Core Viewpoint - The narrative of Chinese beauty brands going global is visibly shifting from relying on cross-border e-commerce and price advantages to establishing a significant presence in key global markets, such as flagship stores in Tokyo's Ginza and New York's Sephora [3][4]. Group 1: Channel Strategy - The channel layout reflects the brands' strategies for going global, with two parallel paths: entering high-end retail landmarks to establish brand positioning and systematically penetrating mainstream retail networks for scale growth [5]. - High-end landmark occupation includes the first Chinese beauty brand, Huaxizi, opening a flagship store in Tokyo's Ginza, marking a significant step in global market expansion [5]. - Scale penetration involves brands like Huaxizi entering major U.S. beauty retail platforms like Ulta Beauty, enhancing the perception of "Chinese beauty" among North American consumers [7]. Group 2: Local Market Adaptation - In Southeast Asia, brands are adopting a more direct and rapid penetration strategy, with FAN BEAUTY entering over a hundred Watsons stores in Singapore and planning further expansion into Thailand, Vietnam, and Indonesia [9]. - Successful brands often rely on local marketing partners to navigate the complexities of different Southeast Asian markets, emphasizing the need for localized strategies rather than a one-size-fits-all approach [11][12]. - Localized product development is crucial, as seen with brands like Ziyuan, which tailored products for the Malaysian market, addressing specific consumer needs related to the local climate [12][14]. Group 3: Research and Innovation - The increasing research capabilities of Chinese beauty brands are evident, with significant participation in international cosmetic science conferences, showcasing advancements in product formulation and technology [16][20]. - Brands like Pechoin and Proya have received prestigious awards at global scientific conferences, indicating a shift towards competitive research and innovation in the beauty industry [17][18]. Group 4: Value Proposition and Brand Storytelling - The concept of "value export" is emerging, with brands like Pechoin exploring new pricing strategies for their products based on cultural value and scarcity, as demonstrated by their participation in high-end auctions [22][24]. - The competition is evolving from market share to establishing a unique value system that resonates globally, as brands engage in deeper cultural dialogues and aesthetic philosophies [25][28]. Group 5: Organizational and Competitive Dynamics - The future of successful brands lies in their ability to integrate global organizational capabilities with local market agility, emphasizing the importance of building teams that understand local consumer behavior [26][27]. - The competitive landscape is becoming multifaceted, requiring brands to excel in high-end channel negotiations, localized product development, cutting-edge research, and cultural content creation [25].