突破1亿用户的韩束，用23年"长期主义"构筑世界级美妆品牌

Core Insights - The article emphasizes the competitive landscape of the Chinese beauty market, where domestic brands like Han Shu are striving to establish their identity against international giants through long-term commitment to product quality and innovation [4][6][21] - Han Shu's approach to long-termism is highlighted as a model for domestic beauty brands, focusing on self-research, production capabilities, and a commitment to quality over short-term marketing strategies [6][21][23] Group 1: Long-term Commitment - Han Shu has achieved a user base of over 100 million, showcasing its long-term strategy and commitment to quality [6] - The brand has invested over 1 billion yuan annually in research and development since 2021, with projections to reach 1.8 billion yuan by 2024, representing 2.7% of its revenue [8] - The establishment of overseas R&D centers in 2016 marked a strategic move to integrate global technological advancements into its product offerings [8] Group 2: Innovation and Production - Han Shu has developed an "open innovation R&D platform" to foster collaboration across various fields, enhancing its product innovation capabilities [8][11] - The company has invested over 1.2 billion yuan in its AI-driven smart factory, which is the first of its kind in the domestic beauty industry, emphasizing its commitment to quality and efficiency [12][15] - The integration of advanced technologies in production processes ensures product safety and quality control, establishing a robust operational framework [15] Group 3: Brand Expansion and Social Responsibility - Han Shu aims to expand from skincare to a full range of beauty products, including makeup and personal care, with a focus on delivering high-quality products to a broader audience [16][18] - The brand is committed to building a sustainable public welfare system, addressing social issues, and evolving into a value-driven brand [18][20] - Han Shu's future plans include actively participating in industry standards and scientific communication, positioning itself as a leader in the beauty sector [20][21] Group 4: Lessons for Domestic Brands - Han Shu's journey illustrates that long-termism is a dynamic process requiring continuous evolution and adaptation [21][23] - The brand's development can be categorized into three phases: establishing a solid foundation, maximizing efficiency through systemic growth, and leading in value creation and social recognition [22] - The article concludes that true long-termism is rooted in substantial investment, systematic intelligence, and resonating values, serving as a valuable lesson for all domestic brands [23]