Its retail strategy follows a similar pattern. The brand is now widely distributed across its own doors, department stores, Sephora, Boots, and Amazon, but the core proposition remains unchanged — a consistency Bi says is deliberate, so consumers are getting the same understanding of the products wherever they encounter the brand. Even on TikTok, where discovery is increasingly driven by novelty, the brand has leaned into explanatory content rather than trend participation, reinforcing the same positioning it established at launch.
“We don’t follow trends,” Bi says. “What we choose not to do is just as important as what we choose to do.”
What year 10 actually looks like
These brands don’t illustrate a single path forward, but a shift in what’s required to sustain one. The playbook of the past hasn’t disappeared. It just no longer works on its own.
Today, brands are operating across a far more fragmented system. Distribution now spans Amazon, TikTok Shop, physical retail, and DTC, each playing a different role in how customers discover, evaluate, and repurchase products. This has made growth less linear and far less controllable.
At the same time, the economics have changed. “Ten years ago, all investors cared about was your revenue number and your revenue growth,” says NielsenIQ’s Mayo. Now, she says, profitability and consistency matter more — a shift reflected in how deals are structured, with more minority investments and staged acquisitions rather than all-in bets.
That shift shows up most clearly in how brands are operating day to day. If the first phase of digitally native beauty was defined by expansion — more SKUs, more channels, more marketing — the second phase is about editing.
At the product level, that has meant a move away from constant newness toward a tighter focus on what already works. RMS has shifted to what chief strategy officer Sack describes as “fewer, better launches”, rebuilding around products like its primer and Hydro Powder blush that consistently sell through at retail.
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