新氧集团创始人、CEO金星：战略重心转向效率优化｜2026商业新愿景

Core Insights - The company has transitioned from an internet medical beauty platform to a light medical beauty chain, opening its 51st store, marking a significant turning point despite external skepticism [2] - The focus over the past two years has been on scaling, with a strategy aimed at establishing a thousand-store chain, which has led to short-term losses due to heavy asset investment [2] - The medical beauty industry’s cost structure allows for marketing and fixed costs to be diluted through scale, while long-term competitiveness is determined by supply chain efficiency [2] Group 1 - The company has achieved a significant milestone with over 110,000 treatments performed, indicating a positive turning point alongside the opening of 51 stores [3] - Approximately 50% of new customers are acquired through referrals from existing users, significantly reducing marketing costs [3] - The operational data comparison between first-tier and non-first-tier cities shows minimal differences in customer metrics, suggesting that success depends more on standardization and cross-regional management than on geographic location [3] Group 2 - The company aims to enhance gross margins and achieve overall profitability on a quarterly basis by 2026, shifting focus from mere expansion to efficiency optimization and structural improvement [3][4] - Plans for 2026 include expanding product offerings, increasing the medical team size, and densifying the store network, alongside exploring more IP collaborations [4] - The industry is evolving from a seller's market to a buyer's market, with larger and standardized institutions gaining more bargaining power and the ability to lower consumer costs [3]