Author(s)

Lai Xiaoqing ¹, He Huimin ¹, Huang Qing ¹, Wang Bing ¹

Affiliation(s)

¹ Guangdong University of Science and Technology, Dongguan, China

Corresponding Author

Lai Xiaoqing

ABSTRACT

In the context of the digital economy, beauty e-commerce is grappling with the diminishing dividends of online traffic, escalating customer acquisition costs in public domains, and intensifying homogeneous competition, while simultaneously facing the growing demand for personalization and participation from Generation Z. Currently, the industry's private domain operations are mired in the superficiality of traffic harvesting, with customization services often reduced to symbolic gestures like engraving or color selection. Moreover, the data between these two areas remains fragmented, leading to insufficient synergy. Compounded by issues such as misaligned organizational structures and unactivated user willingness, the industry struggles to meet market demands. This study proposes an integrated innovation model that combines "private domain + customization." By constructing a tiered and refined private domain operation system and developing gradient-based, in-depth customization services—supported by AR, AI technologies, and flexible supply chains—a synergistic closed loop of " Data Accumulation—demand identification—product co-creation—Content Recirculation" is formed. This model transforms consumers into co-creators, effectively activating their psychological ownership, enhancing user value and brand loyalty, and facilitating the beauty e-commerce industry's transition from traffic-driven to user-value-driven growth. It provides theoretical and practical references for the industry to break through the challenges of competing in a saturated market.

KEYWORDS

Beauty E-commerce; Private Domain Operation; Customization Services; User-Value-Driven

CITE THIS PAPER

Lai Xiaoqing, He Huimin, Huang Qing, Wang Bing. Research on the Innovation Model of Beauty E-commerce Based on Private Domain Operation and Customization. Accounting and Corporate Management (2026). Vol. 8, No. 1, 34-41. DOI: http://dx.doi.org/10.23977/acccm.2026.080105.

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