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This article outlines the development and transformation of Paohong Group, a Chinese beauty company founded just three years ago, helping general readers understand the current state of beauty white-label brand transition.

1. Core achievements: The group’s color cosmetics brand Sanzitang is on track to hit 1.5 billion yuan in GMV in 2025, ranking 6th on Douyin’s annual color cosmetics list. Its skincare brand Zaowuzhe climbed to 9th place on Douyin’s beauty ranking in February 2026. Both brands have broken out by relying on a small number of hit products.

2. Product design strengths: Sanzitang’s Yicha water eyebrow pencil is designed for beginner makeup users, with a special structure that solves common pain points for new users drawing eyebrows. Zaowuzhe’s jelly mask addresses the issues of difficult mixing and frequent user error that plague traditional jelly masks. Both products have earned consumer acceptance, and the company iterates quickly: the eyebrow pencil has been updated seven times in two years.

3. Current transition status: Paohong Group has not yet shaken off its white-label reputation. It is pushing for brand transition through measures including building a R&D center, entering Sephora’s offline channels, releasing brand TV commercials, and preparing for industry standard development, but still faces challenges including over-reliance on Douyin traffic and a lack of established brand mindshare among consumers.

This article uses Paohong Group as a case study to analyze the paths and challenges of brand transition for beauty white labels, offering high reference value for beauty brand development.

1. Current consumer trends and actionable takeaways: Today’s beauty consumers prioritize solutions to specific usage pain points, and demand is strong for low-threshold products designed for beginners. Paohong’s model of pain point insight + rapid product iteration delivers fast growth and high repurchase rates, making it a worthy reference for other brands.

2. Paohong’s brand transition initiatives: Paohong is driving transition and expanding its channel reach through multiple moves: ramping up R&D to build an innovation center, entering offline Sephora to gain brand credibility, releasing brand TV commercials, and leading the development of industry standards.

3. Core transition challenges and expert insights: Most white-label brands still anchor their transition in the traffic-driven sales logic, rather than addressing the core of brand value. Experts note that successful transition requires building a complete brand value system from the top down, capturing consumer mindshare through precise positioning, and making the shift from selling products to building a brand. Companies must also guard against the risk of over-reliance on a single platform’s traffic.

This article sorts out the growth path and transition direction of Douyin-based beauty white labels, providing many practical references and insights for online beauty sellers.

1. Actionable growth takeaways: Sellers can target the pain points of beginner beauty users who struggle with product use and frequent mistakes, design low-threshold products, iterate quickly based on user feedback, and combine this with high-frequency ad spend, a 24/7 in-house live streaming matrix, and collaborations with a large pool of creators to achieve rapid growth.

2. Risks to watch out for: Over-reliance on traffic from a single platform drives up costs and leaves businesses exposed to changes in platform rules. Currently, the average lifecycle of white labels ranked among the top 20 in Douyin beauty sales is less than 8 months, making this a high-risk scenario.

3. Transition opportunities: White labels can pursue long-term growth by ramping up R&D, expanding into offline channels, and investing in brand building. Transition cannot stop at surface-level actions; brands need to build up brand equity, establish consumer mindshare, build out a full product matrix, and develop differentiated barriers to avoid being easily copied and replaced by competitors.

This article analyzes the growth path of beauty white-label player Paohong Group, offering multi-faceted insights and opportunity references for beauty manufacturing factories.

1. Product design and development direction: Today’s beauty consumers prioritize solutions to specific pain points, and prefer low-threshold products that are friendly to beginners. Assistive designs similar to training chopsticks for new users, and formula optimizations that fix common flaws of traditional products, both align with current market demand.

2. Untapped business opportunities: A growing number of beauty white labels are pursuing brand transition, leading to rising demand for upgraded R&D and standardized production. Paohong’s moves to build an innovation center and prepare industry standards open up new opportunities for factories in R&D collaboration and large-scale standardized production.

3. Insights for digital and e-commerce transition: Factories need to stay close to end-user demand, adjust products quickly based on user feedback, embrace online traffic operating models, help partner brands build differentiated technical barriers to prevent easy copying, and advise brands to diversify across channels to reduce the risk of over-reliance on a single platform.

This article analyzes the current development status and transition needs of the beauty white-label industry, providing valuable insights for beauty industry service providers.

1. New industry trends: Beauty white labels that originally grew quickly from traffic-driven hit products and focused on quick profits are now proactively pursuing brand transition. The industry has shifted from prioritizing short-term traffic growth to long-term brand building, and white labels’ demand for professional brand services has increased sharply.

2. Core pain points for white-label clients: Most white labels currently struggle with over-reliance on a single platform for traffic, which brings high costs and significant risk. They also have not built consumer brand mindshare, rely on a small number of blockbuster single products, lack solid technical barriers, and are vulnerable to copycat competitors.

3. Solution directions service providers can pursue: Service providers can develop offerings tailored to white-label transition needs, including brand positioning consulting to help white labels build a complete brand value system, multi-channel expansion services, and R&D technical support. These services help white labels build product technical barriers and complete their product matrices, allowing service providers to capture opportunities brought by the industry transition wave.

This article sorts out white-label beauty brands’ needs for platforms through the case of Paohong Group’s growth and transition, offering multiple insights for platform operation and merchant recruitment.

1. Core needs of white-label merchants from platforms: Beyond traffic support, white-label merchants need platforms to help them build brand equity, reduce over-reliance on platform traffic, and ease the pressure on profits from high traffic acquisition costs.

2. Innovative practices from existing platforms: Offline beauty retailer Sephora now allows popular young Chinese domestic white labels to enter its stores. This uses the white labels’ existing traffic to drive footfall to Sephora stores, meets consumers’ demand for high-performance, affordable domestic beauty products, and provides brand credibility for white labels, creating a win-win outcome for both sides.

3. Key considerations for platform operation: Platforms need to address the short lifecycle of most white labels by establishing a complete cultivation mechanism for high-quality white labels to support their brand transition, while standardizing R&D and development to avoid industry chaos. Core traffic platforms also need to optimize traffic rules to balance merchants’ short-term growth and long-term development, and reduce the risk of merchants’ over-reliance on platform traffic.

This article uses Paohong Group as a typical case to present the latest industrial developments in brand transition of domestic Chinese beauty white labels, offering reference for industry researchers.

1. New industrial trends: Against the backdrop of fading Douyin traffic dividends, beauty white labels that originally grew quickly from traffic-driven hit products and had short lifecycles are now proactively pursuing brand transition, aiming to shed their white-label reputation. They are pursuing long-term development through ramping up R&D, expanding offline channels, leading the formulation of industry standards, and other moves. White-label brand transition has emerged as a new industrial trend in China’s beauty sector.

2. New industrial challenges: Most current white-label transition efforts still follow the original traffic-driven logic, reducing brand building to a series of short-term quantifiable actions rather than addressing the core of building brand value. The industry still broadly faces challenges including reliance on single blockbuster products, lack of technical barriers, and over-reliance on single-platform traffic, and no widely recognized successful transition cases have emerged to date.

3. Existing research perspectives: Industry experts have proposed two core paths for white-label transition: a positioning path that captures consumer mindshare through precise brand positioning, and a systematic path that builds a complete brand value system from the top down. These frameworks provide a foundational reference for future research.