中新网上海10月9日电(记者陈静)第八届中国国际进口博览会(简称：进博会)开幕进入倒计时。进博 会"全勤生"花王、拜耳向记者剧透今年进博会的亮点。 记者9日获悉，作为连续八年参展的"全勤生"，花王今年将携本土化创新产品等亮相进博会。花王方面 表示，八年参展，花王不是在"重复赴约"，而是在"共同成长"。 在作物科学领域，拜耳把"全球智慧+本土创新"深度融入中国农业高质量发展进程，带来7个"中国首 展"和8个"进博会首展"。据透露，在拜耳种业展台上，玉米种子新品牌及九大玉米种子新品种将亮相， 多款蔬菜种子和多个全球研发创新成果也将同步展出。拜耳首度展示在华布局的第三家再生农业示范农 场——吉林梨树耘远农场。 拜耳方面表示，愿以进博会为支点，把握中国机遇，汇聚全球创新，助力中国民众创造美好生活。(完) （文章来源：中国新闻网） 在今年进博会上，花王旗下品牌将携诸多新品登场；除了新品首秀，本届进博会上，花王将首设VIC展 区(Value Innovation Center)，通过消费者共创开发逻辑、跨界合作等四大板块，全面呈现花王138年来 对"清洁、美丽、健康"生活的初心与创新实践。今年，花王首次将ESG主题发布会 ...

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]