure to enable core technology reuse across different product categories. This reduces the cost and development cycle of new products, improves new product launch success rates, and drives digital and branded transformation.

Dreame’s global growth reveals current development trends in the global tech home appliance cross-border sector, as well as the core pain points of brands, pointing out clear business directions for service providers.

1. On industry development trends: The global tech home appliance industry has shifted from growth driven by channel dividends and single hit products to systematic growth driven by the combination of user insights and core technology. Differentiated innovation and multi-category global expansion have become the mainstream growth direction, leading to rising demand for professional third-party services.

2. On core pain points for brands: First, many brands struggle to accurately capture authentic user needs in different regional markets during cross-border expansion, and lack robust local insight capabilities. Second, expanding into new categories brings high R&D costs and long development cycles, and many brands lack the ability to quickly convert user needs into finished products.

3. On business opportunities for service providers: Service providers can develop targeted solutions to address these brand pain points. For example, they can offer localized user research and consumer data insight services for cross-border brands, or provide underlying technology platform services to help brands lower R&D barriers and speed up new product launches.

Dreame’s systematic growth model provides a useful reference for platforms in merchant recruitment, operations management, and risk mitigation.

1. On merchant recruitment direction: Platforms should prioritize onboarding brands with strong user insight capabilities and underlying migratable technical capabilities. These brands can consistently incubate hit products and deliver long-term stable growth, creating higher value than brands reliant on single breakout products. Platforms should also prioritize brands pursuing global differentiated innovation to enrich category selection and meet diverse user needs.

2. On operational service demand: Cross-border brands generally need localized user data support. Platforms can provide入驻 brands with data on user consumption habits and housing characteristics across different regional markets, helping brands quickly identify user pain points and improve innovation success rates.

3. On risk mitigation: Platforms should be wary of brands overly reliant on single hit products and homogeneous products, as their growth is unsustainable and prone to causing traffic and revenue volatility. Platforms should guide brands to pursue long-term growth via differentiated innovation to avoid the risk of homogeneous cutthroat competition.

Dreame’s model of consecutive high-growth performance is a typical new case study of Chinese tech brand global expansion, offering many new insights for industry research.

1. On new industry trends: In the past, growth for most Chinese tech companies relied on single hit products, channel dividends, or favorable industry cycles. Dreame represents a new systematic growth model, centered on the combination of user-centric insight and a migratable technology infrastructure. This model enables companies to continuously launch products across multiple new tracks and maintain rapid growth for multiple consecutive years.

2. On characteristics of this new business model: The core of this model is building a reusable, migratable, spillover-friendly technology ecosystem, paired with a full-lifecycle user insight methodology. It solves the longstanding problems of low success rates and long development cycles for traditional enterprises expanding into new categories, and enables continuous expansion into new product categories.

3. On research implications: This model offers significant reference value for research on the growth logic of Chinese tech brands going global, the upgrading path for traditional manufacturing enterprises, and capability building for multi-category enterprises. It provides a real-world successful case for future related research, and the path to building systematic capabilities under this model is worthy of in-depth exploration.