Core Insights - The company Kao (China) showcased its ESG practices and localized innovations in the beauty, personal care, and chemical sectors at the 8th China International Import Expo, emphasizing its commitment to sustainable development and market adaptation [1][2] - Kao has relocated the global headquarters of its brand Freeplus to China to enhance product development speed and market responsiveness, reflecting a strategic focus on local consumer needs [1] - The company plans to increase investments in China over the next three years, focusing on strengthening B2B operations and deepening multi-touchpoint strategies to create sustainable value for consumers and partners [2] Group 1 - Kao views the Import Expo as a strategic platform for deepening its presence in the Chinese market and responding to consumer trends [1] - The establishment of the "VIC Technology and Quality Exhibition Area" at the expo demonstrates Kao's commitment to a full-chain approach from consumer feedback to product development [1] - Kao is adjusting its agricultural chemical product formulations to suit China's diverse climate and crop characteristics, ensuring localized solutions for agricultural production [1] Group 2 - The company aims to leverage its advanced technology to contribute to the health, lifestyle, and environment of the Chinese people [2] - Kao's three main business segments—cosmetics, household products, and chemicals—are central to its strategy for engaging with consumers and partners in China [2] - The emphasis on local innovation and responsiveness is expected to enhance Kao's competitive edge in the Chinese market [1][2]

Core Insights - The article highlights Kao (China)'s commitment to sustainable development and local innovation showcased at the China International Import Expo (CIIE) with the theme "Coexistence of Beauty and Quality for the Future" [1] Group 1: Company Strategy - Kao (China) views the CIIE as a strategic platform for deepening its presence in the Chinese market and aims to leverage this opportunity to understand consumer trends and promote local innovation [1] - The establishment of the "VIC Technology and Quality Exhibition Area" at the expo demonstrates Kao's focus on the entire product development chain, from consumer feedback to high-quality product creation [2] Group 2: Product Development - To better align products and services with the needs of Chinese consumers, Kao has relocated the global headquarters of its brand FuriFur to China, enhancing product development speed and market responsiveness [2] - In the agricultural chemicals sector, Kao has tailored its product formulations to address the diverse climatic conditions and crop characteristics in China, ensuring that its technology is suitable for local agricultural practices [2] Group 3: Future Plans - Over the next three years, Kao plans to increase investments in China, focusing on strengthening its B2B business and deepening its multi-touchpoint strategy, emphasizing the importance of the Chinese market for the company [6] - Kao aims to create sustainable value through its three main business segments: cosmetics, household products, and chemicals, while contributing to the health, lifestyle, and environment of the Chinese people [6]

Group 1: Core Insights - The 8th China International Import Expo (CIIE) is approaching, with companies like Kao and Bayer showcasing their innovations and commitment to the Chinese market [1][2][3] - Kao has localized production for several brands, including Freeplus and Curel, and aims to respond quickly to market changes by moving its global headquarters for Freeplus to China [1][2] - Bayer will present approximately 26 highlight exhibits, including 5 global debuts and 8 China debuts, focusing on innovations in pharmaceuticals, consumer health, and crop science [3][4] Group 2: Company Strategies - Kao's participation emphasizes a "global innovation + local implementation" model, adapting products to meet local agricultural needs and consumer preferences [1][2] - Bayer's strategy includes showcasing advancements in oncology, cardiovascular health, and agricultural innovations, with a focus on integrating global knowledge into local agricultural development [3][4] - Both companies are leveraging the CIIE as a strategic platform to connect with the Chinese market and enhance their brand presence [2][4]

Group 1 - Japanese cosmetics companies are experiencing collective anxiety in the Chinese market, with Shiseido's executives acknowledging a decline in brand equity [2] - The Japanese beauty industry has been a significant player in China for over 40 years, but recent years have seen challenges due to the rise of local brands and external pressures from Western competitors [2][3] - In the first half of 2025, major Japanese beauty companies reported declines in their Chinese operations, with Shiseido's sales dropping by 10%, Kosé's by 7.3%, and POLA's net profit plummeting by 38% [2][3] Group 2 - The performance of Japanese beauty companies reflects a broader restructuring of the beauty industry, highlighting the need for multinational companies to adapt to the changing market dynamics in China [3] - Despite global profit growth, the persistent weakness in the Chinese market is a common challenge for these companies, indicating a significant shift in the competitive landscape [3][16] Group 3 - Shiseido's overall sales in the first half of 2025 were 469.83 billion yen (approximately 22.86 billion RMB), a decrease of 7.6%, while core operating profit increased by 21.3% to 23.37 billion yen (approximately 1.14 billion RMB) [7][10] - The Chinese and travel retail segment for Shiseido saw sales of 173.94 billion yen (approximately 8.46 billion RMB), down 12.4%, but it contributed nearly 80% of the group's core profit [10] Group 4 - Kao Corporation reported a global sales increase of 2.7% to 809 billion yen (approximately 39.3 billion RMB) in the first half of 2025, with operating profit rising by 19.9% to 69.5 billion yen (approximately 3.3 billion RMB) [10][13] - Kosé's sales were 160.5 billion yen (approximately 7.8 billion RMB), a slight increase of 0.9%, but operating profit fell by 17.7% to 11.3 billion yen (approximately 0.55 billion RMB) [15] Group 5 - POLA ORBIS Group's total revenue was 832.53 billion yen (approximately 38.3 billion RMB), a slight decrease of 0.7%, with net profit dropping by 38.1% to 4.64 billion yen (approximately 0.23 billion RMB) [16] - The performance of these companies illustrates a clear divide between global profitability and challenges in the Chinese market, with POLA facing additional difficulties due to delayed strategic adjustments [16] Group 6 - Japanese beauty companies are optimistic about the long-term potential of the Chinese market and are accelerating transformations to navigate current challenges [17] - Strategies include focusing on high-end products, channel innovation, and localization to better respond to the evolving consumer landscape in China [17][19]

Core Viewpoint - Japanese cosmetics companies are facing significant challenges in the Chinese market, with declining sales and profits, prompting a need for strategic transformation to regain market share and adapt to local consumer demands [2][3][14]. Group 1: Market Performance - Shiseido's sales in China fell by 10% in the first half of 2025, while Kose's business declined by 7.3%, and POLA's net profit dropped by 38% due to market weakness [3][10][13]. - The overall sales of Japanese cosmetics in China have been adversely affected by the rise of local brands and external factors such as the nuclear wastewater incident [3][4]. - In the first half of 2025, Shiseido's global sales were 469.83 billion yen (approximately 22.86 billion RMB), down 7.6% year-on-year, but core operating profit increased by 21.3% to 23.37 billion yen (approximately 1.14 billion RMB) [7][8]. Group 2: Strategic Adjustments - Japanese companies are focusing on high-end markets and localizing their operations to better meet consumer needs in China [16][22]. - Shiseido plans to integrate its China and travel retail operations into an independent profit center to enhance brand synergy and respond to the trend of high-end market penetration [16][32]. - Kose is implementing a strategy of channel optimization and brand restructuring, emphasizing high-end and mass-market segments while enhancing local R&D and marketing efforts [24][31]. Group 3: Future Outlook - Despite current challenges, Japanese companies remain optimistic about the long-term growth potential in the Chinese market and are accelerating their transformation efforts [16][32]. - The focus on high-quality growth rather than short-term sales boosts is evident in Shiseido's strategy, which includes significant investments in core brands and new product launches [18][32]. - The ability to adapt to local consumer preferences and integrate local insights into product development will be crucial for Japanese brands to maintain competitiveness in the evolving Chinese beauty market [27][32].

Core Insights - The beauty industry is facing a significant price war, with over 70% of brands expected to engage in price reductions between 2024 and 2025, including international brands initiating over 200 official discount promotions in 2024, with some products seeing discounts as high as 50% [2][5] - Kao Group emphasizes a strategy of providing high-value products at reasonable prices to meet the needs of young consumers, aiming to avoid the pitfalls of price wars [2][5] - The company is focusing on localizing product development in China, with plans to transfer production lines for mid-range products to China and launch unique products tailored to Chinese consumers [5][6] Industry Dynamics - The cosmetics market is currently in a "mixed battle" era, with online sales dominating at 64.23%, while offline channels are under pressure, leading many international giants to close stores and shift to a model focused on flagship stores and online sales [6][7] - Kao Group is implementing a "slimming" strategy by closing inefficient brands and reducing distribution inventory, while also increasing its budget for the European market by 20% in 2025 [6][7] - The company recognizes the importance of balancing online and offline channels, as offline stores provide unique customer touchpoints and service experiences that cannot be replaced [6][7]