The Biem.L.Fdl Paradigm: How to Transform a “Slow Business” into a “New Ecosystem”?

Biyinlefen: In the "niche" market,

Build a "great national brand" that can withstand market cycles.

While most clothing brands are still struggling with the 3% industry growth rate, a golf apparel company has delivered an astonishing report card with a 71.82% surge in online revenue.

Behind this lies an unexpected consumption trend: Golf, once regarded as an exclusive "business social activity" for the older generation, is becoming a new favorite among young people.

Open Xiaohongshu and Douyin, and you'll find that golf driving ranges have become new popular check - in spots for internet celebrities. What young people love to share is no longer business tips, but the moments of swinging the golf club and carefully matched polo shirts. Under this "Golfcore" fashion trend, golf is evolving from a sport into a new lifestyle that combines socializing, fashion, and a refined experience.

In the midst of this drastic trend change, Biyinlefen, which has been deeply involved in this field for over two decades, has keenly seized the opportunity.

It didn't stick to the traditional path but resolutely transformed towards a younger and more high - end market. The most obvious change is signing the rising star Ding Yuxi as the brand spokesperson, and his posters can be seen on large screens in shopping malls, airports, and high - speed railway stations.

On August 27th, Biyinlefen released its financial report for the first half of 2025. The company achieved an operating revenue of 2.103 billion yuan, a year - on - year increase of 8.63%, significantly outperforming the 3.1% growth rate of the overall retail market. In terms of specific performance composition, Biyinlefen's online channel revenue reached 214 million yuan, a year - on - year surge of 71.82%. The revenue scale is close to that of the whole year of 2024, and the revenue proportion has increased from the previous central level of about 5% to 10.18%. This over 70% online growth rate is the "yes vote" cast by the market with real money for Biyinlefen's youthful transformation.

In terms of profit, Biyinlefen's net profit in the first half of 2025 reached 414 million yuan, ranking among the top among domestic clothing brands. If revenue is the appearance, profit is the essence. This financial report undoubtedly proves that Biyinlefen's transformation is a win - win for both "appearance" and "essence".

While the industry is still entangled in the stock game, Biyinlefen has found the right code for its incremental growth: Deeply root in professionalism and resonate with the young lifestyle.

From niche professionalism to lifestyle:

Dig deep in the narrow field and penetrate into the broad market

Biyinlefen is following a path to break into new markets that has been repeatedly verified by global top - tier brands: Deeply specialize vertically - refine brand tonality - advocate lifestyle - break through the barriers between different consumer groups.

Arc'teryx started with hardcore mountain - climbing equipment and became the "top - tier" choice in the hearts of outdoor enthusiasts with its extreme craftsmanship. Then, taking advantage of the wave of the popularization of outdoor fashion, it successfully rose to become a "sports - luxury symbol" for urban middle - class people. Descente started with professional skiwear, and Anta repositioned it as a high - end sports lifestyle brand, covering multiple scenarios such as comprehensive training and running, and conveying the aesthetic concept of self - discipline and health. Now it has become the profit engine of the Anta Group.

Their common point is: First, become irreplaceable in the segmented market, then elevate the product function to spiritual value, and finally naturally expand beyond the original customer group to reach a broader market.

However, this seemingly clear path is full of challenges for many Chinese brands.

Too many brands fail in two aspects: Either they blindly diversify without sufficient professional accumulation, resulting in a blurred brand image; or they overly pursue channel expansion but neglect the construction of the brand core, and finally fall behind in the upgrading wave.

To break into new markets, one should not be in a hurry to "go out" but first "hold on" - achieve excellence in the most core field. This is a kind of patience against business intuition: Continuously invest and deeply cultivate in the "narrow field" with limited attention and return.

When shifting the focus from the fierce competition in mass sports to a more segmented and lifestyle - oriented sports field, Biyinlefen provides a rare example of a Chinese brand breaking into new markets.

It didn't chase after the trend but rooted itself in the high - end vertical market of golf apparel for twenty years, establishing a professional reputation and a craftsmanship barrier. On this basis, through signing young brand spokespersons, expanding product usage scenarios, and conveying an elegant sports lifestyle, it is gradually penetrating into the mass market.

Biyinlefen's mid - term performance proves that its transformation is not about sacrificing profit for scale but truly achieving a double upgrade of brand value and business return.

From Golf to Golfcore:

How did Biyinlefen take the "first shot" to break into new markets?

Biyinlefen's path to break into new markets is logically similar to that of Arc'teryx and Descente, but it has developed its own style in the Chinese consumer market.

The similarity is that it also chose a narrow and deep market: Golf. This sport has a high - end attribute: It is not only a sport but also a social capital, a business language, and a symbol of social status. From the very beginning, Biyinlefen avoided the red - ocean competition in the clothing market and entered a high - net - worth blue - ocean market.

But more importantly, Biyinlefen has never been limited to "professionalism". It has accurately grasped the wave of China's consumption upgrade and cultural confidence and has become one of the few Chinese clothing brands that truly establish a "high - end" image.

Looking back at its development over the past 20 years, Biyinlefen's path to break into new markets can be summarized as "three key steps", each step is precise. It didn't chase after the trend but waited for the right time.

1. Step one: Bet on the "niche" market, deeply cultivate professionalism, and become the "choice of the national team"

In 2003, golf in China was still an extremely niche sport for the elite. But Xie Bingzheng, the founder of Biyinlefen, resolutely invested all in golf apparel at that time. This was not an impulsive decision but a long - term strategic layout after careful consideration.

Xie Bingzheng had an early connection with the "clothing" industry. In the 1980s, when Hong Kong - style fashion was popular, as a "fan", he planted the seed of building a brand. Later, he earned his first pot of gold through badges and spray - painting and then transformed into clothing retail in 1997, acting as an agent for international high - end men's clothing brands such as Valentino and Saint Laurent.

This experience was crucial: It allowed Xie Bingzheng to understand the operation system of high - end brands and also made him clearly realize that China lacked a high - end clothing brand of its own.

So in 2003, he acquired the struggling Biyinlefen and made a counter - intuitive strategic shift: Abandon the mass - market clothing that was easier to scale at that time and proactively enter the high - threshold and small - customer - base golf field.

What supported this decision was his insight into economic laws. After in - depth investigations of the Japanese, Korean, European, and American markets, he was convinced that China would surely give birth to a large - scale new middle - class and high - net - worth population, and their lifestyle evolution would surely generate a strong demand for golf and related apparel.

What he bet on was not a niche sport but the future of the Chinese economy.

Biyinlefen did a very crucial thing: It didn't just sponsor the national team but chose to grow together with the national team.

In 2013, the Chinese national golf team was in urgent need of an equipment partner for the Olympic Games. Biyinlefen, which had been in the industry for a decade, was successfully selected. This was not a simple business cooperation but a strategic alliance that has lasted for more than a decade and continues to this day.

The real breakthrough point was the 2016 Rio Olympics. Feng Shanshan wore the first - generation five - star jersey designed by Biyinlefen and won a bronze medal, achieving a zero - breakthrough in Chinese golf's Olympic medals. Since then, from Tokyo to Paris, Biyinlefen's Olympic jerseys have been upgraded for three generations, becoming the "ritual equipment" for the continuous progress of Chinese golf.

But Biyinlefen's vision is not limited to the present. While other brands are still at the level of event sponsorship, it has already laid out a longer - term strategy: Jointly launching the "Talent Program" with the Chinese Golf Association to reserve talents for the 2028 Los Angeles Olympics in advance. This means that Biyinlefen has achieved a four - in - one layout of "equipment sponsorship + event operation + talent cultivation + cultural communication".

Becoming the choice of the national team is equivalent to putting the most authoritative stamp on the brand's professionalism. This kind of recognition from the national level has established unparalleled credibility for the brand.

A professional brand image cannot rely solely on storytelling but ultimately needs strong R & D investment as support.

Biyinlefen put forward the R & D concept of "three highs and one new" (high - quality, high - taste, high - technology, and innovation) very early on. Through fabric innovation, process innovation, pattern innovation, and cross - border design innovation, it improves the product taste and brand cultural connotation and provides high - value products for consumers.

In terms of layout, the company has set up dual R & D centers in Guangzhou and Paris, forming a global R & D layout that effectively integrates international cutting - edge design concepts with local market needs. Its design team has a deep background in international luxury brands, ensuring that the products always maintain a leading position in the industry in terms of design, craftsmanship, and fabric application.

In terms of data performance, since 2020, Biyinlefen has cumulatively invested more than 500 million yuan in R & D, and the R & D expense ratio has always been maintained above 3%. As a clothing enterprise, Biyinlefen's R & D expense ratio even exceeds that of many technology - based enterprises. It invests in R & D like a technology company to make professional clothing. Biyinlefen's high R & D investment is the best annotation of its in - depth cultivation in the industry.

2. Step two: From the professional market to spiritual identification: How to tell the Chinese story of the "elite lifestyle"

The Chinese consumer market is undergoing a profound value reconstruction: Young people not only want products but also the cultural confidence and spiritual belonging behind the brand.

As a Chinese brand that has grown with the rise of the Chinese economy , Biyinlefen has always adhered to a sense of national responsibility since it established the golf apparel route. As Xie Bingzheng, the chairman of Biyinlefen,