Exploring to Summer’s Product Innovation and Market Positioning

Strategy Based on 4P Theory

Rong Bao

School of Music, Jiangxi Normal University, 330022, Nanchang, China

Keywords: To Summer, 4P Theory, Product Innovation, Market Positioning, Cultural Branding.

Abstract: With the rise of national trend consumption, local high-end fragrance brand To Summer is rapidly rising based

on ‘oriental aesthetics’, but its marketing strategy is facing challenges such as cultural convergence and single

channel coverage. Based on the classic 4P theory of marketing, this study integrates the authoritative journal

literature in the past five years to systematically analyse the current situation and core defects of To Summer’s

product, price, channel and promotion strategies. The study finds that the current brand development is facing

four core problems: firstly, there is an over-reliance on single cultural symbols and technical shortcomings on

the product side; secondly, the high-end pricing strategy creates consumer barriers and makes it difficult to

break through the boundaries of the existing clientele; thirdly, the sales channel is overly focused on the

operation of online private traffic, and the penetration rate of the offline market is not enough; lastly,

promotional methods show homogeneous characteristics, and cross-border co-operation projects have not yet

formed a cultural circle with market penetration. Cultural circle breakthrough with market penetration. These

problems jointly restrict the brand’s market competitiveness and sustainable development ability. To address

these issues, this paper proposes strategies such as tiered pricing, dynamic cultural narratives and omni-channel

content, and stresses the importance of balancing brand tone and market expansion needs through technology-

enabled products and ethical premiums. The findings of the study not only provide new ideas for the strategic

design of local cultural brands, but also shed light on the innovation of traditional frameworks in luxury

marketing.

1 INTRODUCTION

Under the dual drive of the transformation of

consumer structure and the reconstruction of

traditional cultural values, China’s fragrance market

has shown rapid growth, and a number of emerging

brands with ‘oriental aesthetics’ as their core

competitiveness have emerged, and the fragrance

brand To Summer is a typical representative. The

fragrance brand To Summer is a typical example. It

has successfully created a differentiated brand image

by integrating traditional cultural symbols with

modern design language, but it faces challenges such

as rigid cultural narratives and solidified user circles

in the process of scale expansion. Existing research

lacks systematic analysis on the marketing practice of

local cultural brands, especially in the context of

‘national trend’, how to reconcile cultural uniqueness

and market universality is still a theoretical gap (Wu,

https://orcid.org/0009-0001-9026-4135

2024). Taking To Summer as a case study, this paper

systematically explores three core propositions based

on the 4P theoretical framework and the cutting-edge

literature on cultural branding, luxury pricing, and

omni-channel marketing (Gong, 2024). Firstly, it

focuses on the core advantages and potential risks of

To Summer’s current marketing strategy, and through

deconstructing the operation mechanism of its

product design, pricing logic, channel layout and

promotional means, it reveals the dynamic check and

balance relationship between cultural premium and

functional value. Secondly, it demonstrates the

limitations of the 4P theory in the application of

emerging cultural brands, and proposes improvement

paths in combination with the dynamic cultural

capital theory. Finally, the study explores how local

high-end brands can achieve ‘broken circle’ growth

through strategic innovation. The study adopts case

studies and literature cross-validation to expand the

Bao, R.

Exploring to Summer’s Product Innovation and Market Positioning Strategy Based on 4P Theor y.

DOI: 10.5220/0013845300004719

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd International Conference on E-commerce and Modern Logistics (ICEML 2025), pages 373-378

ISBN: 978-989-758-775-7

373

explanatory dimension of the 4P theory in the field of

cultural consumption at the theoretical level, and to

provide a strategic framework for local brands to

balance the high-end character and market

penetration at the practical level. The study firstly

examines the current status of To Summer’s 4P

strategy, then analyses the deficiencies of each

dimension, and finally puts forward targeted

suggestions based on the literature to provide

references for similar brands.

2 CASE PRESENTATIONS

2.1 Brand Background

To Summer was born in 2018 at a key point in the

value chain reconstruction of China’s fragrance

industry. At that time, international brands occupied

more than 80% of the high-end market share by virtue

of historical accumulation, and local brands were

mostly trapped in low price competition (Wang,

2022). To Summer established ‘Reconstructor of

Oriental olfactory aesthetics’ as the value proposition,

accurately capturing the psychological demands of

the new generation of consumers in search of their

cultural roots, the Forbidden City Golden Laurel,

Kunlun Snow Mountain and other imagery into the

fragrance products, pioneering the opening of a new

blue ocean of light luxury cultural consumption. Its

explosive ‘Kunlun cooking snow’ to Jingdezhen non-

heritage ceramics as a carrier, fusion of snowy

mountain woody fragrance space narrative, to achieve

the first year revenue of more than 100 million market

breakthroughs, highlighting the effectiveness of the

traditional cultural capital of the commercial

translation. The brand relies on the DTC applet to

build a private traffic pool, which contributes 70% of

sales, and strengthens the image of ‘the guardian of

oriental aesthetics’ through the Beijing Guozijian,

Shanghai Hunan Road and other cultural landmarks.

However, its R&D investment accounts for only 3%,

and its dependence on imported core technologies

still restricts its long-term competitiveness (Peng,

2023).

2.2 Market Orientation

As a paradigm case of value reconstruction in China’s

fragrance industry, To Summer’s market positioning

and audience research shows that the brand builds

differentiated competitive advantages through the

dual path of cultural identity and emotional value.

The study found that the core consumer group

consists of three categories: the new middle class with

a sense of cultural consciousness, whose consumption

behaviour carries the identity needs of oriental

aesthetics; the highly sensitive people who pay

attention to spiritual healing, and who ease the

anxiety of urban life through fragrance consumption;

and the high-net-worth group who pursue artistic life,

whose motivation stems from the preference for

product uniqueness. The brand relies on three

strategies to consolidate its differentiated positioning:

firstly, it uses ‘oriental botanical’ scents (e.g.

osmanthus, mugwort) to construct a cultural symbolic

system; secondly, it transforms the product into an

emotional medium through scenario narratives (brand

magazines, curated shops); and lastly, it uses a limited

edition mechanism and an internationally certified

supply chain to create scarcity and quality trust. By

avoiding functional competition and occupying the

blank space of local cultural consumption, this model

provides both theoretical and practical inspiration for

the transformation of local brands into high-end

brands

2.3 Core Data

As a high-end fragrance brand, To Summer’s core

data demonstrates significant market performance

and precise user positioning. 2021 annual sales

reached 143 million yuan, to 2023 Tmall channel

sales exceeded 100 million yuan, a year-on-year

increase of 49%, with sales of nearly 300,000 pieces

(Haimian Lao Beibi, 2022). In the same year, Double

Eleven among the second in the fragrance category on

Tmall, and with a high re-purchase rate of 60% to

highlight the loyalty of the user (data as of 2023).

User profile shows that the brand's core customer

base is 26-35-year-old middle-class women in first-

tier cities (accounting for more than 80%), focusing

on quality of life and preference for oriental cultural

elements, the offline shop bag rate of 20%-30%, the

main consumer for women over 30 years of age,

while male users mainly follow the logic of the gift

economy to complete the purchase behaviour. The

product focuses on oriental botanical fragrance and

high value design, and the customer unit price is

concentrated in the range of 300-500 yuan, which

accurately targets the users of international big brand

fragrance, and stabilises the high-end market

position. It should be noted that some data may

change with market dynamics, and it is recommended

to verify with the latest financial reports or industry

reports (e.g., 2023 sales data quoted from public

channels).

ICEML 2025 - International Conference on E-commerce and Modern Logistics

374

3 MARKETING STRATEGY

ANALYSIS

3.1 Product

To Summer to ‘Oriental fragrance’ as the core,

product design around the traditional Chinese cultural

elements, through the ‘Kunlun boiled snow’ ‘Yihe Jin

Gui’ and other explosive products to achieve annual

sales of more than 100 million, of which ‘Kunlun

boiled snow’ has long accounted for more than 30%

of the brand's sales, and many times due to stock out

on social media platforms hot search. Among them,

‘Kunlun Boiled Snow’ has long occupied more than

30% of the brand's sales, and has been on the hot

search of social platforms for many times due to out-

of-stock. Its product strategy is driven by cultural

symbols, such as the co-branded aromatherapy

‘Dunhuang Cloud Mirror’ series with Dunhuang

Research Institute, sales exceeded 2 million yuan in

the first month of launch, successfully transforming

cultural premiums into commercial value. However,

the brand has not invested enough in technology

research and development (patents focus on design

rather than fragrance innovation), resulting in product

iteration lagging behind competitors - similar brands

such as Bing Xili launched new products every two

months on average, while To Summer’s main series

of ‘Four Seasons Aroma’ has only added one to two

new products since 2020 (Lian Danlu E-commerce

Intelligence, 2023; Weining News, 2021). Since

2020, only 1-2 new fragrance types have been added,

and the homogenisation of cultural symbols (the reuse

rate of elements such as osmanthus and bamboo

reaches 60%) may lead to consumer aesthetic fatigue.

Product functionality problems still exist: some users

feedback fragrance diffusion effect is general, crystal

stone aromatherapy relying on stone diffusion,

practicality is weaker than the traditional liquid

aromatherapy, the functionality of the body is not

fully matched with the positioning of the high price.

To Summer needs to balance the cultural narrative

and technology investment to break through the

current growth bottleneck.

3.2 Price

To Summer’s pricing strategy is a sophisticated

psychological warfare, To Summer adopts luxury

pricing strategy, perfume pricing 598 yuan / 30ml,

aromatherapy candles average price of 400-600 yuan,

significantly higher than similar local brands (such as

RE perfumery 200 yuan average price), close to the

international light luxury brands, through the limited

edition of the sale and exclusive rights and benefits of

the members (eg, customised boxes) to maintain the

scarcity of high-priced. Its pricing logic is based on

the oriental aesthetic narrative and the added value of

the brand story. But its high price strategy leads to

user groups limited to first-tier cities delicate women

(26-35 years old mainly), resulting in insufficient

penetration of second and third-tier cities,

disconnected from the demand of the mid-range

market, the penetration of the sinking market is

difficult; and some consumers believe that the

product premium transition relies on the “Oriental

story” marketing, the cost of spices and the pricing

match is doubtful, the price may be higher than the

price. Pricing to match the degree of doubt, may

trigger some consumers to “premium

reasonableness” of the question. Compared with

super high-end brands such as DOCUMENTS Wen

Xian (RMB 2,250/30ml), To Summer has not been

able to break through the RMB 1,000 threshold, and

its high-end brand image has not yet been fully

established.

3.3 Place

To Summer adopts the DTC (direct-to-consumer)

model, relying on WeChat applets (private domain

operation) and Tmall flagship shops online to create

a sense of scarcity through the "timed rush"; and

laying out high-end experience shops offline

(Guozijian in Beijing and Hunan Road in Shanghai)

to strengthen the spatial immersion line and the

brand's character. However, the number of offline

shops is limited, the shop is limited to North,

Shanghai and Shenzhen, did not cover the new first-

tier and second and third-tier cities, the second and

third-tier cities, consumer reach is insufficient; early

over-reliance on the private domain led to user

growth bottlenecks, Tmall stationed late (2022),

missed the e-commerce dividend period, the channel

coverage is too single. And not stationed in NET-A-

PORTER and other international e-commerce

platforms, globalisation layout lags behind the

brand's cultural output ambitions.

3.4 Promotion

To Summer’s promotional strategy suffers from three

structural deficiencies within the framework of

integrated marketing communication (IMC) and

AIDA models (Analysis of channel synergy strategies

in integrated marketing communication, 2025).

Firstly, the coverage of communication channels is

Exploring to Summer’s Product Innovation and Market Positioning Strategy Based on 4P Theory

375

insufficient. The brand overly relied on co-branding

partnerships in the vertical art field (e.g. Pine Art

Museum), and failed to expand mass traffic entrances

such as film, TV and gaming, resulting in weak

consumer awareness outside the target circle, which

is contrary to the principle of “omni-channel synergy"

advocated by the IMC theory. Second, the absence of

behavioural incentive tools. Although the holiday

limited edition (such as the Mid-Autumn Festival gift

box) maintains the high-end tone through scarcity, the

long-term lack of discounts, gifts and membership

incentives (such as the empty bottle recycling

programme) has led to a lack of conversion rate of

new customers, and it is difficult to sustainably

increase the rate of repurchase relying only on

cultural identity. Finally, the innovation of promotion

means lags behind. Relying on the hunger marketing

strategy of “limited rush”, lacking interactive games

such as live limited-time discounts, and comparing

with the “consumption is to get peripheral” mode of

"Dream China Book" co-branded by Xi Tea, To

Summer has failed to reduce the decision-making cost

of consumers through interesting promotions,

resulting in the conversion efficiency of

advertisements after reaching the behaviour of the

customers is affected by the lack of innovation. As a

result, the efficiency of behavioural conversion after

reaching consumers is limited.

4 SUGGESTIONS

4.1 Product

To Summer needs to break through the aroma

homogenisation predicament, accelerate product

iteration and broaden the cultural narrative

dimension, through “open innovation” to build the

user co-creation mechanism, for example, through the

Xiaohongshu, microblogging and other social media

to solicit consumers to regional culture (such as

Jiangnan, Lingnan) fragrance inspiration, the

development of regionally limited series to enhance

the differentiation, to break the single At the same

time, in view of the general effect of fragrance

diffusion and the problem of short fragrance retention

time, Formula optimization may be achieved through

collaboration with specialized spice research

institutes, accompanied by the adoption of

microcapsule slow-release technology to prolong

olfactory persistence (Zhou et al., 2022).

Concurrently, explicit documentation of

technological enhancements should be systematically

integrated into product specifications to validate

functional claims. Or the introduction of intelligent

diffusion technology, reference to the atomisation

diffusion system of the Inhalio Digital Fragrance 3.0

platform, the development of intelligent

aromatherapy machines that support mobile phone

APP control, to improve the diffusion efficiency and

scene adaptability. This kind of technological

upgrade can not only solve the practical pain points

of user feedback, but also consolidate the high-priced

positioning through the composite narrative of

“technology + culture”.

4.2 Price

To address the disconnect between the pricing system

and the needs of the sinking market, To Summer can

adopt a “pyramid-type price stratification” strategy:

retain the existing high-end product line to maintain

the brand's tone, while launching miniaturised, low-

cost entry models (such as mini aromatherapy candles

and travel-size perfume) to meet the needs of

customers to taste and strengthen the cost-

effectiveness of the perceived value for money. You

can also launch the To Summer sub-brand, pricing

down to 200-300 yuan range, using simplified

packaging and small volume specifications to reduce

the threshold. Specific reference can be made to the

strategy of Hermes to launch the “Petit h” sub-line,

covering different consumption levels through

product line extension (Chen, 2021).

4.3 Place

In order to optimise To Summer’s channel strategy, it

is recommended to build a ‘omni-channel matrix’ to

break through the growth bottleneck: offline should

accelerate the layout of experience shops in new first-

tier cities, and the offline channel can explore the

mode of ‘urban flash mob + cultural space

cooperation’, and short-term stationing in the scenes

of art galleries, bookstores and other scenarios in

second- and third-tier cities, so as to test the market

potential at a low cost. Online need to reduce the

dependence on a single platform, can be stationed in

NET-A-PORTER and other international e-

commerce platforms, the layout of Jieyin e-commerce

and get things and other emerging channels, the use

of short-video content intuitively conveying the

fragrance scene experience (such as the ‘sleepy

aromatherapy’ demonstration of the use of the ‘sleepy

aromatherapy’). At the same time, the operation of

private traffic was optimised, combined with the

implementation of personalised fragrance

recommendation services via WeChat to enhance

ICEML 2025 - International Conference on E-commerce and Modern Logistics

376

repurchase rates. This strategy corresponds with the

prevailing market trend characterised by the

integration of online and offline consumer

engagement channels.

4.4 Promotion

In order to break through the monotony of the existing

promotional strategy, To Summer needs to design a

tiered promotional programme. For repeat buyers, the

company can offer ‘empty bottle recycling coupons’

or exclusive gifts on members’ day, such as

customised fragrance cards, to avoid direct price

reductions (News Kuaibao, 2024). In addition, To

Summer in cross-border cooperation should break

through the limitations of the existing art co-

branding, expanding the co-branding field to film and

television and fashion industry. For example, it can

cooperate with film and television IP to develop

thematic fragrance, such as ‘Flower’ and ‘Flower’

cooperation to launch ‘1990s Shanghai Memory

Limited Series’, drawing on the scene-based

marketing model of Xi-tea and ‘Dreams of Records’.

To Summer can also cross-border into the field of e-

sports, for the ‘original God’ character design

exclusive fragrance, and through the game props

redemption code to achieve traffic conversion;

Finally, To Summer should layout emotional healing

track , for example, cooperation with Keep to launch

the ‘meditation exclusive aromatherapy set’, and

implanted in the sports course scene. In terms of

promotional activities, ‘scent customisation service’

can be added, users can upload poems or paintings to

generate AI scent programme, this form of interaction

not only strengthens the cultural attributes of the

product, but also meets the pursuit of personalisation

of the Z generation.

5 CONCLUSIONS

Based on the 4P theoretical framework, this study

systematically analyses the current status and core

flaws of To Summer’s current marketing strategy,

and reveals the common problems faced by local

cultural brands in the process of premiumisation. The

study finds that in the marketing practice of cultural

brands, the application of 4P theory needs to break

through the traditional static framework. Specifically,

pricing strategies should balance the relationship

between cultural premium and market penetration;

and promotional strategies need to incorporate the

user co-creation model in order to better adapt to the

needs of Generation Z. The study finds that the 4Ps

theory should be applied in the marketing practice of

local cultural brands. The essence of the dilemma

faced by To Summer lies in the insufficient ability to

dynamically transform cultural capital, and the over-

reliance on a single cultural symbol can be effectively

broken through technological empowerment and

layered narrative strategy. This study suggests

optimising the 4P strategy through the combination of

“Pyramid Pricing + Intelligent Products + Omni-

Channel + IP Co-branding”, thus verifying the value

of the dynamic cultural capital theory in modifying

the traditional marketing framework. The results of

this study confirm that local brands need to establish

a dynamic balance mechanism between cultural

uniqueness and functional universality, and realise

the value leap through the synergistic evolution of

“symbolic precipitation - technological innovation -

channel adaptation”.

REFERENCES

Chen, Q., 2021. Hermès opens a store specializing in

'leftover materials'. Jiemian News.

https://www.nian.com/article/6596490.html

Gong, P., 2024. Marketing strategy research of Haihunhou

cultural and creative products based on 4P theory.

Industrial Innovation Research, (17), 120–122.

Haimian Lao Beibi., 2022. How did To Summer, a

fragrance brand, achieve 143 million yuan in sales in

one year without relying on Taobao?. Sanke.

https://www.exampleurl.com

Lian Danlu E-commerce Intelligence., 2023. Lian Danlu

brand analysis: How did domestic fragrance brand To

Summer achieve over 60% repurchase rate?. Sohu.

https://www.sohu.com/a/716276413_120626870

News Kuaibao., 2024. Dr. Plant leads public welfare: 60

million empty bottles witness environmental efforts,

600 million investment highlights brand responsibility.

News Kuaibao. https://www.exampleurl.com

Peng, S., 2023. Exclusive interview with Shen Li: A more

authentic To Summer. Cosmetics Finance Online.

https://www.exampleurl.com

Wang, B., 2022. 2022 China Fragrance Industry Overview.

Leadleo. https://www.leadleo.com

Weining News., 2021. Founder of Boitown: Focusing on

Chinese "brand signature fragrances" to introduce new

domestic products to the youth. Weining News.

https://www.weiningnews.com/example

Wu, Y., 2024. The growth process and influencing factors

of domestic trendy brands under the perspective of

cultural confidence: An exploratory study based on

grounded theory. Journal of Sichuan University of

Science & Engineering (Social Sciences Edition),

39(1), 16–26.

Exploring to Summer’s Product Innovation and Market Positioning Strategy Based on 4P Theory

377

Xinbao6., 2025. Analysis of channel synergy strategies in

integrated marketing communication. Xinbao6.

https://www.xinbao6.com/article/123

Zhou, K., Zhao, T., Shi, Q., Ma, X., Cui, B., Shao, Z., ... &

Zhao, M., 2022. Research progress in preparation

technology and application of slow/controlled-release

fragrance microcapsules. Journal of Henan University

(Natural Science Edition), 52(6), 710–720.

ICEML 2025 - International Conference on E-commerce and Modern Logistics

378