In Malaysia’s crowded wellness market, Be One Excel has built a business around digital consumers. Now it wants to take control of what happens long before a product reaches the shopping cart.
A few seconds on TikTok can turn an unfamiliar product into a bestseller. A convincing demonstration, a stream of customer reviews or a well-timed livestream can send shoppers straight to checkout.
Founder of Be One Excel Sdn. Bhd. – Mohd Redzwan Bin Shujauddin.
But in Malaysia’s increasingly competitive health and personal care market, attracting attention is only half the battle. Keeping customers coming back is where the real business begins.
Be One Excel Sdn Bhd understands that distinction.
The Malaysian company has built its business around health, wellness and personal care products, with approximately 90% of its revenue coming from e-commerce platforms including TikTok Shop, Shopee and social media channels.
Its portfolio spans pain relief solutions, health supplements and personal care products, targeting consumers with specific everyday concerns. These include adults aged 40 to 60 seeking wellness and pain relief products, alongside hijab-wearing women aged 30 to 50 looking for hair and personal care solutions.
Rather than relying on traditional retail distribution, Be One Excel has used digital platforms to build its brands, engage directly with consumers and understand what influences purchasing decisions.
Several of its products have become top performers in their respective online marketplace categories, according to the company.
Yet the next chapter of its business may look very different from the one that brought it this far.
The Real Currency Is Trust
Social commerce has transformed how consumers discover products, but it has also created an environment where competing brands are only a swipe away.
For wellness businesses, that presents a particular challenge.
Consumers are increasingly exposed to promotional claims, product demonstrations, influencer recommendations and customer testimonials. With so many options available, distinguishing between marketing promises and dependable products becomes more difficult.
Be One Excel believes its competitive position depends on more than online visibility.
Product quality, regulatory compliance, customer feedback and responsive after-sales engagement are central to its strategy. The company uses consumer insights and sales data to refine existing products and identify opportunities for further development.
Its approach reflects a wider commercial reality: online popularity can generate immediate sales, but repeat purchases require confidence in the brand.
And in categories involving personal wellbeing, that confidence can be especially difficult to rebuild once lost.
Not Every Trend Deserves a Product
Digital marketplaces reward speed. Trends emerge quickly, competitors respond almost immediately and aggressive promotions can deliver sudden increases in sales.
Be One Excel is choosing to be more selective.
The company says it does not introduce products simply because a category is trending. Nor does it intend to chase sales through excessive discounting that could weaken profitability or brand positioning.
Instead, investment decisions are assessed against customer demand, expected returns, operational capabilities and long-term commercial value.
That discipline extends beyond marketing.
As the business expands, it must navigate product regulations, Halal certification requirements, taxation, e-invoicing, employment legislation and changing e-commerce platform policies.
For a company generating most of its revenue online, dependence on digital platforms also makes adaptability important.
Building a sustainable business means developing capabilities that extend beyond any individual marketplace or sales campaign.
The Factory Changes Everything
Be One Excel’s most significant ambition is to establish its own manufacturing facility.
It represents a substantial shift for a business whose growth has largely been driven by digital distribution and brand development.
Owning production capabilities would give the company greater control over product development, quality, manufacturing capacity and costs. It could also improve its ability to respond to consumer demand without relying entirely on external production arrangements.
The ambition does not end there.
Be One Excel plans to strengthen its presence in physical retail through pharmacies, wholesalers, distributors and other strategic partners. Business-to-business distribution and selected regional export markets are also part of its expansion plans.
The strategy points towards a more integrated business model, connecting product development and manufacturing with digital commerce, conventional retail and international distribution.
Getting there will require investment in leadership, technical capabilities, operational systems and talent development.
It will also demand careful financial management as the company balances expansion against the need to maintain profitability and product standards.
For Be One Excel, the objective is no longer simply to sell more products through more online channels.
It is to build a Malaysian health and personal care business with greater control over its products, stronger distribution capabilities and the infrastructure to compete beyond its home market.
TikTok may have helped build the customer base. The factory could determine how far the business goes.
