Core Insights - L'Oréal is facing unprecedented challenges in the Chinese market, with a decline in sales for the first time in a decade, while global sales grew by 5.1% in 2024 [2][6] - The company is launching initiatives focused on beauty technology and AI innovation, including the first Beauty Tech Hackathon in China [1][5] - L'Oréal has established two new investment funds aimed at supporting emerging beauty brands and related industries in China [3][4] Investment Strategies - The "Kaihui Chuangmei Future Fund" will invest in growing beauty brands and related enterprises, while the "Meili Linghang Fund" will focus on early-stage beauty projects with technological innovation and sustainability [3] - L'Oréal's investment strategy has shifted towards growth-oriented beauty projects, with the establishment of "Meici Fang" to invest in beauty startups and breakthrough technologies [4][5] Market Dynamics - The Chinese beauty market is experiencing a slowdown, with a 1.1% decline in retail sales and a 9.4% drop in imported cosmetics in 2024 [2][6] - Domestic beauty brands have gained market share, reaching 50.4% in 2023, surpassing foreign brands [7] - L'Oréal is adapting to changing consumer preferences, focusing on the "Z generation," mature consumers, and male demographics as key growth segments [6][12] Consumer Engagement - The company emphasizes the importance of understanding consumer behavior, noting a shift towards value, quality, and cultural resonance in brand connections [6][7] - L'Oréal aims to expand its consumer base from 100 million to 150 million by 2030 [6] Retail Strategy - L'Oréal is transforming offline stores from sales points to experience centers, enhancing customer engagement through service and product experience [9][10] - The company plans to deepen its presence in lower-tier cities, with a focus on expanding its retail footprint in these markets [11][12]

Core Viewpoint - The article emphasizes the evolving cultural and entertainment preferences of young people, highlighting their shift towards more sophisticated aesthetic experiences and interactive cultural activities [2][3]. Group 1: Young People's Cultural Shift - Young individuals are increasingly dissatisfied with monotonous entertainment and are seeking higher-level aesthetic experiences, such as cultural deep tours and live performances [3]. - The rise of affordable cultural events, such as live music festivals and small theater performances, reflects a growing trend where over 40.1% of young consumers prioritize emotional value and personal interests in their spending [5]. - A notable event, the "Beauty's Universal Attraction" live concert organized by L'Oréal, exemplifies this trend, featuring popular artists and creating a memorable experience for attendees [5][10]. Group 2: L'Oréal's Engagement with Youth - L'Oréal's CEO emphasized the importance of connecting with young people, viewing them as key change-makers in the beauty industry [12]. - The company is actively transforming into a beauty tech firm, investing over €1 billion (approximately ¥73 billion) annually in research and development, with a notable increase in spending over the past decade [16][17]. - L'Oréal's initiatives, such as the "Interesting Youth" program and the first beauty tech hackathon, aim to empower young innovators and explore the digital future of the beauty industry [20][21]. Group 3: Beauty and Technology Integration - L'Oréal is committed to integrating beauty with technology, showcasing innovative products at events like the Viva Tech exhibition, which highlight the potential of AI in beauty solutions [17][18]. - The company believes that traditional beauty and technology can coexist and enhance each other, as demonstrated by its historical focus on scientific innovation [13][14]. - The hackathon focuses on four main areas of beauty tech innovation, aiming to foster collaboration between industry and academic resources to support young talent [21][22]. Group 4: Long-term Commitment to Youth Empowerment - L'Oréal has a long-standing commitment to empowering youth, having initiated the "Interesting Youth" project 22 years ago, which has evolved to include various innovative support measures [25][27]. - The company continues to adapt its programs to meet the changing needs of young people, emphasizing creativity, innovation, and social responsibility [24][27].

Group 1 - L'Oréal is expanding its investment in the beauty ecosystem in China by establishing two new investment funds: the "Kaihui Future Beauty Fund" and the "Beauty Navigation Fund" [2] - The company aims to support the growth of Chinese beauty brands and related enterprises, emphasizing that investing in China is equivalent to investing in the future [2][3] - Despite global sales growth of 5.1% to €43.48 billion (approximately ¥327.3 billion), L'Oréal's sales in the Chinese market have declined for the first time [3][4] Group 2 - L'Oréal is focusing on a consumer-centric framework to adapt to the rapidly evolving demands of Chinese consumers, shifting from "cost-performance" to "value-performance" and then to "emotional-value" [5] - The company plans to reach 150 million consumers in China by 2030, targeting key consumer groups such as Gen Z, mature consumers, and men [5] - L'Oréal's strategy includes enhancing its brand matrix, introducing new brands, and innovating core products to meet consumer expectations [5][6] Group 3 - The company is expanding its offline presence, with plans to open 165 new high-end cosmetic stores in 2024, 72 of which will be in 39 cities [7] - L'Oréal is transforming offline channels from "sales points" to "experience points," focusing on creating immersive shopping experiences [8] - The company has created over 330,000 jobs in China, significantly impacting employment in related sectors [8] Group 4 - L'Oréal's R&D efforts in China are influencing global innovation, with successful products developed for the Chinese market being introduced worldwide [8][9] - The "L'Oréal BIG BANG Beauty Tech Co-Creation Program" has been launched to stimulate innovation among startups and SMEs in the beauty technology sector [9]

在这一轮美妆行业的更迭里，以科技重塑自己，是欧莱雅选择的战略。 文丨姚兰 有些年头的知名品牌在成立之初大多可以算是当时的 "科技公司"。福特发明了现代流水线，可口可 乐推动了冰箱的普及，沃尔玛在英特网诞生前就用计算机和条形码重塑了零售业的供应链。 这些品牌靠技术获得先机，再以成熟的产品建立稳定现金流，发展多年，逐渐被新一代消费者视为 "传统公司"。 欧莱雅也如此。它的创始人欧仁•舒莱尔曾从事化学—— 20 世纪初最流行的科研方向。从自己的专 业出发，舒莱尔在 1909 年发明了安全染发剂，这是欧莱雅的开始。到 1950 年，欧莱雅已雇用 100 名化学家研发化妆品。 欧莱雅成立时正赶上媒介巨变，率先用电影这个当时的 "新媒体" 做营销，还一度拥有自己的制片公 司，让消费者接受化妆的概念。 如今，走进购物中心的美妆区，得有快一半的柜台都属于已经成立 115 年的欧莱雅集团：从大众化 妆品牌巴黎欧莱雅，到主打皮肤健康和专业美容的护肤品牌理肤泉、修丽可，再到奢侈品定位的 Prada 普拉达香水美妆、YSL 圣罗兰美妆、赫莲娜。但在消费者看不到的地方，欧莱雅已连续 5 年 每年花超过 10 亿欧元做研发。 美妆依然是 ...