FIMAN Partners with CNHIA and Chaos Business School to Launch the “2025 Primal Force Operator Program”

As the medical aesthetics industry transitions from a period of high-speed growth to a new stage of steady development, its upstream and downstream sectors face numerous challenges and difficulties on the path to long-term growth: increasingly fierce market competition, a proliferation of homogenized projects, an urgent need to rebuild consumer trust, and tightening policy and regulations. These factors have significantly increased the pressure on the entire industry. More and more people are beginning to realize that the real competition is about who can best uphold the “essence of medicine” and who can build a “logic for sustainable growth.”

Against this backdrop, we deeply understand that only by continuously empowering our partner institutions at the brand level and advancing hand in hand with them can we break the deadlock and achieve the healthy development of the industry. This July-August, the “2025 Primal Force Operator Program,” jointly created by FIMAN, the China Non-Governmental Medical Institutions Association (CNHIA), and Chaos Business School, was launched in response to the times. This is an upgraded and iterated version following the successful launch of the first program last year. Through methods like deconstructing the benchmark case study of Pang Dong Lai, a “retail myth,” and empowering participants with business thinking courses, the program aims to help partner institutions optimize their cost structures, rebuild industry trust, and construct a business model centered on user value, working together to build a standardized, healthy, and sustainable medical aesthetics ecosystem.

From Traffic Mentality to Symbiotic Thinking:
Promoting the Standardized and Sustainable Development of the Industry

Hao Deming, Executive Vice President and Secretary-General of the China Non-Governmental Medical Institutions Association, stated that the Chinese medical aesthetics industry is currently at a critical juncture where policy empowerment and a global vision converge. The number of non-public medical institutions continues to grow, with market vitality and policy dividends resonating. He analyzed the advantages and experiences of international medical aesthetics markets in the US, Europe, Japan, and South Korea, pointing out that while China leads in market size, there is still room for improvement in areas such as high-end domestic production and refined management. He emphasized promoting the industry’s transformation from scale expansion to quality victory through learning from benchmark cases and called on practitioners to benchmark against global standards while deeply cultivating the local market to jointly build a standardized and trustworthy new medical aesthetics ecosystem.


Chen Xinwei, General Manager of FIMAN, summarized the strategic evolution of the “Primal Force Operator Program” from its first session to this year’s. The past program was product-centric, focusing on scale expansion and one-way value transfer, aiming to break through the growth limit of the first curve and find a second growth curve by delivering product and service value to consumers. This year’s program, however, has shifted to be customer and value-oriented, promoting a transformation from “selling products” to “managing users.” By visiting Pang Dong Lai to learn their service philosophy of “professionalism, sincerity, and altruism,” combined with business thinking courses from Chaos Business School on topics like “organizational evolution,” “growth flywheel,” and “user value,” the program helps medical aesthetics institutions break free from traditional frameworks and build a new ecosystem for high-quality, sustainable development based on trust and extreme service, achieving a profound shift from being driven by scale to being driven by value.

Returning to the Essence of Medicine:
Building a New Healthy Aesthetics Ecosystem with a “Chronic Disease Management” Mindset

Zhao Qing, Deputy General Manager of FIMAN, shared that the medical aesthetics industry is on a golden track. With the trend shifting from the “look-good economy” to “healthy aesthetics,” medical aesthetics is changing from an “optional consumption” to an “investment in quality of life.” However, the industry must still return to the essence of medicine, building an ecosystem with a “chronic disease management” mindset and a long-term philosophy. She advocated for institutions to shift from “project promotion” to “healthy skin profile” management, establishing a full-cycle chronic disease management system of “detection-intervention-tracking.”

Having deeply cultivated the collagen field for over 20 years, FIMAN, on the foundation of crafting great-nation quality collagen with ingenuity, has achieved full-chain quality control from raw materials to finished products. In the future, it will “co-develop technology, co-build the ecosystem, and share value” with its partners to navigate cycles and promote the growth of healthy aesthetics value.


Enhancing consumers’ correct understanding of healthy aesthetics is also an indispensable part of building this new ecosystem. Zhao Qing cited this year’s collagen IP-building campaign on Xiaohongshu, created in collaboration with medical aesthetics institutions, as an example. It increased consumer recognition of FILLDERM collagen while effectively linking partner institutions with C-end consumers, achieving a shared increase in brand heat and institutional traffic, and gaining leading market share in the collagen track.


njecting “Primal Force” into the Helmsmen of Medical Aesthetics

The birth of the “Primal Force Operator Program” stems from our deep reflection on the industry: the future of medical aesthetics institutions lies not in “following trends and imitating,” but in “returning to the essence”; not in “single-point breakthroughs,” but in “systematic reconstruction.”


During the program, participants visited Pang Dong Lai to personally experience its service philosophy of “professionalism, sincerity, and altruism,” gaining a profound understanding of the true meaning that “service is the product.” Mentors from Chaos Business School delivered brilliant sharing on topics such as “organizational evolution,” “growth flywheel,” and “user value,” helping participants break free from traditional thinking frameworks and re-examine the positioning and value of their anti-aging business. Furthermore, through group discussion sessions, participants engaged in intense discussions on practical issues like “customer retention” and “differentiated competition,” forming preliminary solutions under the guidance of mentors. This achieved co-creative growth from “me” to “we,” not only broadening their horizons but also establishing deep industry networks.

From Cognitive Awakening to a Value Closed-Loop of Actionable Implementation

At the conclusion of the program, several heads of institutions shared their learning insights, their words filled with a firm belief in the future and a profound understanding of the essence of business.

“The medical aesthetics industry is moving from barbaric growth to standardized maturity. Through the ‘Primal Force Operator Program,’ we have learned systematic methodologies, drawn lessons from the experiences of outstanding peers, and strengthened our communication with each other, gradually dispelling the industry fog and seeing a ‘ray of light’ forward.”

— Zhang Zhenshan, General Manager of Beijing Mylike Medical Aesthetic Hospital

“The core of future competition in the medical aesthetics industry lies in solving pain points centered around customer needs and feelings. Only by being customer-centric can we achieve high satisfaction and repurchase rates, winning long-term development.”

— He Wei, Chairman of Beauty Forever Medical Group

“The medical aesthetics industry is gradually moving from extensive early-stage development to refined operations. Institutions should return to the essence of medicine, providing transparent information and professional consultations before treatment, while also creating long-term beauty and anti-aging plans for customers.”

— Yang Qingyun, Deputy General Manager of Tongquetai Medical Aesthetic Group & General Manager of Yunnan Tongquetai

“We have already begun to implement tiered operations for our existing customers, deeply analyzing the core drivers for old customers bringing in new ones, and abandoning ‘one-size-fits-all’ uniform policies.”

— Wu Minmin, Founder of Beijing Xinxingliang Medical Aesthetic Clinic

“The ‘Primal Force Operator Program’ is different from any course I’ve taken before. It focuses on the specific problems and solutions of the medical aesthetics industry, allowing outstanding operators from different companies to have in-depth exchanges and discussions. This has helped me understand my own company better and see infinite possibilities.”

— Liu Sisi, Founder of Xinglianlian Medical Aesthetic Group

“This course provided us with a modern enterprise perspective to re-examine the medical aesthetics industry, enabling institution operators to break free from traditional frameworks and gain insight into the market with a more systematic and forward-thinking mindset. We must not only master our techniques but also build a service system that is warm and sticky.”

— Gao Shang, General Manager of Luoyang Dr. Mao Medical Aesthetic Co., Ltd.

“This learning experience brought intense intellectual collisions and led to a cognitive upgrade for me. From the successful cases of small shops growing into chains and expanding from regional to national, I learned how to make strategic shifts in thinking, which has extremely strong guiding significance for our future development path planning.”

— Dai Wenjing, General Manager of Shanghai Xinmei Medical Aesthetic Clinic

“As the overall person in charge of an institution, the phrase ‘make the difficult but right choice’ deeply resonated with me. It made me understand that true growth often comes from challenging but directionally correct paths. Even if the process is difficult, as long as the direction is right, it is worthy of our all-out effort and serious treatment.”

— Song Meng, General Manager of COCOAEST Medical Aesthetic Clinic

This is a “Cognitive Revolution” and an “Action Call”

Although the “2025 Primal Force Operator Program” has concluded, the journey of growth for medical aesthetics professionals has just begun. Only by merging our dreams can we join forces to conquer the world. In the future, FIMAN will continue to join hands with CNHIA and Chaos Business School to build empowering platforms, helping medical aesthetics institutions break through bottlenecks and achieve growth. We look forward to standing shoulder to shoulder with more industry colleagues who have ideals and a sense of responsibility to jointly promote the healthy and standardized development of the medical aesthetics industry.