Tag: beauty

  • Farfetch poised to top $1 Billion in gross merchandise value

    Farfetch poised to top $1 Billion in gross merchandise value

    Online luxury group Farfetch said gross merchandise value through its site surged 53% in the third quarter to $310 million, resulting in revenues for the British company to total $132.32 million. The London-based marketplace upgraded its outlook for future growth saying it expects value merchandise revenues to be higher than the company’s previous estimates in the fourth quarter.

    For the three months to September 30, adjusted earnings before income, taxes, depreciation and amortisation registered a $32.3 million loss, meaning the company is yet to hit profitability.

    At the same time, the company reported 1.2 million active customers in the third quarter, up 42 percent.

    Average spending per order fell to $585, from $605 a year earlier, said the company, on the back of a stronger dollar and a free-shipping promotion.

    The results follow Farfetch’s IPO in September, which saw shares soar above $30 in the days after its debut, a more than 50% gain on the initial offer price.

    Farfetch has proven a popular choice for global luxury brands and retailers, as more and more houses continue to sign on to sell through the site.

    Most recently, new additions include Moschino, Victoria Beckham and Tory Burch, as well as streetwear offerings such as Stadium Goods, which sits inside the hub devoted to sneakers.

    Farfetch has also started selling jewellery and added its first department store to its portfolio, Harvey Nichols.

    Looking ahead, Farfetch raised its outlook for fourth-quarter sales on its marketplace, to be between $435 million and $445 million.

    Currently, Farfetch’s marketplace offers luxury products from over 1,000 vendors across 48 countries.

  • Apple store to sell wearable skincare product

    Apple store to sell wearable skincare product

    Apple is now selling L’Oreal’s newest tool called the My Skin Track UV, made by the La Roche-Posay brand. The company first unveiled this product at the 2018 Consumer Electronics Show in January 2018 and it is now ready for consumers.

    This is the first time that Apple is venturing into the world of beauty and skincare in its store.

    My Skin Track UV is a small wearable device to attach on the customer’s clothes to measures their individual exposure to UVA and UVB rays; a companion app tracks their exposure to pollution, pollen, and humidity.

    The device is cleverly designed to be battery free–its sensor is activated by the sun, and is then powered by the user’s smartphone using near field communication.

    The product was designed in collaboration with Yves Behar, and relied on research gathered by Northwestern University’s John Rogers, who has developed a range of stretchable electronic devices.

    It is designed to motivate wearers to engage in safer outdoor behavior.

    While most people are aware about the sun’s impact on the skin, this knowledge often doesn’t actually prompt them to change their behavior.

    L’Oreal’s research found that when consumers had regular, accurate updates about their sun exposure, 34% applied sunscreen more often, and 37% sought shade more frequently

  • Emart’s No Brand to open first overseas store

    Emart’s No Brand to open first overseas store

    Emart is taking its No Brand line to the Philippines, the first overseas expansion for the label. The chain announced Monday that it signed a franchise agreement with Robinsons Retail, the No. 2 retail company in the Philippines, to roll out No Brand and Scentence in the country. Both are Emart in-house lines.

    “Under the deal, 50 No Brand and 50 Scentence stores will be established in main shopping malls and department stores at the Philippines by 2020,” Emart said in a statement.

    Robinsons will be in charge of store operations, while Emart will be paid a licensing fee and profit from the export of products to the stores.

    No Brand is an Emart label that sells daily necessities and some food items. Around 70 percent of No Brand goods are manufactured by local small enterprises. Although it was started as an in-house line, No Brand has been so successful that stand-alone stores have been opened.

    Emart has established stores overseas, but this is the first time No Brand has been taken abroad. With partner Robinsons, the local retailer plans to co-develop No Brand products for the Philippine market and possibly export them for sale at Emart stores in Vietnam and Mongolia.

    For Scentence, Emart’s in-house beauty brand, the Philippine project is the brand’s second overseas move. It opened in Saudi Arabia in July. Emart says it plans to develop Scentence beauty products that fit well with the climate of the Philippines.

    No Brand and Scentence are both part of Shinsegae Vice President Chung Yong-jin’s strategy to develop “specialized stores” that focus on a particular product category instead of selling a little of everything as is done in discount chains.

    The discount chain market is saturated in Korea and is facing mounting regulations.

    “The deal to launch No Brand and Scentence in the Philippines is meaningful to us in that it diversifies our global portfolio for specialized stores,” said Lee Joo-ho, who heads Emart’s global business.

  • Korean cosmetics firms suffer losses in Q3

    Korean cosmetics firms suffer losses in Q3

    Korea’s mid-sized cosmetics companies suffered losses in the third quarter of this year as they struggled to reorganize their business structures in the face of tough competition at home, industry sources said Sunday. Able C&C, which operates budget cosmetics brand Missha, swung into the red in the July-September period, posting a net loss of 9.4 billion won ($8.3 million), it said.

    Its sales dropped 12.1 percent to 73.1 billion won and operating income swung to a loss of 13.2 billion won. The company said fierce competition in the country’s cosmetics industry, combined with its heavy investment in research and development of new products, led to the poor earnings results.

    Tonymoly reported a net loss of 3.5 billion won, with 800 million won in operating losses on a consolidated basis during the cited period, according to the company.

    Korea’s mid-sized beauty firms’ profitability deteriorated following a diplomatic row between Seoul and Beijing last year, which led to a sharp drop in the number of tourists coming to Korea. Industry watchers said the expansion of online and duty-free channels has hurt the mid-sized companies, which rely heavily on offline stores. Last month, Skinfood was placed under a Seoul court’s receivership after the company said that it is having temporary difficulty securing liquidity due to excessive debt.

    “We are making efforts to improve our profitability and strengthen our online business,” an official from Nature Republic said.

    Nature Republic reduced the number of its stores to 680 by the first half of this year from 770 in 2015. The company reported 58.8 billion won in sales and 300 million won in operating income in the third quarter of this year.

  • Why you should adopt more diverse influencers?

    Why you should adopt more diverse influencers?

    Diversity, or lack thereof, is at the forefront of fashion industry discussions, with runways and advertising campaigns constantly—and rightly—scrutinised. Less has been said about diversity among prominent influencers, the new drivers of sales who are celebrated for their authenticity and ability to connect with customers.

    Thin, light-skinned women aren’t the only clothing shoppers, so why are so many of them the go-to for brands as they put together campaigns?

    Now several influencers, and a handful of talent agencies that represent them, are leading the charge to shake up the staid and stale landscape.

    They’re creating their own campaigns to highlight opportunities and content possibilities—along with #YouBelongNow, there are the hashtags #SupersizeTheLook and #ChicAtAnyAge — putting together initiatives to encourage and celebrate new voices in a greater range of ethnicities, sizes, and ages.

    The problem, many say, stems from the fact that the people organising the campaigns are not thinking about diversity when it comes to casting. It’s a continuation of the narrow view of beauty historically depicted in advertising, contends Jennifer Jean-Pierre Maull, a Haitian-American blogger and photographer from Washington, D.C with almost 16,000 followers on Instagram. “We need to change what we consider beautiful, we need to change what we consider marketable,” she said.

    Consider trendy online retailer Revolve: known for its influencer trips to far-flung corners of the globe, documented glamorously and exhaustively for its 2.6 million Instagram followers.

    Last January, as its squad took to the beach in Thailand, the attention turned from glowing to heated over the lack of diversity in its ranks. A shot of more than a dozen light-skinned swimsuit-clad slender women garnered more than 700 comments. A commenter tagged the picture #RevolveSoWhite.

    Revolve, which recently filed for an IPO and generated sales of $400 million last year, has never been a brand to highlight diversity, but whether or not that has had an effect on its sales is unclear.

    Revolve’s earned media value (EMV) dropped during the controversy to the brand’s lowest for the year, at $83.8 million. That cannot be solely attributed to the controversy, however, but “to the natural ebb and flow of events and campaigns.” And the dip was temporary: Revolve’s EMV bounced back to more than $140 million in each of the subsequent two quarters.

    In the firestorm, Valerie Eguavoen saw an opportunity.

    As the moment drew headlines, the North Carolina-based blogger and social justice advocate seized the chance to launch a new Instagram handle, @YouBelongNow, designed to celebrate people of all ethnicities, religions, sexualities and clothing sizes.

    “There are so many women who I could have seen on that trip, who belong in this space,” she said. “We have to get rid of this narrative that we don’t exist or it’s hard to find us.”

    Jean-Pierre Maull has kept tabs on what talent agencies she booked gigs with and which ones she hasn’t. In the latter camp was Fohr, based in New York and co-founded by James Nord. Over the summer, Nord addressed the Revolve controversy in a YouTube video, calling the retailer out for its practices while also suggesting it could be intimidating for brands to reach out to new influencers. Jean-Pierre Maull penned her response in a lengthy blog post. “Our POC (people of colour) community is not an alien force,” she wrote. “It is not hard to send a POC blogger the same pitch email that you send to others.”

    She emailed Nord, requesting to talk with him, one of many ongoing discussions Nord has had in recent months. “I leaned on this group of amazing women who did call me out,” he said.

    “Sometimes we just need to open up the conversation instead of just being angry,” Jean-Pierre Maull said. “Those in power must be self aware enough to see where they may be lacking or not doing enough.”

    One result of the chats Nord has had is a new mentoring program, called Freshman Class, to promote underrepresented influencers. More than 1,600 influencers applied, and 85 finalists were chosen. The ten winners include Alysse Dalessandro, queer plus-size fashion blogger; Ali Hemsley, a fashion influencer with a focus on chronic illness and mental health; and Destin Grayson, a menswear blogger. The winners will be flown to New York for three days of educational and networking opportunities.

    Nord hopes to help newer and lesser-known influencers build a network that can serve as sounding board, to discuss opportunities and pay rates.

    Jean-Pierre Maull said she was worried the initiative would seem like “someone need to swoop in and save” POC bloggers.

    The result, she says, has been anything but; it’s helping establish even more of a sense of community.

    “There is no lack of diversity in influencers, there is a lack of diversity in influencer campaigns,” Nord said.

    Relatability is a crucial part of influencer effectiveness, which is all the more reason why influencer campaigns should feature a more diverse range.

    Old Navy, a division of Gap Inc., looks for a range of sizes and family compositions in its influencer casting, then features them as models in its social feeds and digital marketing.

    “We’re looking for someone who people can see themselves in,” said Liat Weingarten, Old Navy’s vice president of brand communications.

    So far this year, Old Navy’s top two performing social posts featuring people (not just product), based on number of likes, comments and shares, are diverse group shots of influencers.

    One, highlighting dresses from its #SizeYES campaign, received more than 11,000 likes and more than a hundred comments. “My first thought when I saw this was: love this beautiful, diverse group of models!” wrote one commenter. “More of this, please!”

    And then there’s Revolve competitor Fashion Nova, which uses its Instagram account to highlight women of all ethnicities and sizes in its barely-there clothing.

    Its influencer hashtag, #NovaBabe, drove $54.1 million in earned media value from the second half of last year through the first half of this year.

    Mentions for @fashionnovacurve, the account for its plus-size line, generated $61.5 million in EMV.

    Followers are watching what brands are doing closely, too, said Scout the City blogger Sai De Silva.

    “When I go to events, I feel like there’s no one like me,” said Silva, whose followers have asked why she was the only woman of colour or woman with curly hair at a party “I live in New York City, how could there not be one other Puerto Rican [influencer]?”

    Influencers are finding that being proactive is the only way to move the conversation forward.

    Max Stein, founder and chief executive of agency Brigade Talent, said some of his clients will ask who else is participating before agreeing to a campaign, in the context of making sure a brand or company aligns on values—not just aesthetic. “It’s important to them that [diversity] is a value of the brand that they choose to partner with,” he said.

    However, not all brands are responsive in the way an influencer might want them to be.

    “There is sometimes a lack of cultural awareness and cultural sensitivities,” said Jaia Thomas, co-founder of The Presley Group, a management agency promoting diversity within the influencer space.

    Thomas, an entertainment lawyer, pointed to the time one of her African American clients was asked to do a post about watermelon. “There’s a long history of racial tropes and stereotypes associated with African-Americans, an affinity for watermelon being one of them,” Thomas said. “It’s important for there to be African-Americans in the room when creating social media campaigns so they can quickly and easily identify these stereotypes and ensure companies steer clear of them.”

    So, when will brands wise up? The enthusiasm that comes with a highly-engaged, targeted follower base is a big selling point in today’s noisy marketing field.

    “I don’t have a million followers,” said Katie Sturino, the force behind the handle and site The 12-ish Style. “What I do have is an audience that believes in what I’m saying and believe that if I’m showing them something, I like it.”

    Sturino’s best-performing content comes from two popular hashtags on her own account, both calling attention to sizing deficits within the industry. She recreates stars’ ensembles in #SupersizetheLook, with photographs of herself in similar outfits, performing 77 percent better than her average posts.

    Sturino also started the #MakeMySize hashtag, pairing pictures of herself in garments that are too small with captions asking brands to make a broader range of sizes, performing 65 percent better than her average posts.

    Sturino wishes more brands would take the time to find new personalities, and involve those newcomers earlier in the product-development process. “You pay them to wear the clothes, why don’t you pay them for their opinions, too?” she said.

  • Tomei Malaysia sells skincare, cosmetics distribution business

    Tomei Malaysia sells skincare, cosmetics distribution business

    Tomei Consolidated Bhd’s wholly owned subsidiary Flawless Skin Care Sdn Bhd (FSC) today sold its business of distributing the skincare and cosmetic products of “The history of Whoo” and “belif” as a going concern for RM8.97 million.

    FSC, whose principal activity is retailing of skin care and cosmetic products, this week entered into an asset purchase agreement with LG Household & Health Care Malaysia Sdn Bhd for the exercise.

    LG is a company incorporated in Malaysia with its principal activities in the area of skin care and cosmetic products.

    FSC agrees to sell and LG, relying on the several representations, warranties and undertakings contained in the agreement, agreed to purchase free from all encumbrances the whole of the business as a going concern.

    “The disposal would enable Tomei to utilise its resources and focus on the core businesses of the group in the gold and jewellery business,” it said.

  • Japan’s Shiseido formed Philippine unit with Luxasia

    Japan’s Shiseido formed Philippine unit with Luxasia

    Japanese beauty products firm Shiseido is partnering with Singaporean cosmetics agent Luxasia to expand into the Philippines market. The two firms will be setting up a partnership in the form of Shiseido Philippines Corp this December. Shiseido will retain the majority shareholding in the business, which will start operations next July once the sales channels of two local agents are integrated.

    According to the firm, the Philippine joint venture will enhance the product lineup of its prime brands in the market, Southeast Asia’s third-largest in the industry representing around US$3 billion in annual sales.

  • A look into Furla recent success strategy

    A look into Furla recent success strategy

    Furla Group continues to grow, with 252 million euros in turnover in the first half of 2018, a 10.6% increase at constant exchange. Turnover increased in the first part of the year across all markets. In particular, the Asia Pacific region registered a 28.6% increase at constant exchange, while Japan saw a 9.5% increase. The United States also registered an excellent performance, with a 24.2% increase.

    Figures from the first half of the year reveal that Italy now accounts for 15% of total turnover; the EMEA region (excluding Italy), 28%; the APAC region, 27%; Japan, 23%; and the U.S., 7%.

    Extensive worldwide distribution continues to be among the Italian company’s strong points: Furla is present in 100 countries, with 471 monobrand stores situated in the most prestigious international shopping streets. It also has over 1.200 multibrand and department store sales points.

    Over the past several months, Furla Group has assumed full control of its retail distribution in China, Hong Kong and Macau.

    Travel retail played a fundamental role in the company’s growth, with year-on-year sales up by 23% in the sector, which accounts for 8% of Furla Group’s total turnover.

    The company is present in the travel retail channel in 64 countries, with a total of 298 sales points, including boutiques, corners, shop-in-shops, aircraft and cruise ships.

    Furla is carrying out a major investment plan that aims to consolidate its impressive growth trajectory over the past several years and make it sustainable.

    Significant resources are being directed toward strengthening the supply chain through the implementation of a more sophisticated information system better suited to the company’s current size.

    The selection process for suppliers is ongoing and crucial to guarantee continued high-quality, on-time manufacturing.

    The company has also paid great attention to its new e-commerce platform, which saw sales increase by 24.1% in the first half of this year.

    Continual investments in human resources have allowed Furla Group to create new positions: today, the number of employees worldwide is 2.514, compared with 2.362 in December 2017.

    The company is also boosting its investments in marketing and communication, with ever-greater emphasis on digital and social media.

    A new, elegant monogram inspired by Furla’s “F” was created and introduced in Milan during the city’s women’s fashion week in September 2018.

  • Shiseido establishes joint venture in the Philippines

    Shiseido establishes joint venture in the Philippines

    Shiseido plans on establishing a joint venture, Shiseido Philippines Corporation, to strengthen its cosmetics business in the Philippines. Shiseido Asia Pacific Pte. Ltd. signed a contract for the joint venture with a Singapore based distributor, Luxasia Partners Pte. Ltd.

    The new company will start operations in July 2019, and Shiseido Asia Pacific will hold the majority stake in the company.

    Currently, Shiseido has two authorized distributors in the Philippines.

    However, the newly established Shiseido Philippines will sell products from all of Shiseido’s business categories across Prestige, Fragrance, Cosmetics & Personal Care to accelerate investments in marketing and increase sales.

    Under its “Prestige First” strategy, as part of the medium-to-long-term strategy “VISION 2020,” Shiseido is now aiming for global growth through marketing, with top priority placed on the prestige field.

    The Philippines boasts a population of more than 100 million, a high percentage of young people, and the third largest cosmetics market in rapidly growing Southeast Asia (approximately USD three billion based on our estimate).

    The prestige market is expected to continue its double-digit growth until 2020, and it has been undergoing a rapid expansion in the makeup category in particular.

    In addition, with the expanded rising middle class, Japanese brands have gained an advantage in the country, branding the market as one with high potential.

    The group plans on strengthening prestige brands such as “SHISEIDO,” “NARS,” and “Laura Mercier,” and roll out its cosmetics and personal care products that are popular in Asian countries at outlets including drugstores that have risen in the ranking of cosmetics sales channels for the middle-income class.

  • Kylie to expand her makeup line

    Kylie to expand her makeup line

    Reality TV star Kylie Jenner has announced she is expanding her cosmetic line from online to in-stores. After launching her own makeup line in November 2015 and with the company nearly three years old, Kylie’s products can be purchased from all Ulta Beauty stores around the US.

    “So I’m going to be starting of with just my best lip kits first, and then I’m going to be expanding and adding a lot more things super fast,” the 21-year-old wrote on Instagram.

  • Phase Eight opens store in MOKO Hong Kong

    Phase Eight opens store in MOKO Hong Kong

    Phase Eight, the British womenswear brand, in partnership with Rue Madame Fashion Group (RMFG), opens a new store on 21st October. It is in Hong Kong’s premium lifestyle hub, MOKO where the brand decided to establish its 8th store.

    To extend the core principle of Phase Eight, the store offers design-lead personal shopping experiences to customers with professional tips.

    A private yet cosy lounge allows customers to shop in relax and comfortable environment.

    Spread over 1533 square feet, the new store featured a brand new retail concept in MOKO, offering a modern and minimal aesthetic, to create an inviting and relaxing shopping space.

  • Luxasia Vietnam targets generation z buyer

    Luxasia Vietnam targets generation z buyer

    Singaporean luxury beauty and lifestyle distributor Luxasia is making moves into Vietnam. The brand will be targeting younger millennial consumers who are thought to be responsive to social media and social media influencers.

    Luxasia Vietnam is focusing on the nation’s fast-growing economy and strong population of nearly 100 million. It currently offers 20 brands in the market, but is planning to introduce more incrementally. It also has designs on developing new distribution channels via small independent perfumeries, and building an e-commerce platform.

    Luxasia’s regional MD Karen Ong said of the Vietnamese market potential for beauty products, “It is still very much big brands focused. People want to use something other people recognise.”​

    Regarding the business climate, Ong commented: “In Singapore we take things for granted. We shake on it and we think it’s done and that everyone knows what to do. But there, you have to follow up and chase. There’s a lot of email back and forth. It reminds me of how we used to do business 10 to 15 years ago.”

    “It’s still very relationship based, the speed is much slower, and even if you plan way in advance, things may not always execute the way you have planned. The follow up has to be very close and you have to be very prescriptive in the way things want to be done.”​

  • Strongest L’Oreal sales growth in 10 years led by APAC

    Strongest L’Oreal sales growth in 10 years led by APAC

    L’Oreal sales in Asia Pacific soared 25.8 per cent on a like-for-like basis in the latest quarter – making it the French-headquartered company’s strongest international market. Sales in the region hit €1.794 billion in the quarter and €5.342 billion year to date, an increase of 23.3 per cent.

    “This acceleration in growth is boosted by strong demand from Chinese consumers, and the dynamic sales of the Lancome, Kiehl’s, Giorgio Armani, Yves Saint Laurent and L’Oreal Paris brands,” the company said in a statement.

    “In Northern Asia, the key factor remains the strong growth in China and Hong Kong, and in travel retail. In Southern Asia, sustained growth is continuing, particularly in India and Malaysia.”

    L’Oreal chairman and CEO Jean-Paul Agon said the company achieved its highest quarterly growth rate for 10 years in the three months to September 30. Worldwide sales reached €6.473 billion, up 7.5 per cent.

    “In a beauty market that continues to accelerate, driven by robust growth in skincare, the group maintains its strong momentum, with contrasted performances between the divisions. L’Oreal Luxe is showing dynamic growth, underpinned in particular by its four biggest brands, Lancome, Yves Saint Laurent, Giorgio Armani and Kiehl’s. The active cosmetics division, which continues to post double-digit growth, is being driven worldwide by consumer aspirations for dermocosmetics and the quality of its brand portfolio,” he said.

    While the consumer products division is being held back by persistent difficulties in some countries, the L’Oreal Paris and Maybelline New York brands are maintaining strong momentum.

    Travel retail globally was a standout for the group, posting growth of 29.9 per cent for the quarter and online sales grew by 38.3 per cent to now account for 9.7 per cent of L’Oreal’s turnover.

  • Estee Wonderland Christmas campaign uses AI technology

    Estee Wonderland Christmas campaign uses AI technology

    International skincare and beauty firm Estee Lauder has featured AI technology in its Estee Wonderland Christmas campaign in Hong Kong.

    The Quantum Human technology is an automated AI scan-to-avatar system that makes the customer the hero or heroine in their own virtual fairy tale.

    The carousel-themed Estee Wonderland promotion also features pop-up counters, where visitors can take a “magical carousel ride” into a favourite childhood fairytale as their avatars travel through time in a 22-second virtual reality movie.

    The technology is the brainchild of eight years of research and development. It uses expertise previously reserved for Hollywood productions to create virtual characters. The avatar automation process takes only a second.

    Unlike 3D scanning, where data cannot be used in media other than 3D printing, the Quantum Human technology enables true automation of the virtual identity creation en masse in full detail. As opposed to the month-long manual process, Quantum Human brings 3D avatars to life in minutes – 10,000 times faster than the manual process – making it viable for a broad spectrum of uses.

    The promotion has finished at Estee’s Langham Place store before moving to New Town Plaza, Sha Tin from November 10-18 and Ocean Terminal at Harbour City from November 26 to December 4.

    More pictures from the events (5 images) :

  • Amorepacific Group to expand in Australia

    Amorepacific Group to expand in Australia

    Amorepacific Group, the L’Oreal of Korea, is ramping up its presence in the Australian and New Zealand markets, as demand for Korean beauty products remains unabated. Over the last several months, the company has set up a head office in Melbourne under the direction of country manager Caroline Dunlop, launched its global luxury brands Amorepacific and Laneige at Mecca Cosmetica and Sephora, respectively, and opened two bricks-and-mortar stores under the banner of its popular natural beauty brand Innisfree in Melbourne. A third Innisfree store is due to open before the end of the year.

    Amorepacific Group said it will continue to further ramp up its expansion into the Oceania region after having closely studying the Australia and New Zealand beauty markets and their customers for several years. The company noted that Australia ranks among the the top five countries in the world for average cosmetics spending per person.

    “Australian and New Zealand customers are beauty conscious; taking great interest in global beauty trends and cosmetic ingredients. They also put a significant amount of time and effort into taking care of and protecting their skin against environmental factors in the region. In addition, their preference for natural makeup and healthy skin has led to a growing interest in K-beauty,” the group said in a statement.

    Amorepacific is far from the only beauty retailer moving to capitalise on the booming beauty sector, but it may be better equipped than most to do so. The company is Korea’s oldest and largest beauty business, recording around US$6 billion ($8.5 billion) in annual sales, and has a physical presence in Asia, North America, Europe and Oceania.

    “I am so pleased to introduce Amorepacific Group’s global brands … to Australia and New Zealand this year,” Dunlop said.

    “These much-loved brands have enthralled customers around the world, and K-beauty has grown into a beauty category in its own right. As a K-beauty leader, Amorepacific Group is driving innovative beauty trends globally. Through Amorepacific Group, customers will be able to experience and benefit from the long-established expertise and true essence of Asian Beauty.”