"What if you grit your teeth and sell your second house and invest in it, but you lose money and rent a house? Thirty years old is still young and can start from scratch. In 2009, Bai Yanzhen and Yang Runqiang decided to "fight against the water".

It was the second year of the establishment of the children's learning table brand "Childcare". At that time, the first generation of children's products easy to lift learning desks settled in Hangzhou East China furniture market after the cold, consumers to this 3000 yuan pricing children's desk acceptance is low, the store traffic is few, a sum of money invested in but still lose, as if "bottomless hole".

在白豔珍看來，最壞的結果不過是“租房過日子”，但放棄意味著失去了原本堅定看好的市場——當時，中國每年新生兒數量在1600萬左右，而夫妻倆當時想給孩子買一張可以調節高度的書桌時，發現市場里的兒童書桌不過是成人書桌尺寸縮減的產物。經過一番調研，兩人認為能夠“伴隨孩子成長”的兒童書桌存在巨大的市場缺口，品類的滲透率正急劇上升，市場規模將快速突破百億。

Bai Yanzhen and Yang Runqiang finally mortgaged the property and invested the raised funds in product iteration and supply chain construction.

這場破釜沉舟的抉擇，在幾年後顯現了價值。據智研諮詢相關報告顯示，2024年國內兒童學習桌椅零售市場規模達到151.04億元。護童年銷售額也突破5億元，從一家小店，發展成為擁有近800家線下門店的兒童學習桌椅頭部品牌。

In the highly competitive children's home market, Bai Yanzhen and Yang Runqiang are an "atypical" combination: Bai Yanzhen was the captain of the Zhejiang Provincial Volleyball Team, and after retiring, she became a university teacher and served the "iron rice bowl" in the eyes of outsiders, while Yang Runqiang worked as a professional manager in an excellent home appliance company.

左五為白豔珍

In the dialogue with Bai Yanzhen, four key points in the development process of child care in the past 17 years were sorted out:

1. Aiming at the rigid needs of children's health, we pioneered a new category of "growth-oriented" learning tables and chairs:

Based on the pain point that traditional children's desks cannot adapt to height changes, Childcare combines the concept of ergonomics to launch an easy-to-lift and adjustable L-shaped inclined learning desk to fill the gap in the market. By locking in the core demands of parents such as children's spine health and vision protection, and cutting in with 3000 yuan mid-to-high-end pricing, we take the lead in defining a new track of "growth learning equipment" and seize the category mind.

2. Bet on the heavy assets of the supply chain and build quality and efficiency barriers with "self-built factories":

早期代工模式導致品控與交期不穩定後，護童果斷自建供應鏈，后又拓建6萬方安吉生產基地，引入日本機械手焊接與法國實木工藝，掌控核心生產環節。此舉不僅保障了品牌產品的標準化交付，同時能夠及時根據市場反饋調整產品，把產品反覆運算週期壓縮至3個月。通過高端實木系列與線上爆款“星辰一號”的差異化佈局，形成供應鏈驅動的護城河。

3. Offline "placeholder" shopping center + online global penetration, dual-channel card slot:

It pioneered the "scene-based sales" model of children's learning tables and chairs, and took the lead in entering the children's floors of shopping malls such as Yintai and Wanda in 2011 years, forming a linkage with education and amusement formats; Embrace e-commerce, deploy platforms such as Tmall, JD.com, and Douyin, and achieve dual-line growth of offline high-end image and online cost-effective explosive models through new methods such as store broadcasting and talent planting.

Fourth, around the "learning scenario" fission product matrix, extend the user lifetime value:

With learning tables and chairs as the core, child care extends related categories such as eye protection lamps, spine protection school bags, and children's beds to form a "learning equipment ecology". Through the penetration of products such as baby toy tables into the younger age segment, and adaptation to home styles such as cream style and solid wood color, the integration of products and family scenes is improved, the sales rate of products is increased, and the life cycle value of users continues to be amplified.

With the trend of refined parenting and the awakening of parents' rigid needs for children's spine health and vision protection, the children's learning desk industry has jumped from a marginal category to a new growth pole of the home furnishing industry, and has also become one of the fastest-growing segments in the home furnishing market. More and more players are rushing into this market: unlike the offline genes of child care, most of these new brands started online and attracted consumers through live broadcasts and so on. In the face of market changes, Childcare is also constantly adjusting its pace to achieve coordinated growth online and offline.