Core Insights - L'Oréal's China R&D and Innovation Center is driving global beauty giant's performance through localized product innovations tailored for Chinese consumers [1][2] - The center has evolved into a key pillar in L'Oréal's global R&D landscape, emphasizing collaboration with local scientific institutions and startups to enhance innovation capabilities [4][5] Group 1: Product Innovations - Customized products such as a jasmine-scented cream and a lip gloss inspired by local culinary flavors are examples of L'Oréal's localized approach [1] - The "P-TIOX" peptide serum, developed by the Chinese R&D team, has been highlighted as a major contributor to sustained double-digit growth for the brand [2] Group 2: R&D Achievements - Over the past 20 years, L'Oréal's China R&D has conducted approximately 35 large-scale foundational research projects, involving over 100,000 Chinese consumers annually [7] - In 2024, the center is set to publicly file 372 patents, with 81 of those being inventions from the Chinese R&D team [7] Group 3: Collaborations and Investments - L'Oréal has engaged in strategic investments in local biotech firms, such as "Unnamed Light," to co-develop innovative bioactive ingredients and promote sustainable production methods [10][11] - The establishment of the "Academician Workstation" in collaboration with Shanghai Jiao Tong University marks a significant milestone in L'Oréal's commitment to local scientific advancement [9] Group 4: Market Strategy - L'Oréal's investment strategy includes backing emerging local brands like LANlan, which aligns with the company's long-term vision of investing in the future of the Chinese market [15][16] - The company aims to leverage its R&D capabilities to support the commercialization of innovative products and enhance the overall beauty ecosystem in China [12][16]

Core Viewpoint - The article highlights the innovative strategies and leadership of Barbara Lavernos at L'Oréal, emphasizing the company's commitment to research and development as a key driver for future growth in the beauty industry [2][3][4]. Group 1: Leadership and Innovation - Barbara Lavernos has been pivotal in L'Oréal's transformation, overseeing a research team of over 4,000 scientists and managing an annual R&D budget exceeding €130 million (approximately 1.1 billion RMB) [4][6]. - Under her leadership, L'Oréal has launched over 3,000 new products annually, contributing 10% to 15% of the company's revenue from new products [6][7]. - The company has maintained a strong focus on quality, safety, and performance in its products, with a significant emphasis on patent applications as a measure of innovation [7][11]. Group 2: Research and Development Focus - L'Oréal's R&D strategy includes investments in life sciences, artificial intelligence, beauty technology, and sustainability, with a notable increase in patent applications, reaching 694 in 2024 [11][12]. - The company has established a comprehensive technology matrix for its "New Age Beauty" initiative, integrating cutting-edge research into consumer products [17][20]. - L'Oréal's Chinese R&D center has been instrumental in driving innovation, with 372 patent applications filed in 2024, showcasing the center's significant contributions to the company's global innovation strategy [24][31]. Group 3: Strategic Initiatives - The BIG BANG initiative launched in China aims to foster open innovation by collaborating with promising startups in AI, biotechnology, and pharmaceutical technology [29][30]. - L'Oréal's commitment to long-term research in longevity science positions it as a leader in the beauty industry's future, focusing on the aging process and its implications for skincare [14][15]. - The integration of AI into L'Oréal's R&D processes has significantly accelerated product development, allowing for the evaluation of 150 molecules in a fraction of the time previously required [21][22].

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].

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 ...