conglomerates

As companies lower their forecasts, brace for tariffs and undertake layoffs, the industry is realising its tried-and-true categories and markets will need reinforcements.

Japan’s largest beauty conglomerate has had a difficult time adjusting to the shifting cosmetics market, prompting a series of pivots and restructurings. Moving forward may require breaking with past mistakes.

A jump in standalone debt is a ‘temporary spike’ and the company is not facing liquidity problems due to a drop in dividends from Kering and other assets, it told Reuters.

The head of Qatar-backed Mayhoola said an Italian newspaper report suggesting the investment fund and Gucci owner Kering were considering selling their jointly owned fashion house Valentino was ‘untrue.’

Simultaneous crises at LVMH, Kering and Chanel suggest all is not well with the luxury megabrand model, but many of the headwinds they face may reverse in the coming years, writes Luca Solca.

Beiersdorf chief executive Vincent Warnery explains how the company is offsetting China and US headwinds through new product launches, hero ingredients and expansion into fast-growing markets for The State of Fashion: Beauty Volume 2.

The Italian cosmetics giant has deftly engineered a premiumisation strategy, and has elevated its distribution, product selection and points of differentiation, heavily reducing discounts and promotions in the process. Chief executive Simone Dominici explained how it deployed its strategy in The State of Fashion: Beauty Volume 2.

The K-beauty corporation behind brands like Laneige, Aestura and Sulwhasoo sees global expansion and ongoing innovation as keys to growth, chief executive Sean Kim explains in The State of Fashion: Beauty Volume 2.