欧莱雅在中国：品牌战略的演进逻辑

In recent years, as the initial surge of new consumer brands has subsided, attention has refocused on established "heritage brands." The real challenge now under study is how a brand can achieve initial success, scale sustainably, and maintain its legacy over time. This case study traces L'Oréal Group's branding strategy evolution since its entry into the Chinese market. Founded in 1909 with a single hair dye product, L'Oréal expanded through strategic acquisitions to become the world’s largest cosmetics group. Today, it boasts a portfolio of over 500 brands encompassing hair color, skincare, makeup, and fragrances. Beginning in 1996, L'Oréal introduced diverse brands such as Lanc?me and Garnier to China, achieving significant success in the luxury cosmetics segment. However, its penetration into the broader mass skincare market proved challenging. L’Oréal acquired local favorites like Mininurse and Yue-Sai in 2004 to bolster its presence in this arena. Unfortunately, these acquisitions did not meet expectations and gradually faded from prominence. By 2022, L'Oréal had established an investment firm in China, focusing on equity investments to foster deeper collaboration with local brands. L'Oréal's journey in China illustrates a strategic evolution from brand introduction to local acquisitions and subsequent equity partnerships. Each strategic pivot reflects a nuanced understanding of market dynamics, a critical review of past approaches, and an ongoing commitment to innovation in response to evolving challenges.