公告还提到，2024年，公司围绕主业，多措并举。当中包括，公司持续深化线上线下融合发展，进一步激发消费新活 力。2024年公司一方面持续加码与社交电商平台的合作，依托平台自身流量优势为公司提供更高的曝光率和转化率， 抖音直播在报告期常态化、高频次运营，力推爆品和全品类购物卡，实现了超10亿元的销售额。同时，通过线下核销 的方式引流至线下门店，沉淀私域流量激发复购率，促成消费者的常态化购买习惯；另一方面，公司积极对接主流消 费场景，成为全国首个支付宝"碰一碰"会员数字化合作伙伴，付款流程进一步简化，用户体验显著提升。 2024年，因公司内部持续提质增效要求等因素，公司主动对尾部门店进行了优化调整，关闭了没有利润贡献的收入来 源；此外，在数字化转型过程中，公司逐步实现了组织的扁平化管理，提升了组织效能和运营效率，降本增效在经营 的各个环节落地生根。2024年公司三项期间费用均同比下降，其中管理费用同比下降3.79%，有效对冲了环境变化对 经营业绩的影响。 同日，红旗连锁另公告称，2025年一季度，公司实现营业收入24.79亿元，同比下降7.17%。报告期内实现归属净利润 1.57亿元，同比下降4.15%。 （企业 ...

Core Insights - The Chinese beauty industry is experiencing cyclical fluctuations, impacting the focus and strategies of industry players [1][2] - L'Oréal China aims to increase its consumer reach from 100 million to 150 million by 2030, shifting its focus from GMV to consumer engagement [2][3] Group 1: Consumer Reach and Market Dynamics - L'Oréal has successfully reached 150 million consumers, emphasizing the importance of understanding market changes and consumer needs [1][2] - The company identifies high-potential consumer segments, including Generation Z, mature women, and men, as key growth areas [3][4] - The shift from traditional retail to experiential retail is evident, with L'Oréal transforming sales points into experience points [5][6] Group 2: Channel Strategy and Performance - Online channels have played a crucial role in penetrating 2,200 cities in China, while offline channels are being re-evaluated for their service capabilities [4][5] - Sales performance varies significantly across regions, with some sales representatives exceeding their targets by substantial margins [5][6] - L'Oréal's commitment to enhancing the offline experience is reflected in its focus on service quality and employee support [6][7] Group 3: Product Innovation and Brand Strategy - L'Oréal continues to innovate with new products that cater to evolving consumer preferences, such as the third-generation cream and specialized skincare lines [7][8] - Domestic brands are also expanding their product lines, with companies like Lin Qingxuan and Ju Yi Group diversifying into new categories [8][9] - The competitive landscape is marked by the emergence of personalized domestic brands, which are beginning to adopt multi-category strategies [9][10] Group 4: Financial Performance and Future Outlook - Ju Yi Group reported a 36% revenue growth target for 2024, highlighting the potential for domestic brands to capture market share [8][9] - L'Oréal's long-term investment strategy in China aligns with its mission to create beauty and meet the increasing consumer demand for quality [11]

Core Insights - The chairman of Yuanlong Yatu, Sun Zhen, stated that the company's strategic goal for 2025 is to solidify its B-end business while leveraging the capabilities and resources accumulated from the B-end to fully enter the C-end market [1] Group 1: Business Strategy - The company is accelerating the layout of a rich online and offline channel matrix, including offline brand experience stores, airport and high-speed rail counters, pop-up stores in shopping malls, and vending machines [1] - The first "Yuanlong Yatu Cultural and Creative Life Museum" experience store has recently opened at Chengdu Shuangliu Airport T1 terminal [1] Group 2: Online and Offline Integration - The company is actively exploring and establishing a cooperative franchise system [1] - In addition to signing IP official flagship stores on mainstream e-commerce platforms and operating existing self-owned stores, the company is also deeply laying out WeChat small stores to create a new ecosystem of "social + gifts" [1] - The integration of online and offline development is laying a solid foundation for establishing and improving the Yuanlong Yatu cultural and creative e-commerce ecosystem [1]