{"id":3449,"date":"2025-07-08T08:12:46","date_gmt":"2025-07-08T00:12:46","guid":{"rendered":"https:\/\/bccmedianews.com\/?p=3449"},"modified":"2025-07-08T08:12:49","modified_gmt":"2025-07-08T00:12:49","slug":"sephora-why-has-the-former-luxury-beauty-giant-fallen-behind-in-china","status":"publish","type":"post","link":"https:\/\/bccmedianews.com\/?p=3449","title":{"rendered":"Sephora: Why Has the Former Luxury Beauty Giant Fallen Behind in China?"},"content":{"rendered":"\n

Introduction:<\/strong> When LVMH Group\u2019s 2024 financial report revealed that Sephora\u2019s global business had achieved double-digit growth, the Chinese market, in contrast, became a black hole in its growth map: three consecutive years of losses, totaling nearly 1 billion RMB (approx. 137.5 million USD), with a net loss of 646 million RMB (approx. 88.8 million USD) in 2024 alone. Revenue shrank from 10.877 billion RMB (approx. 1.496 billion USD) in 2021 to 7.14 billion RMB (approx. 982.8 million USD) in 2024. Once regarded as the “pioneer of luxury beauty in China,” Sephora is now mired in the paradox of \u201cscale expansion versus profit contraction.\u201d In a time when domestic beauty brands are seizing nearly 50% of market share and local multi-brand retailers are seeing explosive GMV growth, Sephora\u2019s current dilemma reflects the deep-seated contradictions of international brands attempting localized transformation.<\/p>\n\n\n\n

Factor 1: Structural Imbalance in Market Positioning \u2014 Incompatibility Between Premiumization and Lower-Tier Markets<\/strong>
Faced with the plateauing dividends of tier-1 and tier-2 cities, Sephora attempted to shift its expansion focus to tier-3 and tier-4 cities such as Yichang, Ganzhou, and Linyi. However, in practice, this strategy failed to generate the desired performance growth and instead fell into a predicament of \u201chigh costs + low returns.\u201d High-end beauty collection stores face dual challenges in lower-tier cities: first, international brands like Est\u00e9e Lauder and Armani have already penetrated through department store counters; second, local beauty chains understand consumer preferences better, offer more affordable prices, and feature familiar brands, making them more appealing to consumers. Moreover, consumption power per capita in tier-3 and tier-4 cities is limited, and foot traffic is unstable, resulting in low per-square-meter efficiency for Sephora\u2019s brick-and-mortar stores. No matter how early Sephora entered these markets, it struggles to compete with local rivals\u2019 years of trust-building and operational experience.<\/p>\n\n\n\n

More critically, Sephora failed to grasp the trend of consumption stratification in China. As Gen Z consumers integrate \u201cingredient-focused\u201d and \u201caffordable alternatives\u201d into their buying vocabulary, Sephora still relies on the brand premium of international labels. In 2024, over 80% of its product mix came from international brands, while local brands made up only 15%, mostly in the high-end segment. This \u201cobsession with premiumization\u201d has led to its near silence in the mass beauty market\u2014brands like Perfect Diary and Florasis can generate over 100 million RMB (approx. 13.75 million USD) in single-session livestream sales on Douyin (Chinese TikTok), while Sephora\u2019s private-label line, Sephora Collection, suffers from high prices and inconsistent quality.<\/p>\n\n\n\n

Factor 2: Disruptive Restructuring of the Competitive Landscape \u2014 Local Brands\u2019 Dimensional Reduction Attack<\/strong>
The rise of domestic beauty multi-brand stores has completely rewritten the rules of the game. Brands like KKV and Colorist rapidly captured market share with a strategy of \u201cextreme cost-performance + immersive experiences,\u201d achieving compound GMV growth far surpassing Sephora. These local retailers gained crushing advantages through the following strategies:<\/p>\n\n\n\n

    \n
  1. Supply chain efficiency revolution: using the \u201csmall batch, fast turnaround\u201d model, their inventory turnover is higher than Sephora\u2019s and costs are lower.<\/li>\n\n\n\n
  2. Traffic operation edge: leveraging platforms like Xiaohongshu and Douyin to plant content-based consumption ideas, with over 1 billion monthly exposures, while Sephora\u2019s online content engagement is significantly lower than local brands.<\/li>\n\n\n\n
  3. Localized product selection strategy: introducing domestic brands like Florasis and Judydoll, offering twice the SKU count of Sephora, with price bands covering the mainstream 50\u2013300 RMB (approx. 6.9\u201341.3 USD) range.<\/li>\n<\/ol>\n\n\n\n

    At the same time, domestic brands are expanding from online to offline. In 2024, Perfect Diary and Florasis each exceeded 2,000 offline store locations, using \u201cstore-in-store\u201d and \u201cpop-up shop\u201d models to directly compete with Sephora for foot traffic. What\u2019s more alarming is that local brands are building differentiated barriers through \u201cingredient innovation + emotional marketing\u201d: Winona, for example, captured the sensitive-skin niche and achieved 5 billion RMB (approx. 687.4 million USD) in annual sales. Meanwhile, Fenty Beauty, introduced by Sephora, though it brought a short-term traffic boost, saw low repurchase rates due to poor shade compatibility.<\/p>\n\n\n\n

    Factor 3: Execution Dilemma in Localization Strategy \u2014 The Gap Between Concept and Implementation<\/strong>
    Sephora\u2019s attempts at localization have remained superficial. Although it launched the \u201cProudly Made in China\u201d initiative to support brands like MAOGEPING and Marie Dalgar, these brands accounted for less than 5% of Sephora\u2019s total sales, mostly concentrated in the high-end segment, and failed to reach the mass market. Its membership system upgrades also failed to address the core issue: moves such as allowing Asia-Pacific region points-sharing for Gold Card members and raising birthday gift value to 150 RMB (approx. 20.6 USD) brought only modest improvements in repurchase rates. In contrast, domestic brands achieved repurchase rates over 80% through \u201cgroup-buying communities + private domain fission.\u201d<\/p>\n\n\n\n

    The delay in digital transformation further weakened Sephora\u2019s competitiveness. Though Sephora established an eight-channel online matrix, its online sales share remained low, while local brands saw over 70% of their revenue through online channels. Its Virtual Artist try-on tool and AI recommendation engine suffered from slow updates and poor user experience, resulting in low actual usage\u2014far behind domestic brands\u2019 AR-based try-on features. More crucially, Sephora failed to convert its private domain traffic into real purchasing power\u2014of its 4.8 million private domain users, monthly activity rates are low, whereas Perfect Diary leverages enterprise WeChat to maintain comparatively high monthly engagement.<\/p>\n\n\n\n

    \"\"<\/figure>\n\n\n\n

    [Disclaimer]<\/strong>: The above content reflects analysis of publicly available information, expert insights, and BCC research. It does not constitute investment advice. BCC is not responsible for any losses resulting from reliance on the views expressed herein. Investors should exercise caution.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Introduction: When LVMH Group\u2019s 2024 financial report r 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