修丽可跨界、毛戈平深耕国潮，成熟品牌在天猫回归高质量增长

This article outlines key industry changes as the beauty and mass consumer goods sector enters a new phase of high-quality growth, and shares actionable insights on current industry trends.

1. The industry’s underlying logic has fundamentally shifted: The era of relying on marketing-driven viral hits and traffic distribution for growth is over. Today’s consumers are far more rational, prioritizing products that solve their specific pain points and fit their unique usage scenarios. Competition now centers on brand power, product quality, and user experience.

2. It showcases the growth paths of two successful brands: International brand SkinCeuticals built its foundation on rigorous medical research, then expanded into the anti-aging segment to establish strong professional barriers; domestic Chinese brand MAOGEPING has focused on China-chic branding for over 20 years, tying its identity to traditional Chinese cultural IP and upholding strict quality standards to emerge as a leading high-end local brand.

3. A wide range of new products tailored to emerging consumer needs have hit the market, including customized options for pet-owning households and women’s sports scenarios, giving consumers far more choice than in the past.

This article outlines the latest consumer trends and growth logic of established brands in the beauty and mass consumer goods sector, offering multifaceted reference for brand operations.

1. On consumer trends: Consumer decision-making has undergone generational evolution, with shoppers shifting from blindly chasing viral traffic-driven hits to making rational choices based on their own pain points. The industry has moved past粗放 traffic competition and entered a new phase centered on high-quality growth, where brands without core product strength will be phased out.

2. On brand building and product R&D: Brands must first solidify their fundamentals, rooting their growth in core product performance and brand value. Like SkinCeuticals, invest in core R&D to build professional competitive barriers; high-end domestic Chinese brands can align with China-chic culture and pursue long-term operation, similar to MAOGEPING’s 7 consecutive years of deep collaboration with the Palace Museum IP, building brand recognition through cultural value.

3. On growth paths: Brands can break category boundaries to pursue scenario innovation, conduct pre-R&D based on platform user insights and AI tools, and accumulate user assets to drive growth by leveraging platforms’ high-net-worth customer bases.

This article analyzes current shifts in the beauty and mass consumer goods industry, pointing out risk areas and growth opportunities for beauty sellers.

1. Risk warning: The粗放 growth model of relying on traffic-driven viral hits is no longer effective. Sellers that focus only on marketing without core product and brand strength will struggle to sustain growth. The sector is now in a period of industry consolidation and structural reshaping, where players without core competitive advantages will be eliminated.

2. Actionable takeaways from established players: Sellers should first solidify their product and brand fundamentals to build irreplaceable competitive advantages. After securing their core market, they can break category boundaries around segmented consumer demand, expand into new scenarios, and unlock new growth—customized products for pet-owning households and emerging women’s sports, for example, represent untapped opportunities.

3. Platform opportunity: Tmall has recently integrated its beauty and personal care operations team to support brands in cross-category user penetration and reuse. It also offers tools including AI collaborative R&D and CDI brand health metrics, plus access to 6 million high-net-worth 88VIP members. Sellers can leverage the platform to accumulate user assets and achieve high-quality growth.

This article outlines shifting product demand and digital trends in the beauty and mass consumer goods sector, offering key insights for beauty-related manufacturers.

1. Shifts in production and design demand: Consumer demand is now both upgrading and segmenting. On one hand, consumers require products with core R&D barriers, and have higher expectations for quality and professionalism; on the other hand, there is growing demand for customized products tailored to niche scenarios, such as special detergents for pet owners and customized makeup and sunscreen for women’s sports. Manufacturers need to adjust their production and design capabilities to match these new requirements.

2. New business opportunities: Brand innovation is now moving upstream to the R&D stage, with brands developing customized new products based on consumer insights. Manufacturers can get ahead by partnering with brands on their pre-development needs, participating in customized product development to secure more stable orders.

3. Insights for digital transformation: The industry has entered a new phase of AI-driven R&D. Manufacturers need to accelerate digital construction, connect with the AI R&D systems of brands and platforms, and participate in AI-powered ingredient development and exclusive product customization to boost their core competitiveness and keep up with new industry trends.

This article sorts out the latest development trends and core brand pain points in the beauty and mass consumer goods sector, providing reference for beauty-related service providers to adjust their business direction.

1. Industry development trends: The beauty and mass consumer goods industry has left粗放 traffic-driven growth behind and officially entered a new phase centered on high-quality growth. Competition has shifted from traffic scale to product strength, brand power and user operation efficiency, with AI and digitalization emerging as core growth drivers.

2. Core brand pain points: Amidst intensifying competition in a saturated market, brands generally face common pain points: breaking through category boundaries to unlock new growth, improving user asset accumulation efficiency, and restructuring operational efficiency with AI. All of these require professional support from external service providers.

3. Promising solution areas: Service providers can develop offerings around brands’ cross-segment expansion needs, including segmented consumer demand insight and scenario-based product design consulting; for brands’ digital transformation needs, they can help build high-quality data infrastructure, connect to platform AI systems, and provide tools and services for user asset operation and AI-powered R&D. They can also develop consulting services for long-term brand building.

This article introduces Tmall’s latest initiatives to support high-quality growth in the beauty industry, offering valuable reference for peer platform operators.

1. Current core demands from brands to platforms: Brands need platform support to break category boundaries and efficiently reuse user assets. They also require platforms to provide user insights and AI tools to move supply innovation upstream to the R&D stage, improve overall operational efficiency, and access high-value customer bases to support brand upgrading.

2. Referenceable platform operation practices: Integrate operation teams for overlapping segmented categories to help brands achieve two-way cross-category penetration and activate existing user assets; upgrade supply chain collaboration programs, leveraging AI to support brands in ingredient R&D, concept incubation and exclusive product customization; launch the CDI metrics system to help brands measure operational health, and build a high-net-worth customer pool via the 88VIP program to underpin brand growth.

3. Pitfalls to avoid: Platforms should not focus blindly on traffic scale expansion. Instead, they should prioritize building an AI ecosystem that collaborates with brands, help brands accumulate full-lifecycle user assets, and pursue a high-quality growth path.

This article presents the latest industry developments in China’s beauty and mass consumer goods sector, summarizes new growth models, and offers high reference value for industrial research.

1. New industry developments: The sector is currently in a disruptive period of consolidation and structural reshaping. Its underlying growth logic has changed: the industry has left the粗放 growth stage reliant on traffic-driven viral hits behind, and entered a new phase of high-quality growth centered on brand power and product strength. Consumer decision-making has undergone profound generational evolution, with shoppers shifting from blindly chasing viral traffic trends to selecting products that rationally address their specific pain points.

2. New growth business models: Established brands have now developed a replicable growth path: first solidify the core foundation of product R&D and brand value, then unlock new growth by breaking category boundaries and innovating for new scenarios, and finally accumulate user assets by leveraging the platform’s digital ecosystem and improve operational efficiency via AI.

3. New industrial ecosystem characteristics: The future industry AI ecosystem will be structured around collaboration between platform AI agents and brand AI agents, and competition will center on the accumulation efficiency of full-lifecycle user assets. This presents new directions and research topics for industrial research.