Two-Day Event to be Held on 4-5 November. Bringing Together Global Investors and Entrepreneurs to Explore New Frontiers in Agentic AI, One-Person Companies (OPCs), and Hong Kong’s Role as an International Innovation, Funding, and Technology Hub
Updated
October 30, 2026 9:22 PM
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Hong Kong, 26 October 2026 – As the global venture capital market evolves amid economic shifts, investment flows are increasingly concentrated, particularly in artificial intelligence (AI), which continues to drive significant momentum. The annual flagship event, Cyberport Venture & Capital Forum (CVCF), will take place on 4-5 November 2026 at Cyberport. Themed “Scaling in a Changing World: Winning the Next Competitive Cycle”, this year’s CVCF will unite influential global investors and entrepreneurs to explore key themes including Enterprise and Agentic AI, One-Person Companies (OPCs), frontier technologies, and spotlight Hong Kong's unique position as a strategic gateway connecting Chinese Mainland, ASEAN, the Middle East, global innovation and funding networks. The forum aims to empower start-ups and investors to break through financing and market expansion barriers, seizing new market opportunities.
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Dr Rocky Cheng, CEO of Cyberport, said, “As global innovation and capital markets undergo accelerated reshaping, AI, data technology, and emerging industries have become crucial engines driving economic growth. CVCF is dedicated to building a bridge between innovation and capital. This year’s forum focuses on new trends such as AI, digital assets, and One-Person Companies (OPCs), exploring emerging market opportunities and global expansion strategies. It decodes how enterprises can drive scalable growth with speed and resilience in a rapidly changing market. Through our investor matching activities, we aim to facilitate the commercialisation of innovations and cross-regional collaboration. Cyberport will continue to leverage its role as Hong Kong’s digital tech flagship and AI accelerator to foster a thriving I&T ecosystem and inject new momentum into building Hong Kong as an international innovation and technology hub.”
Cyberport’s start-ups have demonstrated robust fundraising performance over the past year. With 481 companies joining the community during this period, Cyberport start-ups have raised over HK$74.5 billion in funding. During the year, 19 Cyberport companies successfully listed, alongside the addition of 2 new unicorns. Recent high-value fundraising rounds include Finloop, Qupital, Premialab, and Buy&Ship, many of which leverage AI, blockchain, and digital assets - reflecting sustained market confidence in these emerging technologies and underscoring Cyberport's success in fostering their development.
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Hendrick Sin, Chairman of Cyberport Investors Network (CIN) Steering Group; Co-Founder of CMGE Technology Group Limited; Chairman of China Prosperity Capital, said, “Cyberport Investors Network (CIN) has come to its 9th anniversary this year, and our network of over 240 global investors has successfully facilitated more than HK$6 billion across over 133 project matchings, representing an increase of over 19 projects compared to last year. Simultaneously, the Cyberport Macro Fund (CMF), alongside co-investments, has directed HK$2.7 billion into high-potential ventures, with a co-investment ratio of 1:9:3., reflecting strong investor confidence in Cyberport companies. Through dedicated initiatives and our targeted investor matching sessions, CVCF continues to bridge high-growth ventures with institutional co-investment partners, public-private funds and foster collaboration across government, industry, academia, research, investment, and users, propelling enterprise scale across regional corridors.”
As Hong Kong’s digital tech hub, AI accelerator and key incubator, Cyberport leverages the Cyberport Investors Network (CIN) to attract influential investment units from around the world to connect with high-potential Cyberport enterprises to accelerate their development. Since its inception in 2017, the total investments facilitated by CIN have reached over HK$6 billion across a cumulative total of 133 project matchings. CIN’s investment units have surpassed 240, with 15% from the Greater Bay Area and 14% from the Asia-Pacific region, alongside continuous expansion into the Middle East and ASEAN, successfully aggregating global venture capital.
Another key financing channel, Cyberport Macro Fund (CMF), continues to invest in high-potential start-ups while enhancing their fundraising capabilities. As of September 2026, CMF has invested in 30 start-up projects, with the total investment, including co-investments, exceeding HK$2.7 billion, with a co-investment ratio of 1:9.3 — meaning every HK$1 invested by Cyberport attracts an additional HK$9.3 in co-investment. Further augmenting ecosystem liquidity, Cyberport, BOCHK Asset Management, and BOC Group Investment have formed a strategic partnership in May 2026 around a completed venture capital fund to back promising Hong Kong I&T start-ups. This demonstrates Cyberport’s sustained ability to attract and secure capital in a challenging environment.
Cyberport companies have recently achieved remarkable success across venture capital fundraising, advanced technology commercialisation, and international market expansion. Among them, leading Cyberport community members, including global Web5 wealth technology platform Finloop, independent fintech and data analytics platform Premialab, and cross-border fintech platform Qupital, shared their insights on navigating capital cycles, deploying next-generation financial architectures, and scaling from Hong Kong into regional and global markets.
Zhao Yang, Deputy CEO of Finloop, said, “While originating from an established corporate background, we strategically chose Cyberport as the ideal launchpad to spin off our project and scale our vision. Cyberport has been an indispensable catalyst for Finloop’s growth as we develop our AI-driven, one-stop Web5 wealth technology and RWA issuance platform, delivering AI-native liquidity solutions to institutions and SMEs. Beyond providing a vibrant community of innovators, Cyberport’s dynamic ecosystem provides an invaluable springboard for us with leading commercial banks, brokerages, and External Asset Managers (EAMs) across Hong Kong and Singapore, accelerating our mission to build compliant and institutional-grade infrastructure that unlocks new liquidity and value flows across the region.”
Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab, emphasized the growing importance of advanced data analytics in multi-asset investing, “In an increasingly complex and volatile market environment, institutional investors need greater transparency and sophisticated analytics to construct resilient portfolios, benchmark systematic investment strategies, and manage risk. Hong Kong’s unique position as a global financial hub, combined with its exceptional talent pool and Cyberport’s extensive ecosystem, provides an ideal environment for fintech companies to innovate, expand internationally, and scale their businesses.”
Winston Wong, Co-Founder and CEO of Qupital, discussed their milestone achievements in digital economy lending and underscored Cyberport’s long-standing backing throughout their journey, “Cyberport has played an integral role throughout Qupital’s journey from a homegrown startup to a profitable Series C fintech company. Under the support of Cyberport’s investor networks and platforms, we are proud to have become the first platform in Asia to securitise e-commerce merchant loans while sustaining industry-leading credit performance and profitability. Our journey truly reflects how Cyberport empowers homegrown fintech pioneers to scale sustainable cross-border supply chain financing across the Greater Bay Area and global markets.”
Cyberport Venture & Capital Forum 2026 will feature opening remarks by Lillian Cheong, Acting Secretary for Innovation, Technology and Industry, and bring together venture capital leaders, including representatives from Taara, Gobi Partners, Alumni Ventures, Rasmal Ventures, Primavera Capital, Draper Dragon, Pegasus Tech Ventures, Plug & Play and more to discuss the latest technology and market focus:
CVCF 2026 will continue to feature the popular “Investor Matching” session, offering face-to-face and online interactions to pair investors with start-ups based on their technological focus and investment preferences, enhancing collaboration efficiency. Additional highlights include over 80 physical showcase booths, funder power pitches, start-up clinic & workshop, providing attendees with practical insights and strategic advice. Memorandum of Understanding (MoU) signing ceremonies between Cyberport and international partners including Gobi Partners and Thailand’s National Innovation Agency (NIA) will also be held on the day.
The Agentic Economy Summit, a key highlight of the forum, will feature a keynote speech from Mr Joseph CHAN, JP, Under Secretary for Financial Services and the Treasury, bringing together AI pioneers, regulators, and financial giants to examine how digital identity, institutional tokenisation, HKD stablecoin issuance, programmable payments and machine-to-machine commerce are building the financial rails of the future. Featured speakers will also include representatives from HashKey, Cobo, Unlimit, Anchorpoint, UBS, Monk’s Hill Ventures, and more. The summit will also be exploring the emerging phenomenon of One-Person Companies (OPCs), highlighting how AI agents enable lean entrepreneurial ventures to achieve unprecedented operational scale.
As Cyberport’s flagship venture capital event, CVCF connects investors and entrepreneurs in the global digital technology. In 2025, the hybrid event attracted over 2,700 participants, achieved more than 180,000 views and facilitated more than 500 deal flows, fostering partnerships and investment opportunities. For more details, please visit the website: http://cvcf.cyberport.hk/.
The annual flagship event, Cyberport Venture Capital Forum (CVCF) 2026, will take place on 4-5 November 2026 at Cyberport. Themed “Scaling in a Changing World: Winning the Next Competitive Cycle”, this year’s CVCF will unite influential global investors and entrepreneurs to explore key themes include Enterprise AI, One-Person Companies (OPCs), frontier technologies, and spotlight Hong Kong's unique position as a strategic gateway connecting Chinese Mainland, ASEAN, the Middle East, global innovation and funding networks. The forum aims to empower start-ups and investors to break through financing and market expansion barriers, seizing new market opportunities. Dr Rocky Cheng, CEO of Cyberport (third right), Hendrick Sin, Chairman of Cyberport Investors Network (CIN) Steering Group (third left); Ir Eric Chan, Chief Public Mission Officer of Cyberport (second right), and Cyberport community members, Zhao Yang, Deputy CEO of Finloop (second left), Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab (first right), and Winston Wong, Co-Founder and CEO of Qupital (first left), attended the media briefing.
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Ir Eric Chan, Chief Public Mission Officer of Cyberport introduced the speakers and highlights of the two-day Cyberport Venture Capital Forum 2025, as well as the Web3.0 Innovation Expo.
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Ir Eric Chan, Chief Public Mission Officer of Cyberport (first left) and Cyberport community members, Zhao Yang, Deputy CEO of Finloop (second left), Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab (second right), and Winston Wong, Co-Founder and CEO of Qupital (first right), shared investment insights and experiences in facilitating fundraising during the discussion session.
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From driving social change to making luxury affordable — Lessons from The Body Shop India
Updated
January 30, 2026 11:43 AM
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The Body Shop's storefront. PHOTO: ADOBE STOCK
The Body Shop, known worldwide for its ethical values and cruelty-free beauty products, has had very different results in two of its major markets. In the United States, challenges such as shifting retail trends and tougher competition led to the closure of most physical stores in early 2024. Meanwhile, in India, The Body Shop has risen to become one of its top five global markets. After reaching customers in more than 1,500 Indian cities through its omnichannel network, the company now plans to double its 200-store footprint over the next three to five years.
So what did The Body Shop do in India that proved harder to pull off in the U.S.? Below, we break down why The Body Shop struggled in the U.S., what’s driving The Body Shop India’s growth and what startup founders can learn from the contrast.
In March 2024, The Body Shop’s U.S. unit filed for Chapter 7 bankruptcy and stopped operating its roughly 50 stores. That move effectively ended its brick-and-mortar presence in the country.
A big part of the story is that the U.S. beauty market moved faster than The Body Shop did. Prestige beauty kept growing, and shoppers increasingly gravitated to retailers and brands that feel current and have a strong online presence. Paul Dodd, Chief Innovation Officer at e-commerce fulfilment partner Huboo, have pointed to The Body Shop’s slow approach to digital growth as a major factor behind its decline. With U.S. prestige beauty sales reaching about US$33.9 billion in 2024 and growing at 7% year over year, the demand is clearly there. The brands that stand out and get rewarded were the ones that matched how people now discover products and buy them.
The company also leaned too heavily on stores at a time when stores were getting harder to run. When foot traffic drops and rents rise, the pressure shows up quickly. Shoppers also had more places to go, including Sephora, Ulta, Amazon and direct-to-consumer sites. A similar pattern played out in Canada, where restructuring included store closures and halted e-commerce. It was another sign that North America had become an operational headache, not just a marketing challenge.
Then there’s the branding issue: its “ethical pioneer” position simply stopped being a moat in the U.S. market. Today, cruelty-free and vegan claims are now table stakes across many newer brands, and “clean beauty” messaging is everywhere. “Initially, the purpose-driven brand was revolutionary, so much so that competitors like Drunk Elephant have adopted a similar ethos,” says Dan Hocking, Chief Operating Officer at advertising agency TroubleMaker. “It was a concept that rightly earned success in the 80s and 90s, but The Body Shop didn’t adapt to changing consumer habits and preferences”. Meanwhile, competitors like Lush have kept people talking through stronger creator/influencer marketing, faster product cycles and more immersive in-store experiences.
Internal disruption likely made the turnaround even harder. Reporting on the U.S. bankruptcy points to instability, including the U.S. unit saying it did not have advance notice of decisions tied to the U.K. parent’s restructuring. When leadership decisions land without warning, it becomes harder to plan inventory, fund marketing and commit to a clear digital roadmap.
1. Expansion into tier 2 and 3 cities
For years, India’s beauty industry focused mainly on metropolitan cities. Today, however, increasing internet penetration, rising disposable incomes, exposure to global beauty trends and an appetite for ethical, sustainable brands have fuelled demand in smaller towns. That tailwind matters because India’s beauty and personal care market is expected to reach a gross merchandise value (GMV) of US$30 billion by 2027 and is projected to grow at roughly an 10% CAGR. There’s plenty of room for both premium and “affordable luxury” players that can meet consumer where they are.
The Body Shop has leaned into this shift. Harmeet Singh, Chief Brand Officer of The Body Shop Asia South, has said the brand is expanding into Tier 2 and Tier 3 cities with a focus on central and Northeast India. Reports also point to a clear advantage here: more than 200 stores across dozens of cities, plus online reach into over 1,500 cities. That foundation makes non-metro expansion feel like the next move, not a risky leap.
2. Omni-channel retail strategy for beauty shoppers
Unlike its U.S. front, The Body Shop India has put effort into digital and distribution. Besides its own online store, customers can find the brand on big beauty and retail platforms like Nykaa, Amazon, Flipkart, Tatacliq and Myntra. It has also built more direct routes to purchase through WhatsApp, social commerce, expert chats and live video consultations. For even faster access, it’s on quick-commerce apps like Blinkit and Swiggy.
This strategy is already showing up in the numbers. Nearly 30% of The Body Shop India’s business came from digital channels as of June 2025. Rahul Shanker, Chief Executive of The Body Shop India, has said the brand wants to lift online revenue to 45–50% of total sales by 2030.
This approach lines up with what’s happening in the market. NielsenIQ data found beauty e-commerce and quick-commerce sales in India rose 39% in value between June and November 2024, with offline growth over the same period being just 3%. The logic is simple: if the market is moving online, you want to be easy to buy online.
3. Inclusivity, accessibility and social impact
The Body Shop’s people-first approach shows up not just in its marketing, but in how it runs the business day to day. Inside the company, it has pushed gender sensitivity across teams. Out of 600 employees, it has 10 staff members who are part of the LGBTQA+ spectrum.
In stores, the brand has worked on improving accessibility. In 2024, The Body Shop India launched a Braille initiative for visually impaired customers. The programme introduced Braille category callouts in select locations so shoppers can navigate more independently.
On the sustainability side, the brand ties its message to its supply chain. An example is its long-term partnership with Plastics for Change, a Bengaluru-based social enterprise, to source “Community Fair Trade” recycled plastic for packaging. The collaboration has resulted in more predictable income, safer work and better access to social services and housing and education projects for the waste picker communities, which often include marginalized groups and women.
The same intent can also be seen in its physical retail. The Body Shop India has been converting stores into its “Activist Workshop” format, where everything is made from recycled materials, including store fixtures and interiors. By mid-2024, it had around 20 Activist Workshop stores in India.
4. Pricing that fits the Indian beauty market
In April 2025, The Body Shop India launched its “More Love for Less” campaign to make products more accessible. Through the campaign, the company lowered the prices of more than 60 best-sellers by 28–30%. The goal was to remove a clear barrier for many shoppers while maintaining the same quality.
The company has also positioned this as a pricing reset, not a short-term discount push. It’s meant to widen the funnel, especially among younger consumers aged 18–25, where price has been a major hurdle. That matters even more as the brand expands deeper into Tier 2 and Tier 3 cities, where value is often front and centre.
5. Local marketing that feels made for India
The Body Shop India has leaned into localized marketing in a way that feels specific, not generic. In late 2024, it launched “The India Edit”, a collection inspired by native ingredients like lotus, hibiscus, pomegranate and black grape. The tagline, “Only in India, for You,” makes the intent clear: India is not a copy-paste market. This approach matters because India is one of the most competitive beauty battlegrounds right now, with ongoing entry from global beauty brands. When everyone is fighting for attention, local storytelling helps The Body Shop stand out and feel closer to the customer.
The Body Shop’s story in the U.S. and India shows how differently a global beauty brand can perform depending on local strategy. In the U.S., it ran into a tough mix of fast-changing consumer habits, heavy competition and a liquidation process that left little room to rebuild. In India, the brand is riding big tailwinds in beauty retail growth, plus the shift to e-commerce and quick commerce. It has also put real effort into localization, pricing and omnichannel distribution.
If you’re trying to scale a consumer brand, there’s a clear takeaway here. Understand how your market shops, build strong digital distribution and make the brand feel local. The Body Shop India’s playbook is a useful example of how to do it.