Core Viewpoint - The article discusses the competitive landscape of the Chinese beauty market, highlighting how domestic brands like Han Shu are transitioning from short-term strategies to long-term capabilities in response to changing consumer preferences and increasing competition from international brands [1][3]. Group 1: Company Development and Strategy - Han Shu has achieved a user base of over 100 million and emphasizes long-term development through self-research and production, contrasting with the common reliance on marketing and outsourcing among many domestic brands [1][3]. - The company established a large-scale R&D center overseas in 2016 to integrate global cutting-edge technologies into its product capabilities [5]. - Han Shu's annual R&D investment has exceeded 100 million yuan since 2021, projected to reach 180 million yuan in 2024, accounting for 2.7% of its revenue [5]. Group 2: Innovation and Production - Han Shu has developed an "open innovation R&D platform" and collaborates with various universities and hospitals to enhance its research capabilities [5][7]. - The company has invested over 1.2 billion yuan in its smart factory, which features AI-driven automation and a comprehensive quality control system [8][9]. - The integration of R&D and production processes ensures product consistency and quality, with multiple testing stages for each batch [9]. Group 3: Market Expansion and Product Strategy - Han Shu is expanding its product range from skincare to a full category of beauty products, aiming to balance quality and accessibility for a broader consumer base [10][11]. - The brand is innovating by introducing advanced anti-aging technologies and new product lines to meet the demands of an evolving market [10]. Group 4: Social Responsibility and Industry Influence - Han Shu is building a brand philanthropy system and plans to engage in scientific communication and industry standard development, transitioning from a market participant to a rule-maker [12][13]. - The company aims to enhance its brand value and consumer trust through long-term social contributions and industry leadership [14][17]. Group 5: Long-term Development Framework - The article outlines three stages of Han Shu's long-term development: foundational building, systemic efficiency and market coverage, and value leadership through industry influence and social responsibility [15][16]. - The company's approach emphasizes the importance of sustained investment and systematic capability building to ensure competitive advantage in the beauty industry [17].

Core Viewpoint - The article emphasizes the shift in consumer focus from "cost-performance ratio" to "quality-price ratio," highlighting the need for brands to adopt long-term strategies to navigate market challenges. It showcases how Han Shu, a domestic beauty brand, is redefining its image through significant investment in research and development, moving away from a marketing-heavy approach to a more research-driven model [3][4]. Group 1: Research and Development - Han Shu has maintained an annual R&D investment of over 100 million yuan since 2021, with projections to reach 180 million yuan in 2024, marking a 43% year-on-year increase [9]. - The brand has established a "1+N open innovation R&D platform" to foster deep collaboration between industry, academia, and medicine, with partnerships involving institutions like Shanghai Jiao Tong University and China Pharmaceutical University [9]. - Han Shu's R&D team includes top experts from various fields, and the brand has achieved a significant breakthrough with the development of cyclic hexapeptide-9, recognized as the world's first self-researched cyclic peptide skincare brand [11][12]. Group 2: Manufacturing and Quality Control - Han Shu has invested over 1.2 billion yuan in its AI-driven smart factory, which is designed to meet higher safety standards than typical cosmetics production, ensuring quality and traceability [14]. - The brand employs a closed-loop model for production and research, ensuring strict quality control at every stage, which eliminates the possibility of using substandard formulations [16]. - Han Shu's commitment to quality is reflected in its transparent production processes, which are designed to build consumer trust and ensure product safety [17]. Group 3: Brand Strategy and Market Positioning - Han Shu aims to evolve from a skincare-focused brand to a comprehensive beauty brand covering skincare, makeup, men's grooming, and hair care, with a vision to become a "five-good brand" [18]. - The brand balances its strategy by maintaining its classic products while innovating in high-end markets, introducing advanced anti-aging technologies and making premium ingredients accessible to a broader audience [20]. - Han Shu is actively working to build a sustainable brand identity that transcends mere commercial success, focusing on social value and consumer trust over the long term [22][24]. Group 4: Long-term Vision and Social Responsibility - Han Shu is establishing a charitable foundation to address social issues and promote a long-term public welfare mechanism, reflecting its commitment to evolving into a brand with social responsibility [24]. - The brand's long-term strategy is divided into three phases: foundational stability, systemic efficiency, and value leadership, aiming to redefine industry standards and contribute to societal values [25]. - Han Shu is transitioning from being a market participant to a rule-maker, engaging in scientific communication and industry standard-setting to enhance consumer trust and brand reputation [25].

Core Viewpoint - The competition in the Chinese beauty market is shifting from a focus on marketing and traffic to a deeper emphasis on product quality, technological innovation, and cultural confidence, necessitating a long-term commitment from domestic brands like Han Shu [1][3]. Group 1: Long-term Commitment and R&D - Han Shu has adopted a long-term approach, emphasizing self-research and production over light asset operations, which is a more challenging path but essential for sustainable growth [3][4]. - Since its establishment in 2003, Han Shu has prioritized self-research as the only viable path for long-term development, establishing its R&D center early on [4]. - In 2016, Han Shu became the first domestic beauty brand to establish a large-scale overseas R&D center, aiming to integrate global cutting-edge technology into its product offerings [6]. - The company has maintained an annual R&D investment of over 100 million yuan since 2021, projected to reach 180 million yuan in 2024, accounting for 2.7% of its revenue [6]. Group 2: Production and Quality Control - Han Shu has invested over 1.2 billion yuan in its smart factory, which is the first AI-driven cosmetics factory in the domestic beauty industry, showcasing its commitment to heavy asset investment in manufacturing [8][9]. - The factory employs advanced technologies such as AGV vehicles and industrial robots to enhance efficiency and ensure product quality through rigorous testing and monitoring [9][11]. - The integrated "production and research" model creates a robust quality assurance system, ensuring that every product batch undergoes multiple quality checks [11]. Group 3: Brand Expansion and Market Strategy - Han Shu is expanding its product range from skincare to a full category of beauty products, aiming to become a comprehensive beauty brand that emphasizes quality and affordability [12][13]. - The company balances its strategy by maintaining classic products while innovating in high-end markets, introducing advanced anti-aging technologies and new product lines [13]. - Han Shu is committed to building a sustainable brand through a charitable foundation and social responsibility initiatives, aiming to evolve from a commercial entity to a socially responsible brand [13][14]. Group 4: Industry Insights and Future Directions - Han Shu's media open day serves as a model for other domestic beauty brands, illustrating that long-term commitment is a dynamic and systematic process rather than a mere slogan [15]. - The brand's long-term strategy can be divided into three phases: establishing a solid foundation, maximizing efficiency and ecological growth, and leading industry standards while contributing to social values [15][16]. - The ultimate goal is to become a trusted and aspirational brand in consumers' minds, breaking through the brand value bottleneck faced by domestic products [16].

Core Insights - The article emphasizes the competitive landscape of the Chinese beauty market, where domestic brands like Han Shu are striving to establish their identity against international giants through long-term commitment to product quality and innovation [4][6][21] - Han Shu's approach to long-termism is highlighted as a model for domestic beauty brands, focusing on self-research, production capabilities, and a commitment to quality over short-term marketing strategies [6][21][23] Group 1: Long-term Commitment - Han Shu has achieved a user base of over 100 million, showcasing its long-term strategy and commitment to quality [6] - The brand has invested over 1 billion yuan annually in research and development since 2021, with projections to reach 1.8 billion yuan by 2024, representing 2.7% of its revenue [8] - The establishment of overseas R&D centers in 2016 marked a strategic move to integrate global technological advancements into its product offerings [8] Group 2: Innovation and Production - Han Shu has developed an "open innovation R&D platform" to foster collaboration across various fields, enhancing its product innovation capabilities [8][11] - The company has invested over 1.2 billion yuan in its AI-driven smart factory, which is the first of its kind in the domestic beauty industry, emphasizing its commitment to quality and efficiency [12][15] - The integration of advanced technologies in production processes ensures product safety and quality control, establishing a robust operational framework [15] Group 3: Brand Expansion and Social Responsibility - Han Shu aims to expand from skincare to a full range of beauty products, including makeup and personal care, with a focus on delivering high-quality products to a broader audience [16][18] - The brand is committed to building a sustainable public welfare system, addressing social issues, and evolving into a value-driven brand [18][20] - Han Shu's future plans include actively participating in industry standards and scientific communication, positioning itself as a leader in the beauty sector [20][21] Group 4: Lessons for Domestic Brands - Han Shu's journey illustrates that long-termism is a dynamic process requiring continuous evolution and adaptation [21][23] - The brand's development can be categorized into three phases: establishing a solid foundation, maximizing efficiency through systemic growth, and leading in value creation and social recognition [22] - The article concludes that true long-termism is rooted in substantial investment, systematic intelligence, and resonating values, serving as a valuable lesson for all domestic brands [23]

Core Viewpoint - The market for new consumption in Hong Kong has shifted from a focus on short-term GMV growth to evaluating long-term operational capabilities, brand resilience, and research barriers of companies, with Up Beauty Co., Ltd. (02145) exemplifying this trend through a significant stock price increase of 150% year-to-date, reaching a new high of 104 HKD [1] Group 1: Multi-Brand Strategy - Up Beauty has abandoned the old model of betting on a single blockbuster product/brand, adopting a multi-brand matrix to meet diverse consumer needs, transitioning from "traffic support" to "user cultivation" [2] - The core brand, Han Shu, has maintained rapid growth, leading the mass skincare market and achieving high sales across multiple platforms, including being the top beauty brand on Douyin during the 2025 Double Eleven shopping festival [2][3] - The brand new page has emerged as a significant growth driver, with a total sales increase of 145% year-on-year during the 2025 Double Eleven, showcasing strong performance across various channels [3] Group 2: Channel Synergy and Category Extension - The crowded skincare market has made "category extension" a key path for domestic beauty brands to unlock growth potential, with domestic brands having an advantage in understanding local consumer needs [5] - Up Beauty has successfully entered new categories such as men's skincare and personal care, leveraging the brand value of Han Shu to educate the market and convert profits [6] - The company's full-channel strategy has enhanced sales performance, with significant growth in GMV across platforms like Douyin, Tmall, and JD during the 2025 Double Eleven [7] Group 3: Research and Development - R&D investment has shifted from a cost item to a value item, with Up Beauty's R&D spending exceeding 1.03 billion CNY in the first half of 2025, reflecting a 31.7% year-on-year increase [8] - The company has established a robust R&D system, including nearly 200 patents and participation in setting national standards, enhancing its market influence [9] - Core ingredients developed by Up Beauty, such as cyclic hexapeptide-9 and X-peptide, have become competitive advantages, allowing for higher profit margins and differentiation in a crowded market [9] Group 4: Long-term Growth Narrative - Up Beauty's strategic focus on a multi-brand matrix, full-channel strategy, and long-term R&D investment positions it well for sustainable growth in the evolving consumption landscape [10] - The company's transformation from a "traffic-driven" to a "value-driven" entity is attracting long-term capital interest, with significant potential for continued growth and value creation in the Hong Kong new consumption wave [10]

Core Insights - The market for new consumption in Hong Kong has shifted from a focus on short-term GMV growth to evaluating long-term operational capabilities, brand resilience, and research barriers [1] - Up Beauty Co., Ltd. (上美股份) has successfully capitalized on this trend, achieving a stock price increase of 150% year-to-date, reaching a new high of 104 HKD [1] Multi-Brand Matrix and Growth System - The early benefits of the new consumption sector were driven by the rise of traffic platforms, but the era of "single brand dominance" is ending due to increasing consumer segmentation [2] - Up Beauty has abandoned the old model of betting on a single blockbuster product, instead adopting a multi-brand matrix to meet diverse consumer needs [2] - The core brand, Han Shu (韩束), has maintained rapid growth, leading the mass skincare market and achieving significant sales across multiple platforms during the 2025 Double Eleven shopping festival [2] Performance of New Brands - The brand newpage has emerged as a key growth driver, with a total sales increase of 145% year-on-year during the Double Eleven period, establishing itself as a leader in the children's skincare market [3] - Other emerging brands like An Min You and Ji Fang have also seen substantial growth, with An Min You achieving a 208% increase in total sales across channels [3] Brand Development Strategy - Up Beauty has transitioned from a "single brand-driven" model to a multi-brand strategy, allowing it to tap into both mass and high-end markets [4] Channel Synergy and Category Extension - Category extension is crucial for domestic beauty brands to unlock growth potential, especially as the washing and care industry enters a golden period of domestic substitution [5] - Up Beauty has successfully entered new categories such as men's skincare and personal care, leveraging its established brand value [6] Sales and Channel Strategy - Han Shu has achieved significant sales across various platforms, becoming a core driver of online growth [7] - The company's strategy of "full-channel reach + multi-category expansion" aims to enhance profitability and revenue scale, aligning with market expectations for refined operations [7] Research and Development - R&D investments have shifted from a cost to a value item, with Up Beauty investing over 1.03 billion CNY in R&D, a 31.7% increase year-on-year [8] - The company has developed nearly 200 patents and established a strong research foundation with the appointment of Dr. Karl Lintner as chief scientific advisor [9] Long-Term Strategy - Up Beauty's R&D efforts are focused on creating a sustainable competitive advantage through innovative ingredients and formulations, which will enhance its market position [9] - The company's strategic approach demonstrates a commitment to long-term growth, with a clear path for commercializing research outcomes [10]

Core Viewpoint - The report from CICC maintains the profit forecast for Shumei Co., Ltd. (02145) for 2025-2026, with the current stock price corresponding to a P/E ratio of 30/23x for those years, and raises the target price by 8% to HKD 106, indicating a potential upside of 17% [1] Group 1: Financial Performance - In the first half of 2025, the company's revenue reached RMB 4.11 billion, a year-on-year increase of 17.3%, exceeding the upper limit of the previous earnings forecast [1] - The net profit for 1H25 was RMB 560 million, up 34.7% year-on-year, also above the previous forecast range [1] - The attributable net profit was RMB 520 million, reflecting a year-on-year increase of 30.6%, aligning with the expectations of the report [1] Group 2: Brand and Product Performance - The Han Shu brand generated RMB 3.34 billion in revenue, a 14% year-on-year increase, with successful expansion across multiple product lines [2] - The Yi Ye brand saw a significant revenue increase of 146% year-on-year, reaching RMB 400 million, with strong sales of its star product [2] - The Hongse Xiaoxiang brand generated RMB 160 million, indicating initial success in brand transformation [2] Group 3: Channel and Operational Efficiency - The company's gross margin improved by 1.7 percentage points to 75.5% in 1H25, while the sales expense ratio decreased by 0.7 percentage points to 56.9% [3] - The online sales revenue was RMB 3.81 billion, a 20% year-on-year increase, accounting for 93% of total revenue, with significant growth driven by platforms like Tmall and JD [2] - The management and R&D expense ratios increased slightly, but overall profitability improved, with the attributable net profit margin rising by 1.3 percentage points to 12.8% [3] Group 4: Future Growth Strategy - The company continues to expand its brand matrix, having launched new brands in May and August, with positive initial results [4] - Plans for the second half of 2025 include launching new brands targeting specific markets, such as maternal and infant products and professional cosmetics [4] - The long-term strategy focuses on developing six major brands across three key sectors over the next three years, aiming for significant growth in the cosmetics industry [4]

Group 1 - The performance growth is primarily attributed to the multi-channel and multi-category layout of the Han Shu brand and the significant revenue increase from Newpage [1] - The company continues to implement a "single focus, multiple brands, globalization" strategy, establishing a multi-brand matrix consisting of "Han Shu + Newpage + Nth Curve Brands" [1] - The main brand Han Shu achieved a GMV of 3.63 billion yuan on Douyin, maintaining the top position in the beauty sales ranking on the platform, with product breakthroughs in various categories such as Hong Man Yao, Bai Man Yao, X Peptide series, and secondary throwaway products [1] Group 2 - The professional skincare brand An Min You has entered the sensitive skin market with the "Qinghao Oil AN+" ingredient, enhancing the professional skincare portfolio [1] - The company's layout in the hair care sector includes brands like Ji Fang and Han Shu Hair Care, precisely targeting the "functional hair care" and "scalp anti-aging" niche markets [1] Group 3 - The company expects its net profit for the first half of 2025 to be between 540 million yuan and 560 million yuan, representing a year-on-year growth of 30.9% to 35.8% [3] - The expected revenue for the company is between 4.09 billion yuan and 4.11 billion yuan, with a year-on-year growth of 16.8% to 17.3% [3]

Core Viewpoint - Shanghai Shangmei Cosmetics Co., Ltd. (02145) has released a positive profit forecast for the first half of 2025, indicating strong revenue and net profit growth driven by its main brand Han Shu and the second growth curve brand New Page [1][2][4] Group 1: Financial Performance - For the first half of 2025, the company expects revenue to be between RMB 4.09 billion and RMB 4.11 billion, representing a year-on-year growth of 16.8% to 17.3% [1] - The net profit is projected to reach between RMB 540 million and RMB 560 million, showing a significant year-on-year increase of 30.9% to 35.8% [1] Group 2: Brand Strategy - The company is advancing a "single focus, multi-brand, globalization" strategy, creating a multi-brand matrix that includes the main brand Han Shu and the second curve brand New Page, achieving comprehensive layout across multiple categories and price ranges [2][12] - Han Shu has achieved a breakthrough in all-channel growth, with GMV on Douyin exceeding RMB 3.63 billion in the first half of 2025, maintaining its position as the top beauty brand on the platform [4][12] Group 3: Product Innovation - The Han Shu brand has successfully launched popular products, such as the Hong Man Yao series, which sold over 14 million sets, and the Bai Man Yao series, which continues to grow in the whitening market [4][9] - New Page has shown strong growth since its launch in 2022, with a strategic upgrade targeting "effective skincare for all ages" and achieving a sales increase of 106% during the 618 shopping festival [6][12] Group 4: Competitive Advantage - The An Min You brand targets the sensitive skin segment, utilizing innovative ingredients like Qinghao Oil AN+ to provide gentle solutions, enhancing the company's competitive edge in professional skincare [9][12] - The company has established a complete innovation matrix in the hair care sector, focusing on functional hair care and scalp anti-aging products, driven by consumer demand [9][12] Group 5: Future Outlook - The company aims to achieve a strategic goal of RMB 30 billion by 2030, leveraging clear strategic planning and ongoing research investment to transition from following international brands to leading industry development [19]