雅诗兰黛距离真正的复苏还有多远？

Core Insights - Estée Lauder is expected to return to growth in fiscal year 2026, contingent upon finding new brands to attract younger consumers [3] - The company is undergoing significant strategic reforms under CEO Stéphane de La Faverie, who emphasizes a focus on high-return opportunities and a streamlined organizational structure [4][5] Group 1: Strategic Changes - Stéphane de La Faverie has initiated a major strategic reform called "Beauty Reimagined," aimed at revitalizing the company through structural simplification and increased innovation speed [4] - The company has eliminated the position of "International Business President" and laid off approximately 7,000 employees globally, including 20% of management [4][5] - Estée Lauder has restructured its brand divisions into skincare and makeup categories, which is expected to enhance targeted marketing efforts [4][5] Group 2: Brand Portfolio and Acquisitions - Estée Lauder owns 25 brands, primarily acquired and positioned in the high-end market, with underperforming hair and certain makeup brands likely to be sold [5] - The company is considering acquiring affordable brands to expand its product price range, although specific acquisition plans will not be announced soon [5] - Estée Lauder is also looking to enhance its brand portfolio by acquiring more fragrance licenses, currently holding only one [5] Group 3: Market Adaptation - The company has accelerated the expansion of various online and offline distribution channels, including launching eight brands on Amazon's "Luxury Beauty" channel [5] - Estée Lauder is responding to the "ingredient-focused" beauty trend by promoting its high-end skincare brand La Mer through scientific collaborations, such as with the Salk Institute [6][7] - The collaboration with the Salk Institute aims to explore mitochondrial function and cellular aging, which could enhance the brand's market positioning [6][7] Group 4: Industry Challenges - Estée Lauder faces challenges similar to other beauty companies that thrived in the 70s and 80s, struggling to retain teenage consumers amid rapid market changes driven by social media [7][8] - The increasing discounting on online platforms intensifies pricing competition, adding pressure on brands that seek to lower prices to gain consumer favor [7][8]