Mark Giannandrea

💡 What makes a luxury brand truly desirable in 2024? Recent report on luxury branding from Accenture #LuxeEternal makes a deep dive into this subject. A few points that I would keep on my radar: 🔖 It’s no longer just about exclusivity. To captivate today’s consumers, luxury brands must embrace a bold, future-focused strategy seeking genuine relevance to changing nature of brand desirability 🔖 Build a digital backbone of your brand that amplifies creativity and leverages data-driven insights for personalization of customer experiences 🔖 Champion sustainability where ethical practices, durable design, and transparent supply chains are non-negotiable 🔖  Select and hire talent based on the promise of your brand DNA   And how's your brand reshaping desirability for the future? #LuxeEternal #Accenture #LuxuryBranding #luxury #desirability

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A superb week at the 71st Cannes Lions International Festival of Creativity, where I had the pleasure of sharing some ground-breaking results from #Reckitt’s #GenAI pilots, demonstrating its immense potential to transform our marketing and operations.   Key takeaways from these pilots:   -GenAI is a game-changer for new product development, with its ability to transform unstructured data into insightful new ideas and marketable concepts. Early findings showed that by using GenAI, teams can reduce concept development time by up to 60%, whilst significantly improving quality.   -GenAI can stimulate creativity and produce advertising content more efficiently. By using GenAI to adapt assets for full funnel use and localise them between countries, we found an approximate 30% reduction in the time needed to adapt and localise ads, with increased consistency in asset quality.   -GenAI takes the drudgery out of repetitive tasks. Findings showed that time spent on everyday tasks such as a post-campaign media analysis, could be reduced by up to 90%, with the quality improving two-fold.   GenAI will transform our operations in a variety of ways, but ultimately the end goal is to help us deliver long-term value for the business and our stakeholders. Thank you to our outstanding Reckitt teams and partners for driving these innovations and creating long-term value for our business.    Filippo CatalanoBastien ParizotElaine RodrigoBecky VeranoSameerNicolas de Bellefonds Yotam Ariav   #CannesLions2024 #Innovation #GenAI #Marketing #Leadership #FutureofWork #Reckitt https://lnkd.in/dEW7YCne

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It’s not every day that one of the world’s most trusted skincare brands gets a dedicated feature in Vogue Italia! This story highlights Cetaphil’s Moisturizing Cream, a true icon for sensitive skin. For decades, Cetaphil has been a quiet hero, celebrated by dermatologists and loved by millions for its simplicity and efficacy. But when a prestigious publication like Vogue delves into how this humble product creates a protective, deeply hydrating barrier with ingredients like niacinamide, glycerin, and sweet almond oil, it’s a moment worth celebrating. Why is this notable? 💡 It reflects a cultural shift. Products that were once simply “trusted by doctors” are now gaining luxury recognition. 💡 It reinforces our core mission. Beautiful skin doesn’t need to be complicated—it just needs care. As we continue connecting with our global community, it’s heartening to see this kind of acknowledgment in spaces that shape beauty trends. Grazie, Vogue Italia, for recognizing the timeless power of Cetaphil. Here’s to many more moments like this! Stefania Fabiano Xavier D'Hoore Gerry Muhle Sebastien Perlo Amar Arjun Dodie Itaoui #Cetaphil #VogueItalia #SensitiveSkinCare #DermatologistRecommended

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"Artisanal skills — and the artistry they produce — are at the core of ‘Made in Italy’. This centuries-old know-how is what justifies Italian suppliers’ high price points, and keeps luxury brands on their client books. But today, these skills are at risk of disappearing. According to a recent report by Italian luxury association Altagamma and the Italian Union of Chambers of Commerce, the Italian high-end fashion sector will need to hire 75,000 technical/vocational roles between 2024-2028 in order to meet projected demand. Based on current recruitment rates, only half of these roles will be filled. “Manufacturing talents are the most precious intangible assets for high-end Italian brands,” says Altagamma chairman Matteo Lunelli." per Vogue Business After working for mostly Italian Luxury Brands, what do you think could be the solution to save this artisanal, necessary know how?

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I do consider this Bain & Company’s article as particularly resonant with the Davines Group | Certified B Corp: the challenge of aligning sustainability goals with practical business operations is not new to us – indeed, it mirrors our journey towards integrating sustainability into every facet of our work, from product development to salon partnerships. 🌿    In addition to creating high-quality, sustainable products, we’ve always aimed at about fostering a community that values education, innovation, and respect for the environment.  At the same time, understanding the impact of our growth on the planet, we have committed to reducing our footprint through innovative practices in manufacturing, packaging, and supply chain management. As we navigate the complexities of global sustainability challenges, we recognize the importance of being proactive in addressing potential shortages – of sustainable ingredients, and human talent as well!    This is why for us sustainability is a “team-sized challenge”: a principle that the Davines Group has embodied by empowering our employees, partners, and customers to partake in our sustainability journey. The beauty industry, with its close ties to both nature and human wellbeing, has a unique opportunity to lead by example – and we’re committed to doing just that, leveraging our craft, community, and culture to inspire a more sustainable and beautiful world for all. 🌍🌱 #DavinesGoodLifeForAll #SustainableBeauty #davinesgrouppeople #davinesgroupregeneration Davide Bollati Anthony Molet Stefania Bollati Stefano Benetti Mark Giannandrea Arnaud Goullin Alessandra Sabellico Laura Gilieri sonia ziveri Paolo Goi Paolo Penocchio Andrea Mussi Marco Mazzucco Maria Vittoria Mangiarotti https://lnkd.in/gXXQ4KDd   

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Are brands lifecycle getting shorter? This is a very interesting article Let’s start with a key fact: ‼️According to management consultancy McKinsey & Co., the life expectancy of an S&P 500 company in 1935 was 90 years. In 2010, it was 14 years! Andrew Ross, senior advisor and venture partner at XRC Ventures, stated that: “You need to get in earlier and be much more cognizant of the prices that you’re paying and your terminal value assumptions. Most important, you need to be more aggressive on portfolio management and resource allocation, including divestiture.” 10 investors give their POV in the article. ✅ODILE ROUJOL, Founding Partner, Fab Co-Creation Studio Ventures says that ‘The market is fragmented, and there are so many brands now. The ones that will stay for decades, if not centuries, are the ones fixing big problems with their products, making people feel they belong and offering a unique experience.’ I’m not in investor (yet) but I truly believe what she saying. Brands that capitalise on quick trends and opportunities will be most likely to disappear from retail and social. We’ve seen multiple celebrities and influencers brands come and go. They launch with no plans for the future or even a genuine POV on the category. ❗️One additional point brought in the article: younger consumers are less loyal to brands, they can bring brand to high success and then walk away… onto the next…💯 Today marketers and new brands are nothing but obsessed with GenZ (and soon Gen alpha), who are very fickle. Meanwhile Gen X is still kicking and living their best life, with higher level of disposable income, more brand loyalty… and yet that target continues to be overlooked by many beauty brands. 🤷🏾‍♀️ Yes sometimes, I feel very unseen and unheard by the beauty industry 😂 https://lnkd.in/e7d-UTab

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Do #brands need to continuously #innovate and come forward with #solutions for #consumers? Yes, #innovation and providing solutions are essential for brands to stay #competitive and meet the evolving needs of consumers Here's why: Meeting Consumer Needs: Consumer needs and preferences change over time. Brands that innovate and offer solutions tailored to these changing needs can attract and retain customers more effectively Competitive Advantage: Innovation gives brands a competitive edge in the market. By offering unique and valuable solutions, brands can differentiate themselves from competitors and attract a larger market share Enhanced Customer Experience: Innovative solutions often lead to an improved customer experience. Whether it's through new products, streamlined processes, or personalized services, innovation can enhance satisfaction and loyalty among consumers Adapting to Technology: With rapid advancements in technology, brands need to innovate to leverage new tools and platforms effectively. This could include adopting AI for better customer insights, developing mobile apps for convenience, or implementing IoT for smarter products. Sustainability and Social Responsibility: Innovative brands often focus on sustainable practices and social responsibility, addressing pressing issues like environmental impact, ethical sourcing, and community engagement. These initiatives resonate well with modern consumers who prioritize sustainability and ethical values Business Growth: Innovation drives business growth by opening new markets, creating opportunities for revenue streams, and expanding the brand's reach. It allows brands to stay relevant and resilient in a dynamic marketplace Overall, brands that proactively innovate and offer meaningful solutions demonstrate their commitment to customer satisfaction, growth, and societal impact #Maxo #MosquitoRepellent #FitsAllMachines #Automatic #AutoShift #AttackMode #NormalMode #MaxoOnMosquitoesGone

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John Lewis & Partners and Marks and Spencer (M&S) are ramping up their beauty offerings to attract middle-class consumers, focusing on in-store beauty experiences to drive foot traffic and sales. John Lewis recently expanded its Oxford Street beauty hall by 20,000 square feet, adding over 40 new counters with brands like Charlotte Tilbury Beauty and Loewe, and plans to replicate this across stores in the next decade. Meanwhile, M&S has redesigned its Fosse Park location, creating a dedicated beauty area that has quickly become its third-highest-performing beauty store. This shift aligns with a broader trend among UK retailers, with competitors like Boots UK, and our favourites SEPHORA and Space NK enhancing in-store beauty experiences. Boots recently revamped its Westfield London beauty hall; Sephora re-entered the UK market with a flagship at the same location; and Space NK expanded its largest store there, all targeting the rapidly growing beauty sector projected to reach £12.7 billion by 2028. John Lewis’s managing director Peter Ruis sees beauty as central to drawing customers in-store, with M&S’s Sacha Berendji reporting significant sales growth after its beauty overhaul at Fosse Park. Both retailers are also responding to rising consumer interest in affordable luxury beauty products, a trend amplified by social media. This year’s battle over beauty advent calendars highlights the fierce competition for seasonal spending. John Lewis’s 2024 advent calendar, priced at £195, offers a mix of high-end skincare, makeup, and hair care products, while M&S’s pricey sounding £315 version features both its own-brand items and iconic names like Estée Lauder and the brilliant Bumble and bumble. Both calendars appeal to beautistas looking for curated collections of premium products, reflecting the broader strategy of capturing holiday shoppers and standing out in a competitive beauty market. (We’ve plumped for Liberty. and SEPHORA this year). The middle class beauty contest inspiring John Lewis to get a face lift | The Telegraph https://lnkd.in/e-fryQ5k Best beauty advent calendars to buy in 2024 | The Independent https://lnkd.in/eN-nQm_h

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Excited to share insights from my recent talk at the Dagorà LifeStyle Innovation Hub - Lifestyle Innovation Day 2024 in Lugano, where we delved into the importance of a global approach for enhancing consumer experiences. In today's dynamic landscape, meeting consumers' evolving preferences across channels presents a significant challenge. Central to this challenge is the strategic focus on core competencies, ensuring optimal operations while prioritizing consumer satisfaction. At Valmont Group, we've embraced a "global" strategy in collaboration with Global-e, leveraging their expertise in e-commerce transaction management. This partnership will allow us to concentrate on understanding and surpassing consumer expectations while Global-e handles the transactional aspects. Our objectives are clear: ◾ Expand our international presence ◾ Standardize the shopping journey worldwide ◾ Utilize data to optimize resource allocation and drive conversion During the insightful session, I had the privilege of sharing the stage with Joeri Groenewoud, VP Sales at Global-e. We emphasized key success factors: Robust project management, fostering cross-functional collaboration and seamless coordination between all functions, and digital readiness. Special thanks to Sophie Vann Guillon for her unwavering support and drive, and to Denise Fink, Sales Manager at Global-e, Julien Decoupigny, Valmont Digital Director, and our dedicated team members across IT, Operations, Marketing, Finance, Legal, and Markets for their relentless commitment to making it happen! #GlobalStrategy #ConsumerExperience #Collaboration

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Estée Lauder's Shakeup Signals Major Industry Shift 💄 As an ex headhunter, I feel Fabrizio Freda's announced 2025 retirement from Estée Lauder isn't just a changing of the guard - it's a clear signal that the beauty giant may be cleaning house. With CFO Tracy Travis also stepping down, we're seeing a classic case of succession planning in action. From a recruiter's lens these are my thoughts : ▶ Financial performance is king: EL's stock plummeting from $370 to $93 in two years speaks volumes. ▶ Adaptability is crucial: Slow moves into Amazon, TikTok, and Ulta Beauty hurt the company. ▶ Global strategy matters: Over-reliance on China and travel retail backfired post-pandemic. In my humble opinion, the next leader of Estée Lauder will need to be a financial crisis veteran with a keen eye for digital trends and global market shifts. They'll need to balance the prestige heritage of EL brands with the agility of indie competitors such as what Tarang Amin has been doing at E.L.F. BEAUTY . As someone deeply invested in the luxury sector, I'm fascinated by this transition. It underscores the importance of financial performance, even for legacy brands, and the need for leaders who can navigate both tradition and innovation. This is where a diversity has been proven to add value. What do you think? Who has the chops to lead Estée Lauder into its next chapter? https://lnkd.in/eE3u8mCB. #Luxpreneur #TheLuxpreneur #EsteeLauder #CEO #BeautyIndustry #SuccessionPlanning #LeadershipTransition #LuxuryBrands

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EYWA Milano announces relevant additions to the Board and launches the new e-commerce site www.eywabeauty.com Milan,  November 21st, 2024 – EYWA Milano, a Made in Italy brand of eco-friendly and socially sustainable face and body products, announces the appointment of a new Board of excellence and the new global strategic sales plan through the new e-commerce website www.eywabeauty.com. EYWA, a Benefit Corporation, is dedicated to the development and production of high quality organic beauty care products (rating 100/100 Yuka) with particular focus to the traceability of raw materials (from Sardinia, Campania, Burkina Faso, Kenya and Morocco) and the complete sustainable packaging. The new EYWA Board is enriched by the skills and strategic vision of high-profile professionals, who share the Company's philosophy and global project of social and environmental sustainability.  - Paola Peretti, Chairwoman: brings to EYWA a consolidated expertise in both the digital world and in the beauty sector of luxury products, thanks to the key roles held in prestigious international companies such as Lush Home Décor (of which she is CEO), LVMH (of which she was Chief Digital Officer of Fresh) and Moncler. Based in New York, Paola offers her great enthusiasm and excellent professionalism to bring EYWA's values and products all over the world.  - Dario Calogero, Director: is an enlightened entrepreneur, founder and CEO of Maya Investments, with a twenty-year career in the technology and consulting sector, including Kaleyra, a company he founded, a world leader in the CPaaS market. For over 20 years, he has led Maya Investments Limited, an investment firm that focuses its portfolio on the technology, digital, sustainability, impact and education sectors. Its vision is to create a positive social and environmental impact through innovative and scalable solutions that address the challenges and opportunities of our century.  - Alessandro Casamonti, Director: chartered accountant, member in various governance and control bodies in entities doing business in entertainment, advertising, large-scale distribution and sales of industrial vehicles sectors. He carries out tax, corporate, accounting and valuation advisory services. Expert in M&A transactions.   - Luca Angelo Carlo Malaspina, Founder of EYWA, is confirmed at the helm of the project as CEO: an eco-entrepreneur with over twenty years of experience in the development of territorial enhancement projects. He worked in Burkina Faso on the traceability of the agri-food supply chain, ensuring the supply of raw materials for natural cosmetic formulations and carrying out one of several successful projects that see EYWA at the forefront as Benefit Corporation: the creation of a soap factory run by the inhabitants of the village of Dinderessò, which provides an important source of income not only for the women involved but also for the entire local community.

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My take on the Eastern European beauty industry. The market has been expanding steadily, driven by a growing appetite for premium products, and evolving consumer habits. With the market set to grow by an average annual rate of 2.7% through 2029, here are some of the key trends shaping this dynamic landscape. 💄 Key Market Trends Rising Demand for Premium Products Consumers are increasingly investing in higher-quality skincare and personal care products despite economic pressures. Categories like prestige skincare and advanced moisturizers have grown significantly, with many willing to pay extra for products with enhanced benefits and innovative formulations. 🌍 Growth of Local and Multinational Brands The region’s market remains a blend of successful local brands and multinationals. Countries like Poland favor domestic products due to strong national pride, while others like Romania see a heavier influence from global players. This diversity makes the region appealing yet competitive for new entrants. 🚀 Digital Transformation & E-commerce Boom Consumers are increasingly turning to digital platforms for convenience and access to a wider range of products. This shift is enabling brands to reach broader audiences and build direct relationships with customers. 🌳 Emphasis on Natural & Sustainable Products Brands that emphasize eco-friendly packaging and clean formulations are gaining traction, especially among younger consumers who prioritize environmentally conscious purchases. 💇‍♀️ Focus on Haircare & Color Cosmetics Haircare continues to be a dominant category in the region, closely followed by a resurgence in color cosmetics post-pandemic. The demand for professional-grade haircare products is rising, while promotional pricing remains key for standard mass-market offerings. 🌟 Opportunities for Growth Tap into E-commerce: Brands can leverage the increasing shift to online shopping, especially by partnering with international platforms and regional e-commerce sites. Focus on Premiumization: With a growing segment of consumers willing to splurge on high-value items, introducing premium lines could capture this market. Embrace Sustainability: Meeting the demand for natural and sustainable products can provide a competitive edge, especially as eco-consciousness continues to rise among younger demographics. 📈 Future Outlook The future of the Eastern European beauty market looks promising, with steady growth driven by digitalization, evolving consumer preferences, and increased competition. Brands that can adapt to digital trends and emphasize quality and sustainability will be well-positioned for success. What do you think will shape the beauty industry in Eastern Europe? #BeautyIndustry #EasternEurope #MarketTrends #DigitalTransformation #Sustainability #FMCG #BusinessGrowth

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💄 𝐋’𝐎𝐫𝐞́𝐚𝐥 🥇 𝐯𝐬. 𝐄𝐬𝐭𝐞̀𝐞 𝐋𝐚𝐮𝐝𝐞𝐫 🥈 & its competitors in the 𝐛𝐞𝐚𝐮𝐭𝐲 𝐦𝐚𝐫𝐤𝐞𝐭. The french giant, with $45.7B in TTM revenue, is larger than the combined revenue of Estée Lauder, Shiseido, Puig, and Beiersdorf and Coty ($43B TTM). At $185B, L’Oréal’s market cap far exceeds that of its competitors (✖️2.5 the sum of next 5): Estée Lauder ($23B), Beiersdorf ($29B), Puig ($11B), and Shiseido ($7B) and Coty ($6B) 𝐆𝐫𝐨𝐬𝐬 𝐌𝐚𝐫𝐠𝐢𝐧𝐬 (𝐓𝐓𝐌): Shiseido: 76% Puig: 75% L'Oréal: 74% (even though they combine mid market products with luxury, they have margins in line with luxury market) Estée Lauder: 73% Coty: 65% Beiersdorf: 58% 𝐆𝐫𝐨𝐰𝐭𝐡: 🔸Despite its massive scale, L’Oréal is growing rapidly: 12% CAGR over 3 years, 8.5% over 5 years, and 7% over 10 years, with 5.5% YOY growth. 🔸Puig has been the fastest-growing player, with a 27% CAGR over 3 years, doubling its size since 2019. However, it remains the smallest by revenue. 🔸Beiersdorf has shown steady growth: 9% CAGR over 3 years, 5% over 5 years, and 5% over 10 years, with 5% YOY growth 🔸Coty has also been doing reasonably well: : 8% CAGR over 3 years, 1.5% over 5 years, and 3% over 10 years, with 5% YOY growth 🔸In contrast, Estée Lauder is struggling:-3% CAGR over 3 years, 0% over 5 years, and 3.5% over 10 years, with flat growth YOY. 🔸Shiseido is facing significant challenges: -1% CAGR over 3 years, -3% over 5 years, and -5% YOY decline. 🌍 𝐖𝐡𝐨 𝐢𝐬 𝐖𝐡𝐨? 𝐋’𝐎𝐫𝐞́𝐚𝐥 (France): Balances mass-market and luxury brands with a diverse portfolio: Mass-market: Garnier, Maybelline New York, NYX Professional Makeup, L'Oréal Luxury: Lancôme, Giorgio Armani, YVES SAINT LAURENT PARFUMS. Dermocosmetics: Vichy Laboratoires, La Roche-Posay Laboratoire Dermatologique, Cerave. L’Oréal with $45.7B in TTM revenue, 74% gross margin, and 22% EBITDA margin, proves that scale and growth can go hand in hand. 𝐏𝐮𝐢𝐠 (Spain): Excels in fragrances and fashion (Carolina Herrera, Jean Paul Gaultier) while expanding into skincare (Dr. Barbara Sturm, Uriage) and makeup (Charlotte Tilbury). Puig’s with 27% CAGR over 3 years, is growing aggressively, although its revenue remains small at $4.8B and growth has slowed down a lot in 2024. 𝐄𝐬𝐭𝐞́𝐞 𝐋𝐚𝐮𝐝𝐞𝐫 (USA): Specializes in luxury skincare, makeup, and fragrances with brands like Clinique, MAC, La Mer, and Jo Malone. Coty: (USA) Focused on fragrances, cosmetics, skin care, and hair care products (brands like Max Factor, Lancaster, Joop, Entro, Gucci, Hugo Boss, etc) 𝐁𝐞𝐢𝐞𝐫𝐬𝐝𝐨𝐫𝐟 (Germany): Concentrates on mid-range skin and body care with brands like NIVEA, Eucerin, La Prairie, and Labello. 𝐒𝐡𝐢𝐬𝐞𝐢𝐝𝐨 (Japan): A specialist in beauty and personal care with brands like Drunk Elephant, NARS, and Clé de Peau Beauté Estée Lauder & Shiseido are both facing declining or flat growth, with Estée Lauder (-3% CAGR in the past 3 years and flat in the last 12 months) and Shiseido (-5% YOY) lagging behind.

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"Purpose" gets a bad rap. But it’s not purpose itself that’s the problem – it’s how we’ve been defining it. It needs a rebrand. For me, purpose is the "why" behind a brand’s existence: what problem are you genuinely solving in the world that ties back to your product? If there’s a real link, you’re building something meaningful and different – not just for today, but for the long term. As marketers, differentiation is our aim. Nobody wants to be just another face in the crowd. When I joined Rexona defining our purpose was my top priority. I needed to answer one key question: what’s the beating heart of this brand? Once you have that answer, everything else flows naturally – game changing innovation plans, communication programmes, meaningful connections with consumers and ultimately as we have proven sustainable, double digit, competitive growth. Where brands often struggle is when there’s no credible link between purpose and product. Then, it can feel like you’re just riding a trend. But, if purpose is true to what you offer, it becomes a powerful driver for positive impact – on both society and the business itself. If we’re willing to rethink how we approach purpose, we might just unlock its full potential. Thanks to LBBonline - Little Black Book Laura Swinton for the opportunity to explore this topic in detail as well as take a trip down memory lane: https://lnkd.in/eSwNgpKB #BrandMarketing #Purpose #SustainableBusinessGrowth

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Interesting article about the beauty retail landscape in the UK! Beauty retailers collaborating together to ask the government for a reduction in business rates and taxes to avoid stores to close in the next 10 years because of this impact...

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