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成立半年月销千万 赵露思的潮牌火了

作者:章航英 文章来源:天下网商

2026-07-30 09:02

作者:章航英 文章来源:天下网商

2026-07-30 09:02

邦小白快读

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本文介绍了顶流女星赵露思创立个人自有品牌,仅半年就做到全渠道月销超千万的商业成果,核心干货如下

1. 品牌基本情况:赵露思目前推出两个品牌,生活方式品牌ROSYDOEDIAN(简称RDD)和美妆品牌ROSE AMIGO,两个品牌均由赵露思绝对控股,自己负责盈亏,不同于多数明星仅授权IP的副业模式。

2. 品牌运营成果:RDD上线半年,天猫旗舰店积累超46万粉丝,年销超20万单,多个中高价位单品销量破数千,爆款宠物周边手机支架卖出5万个,全渠道月销超千万,已经达到成熟新消费品牌的体量。

3. 可参考的玩法:依托个人流量实现零成本冷启动,切入细分空白赛道,绑定个人审美和生活方式做情绪价值,吸引粉丝为个人喜好付费。

赵露思做品牌的案例为品牌运营提供了新参考,干货内容如下

1. 品牌定位经验:品牌绑定主理人个人审美与生活日常,主打情绪价值,将个人IP特质转化为低认知成本、高传播效率的品牌记忆点,品类可以灵活无限延伸,适合IP型品牌发展。

2. 营销渠道经验:依靠线下演唱会、快闪门店场景完成冷启动,触发粉丝自发种草,几乎不需要额外付费购买公域流量;同时代言业务与自有品牌互相赋能,高端代言拉高自有品牌价值,自有品牌强化粉丝粘性。

3. 选品逻辑参考:主打“有品类、无品牌”的细分空白赛道,比如无头部的高端宠物周边、结构性空白的女性AI眼镜、有增长无垄断的面颈膜赛道,避开红海竞争,最大化IP势能。

4. 风险提示:IP与品牌深度绑定会放大个人风险,多品类扩张容易带来供应链、品控风险,需要提前布局应对。

赵露思的明星自有品牌模式,给各类卖家带来了新的机会参考与风险提示,核心干货如下

1. 市场机会:依托个人IP可以实现近乎零成本的冷启动,当前多个细分赛道仍存在“有品类无头部”的空白机会,包括高端宠物周边、女性向智能硬件、细分护理品类等,新品牌切入的门槛较低,IP势能容易得到发挥。

2. 创新商业模式参考:区别于传统明星IP授权模式,赵露思模式是亲自控股操盘,将流量转化为个人长期品牌资产,同时代言业务与自有品牌互相带动,形成正向循环,验证了新的流量变现路径。

3. 可学习的运营经验:能够把抽象的粉丝流量情绪,系统转化为可落地、可体验、可传播的完整品牌体系,选品贴合用户场景需求,更容易获得用户认可。

4. 风险提示:当前消费大盘调整、监管趋严,流量型品牌对运营、供应链、品控能力要求更高,IP绑定太深会放大个人风险,多品类扩张容易埋下品控隐患。

赵露思双品牌的发展,给工厂带来了新的商业机会和方向启示,干货内容如下

1. 产品生产设计需求变化:当前消费者越来越愿意为贴合IP审美、具备情绪价值的产品付费,设计端需要匹配IP的个人风格,比如赵露思品牌的高饱和度多巴胺风格,辨识度远高于普通产品;同时品牌多品类延伸,订单覆盖宠物周边、配饰、家居、美妆、智能硬件多个品类,需求更加多元。

2. 新的商业机会:高端宠物周边、女性向智能硬件、细分护理品类这些细分赛道目前增长性好,供给端还没有形成绝对头部,工厂可以针对性布局产能,对接这类明星自有品牌,这类品牌有经过验证的稳定流量基本盘,拿货需求明确。

3. 转型启示:越来越多明星选择亲自操盘做自有品牌,这类品牌大多是多SKU、小批量多批次的订单模式,对工厂的柔性供应链能力、快速响应能力、品控能力要求更高,工厂需要升级对应能力才能抓住新的合作机会。

明星实控自有品牌已经成为行业新趋势,给服务商带来了新的需求和机会,核心干货如下

1. 行业发展新趋势:明星做品牌已经从过去的IP授权副业,转变为明星亲自持股实控,将品牌作为长期个人资产运营,目前已经出现黄子韬、华晨宇、赵露思等多个案例,市场规模快速增长,已经出现年销超10亿的明星自有品牌,赛道增长空间大。

2. 客户核心痛点:这类新品牌大多走多品类扩张路线,核心痛点集中在供应链协调、多品类品控管理、合规运营三个方面,尤其是美妆赛道当前监管趋严,对资质备案、合规审查的服务需求非常强烈;同时这类品牌依赖私域流量运营,需要专业的内容和用户运营服务,将流量转化为稳定复购。

3. 市场机会:服务商可以针对性推出配套解决方案,比如针对明星自有品牌的柔性供应链对接服务、合规备案咨询服务、私域流量运营服务,覆盖品牌从冷启动到扩张的全流程需求,挖掘新的业务增长点。

明星实控自有品牌成为新的消费增长力量,给平台带来了新机会也提出了新要求,干货内容如下

1. 品牌端的核心需求:这类自带流量的新品牌,冷启动阶段需要私域引流配套工具,以及线上线下联动(快闪、演唱会落地)的运营支持,扩张阶段需要多品类运营的配套服务支持。

2. 平台招商机会:这类明星自有品牌自带巨大流量,粉丝购买力强,愿意为品牌付费,能够给平台带来新的用户增量和营收增长,目前已经有多个品牌入驻天猫等平台,后续还会有更多明星入局做自有品牌,平台可以针对性推出招商政策吸引这类品牌入驻。

3. 风险规避要点:这类品牌深度绑定明星个人IP,存在个人风险传导至品牌的可能,同时多品类扩张容易出现品控问题;加上当前美妆等品类监管趋严,平台需要加强产品资质合规审核,提前做好风险预案,应对可能出现的舆情和产品问题,规避平台合规风险。

赵露思做品牌的案例,反映了国内明星商业变现和新消费产业的新动向,核心研究素材如下

1. 产业新动向:明星商业变现已经从过去依赖代言、依附资本,转向亲自积累资本、打造长期自有资产,明星做品牌也从过去的副业IP授权,转变为明星亲自做实控人深度操盘,代言+自有品牌双业务互相带动,已经形成了新的明星生存样本。

2. 新商业模式演化:从最早的轻资产IP授权,到黄子韬重资产自建工厂,华晨宇依托成熟集团轻资产共创,再到赵露思双品牌多赛道布局,明星做品牌的介入程度不断加深,商业模式不断迭代,赵露思模式验证了把个人IP情绪价值转化为可落地品牌体系的新路径。

3. 值得研究的新问题:这种深度绑定IP的模式,存在个人风险放大、多品类扩张带来品控供应链风险等待解问题,流量红利褪去后,能否从IP红利转化为可持续的品牌生意,是值得持续跟踪研究的新课题,也为明星IP变现研究提供了全新样本。

声明:快读内容全程由AI生成,请注意甄别信息。如您发现问题,请发送邮件至 run@ebrun.com 。

我是 品牌商 卖家 工厂 服务商 平台商 研究者 帮我再读一遍。

Quick Summary

This article examines the remarkable commercial performance of top Chinese actress Zhao Lusi's self-founded brands, which surpassed 10 million yuan in monthly sales across all channels within just six months of launch. Key takeaways are as follows:

1. Brand Basics: Zhao has launched two brands — lifestyle label ROSYDOEDIAN (RDD) and beauty brand ROSE AMIGO. Unlike most celebrity projects that only license the star's IP, Zhao holds full controlling stakes in both brands and assumes full responsibility for profits and losses.

2. Operational Results: Six months after launch, RDD's Tmall flagship store has accumulated more than 460,000 followers, with annual sales exceeding 200,000 orders. Multiple mid-to-high-priced products have sold thousands of units each, and a hit pet-themed phone stand has sold 50,000 units. With monthly sales over 10 million yuan across all channels, the brand has already reached the scale of a mature new consumer brand.

3. Replicable Strategies: The brand achieved zero-cost cold launch by leveraging Zhao's personal influencer traffic. It targets underserved niche segments, and builds emotional value by aligning the brand closely with Zhao's personal aesthetic and lifestyle, encouraging fans to pay for products that align with their affection for the star.

Zhao Lusi's case offers valuable new insights for brand operators. Key takeaways are as follows:

1. Brand Positioning Lessons: By tying the brand closely to the founder's personal aesthetic and daily life, and centering it on emotional value, Zhao turns her unique IP traits into low-cognition, high-spread brand recognition. This model allows for flexible, unlimited category expansion, making it well-suited for IP-driven brands.

2. Marketing and Channel Lessons: The brand completed its cold launch via offline events including concerts and pop-up stores, driving spontaneous word-of-mouth among fans with almost no paid public domain traffic acquisition. Meanwhile, Zhao's endorsement business and her own brands create mutual value: high-end endorsements lift the perceived value of her own brands, while her personal brands strengthen fan loyalty.

3. Product Selection Insights: Zhao targets underserved niche segments described as "existing category, no leading brand" — such as the underpenetrated high-end pet products segment, structurally underserved women's AI glasses, and the growing yet unconcentrated face and neck mask category. This strategy avoids red ocean competition and maximizes IP potential.

4. Risk Warning: Deep integration between a celebrity's IP and their brand amplifies personal risk to the business, while multi-category expansion increases exposure to supply chain and quality control risks, requiring proactive mitigation planning.

Zhao Lusi's celebrity-owned brand model offers new opportunities and important risk warnings for all types of sellers. Key insights are as follows:

1. Market Opportunities: Leveraging personal IP enables near-zero-cost cold launch. Many niche segments today remain "category exists, no leading brand," including high-end pet products, women-focused smart hardware, and specialized personal care categories. New brands face low barriers to entry in these spaces, where IP influence can be fully leveraged.

2. Innovative Business Model Reference: Unlike the traditional celebrity IP licensing model, Zhao's approach sees the celebrity take full controlling stake and lead operations directly, converting traffic into long-term personal brand equity. Her endorsement business and personal brands reinforce one another in a positive cycle, proving the viability of this new path for traffic monetization.

3. Operational Lessons to Adapt: Zhao's team systematically converts abstract fan affinity into a complete, actionable, experience-driven and shareable brand system, with product selection tailored to real user scenario needs — an approach that drives high user approval.

4. Risk Warning: Against the backdrop of a shifting overall consumer market and tightening regulatory oversight, traffic-driven brands face higher requirements for operations, supply chain and quality control capabilities. Deep IP integration amplifies personal risk to the brand, while multi-category expansion can easily create hidden quality control risks.

The growth of Zhao Lusi's two brands brings new business opportunities and directional inspiration for factories. Key insights are as follows:

1. Changing product design and production demands: Consumers are increasingly willing to pay for products that align with an IP's aesthetic and deliver emotional value. Design must match the IP's personal style — for example, the high-saturation dopamine aesthetic of Zhao's brands delivers far higher recognition than generic products. Meanwhile, the multi-category expansion of these brands means orders cover pet goods, accessories, home goods, beauty, smart hardware and other categories, leading to more diverse demand.

2. New business opportunities: Niche segments such as high-end pet products, women-oriented smart hardware, and segmented personal care categories are currently seeing strong growth, and no dominant leader has yet emerged on the supply side. Factories can allocate targeted production capacity to partner with these celebrity-owned brands, which have a proven, stable traffic base and clear procurement demand.

3. Transformation insights: A growing number of celebrities are choosing to lead their own brands directly, and most of these brands operate with a multi-SKU, small-batch, multi-batch order model. This puts higher requirements on factories for flexible supply chain capacity, fast response capabilities, and quality control. Factories need to upgrade relevant capabilities to capture new cooperation opportunities.

Celebrity-controlled owned brands have become a new industry trend, bringing new demand and opportunities for service providers. Key takeaways are as follows:

1. New industry trend: Celebrity branding has evolved from the past IP-licensed side project model to celebrities holding controlling stakes and operating brands as long-term personal assets. There are already multiple notable cases including Huang Zitao, Hua Chenyu, and Zhao Lusi, and the market scale is growing rapidly. There are already celebrity-owned brands with annual sales exceeding 1 billion RMB, meaning the track has large growth potential.

2. Core customer pain points: Most of these new brands pursue multi-category expansion, and their core pain points are concentrated in three areas: supply chain coordination, multi-category quality control management, and compliance operations. The beauty category in particular faces tightening regulation, leading to very strong demand for qualification filing and compliance review services. At the same time, these brands rely on private domain traffic operation, requiring professional content and user operation services to convert traffic into stable repeat purchases.

3. Market opportunities: Service providers can launch targeted supporting solutions, such as flexible supply chain matching services, compliance filing consulting, and private domain traffic operation services tailored for celebrity-owned brands. These solutions cover the full process from cold launch to expansion, helping service providers unlock new business growth.

Celebrity-controlled owned brands have become a new source of growth for consumer consumption, bringing new opportunities and new requirements for e-commerce platforms. Key insights are as follows:

1. Core Brand Needs: These traffic-endowed new brands require private domain drainage tools and operational support for online-offline integration (for pop-ups and concert-linked events) during the cold launch stage, and supporting services for multi-category operations as they scale.

2. Platform招商 Opportunities: These celebrity-owned brands bring massive built-in traffic, and their fans have strong purchasing power and willingness to pay, driving new user growth and revenue increases for platforms. Multiple such brands have already entered platforms including Tmall, and more celebrities are expected to launch their own brands going forward. Platforms can develop targeted招商 policies to attract this segment.

3. Risk Mitigation Notes: Since these brands are deeply tied to the celebrity's personal IP, personal risks can easily transfer to the brand, and multi-category expansion increases the likelihood of quality control issues. Combined with tightening regulation for categories like beauty, platforms must strengthen product qualification and compliance reviews, prepare pre-emptive risk plans for potential public relations and product issues, and mitigate platform compliance risks.

Zhao Lusi's brand case reflects new trends in celebrity commercial monetization and China's new consumer industry. Key research insights are as follows:

1. New Industry Trends: Celebrity commercial monetization has shifted from relying on endorsements and being dependent on capital to celebrities accumulating capital independently and building long-term personal assets. Celebrity branding has also evolved from IP-licensed side projects to celebrities taking full controlling stakes and leading in-depth operations. The combination of endorsements plus owned personal brands, which reinforce one another, has formed a new operating model for celebrities.

2. Evolution of New Business Models: From the earliest asset-light IP licensing, to Huang Zitao's asset-heavy model of building own factories, to Hua Chenyu's asset-light co-creation model with established groups, to Zhao Lusi's dual-brand multi-track layout, celebrity involvement in branding has deepened continuously and business models have iterated steadily. Zhao's model validates a new path for converting the emotional value of personal IP into a fully realized brand system.

3. New Research Questions Worth Exploring: This deeply IP-integrated model still has unresolved issues including amplified personal risk and quality control and supply chain risks from multi-category expansion. Whether brands can transition from IP-driven growth to sustainable brand business after the initial traffic红利 fades is a new topic worthy of continuous tracking and research, and this case provides an entirely new sample for research into celebrity IP monetization.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

I am a Brand Seller Factory Service Provider Marketplace Seller Researcher Read it again.

当同龄的流量小花还在争抢剧本和代言时,赵露思把自己的名字做成了一门新的“生意”。

7月中国澳门演唱会现场,一台紫色豹纹派样机在入场通道旁格外显眼,这是赵露思新推出的个人美妆品牌“ROSE AMIGO”的首次亮相,现场粉丝自发产出上千条种草笔记,集体在官方账号下催品牌上新。

与此同时,她创办的生活方式品牌“ROSYDOEDIAN”,由她与两只宠物狗的名字“Doe”和“点点”组合成的品牌(以下简称“RDD”)也在全国各大城市快闪路演,7月底,RDD门店在南京德基和北京荟聚、上海巨鹿路等地陆续开张,有粉丝专程坐火车前往排队打卡。

《天下网商》观察到,RDD天猫旗舰店积累超46万粉丝,店铺年销量超过20万单,64元两枚的电话线发圈、200多元一个的便携水杯、上百元的“找到组织了”手机壳……虽然都属中高价位,但都显示销量超过数千单,甚至有爆款单品显示已经“缺货”。在内容电商平台,有一款小狗手机支架显示卖出5万个。

据第三方数据和多家媒体报道,RDD全渠道整体月销售额或超千万元,这一体量已经相当于一个成熟的新消费品牌。

在影视剧和代言之外,赵露思正在悄悄搭建一座更加独立运转的商业堡垒。

从依附资本到积累资本,这条路看似顺势而为,但也暗藏风险。

98年顶流小花,变身明星主理人

98年“顶流”小花赵露思,在天眼查的股权穿透图和品牌背后的供应链逻辑里,悄悄解锁另一层身份,对品牌拥有绝对控制权的品牌主理人。

明星做品牌,不是新鲜事。但仅从半年来的品牌声量和销售,以及紧锣密鼓推出第二个美妆品牌的节奏来看,赵露思做品牌,又似乎有些不一样。

最大的不同或许在于——动机。

大多数明星做品牌,选的是最安全的时机。事业高峰,多一条收入,失败了也有正业兜底。本质上,品牌只是艺人身份的附属生意,人气涨则品牌涨,人气跌则品牌跌,控制权从来不在自己手里。

但对赵露思来说,做品牌并不是她在名气最旺的时候为自己找的一条后路,而是在最脆弱时候的押注。

2025年8月,一场与经纪公司的对峙把她推上风口浪尖,赵露思自曝身体和精神双双告急,抑郁症躯体化让她几乎无法工作。但仅仅数月后,赵露思宣布成立新的个人工作室“熠而叁思”,并加入阿里旗下新公司“虎鲸文娱”。

据界面新闻报道,在这场风波后,上海云锋新呈投资、北京创时信和等5家股东退出银河酷娱,虎鲸文娱100%持股的“大鱼快乐”持股升至48.82%,资本介入,让赵露思曾面临的高达4亿元的解约违约金得以“零赔偿”免除。

峰回路转,赵露思也彻底从低谷中走出来,而新公司据称“合作条件较为宽松”,给了她更高的自由度,几乎在同一时间,“ROSYDOEDIAN”的网店开张,仅半年时间就步入正轨。

但赵露思做个人品牌的想法或许更早,《天下网商》通过企查查发现,“ROSYDOEDIAN”的商标注册最早在2024年中旬。目前,该商标归属方为北京赵得柱文化科技有限公司。该公司最初由赵露思出资10万元设立,赵露思和其父亲持股分别为99%和1%。不过,这家公司在近期完成股权变更,股东变成了胡焱和张彤。

种种迹象表明,赵露思与品牌的关系并不是简单的代言和授权,是自己扛盈亏,自己说了算。

赵露思后来提到,创立RDD的初衷是“去年曾觉得可能干不了这一行,但人生不能止步,于是就找一件事做”。但目前看来,赵露思在演艺和明星的道路上,正在持续得到市场的正反馈。

赵露思在圈中被视为“95后扛剧TOP流量花”之一,她先凭借《传闻中的陈芊芊》一炮而红,而后通过《星汉灿烂》《偷偷藏不住》等剧积攒人气。2025年经历“解约风波”之后,一部《许我耀眼》又成为全网爆火的“黑马爆款”,后又在Netflix上走红,在国际上也打开了知名度,譬如赵露思近期在泰国的演唱会,就吸引了近1.2万人。

极高的热度和人气也转化为商业资源。据统计,赵露思在2026年已拿下近20个新代言,已有的代言品牌包括珠宝品牌宝格丽、周大福,美妆品牌毕生之研、百雀羚,以及潮玩品牌TOP TOY和户外品牌伯希和等。

一手收代言费,一手培育自有品牌。代言提供了稳定的现金流,品牌成为未来的资产积累。与此同时,高势能品牌的代言一定程度上也在拉高自有品牌的价值,而自有品牌RDD则强化了赵露思本人的生活方式和审美,不断增强粉丝黏性,为其品牌价值添砖加瓦。

两块并行的业务同时也在如咬合的齿轮那样相互带动,也验证了一套新的明星生存样本。掌握真正的主动权,从依附资本到自己积累资本。

从宠物周边到AI眼镜,赵露思撕掉边界

在美妆品牌亮相之前,RDD已经做了预演,验证了一件重要的事。赵露思不只有流量,她的团队有能力把这种抽象的情绪价值,转化为真实的客单价和复购。

这个品牌的起点是宠物周边。铲屎官圈层情感浓度极高,市场高度分散,尚无绝对头部。宠物圈层,RDD的定价也是相对高端。以Doe和点点为设计主题,一个手机支架卖50多元、手机壳100多元,一个头发抓夹150多元,宠物衣服卖出轻奢价,但依然被疯抢。

“RDD的产品有贵的、便宜的、中等的。主要是按订货量来定,比如我订10万个杯子,单价即就可以打的很低,但我得有信心卖出这10万个杯子,卖不出去就只能囤在那儿,就没有钱去下其他的订单了。这不是简单的事。”赵露思曾在直播中对粉丝表示,“只要你们去想这个东西对我有点贵,那我不买了。这个东西我觉得挺有意思、设计挺好,就可以买,你只需要为你的开心而付费。”

很容易理解,用户买的不仅是基础的功能,更是与偶像共创的某种生活方式。RDD产品多为高饱和度配色和多巴胺的风格,有着极强的辨识度,就连产品海报图风格都与赵露思社交平台上的晒照风格高度一致。

赵露思的商业头脑在圈中得到肯定,有品牌相关行业人士评价赵露思是“品牌天才”。“她至少完成了一件很多明星品牌做不到的事:把粉丝情绪、生活场景和个人审美,系统地转化为可落地、可体验、可传播的品牌体系。”

从产品来看,RDD的策略很清晰。产品端,将赵露思的个人审美渗透进宠物、家居、配饰、快闪与内容等多个生活场景;内容端,则将她与宠物狗Doe和点点的生活日常,转化为低认知成本、高传播效率的品牌记忆点。

这也就意味着,RDD在品牌框架下,品类几乎可以无限延伸,比如AI眼镜。

2026年5月,赵露思在泰国演唱会上佩戴自家品牌AI智能眼镜登台,它与范式旗下Phancy合作,整机37克,砍掉屏幕和摄像头,只保留蓝牙通话、听歌、实时翻译、AI语音助手等几个高频功能,完全围绕女性穿搭场景设计。

AI眼镜普遍产品偏男性化设计,女性市场是整个赛道最大的结构性空白,RDD用时尚配饰的逻辑切入AI硬件,绕开了和Rokid、雷鸟们在参数上的正面厮杀。

“终于有好看的AI眼镜了。”有用户表达了对RDD AI眼镜的期待,也有粉丝对赵露思的跨界表达了欣赏,“不仅有创意审美也很有远见,没有单独固定在一个圈子了,有这头脑做什么都会成功。 ”

不过,原定在7月9号上线的AI眼镜,如今并没有出现在官方旗舰店和微信小程序中。

但无论发售节奏如何调整,从预售的反馈来看,赵露思的品牌版图,或许并不局限于情绪价值驱动的生活品类赛道,即使是客单更高的科技相关产品,也有不小的受众。

范冰冰之后,赵露思勇闯美妆圈

但科技产品仍然有不小的壁垒和风险,相比而言,功效稳定、更依赖流量拉开差距的美妆赛道,对于赵露思来说是更顺理成章的选择。

企查查显示,ROSE AMIGO商标所属公司成都马宁有限企业管理有限公司,赵露思持股比例90%,父亲赵军担任法定代表人,并非以明星IP授权模式运营。

赵露思进入美妆市场的时机,正值2026年的美妆大盘的深度调整期。今年618星图数据显示,护肤品类首次出现负增长,香水彩妆也面临下滑。与此同时,电商平台系统审查也更加严格,自动筛查无合规备案、资质不符的产品。

这种环境下,某种程度上意味着,流量型品牌并不好过。但赵露思带进来的资产,恰好是这个枯竭的市场中稀缺的东西,近乎零成本的冷启动流量,和一个已经被验证过、愿意为高溢价买单的粉丝基本盘。

中国澳门演唱会现场,ROSE AMIGO没有预热和官宣推广,仅靠现场小样完成品牌首秀,粉丝自发讨论带货。传统美妆新品投放需要持续付费抢公域流量,ROSE AMIGO用一场演唱会完成了私域引爆。

ROSE AMIGO选择面颈膜品类作为首发亮相,一定程度上表现出了高明的选品逻辑。2025年颈部护理品类逆势增长,但市场基数极小,且尚无垄断性的头部品牌。相比于面膜这种被验证的红海,面颈膜是一个完美的“有品类、无品牌”的切入口,赵露思的IP势能能得到最大程度的爆破。

事实上,明星品牌已经成为这个市场上不可小觑的力量。

范冰冰的Fan Beauty Diary是一个成功样本。2019年,Fan Beauty用海葡萄保湿面膜冷启动,首月销量破百万片,去年GMV(商品成交额)做到18亿元,2026年618登上天猫美妆榜第19位,在天猫的线上销售体量几乎与老牌美妆集团敷尔佳相当。

但这两个品牌之间,有一个微妙的差异。范冰冰目前几乎淡出内地主流影视圈,Fan Beauty可以相对独立地成长,凭产品本身积累复购用户。

但赵露思的处境完全相反。小红书近2500万粉丝持续活跃,抖音超5000万,近两年公众口碑持续向好,活跃在影视和代言赛道,一方面带来巨大的流量,但也意味着被放大的风险。短期无法消除,而且会随着品牌与个人IP绑定程度的加深而放大。站在顶端的人,很难不被审视。

赵露思的商业版图,已经默默走出了相当远的距离。如今的局面,考验的已经不是她的IP和带货能力,而是品牌管理、供应链协调、多线运营的系统能力。RDD无限延伸的品类结构,指向了持续增长的供应链和品控风险。这都是她还没有被完整检验过的部分。

赵露思之前,明星集体做品牌已成趋势。譬如,去年5月,黄子韬联合创立个护品牌“朵薇”,从卫生巾起步,一年GMV破7亿元;今年3月,华晨宇联合推出日化品牌“重点POINZ”,持股20%,官宣首日GMV破2100万元。

从黄子韬的“重资产”自建工厂,到华晨宇依托成熟集团的“轻资产”共创,再到赵露思双品牌布局,明星成为公司实控人,对做品牌这件事的介入程度在不断加深。以前明星做品牌是副业,现在明星身份要靠后。

但这无疑是一条更难走的路。范冰冰用7年,才把Fan Beauty从IP红利转化成一门持续运转的品牌生意,赵露思面临商业价值变现的节奏则快得多。

在流量褪去后,留下的是一座坚固的品牌堡垒,还是和无数前辈那样在流量翻涌和出清中逐渐隐退,这中间的分水岭,是她正在努力跨越的、惊险亦值得期待的一跃。

注:文/章航英,文章来源:天下网商(公众号ID:txws_txws),本文为作者独立观点,不代表亿邦动力立场。

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FAQ回顾

赵露思旗下有哪些个人品牌?

赵露思旗下有两大个人品牌,分别是生活方式品牌ROSYDOEDIAN(简称RDD)、美妆品牌ROSE AMIGO,两个品牌均由赵露思实际控股,并非简单的IP授权合作模式。

赵露思的RDD品牌销售表现怎么样?

RDD天猫旗舰店积累超46万粉丝,年销量超20万单,全渠道整体月销售额超千万元,部分爆款单品销量破5万件,体量相当于成熟的新消费品牌。

现在明星做品牌有什么新趋势?

当前明星做品牌的介入程度不断加深,已从早年的副业、IP授权模式,转向实际控股、深度参与运营的模式,代表案例有黄子韬自建工厂运营个护品牌、赵露思双品牌布局等。

赵露思的美妆品牌为什么选面颈膜作为首发品?

2025年以来颈部护理品类逆势增长,但市场基数小、暂无垄断性头部品牌,是典型的“有品类、无品牌”赛道,能最大化发挥赵露思的IP势能。

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