Haidilao executive to lead “Red Pomegranate” push; Ruoyuchen buys Erno Laszlo; Moli Naibai moves into coffee

Haidilao taps frontline operator to accelerate multi‑brand push

Haidilao (海底捞) has appointed veteran operator Yang Lijuan to take charge of its “Red Pomegranate” (红石榴) initiative, the company announced after she resigned as CEO and executive director of Tehai International. Yang is a classic Haidilao product — risen from frontline service to lead major operational transformations, including the 2021 “Woodpecker Plan” (啄木鸟计划). The Red Pomegranate programme, launched in August 2024, has already produced 20 dining concepts and 207 restaurants by the end of 2025. Why the move now? Haidilao is doubling down on building a multi‑brand ecosystem to capture broader foodservice demand beyond its flagship hotpot business.

E‑commerce operator buys a century‑old skincare name

Guangzhou Ruoyuchen Technology Co., trading as Ruoyuchen (若羽臣), said it will acquire high‑end skincare brand Erno Laszlo (奥伦纳素) from CITIC Capital for roughly ¥299 million. The deal gives Ruoyuchen 100% of the storied American brand, founded in 1927 by Hungarian dermatologist Dr. Erno Laszlo — credited historically with early pH‑balance and “double‑cleanse” ideas and known for products such as its mask and eye patches. Ruoyuchen frames the acquisition as a strategic move to broaden its brand portfolio, reduce dependence on a single marquee client, and pursue an “overseas brand + global operations” growth model to seize structural gains in the premium skincare market.

Moli Naibai reportedly enters coffee; what it signals for beverage players

It has been reported that Moli Naibai (茉莉奶白), a domestic beverage brand, has launched its first coffee product line, marking a deliberate move into a crowded and fast‑growing segment dominated by both local chains and international names. The shift follows a wider pattern in China’s consumer sector: beverage and snack brands extending into adjacent categories to enlarge basket size and lock in more daily consumption occasions. Will niche brands succeed where national chains and specialty cafés compete on experience and supply chains? Execution will matter — from product formulation and sourcing to channel partnerships and store‑level visibility.

These three moves — a veteran operator steering Haidilao’s diversification, an e‑commerce services firm buying a heritage Western beauty brand, and a domestic beverage label entering coffee — underline a clear theme: Chinese consumer firms are actively reshaping portfolios and capabilities to chase higher‑margin, repeat‑purchase categories. Against a backdrop of geopolitical friction and tighter cross‑border scrutiny, acquisitions of overseas brands and rapid product expansion are both growth plays and hedges against concentration risk. Investors and rivals will be watching whether these bets translate into sustainable margins or simply more noise in already competitive markets.