上美集团NAN beauty品牌中心换血 合伙人胡伟雄离职

Key Events & Brand Status

1. Gumei (Hu Weixiong) left Shangmei Shares on Dec 30, 2025, potentially linked to slower-than-expected progress in incubating the new brand NAN beauty, signaling a potential reshuffle in the brand center. Shangmei Group cited personal career reasons and stated NAN beauty operates normally.

2. NAN beauty underperforms: After 4 months, it has 196 Xiaohongshu followers, 3,612 Douyin followers, and 2,199 Tmall followers. Sales rely mainly on low-priced sample kits (¥49.9–¥59.9), indicating a lack of scaled user base.

Company Background & Challenges

1. Shangmei’s revenue for the first 9 months of 2025 was ¥4.108 billion, with brand ZA contributing ¥3.344 billion (over 80%), but growth is slowing. Makeup is targeted as a second growth curve (benchmarking L'Oréal), yet the gap remains wide.

2. Brand incubation requires heavy resources: Makeup demands channel synergy, content density, and R&D pace. The executive’s departure may alter future strategies.

Brand Marketing & Channel Strategy

1. NAN beauty adopts a "makeup artist IP + makeup brand" model, partnering with Chun Nan (3.6M followers) for professional endorsement. Similar models (e.g., Maogeping, Caitang) have succeeded, emphasizing efficacy and mid-to-high price points.

2. Channel strategy: Gumei oversaw the omnichannel system (Tmall, Douyin, etc.), but weak user retention signals a need for e-commerce optimization.

Pricing & Product R&D

1. Current pricing focuses on low-cost samples (¥49.9–¥59.9), misaligned with the intended mid-to-high-end positioning. To compete with L'Oréal, price strategy must be adjusted.

2. R&D prioritizes makeup—Shangmei’s first use of a professional makeup artist IP aims to strengthen branding. Consumer trends show rising demand for expert-backed products.

User Behavior Insights

1. Low early user interaction and slow follower growth suggest a need to enhance product appeal and content delivery.

Growth Markets & Consumer Shifts

1. Makeup as a new growth driver: With ZA’s slowdown (¥3.344B in 9M 2025), Shangmei urgently needs makeup expansion. Consumers favor products with professional IP endorsements.

2. Opportunity: The "makeup artist IP + brand" model (e.g., Chun Nan collaboration) is replicable. New brand incubation shows potential but requires time.

Risks & Lessons

1. Risks: NAN beauty’s slow progress and executive departure increase uncertainty. High resource costs and over-reliance on ZA (>80% revenue) heighten growth pressure.

2. Lessons: Shangmei’s response stressed team stability and operational health. IP collaboration models are replicable but need content density and channel synergy.

Positive Factors & Support

1. Upside: Ambitious targets (benchmarking L'Oréal) offer long-term potential. Flexible partnerships (e.g., Gumei’s continued involvement) allow strategy adjustments.

Production & Design Needs

1. Makeup design emphasizes professional efficacy: NAN beauty’s partnership with Chun Nan demands high-quality R&D. Sample kits (¥49.9–¥59.9) reflect an initial trial strategy.

2. Production insight: Align with mid-to-high price points (like Maogeping), prioritizing efficacy and packaging.

Business Opportunities & Digitalization

1. Opportunity: Co-producing new brands (e.g., Shangmei’s makeup push); extend Chun Nan’s training business into product lines.

2. Digital/e-commerce insight: Low follower counts highlight the need for digital tools to boost user retention. Omnichannel (Douyin, Tmall) demands require integrated supply chains.

Industry Trends & Client Pain Points

1. Trends: Makeup brands are accelerating; "makeup artist IP + brand" models (e.g., NAN beauty) are mainstream, emphasizing professional backing and omnichannel. Consumers shift toward efficacy-driven products.

2. Pain points: Slow brand incubation (NAN beauty’s weak data), poor user retention; high resource costs and single-brand dependency increase risk.

Tech & Solutions

1. Solutions: Boost content density (e.g., Chun Nan’s IP content) and R&D pace; offer integrated e-commerce services for channel synergy.

2. Data issues: Low follower growth signals a need for user-acquisition tools. Executive changes require risk management solutions.

Platform Needs & Issues

1. Needs: Brands like NAN beauty rely on platforms (Tmall, Douyin, Xiaohongshu) but show weak metrics—slow follower growth and reliance on samples.

2. Merchant acquisition: New brand incubation needs platform support (e.g., Shangmei’s makeup expansion). Platforms must offer omnichannel tools.

Operations & Risk Management

1. Operations: Monitor sales data (e.g., ¥49.9 products) and optimize follower growth; high content density demands stronger IP collaboration support.

2. Risk avoidance: Executive departures (e.g., Gumei) may destabilize brands. Mitigate via platform risk controls and resource allocation.

Industry Shifts & New Questions

1. Shifts: Executive turnover (Gumei’s exit) reflects brand incubation challenges; NAN beauty’s IP model (Chun Nan) signals a pivot toward professional endorsements.

2. New issues: Over-reliance on ZA (>80% revenue) risks growth pressure; wide gaps between targets (L'Oréal) and reality highlight resource allocation problems.

Business Models & Policy Implications

1. Business models: "Makeup artist IP + brand" is proven (e.g., Maogeping), but NAN beauty’s slow progress underscores the need to balance channels, content, and R&D. Partnerships allow flexibility.

2. Regulatory implications: No direct policy links, but events highlight needs for executive integrity and brand transparency. Low follower data supports user behavior modeling.