Classification:InternalClassification:InternalResearchonCo-brandMarketingStrategyofTeaBrandBasedonSIPSModel:TakingHEYTEABrandasanExampleAbstractIntoday’srapidlychangingmarketenvironment,teabrandsneedtocontinuouslyadjustandoptimizetheirmarketingstrategiestoadapttotheevolvingdemandsofconsumersfordiversity,health,convenience,socialattributes,andsustainabledevelopment.Inrecentyears,withtheincreasinglysignificanttrendsofdiversificationandpersonalizationinconsumerdemand,theteabeveragemarkethasexperiencedanunprecedentedpeakofinnovationandcompetition.Againstthisbackdrop,majorbrandsareseekingbreakthroughstocopewiththeincreasinglycomplexandchangingmarketenvironmentandtheintensifyingcompetitivechallenges.Amongthesechallenges,howtoeffectivelyattractandretainconsumerswhilemaintainingbrandcharacteristicshasbecomeacommondilemmafacedbymanyteabrands.HEYTEA,asaleaderintheteaindustry,occupiesacrucialpositioninthemarketwithitsuniquebrandpositioningandhigh-qualityproducts,anditpossessesextensivebrandinfluence.Giventhis,thisstudyspecificallyselectsHEYTEAasatypicalcase,utilizingtheSIPSmodelasananalyticaltooltoanalyzeHEYTEA’sco-brandingactivitiesfrommultipleaspects,includingmarketingstrategies,brandbuilding,andoperationalpractices.Theresearchfindsthatalthoughco-brandingactivitieshavepromotedHEYTEA’sbranddevelopmentandmarketexpansiontoacertainextent,issuessuchasvaguebrandpositioning,homogenizationofproductinnovation,andinsufficientdepthofconsumerinteractionstillexist.Inresponsetotheseissues,thisstudyproposescorrespondingsolutionsaimedathelpingHEYTEAfurtheroptimizeitsco-brandingcooperationmodel,strengthenbrandcharacteristics,andenhancemarketcompetitiveness,therebyachievingsustainabledevelopment.ThisresearchnotonlyprovidesvaluablepracticalguidanceforteabrandslikeHEYTEAbutalsooffersbeneficialtheoreticalreferencesfortheinnovativedevelopmentoftheentireteaindustry,holdingsignificantpracticalsignificanceandtheoreticalvalue.HEYTEApaysattentiontothealignmentwithitsownbrandimageandtargetaudiencewhenselectingco-brandingpartners.Additionally,someofHEYTEA’sco-marketingeffortsfocusonconveyingcultureandemotions,therebyresonatingwithconsumers.BycollaboratingwithpopularIPs,consumerscannotonlyenjoytheirdrinksbutalsosatisfytheiremotionalconnectiontotheirfavoriteIPs.Ultimately,productqualityandservicearethekeytoretainingcustomers.ThroughtheSIPSmodel,theco-brandedmarketingstrategyoftheHEYTEAbrandisresearched,theapplicationandmarketvalueofco-brandedmarketinginteabrandsaredeeplyexplored,thefuturedevelopmenttrendoftheindustryispredicted,andthescientificbasisandpracticalguidanceareprovidedforbranddevelopment.Butoverall,thereisstillconsiderableroomandpotentialfordevelopment.Brandsshouldpromptlyseizemarkettrends,enhancetheircorecompetitivenessbydifferentiatingdevelopment,acceleratingtheiterationspeedofproductandproductionmethodinnovation;closelyfollowmarkettrends,understandconsumers’preferences,andmeetmarketdemands;developcorporateculture,increaseconsumerloyaltyanduserstickiness;promotedigitalconstructionandimproveenterprisemanagementcapabilities.Keywords:Marketinganalysis;Co-brandedmarketing;SIPSModel;HEYTEAClassification:InternalClassification:InternalResearchonCo-brandMarketingStrategyofTeaBrandBasedonSIPSModel:TakingHEYTEABrandasanExampleOutlineIntroductionLiteratureReviewIntroductiontoHEYTEATargetGroupandPackingDesignofCo-brandedProductMainProductsIV.AnalysisofCo-brandMarketingStrategyBasedonSIPSModelA.SympathizeB.IdentifyC.ParticipateD.Share&SpreadV.ProblemsandSuggestionsA.Problems1.Dilemma:WhenNoveltyOvershadowsProductQuality2.MarketingChallenges:LackofInnovationandConsumerEngagement3.BalancedandAll-roundDevelopmentB.SuggestionsVI.ConclusionFinally,HEYTEAshouldinsistoncreatingandmaintainingproductswithbrandcharacteristics.Itcanalsobeseenfromtheresearchconclusionthatconsumers’perceivedburnoutisnegativelycorrelatedwithbrandattitudes,indicatingthatconsumersareunabletoaccepttoomanyco-brandedactivitiesinashortperiodoftime.Inaddition,thefrequencyofbrandco-brandingactivitieswillalsohaveanegativeimpactontheprecipitationandaccumulationofthebranditself,brandbuildingandbrandsymbolvaluepenetrationisalong-termprocess,theformofbrandco-brandingcanindeedmakeconsumersfeelfresh,multiplecooperationcannotmakethevaluebetweenthebrandandthebranddeeplyintegrated,norcanitenhancetheaudiencestickiness,justtowinshort-termattention.Tobuildthebrand’simageandenhancebrandvalue,appropriatehigh-qualityco-brandingisaneffectiveway,butbrandsshouldnotbeoverlyreliedupon.

VI.ConclusionHEYTEAaccuratelytargetstheyoungandfashionableaudiencewhoseekfreshexperiences.Inproductdesign,wecleverlyblendelementsfrombothbrandstocreateauniquevisualandtasteexperience.Ourcollaborativeeventsgeneratebuzzonsocialmedia,resonatewithconsumers,andenhancetheirengagementthroughonlineandofflineinteractions.Initiativessuchaslimited-editionproductsandthemedstoreseffectivelypromoteconsumerrecognitionandactivesharing,therebyincreasingbrandvisibilityandinfluence,andfurtherexpandingmarketshare.Additionally,ourcontinuousdigitalupgradeshavepositionedusasaleaderinthedomesticnewteabeverageindustry.HEYTEAimplementsco-brandedmarketingofdifferentbrands,paysmoreattentiontoinnovationandbusinessexpansion,andmakesitsbrandbetterdifferentfromotherbrandsinthenewteamarket.However,throughtheanalysisofSIPSmodel,itwasalsofoundthatHEYTEAeffectivelysolvedtheexistingproblemsintermsofhygienestandards,productpricing,storedistribution,andproductcycle.ThiswillhelpHEYTEAenhanceitsbrandvalueandmarketshare,promoteitsdevelopment,letmoreconsumersknowabouttheHEYTEAbrandandensurethatconsumersgetabetterconsumptionexperience.Newteabrandco-brandinghasbecomeanotablysuccessfulmarketingstrategyinthemarket,andmoreco-brandingformsandcontentshaveemerged.Derivedfromthecomprehensiveanalysisoftheresearchfindings,aarrayofstrategiesmaybecontemplatedinthejointmarketingofnewteabrands.HEYTEAadoptsadiversifiedmarketingstrategy,firstaccuratelytargetingyoungconsumergroups,andattractingattentionwithinnovativeproductresearchanddevelopment.Withthehelpofsocialmedia,topicmarketingandInternetcelebritycooperationareusedtoincreasepopularityandpopularity,andonlineandofflinelinkageisusedtopromoteonlinepromotionanddrainagetoofflinestores,andofflinestoresprovidehigh-qualityexperiencetopromoteonlineword-of-mouthcommunication.Throughcross-borderco-branding,wehavejoinedforceswithbrandsindifferentfieldstocreatelimitedproductsanduniqueactivitiestoenhancebrandfreshnessandtopicality,andimplementmulti-prongedstrategiestoconsolidateitspositionintheteamarketandcontinuetoexpanditsaudience.Polishqualityinnovativeproducts,graspconsumerinterestpoints.Theinfluencecoefficientofperceivedco-brandinnovationontheattitudeofco-brandadvertisingisthelargest,indicatingthatasconsumers,theinnovationofco-brandactivitiesisthemostimportant.Creatingnewstylesandcreativity,ratherthanjuststayingonthesuperficialpackaging,thelackofco-brandedproductspreviouslylaunchedinthisareamostlyonlymakeslightchangesinproductpackagingandperipheraldesign,anddonotachieveabrightinnovativecontent.Therefore,brandsshoulddesignco-brandingcampaignsbasedontheresultsofmoreresearch.Measurethebrandmatchandfitthebrandimage.Accordingtotheresearchresults,thematchingdegreeofco-brandedbrandsinconsumers’cognitionwillaffectthecommunicationeffect,soteabrandsshouldchooseco-brandedbrandsthatfittheirownbrandstyleandpositioning.CombingallthebrandsofHEYTEAco-branded,notonlythescopeismoregeneral,coveringfood,beautymakeup,IP,peopleandothertypes,amongwhichtherearejointactivitiesthatpromotewin-winbrandswithhighquality,butalsojointactivitiesthatfailoncetheyentertheconsumermarket.Increasethelimitednumberofco-brandedperipheraldesign,payattentiontotherationalityofofflinestores.Inthestudy,thescarcityofproductsalsopositivelymotivatesconsumerstopayattentiontoco-brandedproductcontent.Manybrandco-brandingactivitieswillsynchronizethenewlimitednumberofco-brandedperipheralproducts,throughthelimitednumberofgreaterexposureandsocialplatformimpact,butitsco-brandedproductsarenotgivenaway,butneedtobepurchasedseparately,sothecostoftheco-brandedproductswillbetransferredtoconsumers,consumerswanttopayextraforotherproductsotherthandrinks,causingsomeconsumerdissatisfaction.Mostofthesurroundingproductsareintheformofgifts,toacertainextent,weakeningtheuser’ssenseofresistance.Theauthorbelievesthatbrandco-brandingisagoodmarketingmodeltosomeextent.However,theinabilitytocontrolthefrequencyofthejointactivityperiodmayresultinthehomogenizationofthejointcontent.Therefore,newteabrandsshouldreasonablyarrangethetimeandfrequencyofactivitieswhencarryingoutjointactivities,becausetoofrequentjointactivitieswillmakeconsumerstiredandreducetheattentionofbrandjointactivities.Atthesametime,mostofthebrandco-brandingfortheco-brandedproductstogiveastrongeraddedvalue,culturalIPoftencarriesaspecificculturalconnotationandemotionalvalue,fromadeepleveltotriggergroupresonance,sothatconsumerspayforculture,forfeelings.Theauthorbelievesthatrespectingco-brandedbrands,respectingbrandconsumers,andsincerelyservingconsumerscanattractmoreconsumerstopayfortheiractivities.Perfunctoryanddisrespectfulwillmakeitsmarketingstrategyfail,andevendamagetheimagethattheteabrandhasspentyearsbuilding.NotesYufeiTan,“MarketAnalysisofNewTeaIndustryBasedonQuestionnaireSurvey,”Proceedingsof3rdInternationalConferenceonWorldEconomyandProjectManagement,ed.NanjingAuditUniversity,(2022),141.陳相合，“新式茶飲品牌的營銷策略研究——以喜茶為例，”《中國食品工業(yè)》,2022，第41頁。魏修治、牛苗苗，“品牌聯(lián)名營銷的有效路徑研究——以瑞幸咖啡‘醬香拿鐵’為例，”《呂梁學(xué)院學(xué)報》，2025，第86-87頁。曹玥明，“基于4I理論的喜茶網(wǎng)絡(luò)營銷策略研究，”《北方經(jīng)貿(mào)》,2024，第135頁。魏文嫻、周朝霞，“4I理論視角下新式茶飲品牌的新媒體傳播策略，”《國際公關(guān)》,2025,第55頁。鄒璐，“新式茶飲的營銷策略探究——以喜茶為例，”《產(chǎn)業(yè)創(chuàng)新研究》，2024,第65頁。ZiyueWang,“ResearchontheMarketingStrategyofHEYTEA,”inthe2ndInternationalConferenceonBusinessandPolicyStudies,ed.TheAffiliatedHighSchoolofPekingUniversity,(2023),328.YuanTang,“ResearchonReasonsforSuccessof“Crossover”MarketingStrategyundertheSMCRModel:TheCaseofHEYTEAandFENDI,”inthe2ndInternationalConferenceonFinancialTechnologyandBusinessAnalysis,ed.SchoolofForeignLanguagesCentralSouthUniversity,(2023),982.HuiyuYang,NanChen,ZuruiChen,“StrategicAnalysisofMarketingPracticesofHEYTEA——HowHEYTEAcanSustainitsCompetitiveAdvantages,”inthe2ndInternationalSymposiumonEconomics,Management,andSustainableDevelopment,ed.

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inthe2023InternationalConferenceonManagementResearchandEconomicDevelopment,ed.Rdfzchaoyangbranchschool,(2023),329-332.https://www.HEYTEA.com/en,August15th,2024李佳穎，“新式茶飲品牌聯(lián)名傳播效果的實(shí)證研究，”浙江傳媒學(xué)院,2024年，第19-20頁。蔡雨秋，“基于SIPS模型的出版企業(yè)社交電商平臺營銷策略研究，”廣東財(cái)經(jīng)大學(xué)，2023年，第13頁。/campaign/19049,December28th,2024OulinWu,“XiaohongshuInteractiveMarketingStrategy——ResearchonitsSIPSInteractionModelfromthePerspectiveofUGCCommunity,”InternationalJournalofMathematicsandSystemsScience,(2024),10-11./html/072/2192.html,October15th,2024/us-en/cm/inside-fendi/about-fendi/the-history-of-fendi,August16th,2024/newsDetail_forward_23284939,August16th,2024陳相合，第42頁。SiyuZhao,“AnalysisontheMarketingStrategyofNewTeaDrinksinChina:ACaseStudyofHEYTEA,”

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Proceedingsofthe2023InternationalConferenceonManagementResearchandEconomicDevelopment.Ed.Rdfzchaoyangbranchschool,2023,329-332.https://www.HEYTEA.com/en/us-en/cm/inside-fendi/about-fendi/the-history-of-fendi/newsDetail_forward_23284939HuiyuYang,ChenNan,andChenZurui.“StrategicAnalysisofMarketingPracticesofHEYTEA——HowHEYTEAcanSustainitsCompetitiveAdvantages.”Proceedingsof2ndInternationalSymposiumonEconomics,Management,andSustainableDevelopment.Wuhan:WuhanZhichengTimesCulturalDevelopmentCo.Ltd.,2021,161.MengtongWang.“AnalysisoftheImpactofCrossoverBrandCo-brandingonConsumerPurchasingBehavior.”Proceedingsofthe6thInternationalConferenceonEconomicManagementandGreenDevelopment.EliwiseAcademy,2022.OulinWu.“XiaohongshuInteractiveMarketingStrategy——ResearchonitsSIPSInteractionModelfromthePerspectiveofUGCCommunity.”InternationalJournalofMathematicsandSystemsScience,(2024),10-11.SiyuZhao.“AnalysisontheMarketingStrategyofNewTeaDrinksinChina:ACaseStudyofHEYTEA.”

Proceedingsofthe2022InternationalConferenceonFinancialTechnologyandBusinessAnalysis（part2）.Ed.RDFZChaoyangBranchSchool,2022,263.TanY.“MarketAnalysisofNewTeaIndustryBasedonQuestionnaireSurvey.”WuhanZhichengTimesCulturalDevelopmentCo.Ltd.Proceedingsof3rdInternationalConferenceonWorldEconomyandProjectManagement.NanjingAuditUniversity,2022,140-148.YuanTang.“ResearchonReasonsforSuccessof“Crossover”MarketingStrateg