The kitchen and bath industry, traditionally reliant on offline channels and characterized by long customer decision cycles, faces three core challenges. For channels, dealers often operate in silos, with brand subsidy policies being cumbersome to implement and lacking data transparency. On the user side, low repurchase rates make it difficult to maintain long-term customer relationships and retain core resources. At the team level, the industry's workforce tends to be older and more conservative, sticking to traditional methods like phone calls and in-person sales, struggling to keep pace with market changes. Compounded by declining foot traffic and lower average order values, industry-wide transformation is urgently needed.

In this context, leading bath brand Moen has taken the initiative to break the mold by partnering with Weimob Inc to launch a digital transformation initiative. Jackson, Moen's Mini Program Business Director, stated, "With no established model in the industry, Weimob and we are forging a path through trial and error. Through a co-creation model, we have identified a digital pathway suited to the bath industry. Digitalization is not about replacing offline channels but empowering them and enhancing the user experience."

Focusing on the core objectives of "improving efficiency and retaining customers," the collaboration has established a "dealer self-operation + omni-channel synergy" system through three-dimensional coordination of tools, channels, and organization. This promotes deep online-to-offline integration, achieving significant improvements in both marketing efficiency and user value within just over a year, setting a transformation benchmark for industries heavily dependent on physical retail.

**Tool Innovation: Full-Link Integration Shortens Customer Decision Cycles** Leveraging Weimob's smart retail solutions, Moen built an integrated tool ecosystem comprising mini-programs, Enterprise WeChat, and customer management systems, redefining the core value of digital tools in retail. Jackson emphasized, "Our mini-program is not merely an online transaction platform but an efficient operational hub integrating marketing, service, and data management. This positioning is the result of extensive refinement based on industry characteristics."

1. **Seamless Promotion Coupon Integration:** The mini-program marketing hub developed by Weimob for Moen deeply integrates core functions like benefit distribution, product display, and event registration, seamlessly merging with offline consumption scenarios. Through "full-link promotion coupon integration," after an offline purchase, users can verify coupons and be guided to add Enterprise WeChat, achieving a seamless link between the "consumption scenario and private domain沉淀," which is key to connecting offline sales with private traffic. 2. **Exclusive Benefits Drive Store Visits:** Conversely, after encountering Moen's brand information through various channels, consumers can directly add Enterprise WeChat. The system automatically pushes exclusive in-store benefits and travel subsidies, creating a complete loop from "user reach -> private domain沉淀 -> conversion guidance -> in-store purchase," effectively addressing the industry pain point of user attrition in traditional models.

Simultaneously, the mini-program includes detailed parameter descriptions and scenario-based display materials for thousands of products. Sales staff can forward these to target users with one click, improving communication efficiency, ensuring consistent brand messaging, and reducing the risk of users being diverted to other channels. A company executive added, "This toolset genuinely addresses the practical difficulties faced by frontline sales staff, allowing them to focus more energy on customer service and needs exploration."

**Regional Tier: Coordinated Centralization and Decentralization** Faced with initial reluctance from dealers and sales staff towards digital tools, Moen established a dynamic balance mechanism of "centralization and decentralization." A three-pronged strategy of "model-first + benefit-balance + regional self-operation" drove implementation: the brand level built a unified digital framework and set core operational rules and data standards to ensure nationwide consistency; regional endpoints were granted ample autonomy for decision-making, while a non-mandatory promotion model helped reduce resistance. Jackson recalled, "Resistance was significant initially. Most sales staff viewed digital tools as an extra burden. We initially selected willing dealers, cities, and stores for pilot programs, investing dedicated resources."

1. **Model-First Approach:** A store in a remote Shanghai market used the mini-program tool to precisely push benefits and activities, achieving counter-trend sales growth despite scarce foot traffic, becoming the first benchmark case. Witnessing the tangible results, nearby stores and agents proactively followed suit, creating a ripple effect that eventually led to nationwide digital coverage managed independently by dealers in their regions. 2. **Spontaneous Regional Operation:** Moen designed exclusive digital modules for independent dealer regions. Each region can flexibly adjust subsidy policies based on local market characteristics, achieving comprehensive online coverage of national subsidy policies and彻底 resolving the traditional issues of subsidy implementation lag and difficult data tracking. Utilizing the real-time data monitoring capabilities of Weimob's digital tools, the brand achieved dynamic awareness and refined management of each region's operational status, meeting the goal of "decentralized yet orderly" operations.

**Organizational Upgrade: Shifting Roles from Supervision to Empowerment** For digital transformation to truly take root, organizational structure must align. Moen transformed its terminal operations team from inspectors into digital marketing enablers. Their focus shifted from store visits and product display checks to designing policies, planning activities, and helping sales staff enhance their skills.

The brand set digital-related performance goals for operations specialists, requiring them to help store personnel in their responsible areas master the use of mini-programs and Enterprise WeChat, and also assist stores in designing marketing activities suitable for local markets. Jackson stated, "The shift in organizational roles is core to digital implementation. Previously, the operations team came to identify problems; now they come to provide significant help. They discuss activity plans and solve practical problems with stores. This collaborative model truly integrates digital tools into daily operations."

Concurrently, strong support from senior management played a key role. The sales president personally promoted the initiative, and dealer principals actively participated, fostering a company-wide atmosphere committed to driving transformation.

**Conclusion** After more than a year of practice, Moen's digital transformation has yielded results exceeding expectations. In channel efficiency, the implementation time for subsidy policies was more than halved, and sales staff communication efficiency improved markedly. Regarding customer resources, over 30,000精准 customers have been accumulated via Enterprise WeChat, with impressive initial purchase conversion rates. In team capability, terminal staff's digital awareness and operational skills have been comprehensively enhanced, creating a team atmosphere receptive to new ideas.

The collaboration between Moen and Weimob Inc provides valuable transformation experience for the kitchen and bath industry and other sectors reliant on offline channels. Jackson concluded, "For brands dependent on physical retail undergoing digital transformation, blindly following the models of online-native brands is not advisable. They must base their approach on their own characteristics, using digitalization to empower offline operations. Tool selection must fit industry needs, channel promotion must balance interests and demonstration, and organizational upgrades must keep pace with transformation. These three elements are indispensable."