# data[].attributes.attachment_link.readable_text
In 2022, the beauty market-defined as skincare, fragrance, makeup, and haircare-generated approximately $430 billion in revenue. Today, beauty is on an upward trajectory across all categories. It has proven to be resilient amid global economic crises and in a turbulent macroeconomic environment. Beauty is now an industry that many people, from top-tier financiers to A-list celebrities, want to be a part of-and with good reason. Following a solid recovery since the height of the COVID-19 pandemic, the beauty market is expected to reach approximately $580 billion by 2027, growing by a projected 6 percent a year (Exhibit 1). This is in line with or slightly higher than other consumer segments such as apparel, footwear, eyewear, pet care, and food and beverages.

A dynamic segment that is ripe for disruption, the beauty industry will have reshaped itself around an expanding array of products, channels, and markets before this decade is over. Consumers, particularly younger generations, will spur this shift, as their own definitions of beauty morph while their perceptions of everything-from the meaning of sustainability and the role of influencers and key opinion leaders to the importance of self-care-evolve. Overall, beauty is expected to be characterized by "premiumization," with the premium beauty tier projected to grow at an annual rate of 8 percent (compared with 5 percent in mass beauty) between 2022 and 2027, as consumers trade up and increase their spending, especially in fragrance and makeup.

At the same time, we expect the landscape to become even more competitive, as a range of independent brands that successfully came to market over the past decade seek to scale and as new challengers emerge. Intensifying competition will prompt incumbent brands and retailers to change as well. In line with the trend-driven dynamics in the market, 42 percent of respondents to McKinsey's 2023 survey of consumers across China, France, Germany, Italy, the United Kingdom, and the United States say they enjoy trying new brands. Meanwhile, consumers are increasingly shopping across price points and report that both online and offline stores influence their shopping behavior. Their preference for omnichannel shopping is expected to continue to fuel legacy brands' shift online and independent labels' move into a brick-and-mortar presence.

E-commerce in beauty nearly quadrupled between 2015 and 2022, and its share now exceeds 20 percent, with significant runway ahead. This compares with a 2022 e-commerce share of approximately 30 percent in apparel and footwear, and around 65 percent in toys and games.

A number of factors have fueled e-commerce growth in beauty: the expansion of beauty offerings from online giants like Amazon in the United States and Tmall in China; the increased digital sophistication from direct-to-consumer players; the steadily growing significance of online for omnichannel retailers; and the proliferation of social selling, including livestreaming, in Asia. E-commerce is expected to continue to be the fastest-growing sales channel, at 12 percent per year between 2022 and 2027, but growth in traditional channels-including specialty retail, grocery retail, and drugstores-is expected to pick up postpandemic, as consumers' preference for omnichannel is partly driven by their continued desire for in-store discovery and trial of products (Exhibit 2). Department stores are expected to continue to lose market share globally.

Structural and competitive dynamics are shifting

Where to play will become just as important a question as how to win, given the changing underlying growth tailwinds. The changing dynamics will render the industry's largely homogenous global playbooks of the past decades less effective and require brands to reassess their global strategies and introduce greater nuance and tailoring.

Geographic diversification will become more essential than ever. It was just recently, for example, that brands could focus their footprints on the industry's two top countries: China and the United States. Both countries will remain mighty forces for the industry, with the beauty market expected to reach $96 billion in China and $114 billion in North America by 2027 (Exhibit 3).

But in both markets, growth will be harder to come by for individual brands, not least due to fierce local and foreign competition. Meanwhile, other countries and regions, including the Middle East and India, are ready to step into the limelight, offering distinct potential for specific categories and price tiers. The likely upshot is that many brands will align their geographic strategies to this new world order, which will require a variety of localized playbooks.

Across geographies, another growth opportunity will be products and services in the top tier of the pricing pyramid: the true luxury and ultraluxury beauty market has the potential to double, from around $20 billion today to around $40 billion by 2027.

Five disruptive themes

The next few years will be a dynamic time for the beauty industry, filled with opportunities and new challenges. Its high profitability, with EBITDA margins of up to 30 percent, will continue to attract new founders and investors to the space. With limited spots available on the beauty palette, successful brands will adapt to the changing rules of the game and secure a uniquely differentiated value proposition amid a saturated market and increasingly sophisticated consumers. Key dynamics will include the following:

The redrawing of the growth map. Slowing growth in China, along with increased local competition, means the country will no longer be a universal growth engine for the industry. As a result, the US market will become even more important, with strong growth, especially over the next few years. This market will become a competitive battleground for established brands and a potential green pasture for new entrants. The Middle East is expected to fuel growth over the same period, with India expected to emerge as a new hot spot in the longer term.

The rise of wellness. As consumers are increasingly engaging with beauty products and services to not only look good but also feel good, the lines between beauty and wellness are expected to continue blurring, with the combined opportunity representing close to $2 trillion globally for brands, retailers, and investors. Wellness-inspired products-such as skincare and makeup with probiotic and Ayurvedic ingredients, ingestible supplements, and beauty devices like LED face masks-have already captured the attention of consumers embracing greater self-care and mindfulness in their postpandemic daily routines. The melding of wellness and beauty will only become more pronounced in the years ahead, in line with an expected CAGR of 10 percent to 2027 for the wellness industry. This trend will represent an untapped opportunity for many, with first-mover advantage for the players that get it right.

The influence of Gen Z.Gen Zers scrutinize brands as part of their search for value. Nearly half of Gen Z respondents in our survey report conducting extensive research on product ingredients and their benefits before purchase, similar to millennials (and compared with only one-third of Gen Xers and one-fifth of baby boomers). Beyond product efficacy and transparency, Gen Zers demand that brands credibly stand for something. In addition to their focus on sustainability, diversity, and inclusion, Gen Zers greatly value brands that have an authentic and approachable image and a story that goes beyond products, and that welcome consumers into a wider community. Engaging with beauty products and services to feel good and express their authentic selves rather than adhering to specific cultural ideals, this cohort is challenging norms not only around the definition of physical beauty but also around gender and product categories.

The imperative to scale. While the past decade has seen a number of new and independent labels benefit from steadily lower barriers to entry, growth beyond a successful initial run to achieve meaningful scale remains elusive for many. Out of 46 brands founded in or after 2005 with global retail sales of $50 million to $200 million by 2017, only five exceeded $250 million in global retail sales five years later, in 2022. Only two achieved global retail sales of more than $750 million. To scale successfully, brands must focus on omnichannel expansion and internationalization. Category expansion appears to be most effective when a brand has grown to a certain size, and when the expansion enhances and protects the brand's unique value proposition.

The recalibration of M&A. Amid continuously increasing interest in the beauty industry from a variety of players-from "strategics" to private equity funds-M&A will continue to play a major role in the industry. As seen in recent years, conglomerates and financial investors alike will pursue deals to invest in promising brands. But dealmaking will not be the same as when cost of capital was low. In the near term, megadeals will likely be few and far between in response to market turbulence. In addition, criteria for M&A targets will shift from a focus on high-growth independent "brands of the moment" to brands with an innovative product pipeline and a demonstrated ability to grow profitably, sustainably, and over the long term.

The years ahead will offer all the right ingredients-from agile channel mixes to consumers eager to explore new products-for the beauty industry's continued growth. For beauty leaders and challengers alike, there will be plenty of opportunities to flourish, if they develop and execute tailored strategies that reflect the changing world of beauty.

Download the full report on which this article is based, The State of Fashion: Beauty (PDF-10MB).

# data[].attributes.attachment_link.title
The beauty market in 2023: A special State of Fashion report

# data[].attributes.attachment_link.description
The glow of the beauty industry has proved hard to resist, attracting many new companies and investors. Brands must make differentiating choices to find success in this shifting and increasingly competitive landscape.

# data[].attributes.attachment_link.readable_text
Is The Inkey List Cruelty-Free?

🐰 The Inkey List is a cruelty-free brand. None of The Inkey List's ingredients or products are tested on animals. The Inkey List has met all the criteria in our Cruelty-Free Checklist and is included in our Cruelty-Free Directory.

Does The Inkey List Test on Animals?

When asking, does The Inkey List test on animals? We must look beyond to ensure none of The Inkey List's ingredients or suppliers test on animals. And they don't sell in any country or under conditions that may require animal testing by law.

In our research, we discovered the following:

✓ The Inkey List confirmed they do not test their products or ingredients on animals or ask others to test on their behalf.

✓ The Inkey List confirmed all their ingredient suppliers do not test on animals

✓ The Inkey List confirmed they do not allow or sell their products under conditions where animal testing is required by law

By meeting all of our Cruelty-Free Criteria, The Inkey List is a truly cruelty-free brand by our standards.
What is The Inkey List's Animal Testing Policy?

Below is a screenshot of what's currently stated on The Inkey List's website about its animal testing policy:

What About China's Animal Testing Laws?
The Inkey List has confirmed they do not sell their products in retail stores in mainland China; therefore, they are not required to test on animals.
With the current changes to China's animal testing laws, some cosmetics sold in China can be exempt from animal testing under certain conditions. However, without meeting those conditions, animal testing is still legally required for most cosmetics sold in China in 2023.

Is The Inkey List Certified Cruelty-Free?

The Inkey List is certified cruelty-free by Leaping Bunny.

Cruelty-Free Policies 2023

Just because a brand claims it is 'Cruelty-Free,' doesn't always mean that's the case.

That's because there is no legal definition for the label 'Cruelty-Free.' It can mean different things to different people. But Cruelty-Free is generally used to imply no animal testing. More specifically, the ingredients, formulation, or finished product are not tested on animals at any stage of product development.

At ethical elephant, we always assess a company's cruelty-free policy using our Cruelty-Free Checklist. This ensures no animal testing was performed by the brand itself, its suppliers, or any third parties.

How We Assess Cruelty-Free Policies

Since 2015, the start of my blog, I've been emailing companies asking about their animal testing policies and cruelty-free commitments.

And based on the responses I receive from companies, I'll research to find any supporting facts needed before concluding whether the brand should be classified as "Cruelty-Free," "Animal-Tested," or "Grey Area - Unclear Policies."

☕️ Every week, I continue to reach out to new brands while trying my best to keep current brands updated. If you found any of my posts or guides helpful, consider Buying Me A Coffee! I would greatly appreciate it! ❤️

What about Vegan?

Just because something is called Cruelty-Free, doesn't always mean it's Vegan. And vice versa.

Cruelty-Free only refers to no animal testing, while Vegan means formulated without animal products.

Some brands are Cruelty-Free, but not Vegan.

And some are Vegan, but not Cruelty-Free.

Another important distinction to know is, Vegan in cosmetics can refer to an entire brand is 100% Vegan or a specific product is Vegan.

Is The Inkey List Vegan?

⭐️ The Inkey List is NOT an entirely vegan brand. But The Inkey List offers some vegan options that are free of animal products.

How to know which of The Inkey List products are vegan?

All of The Inkey List's vegan products are clearly marked on their website. See below for an example.

Where to buy The Inkey List? Check out Sephora, Cult Beauty, and Boots!

Vegan Policies

Similar to 'Cruelty-Free,' there is no standard or legal definition for the label 'Vegan.' But Vegan is generally used to mean formulated without animal-derived ingredients or animal by-products.

Some common animal products in cosmetics include carmine, lanolin, snail mucus, beeswax, honey, pearl or silk-derived ingredients, animal-based glycerin, keratin, and squalene.

There are plant-based and synthetic alternatives to animal-derived ingredients. But unless a brand explicitly labels its ingredients or product as Vegan, it's often difficult to know with certainty whether a product is vegan just by reading the ingredient list.

So it's best to ask the company and manufacturers to ensure the ingredients they chose were from non-animal sources.

Where are The Inkey List products manufactured?

I asked The Inkey List where their products are manufactured and they told me:
"Are products are manufactured in US, Canada and the UK."
Ethical Mica Mining Policy

Mica is a mineral used in cosmetics to add a shimmery effect. But the mining of natural mica has been linked to child labor and human rights violations.

Unless the company discloses its mica mining policy, we have no way of knowing whether its mica is ethically sourced without child or forced labor.

So I asked The Inkey List if their mica is ethically sourced without the use of child labor and they responded by stating,

I hope this article helped you to understand The Inkey List's cruelty-free and vegan status and by choosing cruelty-free together, we can help end animal testing for cosmetics once and for all!

If you found this helpful, consider Buying Me a Coffee. So that I can continue to keep this site running and updated.

# data[].attributes.attachment_link.title
Is The Inkey List Cruelty-Free & Vegan? | 2023 UPDATE!

# data[].attributes.attachment_link.description
The Inkey List is Cruelty-Free in 2023. The Inkey List's products are not tested on animals. The Inkey List is not an entirely vegan brand but offers some vegan products.

# data[].attributes.attachment_link.readable_text
The world-renowned Spanish retailer Zara recently expanded its horizons by unveiling its very own beauty range under the "Zara Beauty" subheading; offering an extensive range of products for the face, lips, eyes and nails in addition to their already established fragrance range. With 21 items available in over 130 different colours, Zara Beauty has idealised the concept of bold colour when creating their "vivid spectrum of shades".
Zara Beauty has carefully chosen each ingredient to produce pure products that have not been tested on animals.
The iconic British makeup artist Diane Kendal has masterfully encapsulated her drive to create a sustainable and clean cosmetic range with Zara through the impactful slogan "there is no beauty, only beauties". The strong brand positioning emphasises the inclusivity element at the core of the brand, clearly differentiating the Spanish retailer from its competitors. Zara Beauty has focused on its vouch to use the "highest performance ingredients and clean formulas" with the driving factor of increasing consumer awareness about waste; clearly supported by releasing the vegan, cruelty-free products in refillable packaging.

GREAT STRATEGY HAS A CLEAR VISION

In a bid to increase inclusivity in the beauty space, Zara Beauty has consciously crafted a range of cosmetics that are compatible with a broader range of skin colours available; this further demonstrated by the diversity reflected through the choice of models promoting the makeup range. The brand also encourages consumers to experiment with an array of styles, textures and colours by embracing bold colours that suit the upcoming seasons and future fashion trends.
Zara Beauty's large spectrum of colours offers boundless possibilities and limitless creativity. The whole collection is available for purchase in-store and online globally.
GREAT PACKAGING VISUALLY CAPTURES THE PRODUCT'S STORY

Baron & Baron, the design agency responsible for Zara's striking logo, is also the mastermind behind the chic white packaging concept. The sleek minimalist design masterfully encapsulates everything the cosmetic range stands for - clean beauty. Whilst neutral and simple, the unmarked white packaging is also fashion-forward and edgy; the cleanliness speaking to the sustainable aspect of the brand. Its minimalist design is like a blank canvas that is ready to be filled with the product line's broad range of vibrant colours and each consumer's unique expression of style. The physical form of packaging design incorporates a slant that is a subtle nod to the slant in the Zara logotype, maintaining coherency throughout Zara's different collections. This reinforces the Zara brand in a sophisticated manner whilst creating a unique design characteristic that has a strong shelf standout.
Zara Beauty's packaging, designed by Fabien Baron, creatively combines the ideas of luxury with innovation.
Zara Beauty's range of refillable cosmetic products links to the brand's ethos; promoting inclusivity, sustainability and self-expression through colour. The brand's strong positioning clearly highlights what is unique about the range and its products; differentiating Zara from its competitors and setting it apart as an innovator in the beauty space.
The Zara Beauty items have been "crafted to keep" with a simple refillable system that has been thoughtfully constructed to uphold sustainability.
NEED HELP?

If you need help creating a brand that pushes creative boundaries and inspires change, we'd like to offer you a complimentary strategy call with our Managing Director and Head of Strategy, Grant Davidson. Having nearly 30 years of industry experience working with groundbreaking brands, Grant has the experience and knowledge necessary to identify your core brand strategy and communicate it effectively.

BOOK YOUR FREE STRATEGY CALL

# data[].attributes.attachment_link.title
Zara Beauty; embracing inclusivity and sustainability

# data[].attributes.attachment_link.description
Zara Beauty is making its mark in the beauty space by launching a makeup line whose sole mission is to promote inclusivity and sustainability.

# data[].attributes.attachment_link.readable_text
H&M Hennes & Mauritz is moving further beyond its eponymous clothing label, doubling down on beauty products, housewares and selling products from other brands to draw in more shoppers.

Copyright ©2023 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

# data[].attributes.attachment_link.title
H&M Now Wants to Sell You Makeup, Sofas and Crocs

# data[].attributes.attachment_link.description
The retailer is moving further beyond its clothing label, doubling down on beauty products, housewares and selling other brands to draw in more shoppers.

# data[].attributes.attachment_link.readable_text
While Primark's fashion offer remains under threat from online pureplays such as ASOS, boohoo.com and Missguided, the value retailer continues to shine in beauty, leaving its clothing rivals on the back foot, with only ASOS starting to make a serious play for it, though only via branded ranges. Beauty has been a focus for Primark in recent years, with range expansion, revamped displays and clearer instore signage making its offer more of a destination and a viable alternative to the well-known brands found in Boots and Superdrug. Younger trend-led shoppers are its core audience with 9.5% of female 16-24s purchasing health & beauty at Primark in the past year, up 1.2% on 2016, according to GlobalData's How Britain Shops survey.

The expansion of Primark's beauty proposition has been notable, with the retailer showcasing its expertise and trend authority, more so than New Look or H&M, via regular product launches. Its keen price points, which undercut brands such as Rimmel and Bourjois, also increase its appeal given the current climate. Primark has a clear grasp of young shoppers' needs, and a desire to innovate, for example with the launch of its PS Workout range, which taps into the sweat-proof makeup trend, or its PS Insta Girl collection, which is a nod to social media-savvy consumers wanting to look Instagram-ready.

Primark's beauty success has been boosted by its emulation of cult, branded products such as Kylie Cosmetics' lip kits, Artis's oval makeup brushes and Urban Decay's Naked eyeshadow palette. Not only is the value retailer able to quickly identify key branded products which have long-lasting appeal and are therefore worthwhile emulating, Primark's speed to market is also impressive, enabling it to maximise sales at the height of branded products' popularity. It therefore caters not only to cash-strapped shoppers but also to those wishing to trial a new beauty product or makeup tool before committing to a more premium purchase.

"Primark's speed to market is impressive, enabling it to maximise sales at the height of branded products' popularity."

We forecast Primark's UK health & beauty market share to reach 0.6% in 2017, a rise of 0.4% on 2012. To steal additional share the retailer must increase range accessibility by extending space dedicated to beauty in smaller stores, providing shoppers with greater consistency across its network and more choice - crucial given its lack of an online presence.

There is also potential for Primark to widen its everyday essentials range. The retailer already provides a mix of own-label products and third-party brands, but there is scope to extend its branded offer in categories such as haircare, shaving and deodorant. This would help elevate its beauty proposition and encourage add-on purchases, as well as increase its relevance among mature shoppers.

Just 1.2% of UK males purchased health & beauty products from Primark in the past 12 months, and only 11.1% of its health & beauty shoppers are male. Given that the men's toiletries category is forecast to grow by 23.4% over the next five years, Primark must improve its reach among males, with the opportunity to expand its PS For Men range and the Skin Management sub-brand. Dual siting men's grooming products in stores, in both the beauty and menswear departments, would also help to drive awareness and encourage impulse purchases.

Any opportunity to increase basket sizes would be beneficial at a time when weak footfall continues to hit store sales. A cost-effective way to entice spending is to better use space surrounding till queues. Primark does display items such as fragrance, hand sanitiser and face masks; however, it should take inspiration from the likes of Sephora by enhancing presentation and displaying cult products to ignite sales. Though a greater investment, Primark should consider hosting beauty events in key regional flagship stores to promote new ranges, perform makeovers and engage shoppers - just as it does via its online editorial and social media content. There is also potential to trial dedicated beauty staff in larger stores where it offers its widest assortment. This is particularly relevant during new product launches to help shoppers with their purchases and offer advice to boost conversion.

# data[].attributes.attachment_link.description
While Primark's fashion offer remains under threat from online pureplays such as ASOS, boohoo.com and Missguided, the value retailer continues to shine in beauty, leaving its clothing rivals on the back foot, with only ASOS starting to make a serious play for it, though only via branded ranges.

# data[].attributes.attachment_link.readable_text
Dive Brief:

Stockholm-based H&M launched its beauty products lines on Thursday, a massive collection of 700 products in 900 stores worldwide.

The move comes after the company found success in the hot category at its & Other Stories stores.

Competition in the beauty and skin care products segment is fierce, with specialty stores like Sephora, Ulta, Birchbox scrambling for sales, drugstores carving out nicer displays, and department stores increasingly fighting to win back customers those retailers have lured away.

Dive Insight:

Fast-fashion has roiled the retail apparel market, and now it's taking on beauty.

It's a logical step, considering the popularity of beauty products. Shoppers have found all kinds of new ways to try and buy beauty products, from subscription services like those at Birchbox and Sephora to customer service from Sephora and department stores. As a result they have ample opportunity to compare product attributes and prices.

The entry of such an extensive line from H&M will only further disrupt the space, putting pressure on prices.

But it's not yet clear how cheaper products will fly with consumers who apparently do care about the ingredients they use on their face, hair, and bodies.

A majority-some 60% of U.S. women-read beauty product ingredient labels before they buy, while nearly 40% say they'll be buying more all-natural products in the next two years, and that they're disappointed in the number of offerings of natural products at department stores, according to a Green Beauty Barometer Survey released in August by natural-beauty retailer Kari Gran.

# data[].attributes.attachment_link.title
H&M makes big move into hyper-competitive beauty space

# data[].attributes.attachment_link.description
The retailer launched its 700-product beauty line in 900 stores globally, after finding success in the space at its smaller sister brand, & Other Stories.

# data[].attributes.attachment_link.readable_text
Last Updated: 26 Jul 2019

At 161,000 square feet you can fit a lot inside Primark's £70m Birmingham branch. And the company certainly has.

The five-storey-tall megastore comes fully stocked with three restaurants, a 'snap-and-share' room, beauty studio, as well as the chain's entire range of value-for-money clothes, homeware and shoes.

Owned by Associated British Foods (ABF), the chain has been among a number of brands that have bucked the current retail trend of closures and IVAs, but Primark has arguably been the most impressive.

The Birmingham store, which opened in 2019, is now the showpiece in a network of 372 shops* spanning 12 countries and employing 75,000 people. With revenues of £7.5bn in 2018, ABF's sole retail arm contributed nearly half of the FTSE 100 Group's total £15.6bn, and posted an adjusted operating profit of £843m in the process (up from £735 in 2017).

So what has it done so well?

Many of the brands that have bucked the high street decline have at their heart a successful ecommerce model. Browse the pages of Primark's website or social media pages (which have a collective following of 13 million) and you'll find the usual bright images of trendy, predominantly young models touting the latest ranges, information about the chain's many campaigns and the price of individual items.

What you won't find though is a section that lets you buy them. For that you'll need to go to the store locator, find you nearest branch and go yourself. Primark's website is non-transactional, a marketing channel to get customers into stores.

That's a contrarian approach in an age when success normally means going multi-channel. The reason it works, says former Game Group CEO and author of Reinventing Retail Ian Shepherd, is that Primark has remembered the other key rule for success in the modern market: "retail brilliantly".

It knows what it stands for and who its customer is. Outlets offer vibrant experiences (e.g. a Disney cafe and walk-in barbers) and are packed with stock. The chain's volume retail model - selling T-shirts sometimes as low as £2 - offers significant appeal to both low-income shoppers, and the middle-class feeling the squeeze of stagnant wage growth.

Primark's bricks-and-mortar expansion has also been carefully considered, reflecting an earlier decision to deviate from the crowd - it largely shuns unprofitable and stagnant out of town retail parks, in favour of convenient town centre sites.

And because the brand is so popular and well known, the fact that it hasn't targeted online sales doesn't mean that it won't be able to in the future."I often find myself wondering how it could be an even greater retailer, if its stores were as good as they are now, but you also had the ability to click and collect," muses Shepherd.

Is it moving with the times?

Primark's pricing strategy doesn't appeal to all, and that's where the firm's biggest challenge lies.

In an increasingly ethically conscious market, the chain has come under scrutiny for helping to fuel environmentally damaging throwaway fashion; and for the alleged exploitation of workers within its wider supply chain.

Head of ethical trade and environmental sustainability Paul Lister was forced to defend the firm against both accusations in front of a government select committee into the environmental impact of the fashion industry in 2018. He says that the company is able to keep costs low because it saves £150m a year shunning the conventional advertising campaigns pursued by its rivals, which it shaves off into prices.

What can we expect next?

Fifty years since it was founded by the late Irish entrepreneur Arthur Ryan, Primark is now Britain's third biggest fashion retailer by volume (according to Kantar World Panel) and its onward march doesn't look like stopping any time soon. Year on year sales were up 4 per cent in the 40 weeks up to June 22, and the chain is planning to expand its US and German footprint by the end of the year.

The presence meanwhile of designated recycling zones in the Birmingham shop - which allow customers to trade in old clothes - suggests along with other initiatives that the company is working hard to clean up its sustainability act in response to consumer demand.

Whether or not this will mean Primark's next 50 years are as successful as its previous half-century, we'll have to see. But we can be fairly certain that while its Birmingham superstore is its biggest to date, it certainly won't be its last.

Three lessons from Primark
1. Know your customer inside out 2. Give them the experiences, prices and product they actually want 3. Good business should not come at the expense of employee wellbeing, or the environment *187 of which are in the UK. Image credit: Stuart C. Wilson / Stringer via Getty images

# data[].attributes.attachment_link.title
What Primark is getting right, in 4 minutes

# data[].attributes.attachment_link.description
Associated British Foods' business model has enabled the retailer to buck the high street trend.

# data[].attributes.attachment_link.title
Why Fast Fashion Has Been Slow to Tap the Beauty Boom

# data[].attributes.attachment_link.description
NEW YORK, United States - Zara checked all the right boxes for the premiere of its new beauty line last month: 20 shades of lip colour in sleek packaging, a partnership with makeup legend Pat McGrath and a full on social media blitz. But engineering a splashy launch is the easy part.

# data[].attributes.attachment_link.readable_text
Brace yourself. ASOS has just launched its very first colour makeup collection and it'll make you want to clear out your beauty drawer and start again from scratch with everything from this new range. Featuring 46 shades of highly pigmented liquid lip products, vibrant matte lipstick shades, contouring palettes, shimmery eyeshadows and highlighting chubby sticks, this is a must have makeup collection for anyone with a penchant for millennial pink, Insta-worthy packaging and vivid and vibrant shades. Just look at that candy floss-coloured blusher compact complete with a winky-face - we're into it in a big way.

According to ASOS the collection "is about embracing and expressing the full range of who you are" and empowering "20-somethings to confidently be themselves, however they choose to do so. We believe your face and body are a canvas, an adventure in individual self-expression, an opportunity to experiment and play."

Available from mid-September the shade names reflect versions of who we are and how we're feeling on the inside, from Overqualified and Decisive to Current Mood and Uncompromising. Prices start at £5 for a lip pencil or eyeliner and the most expensive product in the range is a Translucent Finishing Pressed Powder for £10. If you were counting down the days until Glossier is available in the UK, we suggest channelling that excitement into this brilliant beauty launch instead.

# data[].attributes.attachment_link.title
ASOS Launches Its Own Beauty Brand & Everything Is Millennial Pink

# data[].attributes.attachment_link.description
Later this month ASOS launches its first makeup range, including contour kits, lip products and eye liners, all packaged perfectly in millennial pink.

# data[].attributes.attachment_link.readable_text
U.K. fast-fashion retailer Asos is upgrading its beauty offerings and experience over the next year. It's a response to a quarantine-driven boost in beauty sales, as well as to fashion's uncertain future.

Asos launched a beauty and grooming category in 2004, which rebranded as Face and Body in 2017 in order to be genderless. At the time, it sold 110 brands, which accounted for 1% of its global net sales. Now there are approximately 240 brands including The Ordinary, Olaplex and Frank Body, and the category accounts for 5-10% of global net sales, said Alex Scolding, Asos head of buying for Face and Body. Asos' core customers are 16- to 30-year-old shoppers. The retailer has remained a popular destination for beauty in the U.K., as the category remains fragmented there and Sephora and Ulta are not present. According to Asos' 2019 annual report, 12.8% of the company's sales came from the U.S.

On June 29, Asos added Charlotte Tilbury to its site via a three-month digital pop-up; it is the first time Asos is testing out this kind of pop-up strategy. Thirty-five Charlotte Tilbury products are available, predominately makeup and less expensive, travel-size skin care. In addition to sales, Asos will evaluate the increase in new customers, shopping engagement rates, and social listening and buzz. After the pop-up, Asos aims to sell the full Charlotte Tilbury assortment, said Scolding.

"One of the reasons why we trialed with a pop-up concept is to make sure that the customer, who is quite young and [price conscious] can stretch into those luxury price points. But Charlotte Tilbury has already proven that her brand and products are universally loved," she said.

While Asos has historically experienced incremental growth in face and body category sales, coronavirus has accelerated the growth and shifted what customers are purchasing. People are purchasing more nail care, for example, which has grown 800% year-over-year, said Scolding. Global face and body category sales have grown 200% year-over-year. Asos has also adapted to changing trends by adding hair dye and hair removal to its offerings since March.

"Growth in e-commerce will be accelerated by the [coronavirus] experience people are having now," said Dean DeBiase, Revieve beauty technology consultancy chairman. "The percentage of online commerce has been under 15% in the U.S., whereas in a place like China it is 44% and growing. This acceleration is going to have a long-term impact as more people are now more comfortable ordering online with direct delivery or curbside pick-up."

But despite the boon to the beauty category over the last four months, Asos (like all of fashion) has suffered due to coronavirus. According to its half-year earnings from April, revenue increased by 21% to $2 billion, but group sales declined by 20-25% in the three weeks prior to the quarter ending as countries outside the U.S. were first impacted by coronavirus. Even prior to this, Asos, as a fast-fashion retailer, has had to compete with the likes of Boohoo and Fashion Nova, which has driven down its profitability, according to previous Glossy reporting.

But another silver lining for Asos' beauty category due to coronavirus is that the beauty industry's 3-year-long focus on omnichannel has now shifted to pure-play e-commerce retailers, said Scolding. That puts Asos in a strong position to scoop up premium brands and create a stronger experience. Asos will add virtual try-on and peer-to-peer product reviews over the next 6-18 months. Scolding said she aims to make the face and body category one of the retailer's largest categories, based on the number of brands and products she plans to on-board over the next 12 months, though she declined to state sales growth goals.

"We need to first establish ourselves with all the big brands. That's the most important thing: establishing those relationships with brands, making sure that we are [enhancing] assortments and ensuring that we are meeting all of the customer's needs," said Scolding. "We're introducing more premium brands and more accessibly priced brands, and we're broadening all of these categories. "

# data[].attributes.attachment_link.title
Asos deepens commitment to growing its beauty category

# data[].attributes.attachment_link.description
U.K. fast-fashion retailer Asos is upgrading its beauty offerings and experience over the next year. It's a response to a quarantine-driven boost in beauty sales, as well as to fashion's uncertain future.

# data[].attributes.body
https://www.bloomberg.com/opinion/articles/2023-01-10/selling-topshop-would-be-a-fashion-fix-for-asos#:~:text=Despite%20its%20lower%20profile%2C%20Topshop,200%25%20gain%20in%20the%20US.

# data[].attributes.attachment_link.readable_text
CMA to get to the bottom of whether the firms' green claims are misleading customers

Wider investigation into fashion sector to continue as the CMA will also consider whether to put additional firms under the microscope

CMA interim Chief Executive says: "Should we find these companies are using misleading eco claims, we won't hesitate to take enforcement action - through the courts if necessary"

The Competition and Markets Authority (CMA) will be scrutinising eco-friendly and sustainability claims made by ASOS, Boohoo and George at Asda about their fashion products, including clothing, footwear, and accessories. The move comes as part of its ongoing investigation into potential greenwashing and follows concerns around the way the firms' products are being marketed to customers as eco-friendly.

In January this year, the CMA turned its eye to the fashion sector, where an estimated £54 billion is spent by consumers annually, and its initial review identified concerns around potentially misleading green claims. These included a number of companies creating the impression that their products were 'sustainable' or better for the environment - for example by making broad claims about the use of recycled materials in new clothing - with little to no information about the basis for those claims or exactly which products they related to.

Today, the CMA has launched investigations into ASOS, Boohoo and George to get to the bottom of its concerns. Among other things, these include whether:

the statements and language used by the businesses are too broad and vague, and may create the impression that clothing collections - such as the 'Responsible edit' from ASOS, Boohoo's current 'Ready for the Future' range, and 'George for Good' - are more environmentally sustainable than they actually are

the criteria used by some of these businesses to decide which products to include in these collections may be lower than customers might reasonably expect from their descriptions and overall presentation - for example, some products may contain as little as 20% recycled fabric

some items have been included in these collections when they do not meet the criteria

there is a lack of information provided to customers about products included in any of the companies' eco ranges, such as missing information about what the fabric is made from

any statements made by the companies about fabric accreditation schemes and standards are potentially misleading, such as a lack of clarity as to whether the accreditation applies to particular products or to the firm's wider practices

Sarah Cardell, interim Chief Executive of the CMA, said:

People who want to 'buy green' should be able to do so confident that they aren't being misled. Eco-friendly and sustainable products can play a role in tackling climate change, but only if they are genuine.

We'll be scrutinising green claims from ASOS, Boohoo and George at Asda to see if they stack up. Should we find these companies are using misleading eco claims, we won't hesitate to take enforcement action - through the courts if necessary.

This is just the start of our work in this sector and all fashion companies should take note: look at your own practices and make sure they are in line with the law.

The CMA has written to the 3 firms outlining its concerns and will use its information gathering powers to obtain evidence to progress its investigation. How the review develops will depend on the CMA's assessment of the evidence before it. Possible outcomes include securing undertakings from the companies to change the way they operate, taking the firms to court, or closing the case without further action.

The move comes after the CMA published its Green Claims Code in September 2021. The code aims to help businesses understand how to communicate their green credentials, while avoiding the risk of misleading shoppers.

The CMA's wider investigation into misleading environmental claims is ongoing and other sectors will come under review in due course.

Notes to editors

1. ASOS sells fashion items through the website ASOS.com. George at Asda sells fashion items online at direct.asda.com/george and in store. Boohoo sells fashion items through a number of websites, including Boohoo.com, BoohooMan.com, DorothyPerkins.com, Oasisfashion.com and PrettyLittleThing.com.

2. The CMA is at the initial stage of its investigation. Accordingly, it should not be assumed that any business under investigation has broken consumer protection law.

3. The key piece of consumer protection legislation relevant to the CMA's Green Claims Code, and to the enforcement cases announced today, is the Consumer Protection from Unfair Trading Regulations 2008 (CPRs). The CPRs contain a general prohibition against unfair commercial practices and specific prohibitions against misleading actions and misleading omissions.

4. Examples and case studies can be found in the CMA's The Green Claims Code: Environmental Claims on Goods and Services.

5. Read more about how the CMA is supporting low carbon growth in its 2022/23 Annual Plan.

6. Media enquiries should be directed to press@cma.gov.uk or 020 3738 6460.

7. All enquiries from the general public should be directed to the CMA's General Enquiries team on general.enquiries@cma.gov.uk or 020 3738 6000.

# data[].attributes.attachment_link.title
ASOS, Boohoo and Asda investigated over fashion 'green' claims

# data[].attributes.attachment_link.description
CMA to get to the bottom of whether the firms' green claims are misleading customers Wider investigation into fashion sector to continue as the CMA will also consider whether to put additional firms under the microscope CMA interim Chief Executive says: "Should we find these companies are using misleading eco claims, we won't hesitate to take enforcement action - through the courts if necessary" The Competition and Markets Authority (CMA) will be scrutinising eco-friendly and sustainability claims made by ASOS, Boohoo and George at Asda about their fashion products, including clothing, footwear, and accessories.

# data[].attributes.attachment_link.readable_text
ASOS is taking their message of inclusivity in fashion one step further this week, launching a new brand that they are calling "the ultimate youth label."

"Collusion" is a collection built by a rotating roster of teens that the brand hopes will forever change the design process.

The breakout campaign for the brand's launch features 100 subjects who were all born in the year 2000. Together, the teens span an array of cultures, races, religions, and socioeconomic statuses; they include Glasgow's Shay Thomas who "identifies as them/they and was abandoned as a baby at the foot of a temple in Thailand," Fred Alexander, who is a skateboarder from London who "hates lad culture, preferring the company of girls because 'they're just generally better people"; and Lydia Wasley who had cancer when she was 14 in London which resulted in leg amputation and "has a hugely positive and inspiring outlook on body-image and self-love."

What's more, Collusion pledges to be totally animal free, sustainable, and more size-inclusive than ever as the collection will go up to a size 6X (right now its at 3X but by next week all 6X sizes will be launched. A brand that prides itself on being "for the coming age," they've come out of the gate with a colorful and '90s-inspired collection but it's sure not to look the same as the seasons continue, as they will constantly be on the hunt for the next new trend, from the everyday wears to the most head-turning statement pieces.

# data[].attributes.attachment_link.title
ASOS's New Inclusive Brand Was Built by People Born in 2000

# data[].attributes.attachment_link.description
ASOS is already one of our most favorite affordable fashion retailers, but the British company is taking it one step further with a latest line.

# data[].attributes.attachment_link.readable_text
Asos and Uncommon Creative Studio's new gender-fluid youth fashion label Collusion has launched online with a six-minute film directed by rising London-based filmmaker Dan Emmerson.

The video documents the lives and views of 100 young people in their hometowns of London, Glasgow, Birmingham and Brighton. Each of them has turned, or will turn, eighteen this year and is asked the question "What do you wish for in the year you come of age?"

This is the focus of the new label, which is anchored by the ideas of inclusivity and experimentation. Collusion is animal-free, size-inclusive and ethically-sourced - and designed in collaboration with a revolving group of students, image-makers and YouTubers.

The label's first line-up of six collaborators includes a visual artist, a social media star from Devon, a body positivity activist and Central St. Martins fashion student. Whilst each collaborator has their own influential online voice and worked with an Asos team to shape the first collection, new line-ups will be continuously invited to reimagine the brand.

In addition to the six-minute film, which paints a unique portrait of British youth today, Asos has launched a trailer on YouTube to introduce the new brand.

# data[].attributes.attachment_link.title
Asos launches new own-brand label Collusion with ad campaign

# data[].attributes.attachment_link.description
News campagnes : Asos and Uncommon Creative Studio's new gender-fluid youth fashion label Collusion has launched online with a six-minute film directed by rising London-based filmmaker Dan Emmerson. (#1022168)

# data[].attributes.body
BRAND EXTENSION

# data[].attributes.attachment_link.title
ASOS Marketplace and COLLUSION launch first-ever product collaboration

# data[].attributes.attachment_link.description
ASOS Marketplace, ASOS’ online platform for vintage sellers and independent boutiques, has launched its first-ever brand collaboration with an ASOS in-house label – COLLUSION.

# data[].attributes.attachment_link.description
ASOS has 17 own brands, accounting for 40% of sales in FY21 (£1.4bn). The ambition is to grow these brands by £1bn in the medium term.

# data[].attributes.attachment_link.readable_text
ASOS stands for "As Seen On Screen" and is a British online fashion and cosmetic retailer. It was found in the year 2000 in London, primarily aimed at the young millennials. The site sells over 850 brands as well as its own private labels of clothing and accessories.

The website has amassed over 80000 branded and private labels. It is headquartered at Camden Town and at the Greater London House. The retailer ships to over 2000 countries with distribution centers located in the US, UK, and Europe. They have 168 suppliers who use 713 factories around the world. They employ more than 3000 people and they have a world-leading ethical trade strategy which includes health and safety of the employees, improving wages, transparency, addressing and reducing modern slavery.

Strengths in the SWOT analysis of ASOS

1) Brand image

The brand has also partnered with GLAAD, which is one of the biggest voice of the LGBT community. The brand promotes a healthy body image and doesn't conform to any stereotypes. The brand also assures its customers that it does not digitally manipulate the image and the clothing worn by the models. ASOS has created a good brand image by emphasizing on the corporate responsibility and also letting the customers know who they are helping. ASOS loves good advocacy of the brand.

2) ASOS Designs

The brand ensures that it does everything to help the customers find their fit. The brand has more than 30 sizes and is committed to providing all the sizes at the same prize. The designs are made such that it can accommodate all the sizes. ASOS offers a selection of products that anyone can choose from. The brand takes fashionable products from different brands and then groups them with their own brand. This strategy has helped ASOS become the best online fashion destination

3) Supply Chain

ASOS has a unique approach to understanding and strategically implementing the supply chain operations. The company plans to continue its local expansion and invest more in its supply chain operation. The company sources from 500 factories in 28 countries and the brand have invested both in technology and distribution.

The transportation management operations are closely monitored by ASOS. The major suppliers of ASOS are spread across 14 countries. The customers receive a text or an email during the day of the delivery with an initial one-hour delivery time slot. Customers can also track their purchase using online mapping by web or mobile app. Integrating technology with operations has helped ASOS increase revenue.

4) Brilliant Influencer Marketing Initiative

The brand has a group called ASOS Insiders that is a group of 20-year-old millennials who post their fashionable outfits on the Social Media and other channels. The trending term among the millennials is OOTD( Outfit Of The Day) and these influencers curate irresistible versions of their OOTD.

On Instagram, users can see product codes in the image captions. With the help of a tracked link, the customers can reach ASOS website from the influencer's curated links. Even in Pinterest, the photos are directly linked to the webpage of ASOS. Customers can obtain the featured products straight from their social media accounts.

Weaknesses SWOT analysis of ASOS

1) R&D

The investment of ASOS on Research and Development is below the industry average. It has not been able to compete with the leading industry players in terms of innovation. The brand has come across as a mature firm who brings out products on its website when it is already testing and working in the market. However, the brand has now taken initiatives towards R& D by supporting the University of Arts, London along with brands Clarks, for sustainable growth in fashion through innovation and adaptation.

2) Free shipping

The brand has a superb global shipping strategy to accommodate the international buyers and has become a truly global business but it comes with a cost. The share value of ASOS dropped when free shipping started hitting its gross margins. It had for a period of time halted this offer and has resumed it back again.

3) Innovation

The company needs to invest in technology more to improve its customer experience. The company needs to increase the use of data analytics to improve its slow-down in sales growth. The company is expanding at a rapid scale in different geographies. The company needs to invest in more technology to integrate all the process across the boundaries and take strategic decisions that are backed by data.

Opportunities SWOT analysis of ASOS

1) Changing Trends

The newer trends in the fashion industry and changes in the consumer buying behavior can open up new markets for ASOS. The celebrity culture has existed since the inception of the brand. The 41% of their current offerings are never older than 3 months. The changing trends and increasing demand allow them to obtain around 2500-7000 new products each week. The brand can leverage this to diversify into newer product categories and offerings.

2) Marketing

By increasing marketing efforts to leverage traffic from the sites that their competitors utilize, ASOS could convert undecided shoppers before the competition does, therefore expanding their consumer base and increasing traffic.

ASOS is also planning to launch a TV advert campaign in France highlighting the success of the UK Billboard advertising efforts. Use of real-time data from social media, blogs, and websites and then using the insights to drive the marketing and pricing decisions will help the brand improve its customer base.

3) Expansion

ASOS can build its inventory, add more ranges of products, increase brands and also expand into new categories because customers like variety.

ASOS remains to focus on fashion even though it has expanded on beauty.

ASOS is making a good push in US markets with the new application that allows consumers to shop and access additional brand content. The app should help ASOS dig deeper in the US market. The brand has also opened a warehouse in the US to improve shipping. Various other product options like "try before you buy" and same day delivery in new markets should help in the expansion of the brand.

Threats in the SWOT analysis of ASOS

1) Competition

ASOS should work on the marketing of the products in terms of positioning and unique selling propositions. Since these are not well defined, it had led to attacks in the segment by the competitors.

We have brand Bohol which has 100 new styles added each day giving better options to customers. It also has 28-day returns offer for their customers. Another competitor is Nbrown which has a digital strategy that includes the partnership with Amazon, this brand has a significant share in the ladieswear segment. Amazon's launch of Prime Wardrobe offers progressively higher discounts that ASOS. The competition is getting tougher and ASOS needs to make strategic decisions to stay ahead

2) Economic factors

The world trade organizations govern the trade rule and any decision was taken is help the producers of goods and services conduct their businesses. ASOS must ensure that they follow to the agreements. The trade war that might get the prices of the products to hike and also and Brexit which has caused the movement of skilled labor to slow down in the UK. ASOS will always have to plan for all the scenarios the political and economic conditions might throw on it.

# data[].attributes.attachment_link.description
ASOS stands for "As Seen On Screen" and is a British online fashion and cosmetic retailer. It was found in the year 2000 in London, primarily aimed at the young millennials. The site sells over 850 brands as well as its own private labels of clothing and accessories.

# data[].attributes.headline
How fashion retailers are integrating into beauty 

# data[].attributes.subject
How fashion retailers are integrating into beauty 

# data[].attributes.attachment_link.readable_text
Fashion retailers adopting beauty into their strategies is not something that is entirely new. Online department store Net-a-Porter launched a beauty category as early as 2015, which was followed closely by a similar initiative of multibrand retailer Revolve, with the trend then exploding as it began to leak out from e-tailers to physical retail.

While luxury and high-end brands have arguably been at the forefront of interlocking fashion and beauty, fast fashion labels and high street retailers have also started hoping on the trend, in a bid to provide customers with a more holistic shopping experience. Zara, River Island and Primark are among those that have been rapidly expanding their beauty offerings, launching collections that are more complete in their product assortment, to include everything from nail varnish and eye shadows to facial cleansers and body creams.

And it is no surprise that retailers are scrambling to get a piece of the market. According to a report by Statista, the cosmetics industry is set to be worth 758.4 billion dollars (662.9 pounds) by 2025.

When asked about further motivations behind fashion retailers attempting to anchor themselves in the beauty sector, a spokesperson for consultancy firm, Deloitte, said: "There is a lower cost of doing business with beauty - like operating concessions or vendors - so there is less inventory risk.

"There is also a feeling that it is more recession proof, so it could help to guard against a decline in spending in clothing or other categories. On a more positive side, beauty and related services can enhance the in-store experience and drive conversion."

Primark's in-store nail concession. Image: Primark

Who is driving the trend?

For many retailers, the pursuit of beauty is not only centred around financial gain. Brands have often found that it has also allowed them to access a new consumer group. Meanwhile, the typical fashion consumer has their own values, so when confronted with beauty products in a fashion-centric environment they are likely to behave differently to that of a beauty-focused consumer. This factor was noted by Frederica Levato, a senior partner at Bain & Company, a consultancy firm that counts retail among its serviced industries.

Speaking to FashionUnited, Levato explained that fashion customers - a sector that was initially led by millennials - were now evolving rapidly through Gen Z consumption, a group that she said were actively seeking out a 360 degree customer experience in stores. Levato noted that retailers were responding to this shift, stating: "Fashion brands are changing their experiences that they offer through this 360 approach, evolving the role of a store to be more of an experience centre and meeting place, rather than only transactional."

She added that with beauty being one of the most experiential categories that can be offered, allowing customers to be engaged with in a vast variety of ways, it is a one that can also help to enlarge the pie of potential customers and the business itself, giving retailers something they could possibly be missing through fashion.

One brand optimising this mindset of providing a more collective experience is Flannels. In June, the Frasers Group-owned label revealed a "social-media first" clinic in its newly opened Liverpool store alongside cosmeceutical brand Esho. At the location, shoppers can access a laser suite, injection-free lip products and hydrafacial services. The addition built on Flannels' already established presence in the beauty sector, following on from the launch of Flannels Beauty in 2021, through which it has also introduced a branded Beauty Bar and Beauty Changing Rooms.

Esho's clinic in Flannels, Liverpool. Image: Esho, Facebook

British doctor Tijion Esho, founder of the Esho brand, which has also recently struck up a deal with Asos, said Flannels had approached the brand as it began to focus on its own expansion strategy. He continued: "As Flannels explained their vision of redefining luxury as well as the shopping experience, it quickly made sense to be a part of it. I've always wanted to lead the way to change and by creating the first of its kind social media-ready 'tweakment' space alongside our products. I think we have done that - as seen by the reaction of both the press and the public."

In regards to what advantages a beauty company can gain through partnering with a fashion retailer, Bridey Lipscombe, CSO of Esho, told FashionUnited: "It's the ability to access a ready made consumer group that is already aligned with the same wants and needs of our current fan base. The shoppers in beauty and fashion share many key wants that are provided by both our products and our clinic."

How is beauty being implemented?

Partnering with an already established and well-trusted beauty brand is just one way that retailers have been implementing beauty into their business models. Lipscombe noted that adding a brand like Esho to their offering can fulfil the needs of the ever growing educated consumer. She added: "They want clinically formulated products backed by science that really give results in both the short and long-term."

This was an element also highlighted by Bain's Levato, who mentioned that if a fashion retailer wanted to be deemed credible in beauty, it needed to develop the category alongside specialists. While many brands have adopted licences to enter the sector, the strategy does not allow them to entirely embed beauty into their retail environment. Levato continued: "Companies are instead developing new capabilities and business models to be credible and serve in this category."

To achieve this, there are a lot of factors that fashion retailers need to consider, Levato added, as she went on to say: "Beauty is also one of the most advanced sectors in terms of sustainability and the values it conveys to consumers. It is often that the customer is more conscious than in fashion, not only towards the environment but also for the involvement of animals."

Primark Fairtrade Bath Oil. Image: Primark

Retailers have seemingly taken note of this factor, with recent launches by the likes of Boohoo and Primark dedicated to the debut of "eco-friendly", "ethical" beauty products under their own labels. While Boohoo released a "vegan" line of products alongside its developed brand line, Primark partnered with Fairtrade to release a collection of cosmetics that aimed to present a cleaner image for its shoppers. The launches built on both the retailers' efforts to introduce more "sustainable" practices throughout their fast fashion models, adapting their environmentally-conscious strategies into beauty drops too, as shoppers become more aware of what they are purchasing.

Primark is among the retailers for which beauty isn't an entirely new domain, with it first introducing cosmetics and make-up lines to its store in 2014. Over time, the British retailer has expanded its offering in line with consumer trends and beauty essentials, which Paul Baldwin, trading director, home, lifestyle, health and beauty, said had gone from "strength to strength". This has included the introduction of in-store concessions for nails and the addition of beauty studios developed in partnership with Rawr Express.

Baldwin added: "We have invested in our extensive beauty department, which now sits in a standalone space within our stores and offers a wide range of beauty products to our customers at affordable prices. We see our beauty department as a key part of our customer offering."

The brand's current focus on beauty stems from a "really strong response" from customers on its beauty ranges, Baldwin noted, with the director also stating that he believed the category perfectly complemented its fashion offering.

What other strategies can be followed?

Dedicated stores have also become increasingly popular among fashion retailers, seeing the beauty category launch under a separate banner in a new environment that often still ties in with the retailer's own identity. Brands like H&M, which opened a H&M Beauty flagship in Copenhagen last year, have begun to explore this strategy as an alternative way to explore the industry.

Similarly, Harrods also expanded its presence in the sector through this method, opening up stand alone beauty destinations under H Beauty. While the initial concept first launched in 2020, the luxury retailer wanted to continue growing its experiential shopping experiences, and now boasts five H Beauty stores throughout the UK. The locations house a curated portfolio of brands and products that aim to cater to local customers.

Harrods' H Beauty Store. Image: courtesy of Harrods

On the concept, Harrods head of beauty, Mia Collins, told FashionUnited: "The ethos of H beauty stores encourages customers to play, experiment and celebrate their identity through beauty." To build on this idea, the luxury department store further introduced a Men's Sunglasses, Grooming and Fragrance space in its Knightsbridge store, again cementing its attempt to become a "one-stop-shop-shopping experience". Collins added: "The vision behind this new space was to bring together an easily accessible, highly curated edit of the best grooming, fragrance and eyewear products on the market all in one place."

How can retailers still enter the segment and where will it go in the future?

For retailers that have already implemented beauty, the category is proving to be an important part of their ongoing growth strategies. This reigned true for Primark, for which Baldwin said there had been a "significant growth" in the brand's beauty product lines over the last few years, leading to exciting future expansion plans.

He continued: "This is informed by knowing our customers' needs and wants in the beauty space; with our young customers shopping the latest cosmetic trends and picking up fake lashes and nails, to the more mature customers looking for skincare products. As a business we are constantly investing in our in-store experience, which includes making shopping for beauty in Primark even more convenient for our customers into the future."

Similarly for Harrods, the department store chain is looking to expand its presence in beauty by building up consumer loyalty and providing shoppers with incentives to purchase products. Through the retailer's new MyBeauty programme, which is linked to its Harrods Rewards initiative, customers can access a range of member-only benefits, such as first access to launches, events and promotions. Harrods' Collins said on the programme: "The launch of MyBeauty allows us to connect with our passionate beauty community on a more engaging level; offering experiences and benefits uniquely tailored to their interest in beauty and wellness."

While beauty is a heavily saturated industry, it is still an area that fashion retailers are attempting to get a foothold in. To do so, Bain & Company's Levato said that brands need to start with considering possibilities that are close to their DNA and the core of their business. She added: "Start with products that can be cross-sold to customers and use the category to enlarge your consumer base. Really focus on a strategy that is both consistent with the brand DNA and the customer group."

# data[].attributes.attachment_link.title
How fashion retailers are integrating beauty into their physical stores

# data[].attributes.attachment_link.description
Fashion retailers adopting beauty into their strategies is not something that is entirely new. Online department store Net-a-Porter launched a beauty category as early as 2015, which was followed closely by a similar initiative of multibrand retailer Revolve, with the trend then exploding as it began to leak out from e-tailers to physical retail.

# data[].attributes.headline
Beauty brands successful on tik tok currently 

# data[].attributes.subject
Beauty brands successful on tik tok currently 

# data[].attributes.body
https://thestrategystory.com/blog/asos-swot-analysis/

# data[].attributes.attachment_link.readable_text
Before we dive deep into the SWOT analysis, let's get the business overview of ASOS. ASOS (As Seen On Screen) is a British online fashion and cosmetics retailer targeting young adults. Founded in 2000 by Nick Robertson and Quentin Griffiths, the company has become one of the leading online fashion platforms in the UK and expanded its reach to other markets worldwide.

Key aspects of ASOS's business overview include:

1. Product offerings: ASOS offers a wide range of fashion products, including clothing, accessories, footwear, and beauty products. The platform features a mix of its own-label brands, such as ASOS DESIGN, and collaborates with third-party brands, including well-known global names and emerging designers.

2. Target audience: ASOS focuses on catering to the fashion needs of young adults aged 20 to 30. Its offerings aim to provide trendy, affordable, and inclusive fashion, emphasizing body positivity and size inclusivity.

3. Business model: ASOS operates primarily as a B2C (business-to-consumer) e-commerce platform. Customers can purchase products directly from the ASOS website or through its mobile app, which is available for iOS and Android devices. As of 2022, ASOS had 26 Million customers.

4. Global reach: Although ASOS is a British company, it has expanded its operations worldwide, offering to ship to over 200 countries. The platform has localized websites for markets such as the United States, Australia, Germany, France, and Spain. ASOS continues to focus on global expansion and growth in new markets.

5. Financial performance: ASOS is listed on the London Stock Exchange (LSE) under the ticker symbol ASC. In FY22, ASOS generated £3,936.5 Million in revenue and £1,717 Million as Gross Margin.

Here's a SWOT analysis for ASOS:

A SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats of a business, project, or individual. It involves identifying the internal and external factors that can affect a venture's success or failure and analyzing them to develop a strategic plan. In this article, we do a SWOT Analysis of ASOS.
SWOT Analysis: Meaning, Importance, and Examples
Strengths

1. Strong brand reputation : ASOS is a well-established and respected brand in the online fashion space, known for its trendy and affordable products, which appeals to its target market of young adults. ASOS is among the 10 most valuable apparel brands worldwide, competing with the likes of Nike, Adidas, and Zara.

2. Extensive product range : ASOS offers a wide variety of products, including clothing, accessories, footwear, and beauty items. This broad selection allows customers to find everything they need in one place, making it a convenient shopping destination.

3. Own-label and third-party brands : ASOS has a mix of its own-label brands, such as ASOS DESIGN, and collaborations with other brands, including established names and emerging designers. This combination allows ASOS to offer unique, exclusive products and stay ahead of the latest fashion trends.

4. Inclusivity and body positivity : ASOS promotes body positivity and size inclusivity by offering a wide range of sizes and styles, catering to different body shapes and types. This approach has resonated with customers and sets ASOS apart from some competitors.

5. Global reach and localization : ASOS ships to over 200 countries and has localized websites for several key markets, which helps to attract international customers and facilitate their shopping experience.

6. Flexible and efficient supply chain : ASOS operates a flexible supply chain, which enables it to respond quickly to changes in demand and fashion trends. This agility allows the company to stay competitive in a fast-paced industry.

Weaknesses

1. Dependence on the UK market : Although ASOS has expanded internationally, a significant portion of its revenue still comes from the UK market. This reliance on a single market can make the company more vulnerable to economic fluctuations and local competition. ~45% of ASOS's revenue is generated from UK market (as of 2022).

2. Limited physical presence : ASOS operates primarily as an online retailer with no brick-and-mortar stores. This limits its ability to offer in-person customer experiences, which some competitors leverage to build customer loyalty and drive sales.

3. Intense competition : The online fashion industry is highly competitive, with numerous players such as Zalando, Boohoo, H&M, and Amazon. This competition can lead to pricing pressures, margin erosion, and the need to innovate and differentiate constantly.

4. Dependence on third-party suppliers : ASOS relies on third-party suppliers and manufacturers for its product offerings. This reliance can expose the company to potential supply chain disruptions, quality control issues, and ethical concerns.

5. Challenges in quality control and customer satisfaction : ASOS offers various products from various brands, and maintaining consistent quality control can be challenging. This can lead to customer dissatisfaction and damage the company's reputation.

6. Managing rapid growth : ASOS has experienced significant growth in recent years, which can lead to growing pains, such as challenges in managing operations, inventory, and logistics.

7. Difficulty in predicting fashion trends : The fashion industry is characterized by rapidly changing trends, and ASOS's success depends on its ability to stay ahead of them. Failure to do so can result in lost sales and excess inventory.

8. Potential negative impact of Brexit : The UK's exit from the European Union (Brexit) may have implications for ASOS's operations, including potential disruptions to its supply chain and increased costs due to tariffs and trade barriers.

9. Sustainability challenges : Although ASOS is committed to sustainability, the fast-fashion nature of the business can be inherently wasteful and environmentally damaging. Balancing sustainability with profitability and customer demand remains a challenge.

Opportunities

1. Expansion into new markets : ASOS can continue to expand its global reach by entering new markets, particularly in emerging economies with growing middle classes and increasing internet penetration.

2. Enhancing the customer experience : ASOS can invest in further improving its website and mobile app, incorporating new features such as virtual fitting rooms, augmented reality, and AI-powered styling recommendations to provide a more engaging and personalized shopping experience.

3. Physical retail presence : ASOS could explore opening brick-and-mortar stores as permanent locations or pop-up shops to offer customers a tangible shopping experience and build stronger brand loyalty.

4. Strengthening sustainable and ethical practices : ASOS can further its commitment to sustainability and ethical practices by increasing its range of eco-friendly and ethically-produced products and by partnering with more sustainable brands and suppliers.

5. Collaborations and partnerships : ASOS can collaborate with high-profile designers, celebrities, and influencers to create exclusive collections and marketing campaigns, attracting new customers and driving sales.

6. Product diversification : ASOS can expand its offerings by exploring new categories, such as activewear, home goods, or even venturing into electronics and gadgets. This diversification can attract a broader customer base and increase revenue streams.

7. Private label expansion : ASOS can continue to grow and promote its own-label brands, offering unique and exclusive products that differentiate the company from competitors and generate higher profit margins.

8. Strengthening supply chain management : ASOS can invest in improving its supply chain efficiency and resilience, adopting advanced technologies such as AI and machine learning to optimize inventory management, demand forecasting, and supplier relationships.

9. Acquisition of complementary businesses : ASOS can explore strategic acquisitions of complementary businesses, such as niche fashion brands, technology companies, or logistics providers, to enhance its capabilities and market reach.

10. Fostering customer loyalty : ASOS can develop and enhance loyalty programs, offering exclusive discounts, early access to sales, and personalized rewards to encourage repeat purchases and long-term customer relationships.

Threats

1. Intense competition : The online fashion industry is highly competitive, with numerous players such as Zalando, Boohoo, H&M, and Amazon constantly vying for market share. Increased competition can lead to price wars, margin erosion, and difficulty maintaining differentiation.

2. Changing consumer preferences : Fashion trends and consumer preferences change rapidly, making it challenging for ASOS to stay ahead of the curve consistently. Failure to keep up with these changes could result in lost sales and excess inventory.

3. Economic fluctuations : Economic downturns or recessions can negatively impact consumer spending, particularly on discretionary items such as fashion. This can lead to reduced sales and profitability for ASOS.

4. Supply chain disruptions : ASOS relies on third-party suppliers and manufacturers for its products, making it vulnerable to supply chain disruptions due to factors such as geopolitical tensions, natural disasters, and labor disputes.

5. Regulatory changes and trade barriers : Changes in regulations, tariffs, and trade barriers, particularly in the aftermath of Brexit, could increase costs and disrupt ASOS's operations, impacting its profitability and growth.

6. Currency fluctuations : As an international business, ASOS is exposed to currency fluctuations, which can impact its financial performance and profitability.

7. Cybersecurity threats : ASOS's online presence exposes it to potential cybersecurity threats, such as data breaches and cyberattacks. These threats could lead to reputational damage, financial losses, and legal liabilities.

8. Reputation risks : Product quality, ethical sourcing, and environmental sustainability issues can pose reputational risks for ASOS. Negative publicity or controversies could damage the company's brand image and customer loyalty.

9. Technological disruptions : The rapid pace of technological advancements in the e-commerce and retail sectors can disrupt ASOS's business model. Failure to adapt and innovate in response to new technologies could hinder the company's competitiveness.

10. Intellectual property infringements : ASOS operates in an industry with a high risk of intellectual property infringement. The company could face legal challenges or disputes over trademark, design, or copyright violations, resulting in financial penalties and damaging its reputation.

# data[].attributes.attachment_link.description
A SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats of a business. In this article we do a SWOT Analysis of ASOS.

# data[].attributes.headline
The global cosmetics market size was valued at USD 262.21 billion in 2022 

# data[].attributes.subject
The global cosmetics market size was valued at USD 262.21 billion in 2022 

# data[].attributes.body
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwj95aXClub_AhUKaMAKHXZvDhgQFnoECCgQAQ&url=https%3A%2F%2Fwww.grandviewresearch.com%2Findustry-analysis%2Fcosmetics-market&usg=AOvVaw2k2M3yEfD7qg9I16RXCsx1&opi=89978449

# data[].attributes.headline
ASOS expands Face + Body range as viral trends and products drive demand

# data[].attributes.subject
ASOS expands Face + Body range as viral trends and products drive demand

# data[].attributes.body
Clean Girl trend on TikTok fuels demand for multi-tasking products and sales of The Ordinary Glycolic Acid 7% Toning Solution increase by over 130% YoY after going viral.

Face + Body range expanding beyond 200 brands, with MALIN+GOETZ, drybar and The Beauty Crop launching on ASOS in April and May.

Experiential pop-up featuring interactive sample vending machine to visit Liverpool, London and Manchester this week.

London, Thursday, 23 March 2023 – Viral TikTok trends are driving demand among 20-somethings for certain Face + Body ranges and specific products according to data from ASOS. The #cleangirlaesthetic hashtag (encapsulated by dewy skin, rosy cheeks and minimalist makeup) has had 2.9 billion views on TikTok and made lip oils and products that can be used for multi-tasking, such as blushers, a huge trend. ASOS has seen a sales of cream blushes grow by over 600% in the last 6 months.

The ‘TikTok effect’ is also dramatically fuelling demand for individual products. Sales of The Ordinary Glycolic Acid 7% Toning Solution are up 130% year-on-year in the last six months after the product went viral last year.

A survey of 2,000 UK adults conducted in December found that 69% of 20-somethings think it’s important to protect spending on cosmetics and toiletries even when times are tough. Makeup is ASOS’ fastest-growing category the last 6 months, with one product sold every 4 seconds.

To respond to demand, ASOS has added 18 new Face + Body brands in the last six months. By the end of May over 210 brands will be available following a series of new brand launches in April and May, including:

MALIN+GOETZ - guided by the philosophy of less, but better, their mission is to design high quality, easy-to-use skincare for face, body + hair, fragrances and candles that fit into your modern lifestyle. Born in New York city in 2004, the diversity, inclusivity + energy of city living is what has inspired MALIN+GOETZ from the very beginning. All products are cruelty-free, and designed for every skin type, tone and gender. Available at ASOS from next month.

Megababe - Cult US body care brand Megababe provides solutions to inspire confidence by tackling everyday 'taboo' body issues. With problem solving products such as its best-selling Thigh Rescue and Rosy Pits deodorant, it is all about innovation. 15 products will be available on ASOS from May.

The Beauty Crop - a TikTok viral British brand creating products where skincare meets makeup. Their formulations include natural oils and plant-based extracts that nurture skin whilst delivering intense colour technology. ASOS will launch the brand worldwide with 27 product options.

Bernadette Sullivan, Face + Body Director at ASOS said: “Self-care is more important than ever for our 20-something customers, who we know want to protect their spending on Face + Body and fashion even when times are tough. That’s why we’re excited to be adding more leading brands to our platform as we continue to grow our Face + Body offer, so our customers know they can find everything they need at ASOS for every moment in their life.”

ASOS will hit the road to highlight its expanding Face + Body range with experiential pop-ups visiting Liverpool, London, and Manchester.

Visitors to the pop-ups will be able to use an interactive vending machine to get free product samples tailored to their needs and interests. The event is being supported by nine of the top Face + Body brands sold by ASOS - Harry’s, L’Oreal Paris Elvive, NYX, Olaplex, Sunday Riley, The Ordinary, thisworks, Too Faced and Urban Decay.

Shoppers wanting to get their hands on these specially curated samples should head to the following leading shopping locations from 10am-6pm:

Manchester – Friday, 24 March at the Arndale Centre

Liverpool – Saturday, 25 March at Liverpool One, Paradise Street

London – Sunday, 26 March at Old Truman Brewery, Ely's Yard

ASOS began selling beauty and grooming products in 2004 and rebranded the category to Face + Body in 2017. Today, ASOS is the go-to destination for 20-somethings exploring the category in a fun, playful and radically inclusive way, with over 13,000 individual products from c.200 brands.

# data[].attributes.attachment_link.title
ASOS expands Face + Body range as viral trends and products drive demand

# data[].attributes.attachment_link.description
Viral TikTok trends are driving demand among 20-somethings for certain Face + Body ranges and specific products according to data from ASOS.

# data[].attributes.body
British online fashion retailer ASOS plc is amongst the most popular fashion and apparel brands according to website visits worldwide, ranking alongside retailers who sell both online and in-store. Between 2012 and 2022, ASOS more than quadrupled its worldwide revenue and reached over 3.9 billion British pounds..
Asos wins over the EU market
ASOS’s revenue growth is paralleled with its expansion of its shopper base. Even though the UK remains to be the most lucrative region where ASOS generates the highest retail sales, the British fashion e-retailer increased its activity in the EU market at an impressive rate. From 2014 to 2022, ASOS recorded significant growth each year in retail sales across the European Union and stood out amongst other key markets. In the most recently recorded year, ASOS recorded over 1.1 billion pounds in retail sales in the EU.
ASOS remains online-only
In the current fashion retail environment where many high street retailers are going multichannel, ASOS still persists in its pureplay strategy. In 2021, asos.com net e-commerce sales in the UK put the multi-brand retailer in the same league with brick and mortar retailers’ online platforms with over 2 billion British pounds worth of net sales in the fashion segment.

# data[].attributes.body
Our vision is to be the world’s number one fashion destination for fashion-loving 20-somethings.

AUTHENTIC
We celebrate what makes us unique and stay true to ourselves. Our business is built on an inclusive culture which encourages passion, enthusiasm and development so you can bring your best self to work. We recognise that it’s our differences which make us stand out from the crowd, giving our ASOSers and customers the confidence to be whoever they want to be.

BRAVE
We’ve been bold and ambitious from the start – it’s in our DNA. We’re empowered to try something different with the freedom to fail, turning left when others turn right. We use our voice to drive us forward, speaking up on the things our people and customers care about and challenging the status quo.

CREATIVE
We have a curious and adventurous spirit – it’s who we are and runs through everything we do. We balance leadership with learning, by being comfortable as an innovator and when following in the footsteps of others. Our products and platform are fuelled by creative passion and a deep understanding of our customers, allowing us to empower millions of people around the world.

DISCIPLINED
Great work doesn’t happen by chance. We need to take time in our pursuit of excellence, honing our skills, perfecting our craft, executing our plans, being comfortable with the uncomfortable and bridging the gap between goals and accomplishments. It's a strategy that allows us to create an ASOS that’s built for future success.

ASOS is a destination for fashion-loving 20-somethings around the world, with a purpose to give its customers the confidence to be whoever they want to be. Through its market-leading app and mobile/desktop web experience, available in ten languages and in over 200 markets, ASOS customers can shop a curated edit of nearly 70,000 products, sourced from nearly 900 of the best global and local partner brands and its mix of fashion-led own-brand labels – ASOS Design, ASOS Edition, ASOS 4505, Collusion, Reclaimed Vintage, Topshop, Topman, Miss Selfridge and HIIT. ASOS aims to give all its customers a truly frictionless experience, with an ever-greater number of different payment methods and hundreds of local deliveries and return options, including Next-Day Delivery and Same-Day Delivery, dispatched from state-of-the-art fulfilment centres in the UK, US and Germany.

# data[].attributes.attachment_link.readable_text
Our vision is to be the world's number one fashion destination for fashion-loving 20-somethings.

Our purpose

We believe in a world where you have the freedom to explore and express yourself without judgement, no matter who you are or where you're from. That is why our purpose is to give fashion-loving 20-somethings the confidence to be whoever they want to be.

Our values

We celebrate what makes us unique and stay true to ourselves. Our business is built on an inclusive culture which encourages passion, enthusiasm and development so you can bring your best self to work. We recognise that it's our differences which make us stand out from the crowd, giving our ASOSers and customers the confidence to be whoever they want to be.

We've been bold and ambitious from the start - it's in our DNA. We're empowered to try something different with the freedom to fail, turning left when others turn right. We use our voice to drive us forward, speaking up on the things our people and customers care about and challenging the status quo.

We have a curious and adventurous spirit - it's who we are and runs through everything we do. We balance leadership with learning, by being comfortable as an innovator and when following in the footsteps of others. Our products and platform are fuelled by creative passion and a deep understanding of our customers, allowing us to empower millions of people around the world.

Great work doesn't happen by chance. We need to take time in our pursuit of excellence, honing our skills, perfecting our craft, executing our plans, being comfortable with the uncomfortable and bridging the gap between goals and accomplishments. It's a strategy that allows us to create an ASOS that's built for future success.

# data[].attributes.attachment_link.description
Our vision is to be the world's number one fashion destination for fashion-loving 20-somethings. Our purpose We believe in a world where you have the freedom to explore and express yourself without judgement, no matter who you are or where you're from.

# data[].attributes.body
BY KIRSTY MCGREGOR

20 DECEMBER 2017
Asos has come a long way since it was founded in 2000 as As Seen On Screen, the destination for clothes and other items seen in films or on TV. Early on, its co-founder, Nick Robertson, the great-grandson of Austin Reed, saw the opportunity to branch out into selling own-label and third-party branded fashion. The business snowballed: in 2016 Asos had turnover of £1.4bn.

People were saying: ‘Online shopping’s never going to work. It’s a fad.’
“global fashion destination for 20-somethings that exists to give you the confidence to be whoever you want to be”. Top selling products categories range from the latest women’s clothing trends to men’s face and grooming products.

Nick Beighton became ASOS’ CEO in 2015. He worked at ASOS since 2009 as CFO. He and his team made a crucial observation and advancement for ASOS in 2010 — customers were looking to purchase via mobile. As a result, ASOS developed a hassle-free, easy to shop mobile experience.

Stress-free shopping wins loyalty. ASOS offers its customers free worldwide shipping and free returns! Along with spectacular shipping/return options, the company focuses on distribution efficiencies, eCommerce localization, and a strategic international online sales plan to help scale globally.

# data[].attributes.attachment_link.title
How Asos founder Nick Robertson built a £1.4bn business

# data[].attributes.attachment_link.description
As part of Drapers’ 130th anniversary celebrations this year, we brought together some of fashion retail’s biggest names for a series of unique one-on-one interviews. We’re publishing them online for you to enjoy over the Christmas period, but you can read them all in our 130th anniversary special e…

# data[].attributes.body
We believe in a world where you have total freedom to be you, without judgement. To experiment. To express yourself. To be brave and grab life as the extraordinary adventure it is. So we make sure everyone has an equal chance to discover all the amazing things they’re capable of – no matter who they are, where they’re from or what looks they like to boss. We exist to give you the confidence to be whoever you want to be.

FASHION DEMOCRACY

Choice for all
Our audience (AKA you) is wonderfully unique, and we do everything we can to help you find your fit. We offer our ASOS Brands in more than 30 sizes – and we're committed to providing all sizes at the same price – so you can be confident we’ve got the perfect thing for you.

Body positivity
It’s important for us to promote a healthy body image – we’re not about conforming to any stereotypes – so we work with more than 200 models to represent our audience. And we’re not in the business of digitally altering their appearance either… there’s no reshaping or removing stretch marks here. Our models are part of the ASOS family and we support them by following a Model Welfare Policy.

ParalympicsGB partnership

We’re more than honoured to be an official partner of the British Paralympic Association, providing the ParalympicsGB team with their formal and ceremonies outfits. Creating bespoke collections that meet the athletes’ needs, as well as making them look and feel great, is a privilege and has improved our learning about designing adaptive clothing

PEOPLE AND THE PLANET

People
We’re serious about making sure every person in our global supply chain is safe at work and has their rights respected and protected. We set high ethical standards and support our suppliers to help them meet them. Our priorities include transparency; improving wages; health and safety; addressing and reducing modern-slavery risks, and identifying and stopping child labour.

Planet

We’ve set ourselves ambitious targets to reduce the impact we have on the planet and we’re always looking for new ways to get better. We also work hard to ensure animals don’t suffer for fashion and have strict sourcing guidelines for animal-derived materials and producing animal-free products.

ASOS Foundation

We set up the ASOS Foundation because we believe everyone deserves access to the same opportunities. It achieved full charity status in 2013 and provides infrastructure, training and support to enable disadvantaged young adults to reach their potential. Our mission is to inspire young people to break down barriers and, ultimately, to achieve amazing things. We have so many experts in fashion and tech who love to pass on their talent through the Foundation – it’s one of our favourite parts of being ASOS, and we hope we can change lives

The ASOS Brands.

We don't do fashion like anyone else does fashion. Our ASOS Brands, created by our London design team, look between the lines to bring you the freshest clothing, shoes, accessories and gifts. When it comes to our curation of brands at ASOS, we select the best of those to give you the biggest variety, amazing exclusives and coolest collaborations. And in case that wasn't enough, we've also got a range of first-rate Face + Body products you can express yourself with, too. There are no rules – just endless ways to be you.

ASOS DESIGN

Giving you the confidence to express your individuality, ASOS DESIGN interprets major trends, adding that next-level ASOS spin. Representing in our size ranges (ASOS Curve, Tall, Petite and Maternity), we've got all the stuff you need to invent a style that’s all yours… making every day, night and everything in-between as extraordinary as you are.

ASOS WHITE
Backing oversized fits with a minimal, clean aesthetic, ASOS WHITE is here to elevate your every day. Believing investment pieces don’t have to compromise on individuality, it creates understated staples with a modern twist that you’ll be proud to wear – not to mention look damn cool in.

ASOS MADE IN
No longer a choice between conscience and self-expression, we believe fashion has the power to build futures. That’s why our exclusive ASOS MADE IN KENYA collection works with SOKO Kenya to improve the lives of local communities by offering skills and support to drive sustainable development. Does good, looks good.

At ASOS, we never settle. We have an always testing, ‘always in beta’ philosophy, constantly improving to make it all just that bit better every day. From free delivery and returns to innovative visual search tech, if it hasn’t been done before, we find a way to do it anyway.

Style Match

Whether inspired by a look in a magazine or a mate’s vibe, you can now find similar pieces quicker and easier than ever before with our photo search technology. Snap or upload an image and Style Match searches all our products to show you the closest things. Plus, it's really fun.

Fit Assistant

We do everything we can to make sure our customers get their fit right, first time. This is where Fit Assistant comes in. Designed to offer a personalised size recommendation based on similar shoppers and bespoke measurements, we’re helping you be confident in the size you choose – knowing we’ve always got your back.About ASOS | Everything You Need to Know About Us

ASOS
https://www.asos.com › about

# data[].attributes.attachment_link.title
About ASOS | Everything You Need to Know About Us | ASOS

# data[].attributes.attachment_link.description
Everything you need to know about ASOS. Get the latest information on who we are, our ASOS brands, our payment and delivery propositions and much more. ASOS.

# data[].attributes.body
In 1999, two ordinary British men had the bright idea of starting a fashion business that copied the trending styles and designs worn by popular celebrities.

Nick Robertson and Quentin Griffiths didn’t know at the time that their small idea would grow into something so huge as ASOS is today.

The name ASOS is an acronym for “As Seen On Screen”, although many customers of the brand are unaware of this fact.

Initially known as “AsSeenOnScreen Limited”, the company soon shortened the name to ASOS in less than a year.

By 2001, their website was officially www.asos.co.uk, and the AsSeenOnScreen name had well and truly gone.

However, the reason behind the business was never forgotten, and Robertson and Griffiths still worked tirelessly to provide the elegant and stylish fashion items which had been seen on TV.

Around the same time, the business was admitted to the AIM (Alternative Investment Market) on the London Stock Exchange, meaning that shares could now be floated.

This enabled ASOS to benefit from shareholders and investors, helping to add more products and clothing lines.

Not long after, ASOS expanded and began to sell products that weren’t necessarily seen on the screen.

This prompted the owners and managers to think more seriously about officially changing the registered name to ASOS Limited.

In 2003, everybody agreed that ASOS was the name by which customers should recognize the company, and it was formally changed on the legal documents.

By 2013, they were offering products in several departments, including menswear, womenswear, jewelry, accessories, and even beauty products.

Customers in the USA, France, and Germany were able to order all their favorite items from the ASOS website by 2010.

The main warehouse for ASOS is situated in Barnsley, UK, and was expanded in 2014 to hold 20 million units.

The same year, the first warehouse in Europe outside of the UK was opened, located in Berlin, Germany. Mobile shopping apps were also launched for France and Germany.

CoppaFeel, one of the UK’s most popular breast cancer awareness charities, was proud to announce that ASOS had joined the campaign in 2015.

Since the charity aims to see every bra sold in the UK include a reminder label for women, ASOS is helping to make this a reality by adding one to each of the bras sold through asos.com.
Beginning as a small business venture, ASOS has taken the world by storm since launching in 2000.

# data[].attributes.attachment_link.readable_text
In 1999, two ordinary British men had the bright idea of starting a fashion business that copied the trending styles and designs worn by popular celebrities.

Nick Robertson and Quentin Griffiths didn't know at the time that their small idea would grow into something so huge as ASOS is today.

The name ASOS is an acronym for "As Seen On Screen", although many customers of the brand are unaware of this fact.

Initially known as "AsSeenOnScreen Limited", the company soon shortened the name to ASOS in less than a year.

Officially Changing the Name

By 2001, their website was officially www.asos.co.uk, and the AsSeenOnScreen name had well and truly gone.

However, the reason behind the business was never forgotten, and Robertson and Griffiths still worked tirelessly to provide the elegant and stylish fashion items which had been seen on TV.

Around the same time, the business was admitted to the AIM (Alternative Investment Market) on the London Stock Exchange, meaning that shares could now be floated.

This enabled ASOS to benefit from shareholders and investors, helping to add more products and clothing lines.

Not long after, ASOS expanded and began to sell products that weren't necessarily seen on the screen.

This prompted the owners and managers to think more seriously about officially changing the registered name to ASOS Limited.

In 2003, everybody agreed that ASOS was the name by which customers should recognize the company, and it was formally changed on the legal documents.

Expansion and Online Success

Over the years, ASOS began to grow outside of the United Kingdom, offering its products to customers in other countries around the world.

By 2013, they were offering products in several departments, including menswear, womenswear, jewelry, accessories, and even beauty products.

Customers in the USA, France, and Germany were able to order all their favorite items from the ASOS website by 2010.

The year after, websites were launched for those living in Spain, Italy, and Australia, and ASOS chose the Australian city of Sydney to open its first non-UK office.

In 2013, they launched online stores for both Russia and China.

Since the company was growing to be such an international favorite in the fashion world, ASOS needed to open offices in the UK outside of London and the South West.

Although the headquarters remained in Camden Town, London, a new office was established in Birmingham in 2013.

Collaborations and Charities

ASOS chose to further promote itself by sponsoring the McLaren Formula One team during the 2014 Formula One season.

While people initially speculated that the sponsorship was only temporary, it lasted the entirety of the season that year.

The main warehouse for ASOS is situated in Barnsley, UK, and was expanded in 2014 to hold 20 million units.

The same year, the first warehouse in Europe outside of the UK was opened, located in Berlin, Germany. Mobile shopping apps were also launched for France and Germany.

CoppaFeel, one of the UK's most popular breast cancer awareness charities, was proud to announce that ASOS had joined the campaign in 2015.

Since the charity aims to see every bra sold in the UK include a reminder label for women, ASOS is helping to make this a reality by adding one to each of the bras sold through asos.com.

In 2015, ASOS decided to partner with the British Paralympic Association to help the athletes look their best during the ceremonies in the Rio 2016 Olympic Games.

The company designed formal attire for many of the athletes for the September 2016 events and ceremonies.

Beginning as a small business venture, ASOS has taken the world by storm since launching in 2000.

Providing high-quality and fashionable clothing while also getting involved in charity work and campaigns - what more could you want from a business?

# data[].attributes.attachment_link.title
The History of ASOS | Fashion Facts | The Fact Shop

# data[].attributes.attachment_link.description
In 1999, two British men started a fashion business which copied fashion trends & designs worn by popular celebrities. Check out the history of ASOS here!

# data[].attributes.body
https://blog.hubspot.com/marketing/brand-extensions

Michelein - Car tyres -Restaurants
Resses Cereal
Colgate toothbrushes

# data[].attributes.attachment_link.readable_text
I was in awe of Hailee Steinfeld's performance after watching her in The Edge of Seventeen. Her performance was so good that it earned her a Golden Globe nomination for Best Actress.

But what amazes me about Steinfeld isn't her acting prowess. It's that she's also just as accomplished as a singer. Steinfeld has collaborated with some of the most famous musicians like Zedd, Florida Georgia Line, and Alesso to produce three hit songs that have all reached the Billboard Hot 100 record chart.

Although Steinfeld is mainly known for her acting chops, her singing abilities bolster her esteem as a performer and stretch her brand to more audiences and fans. And just like her venture into music, companies often extend their brand to develop new products in industries where they don't have any market share.

These initiatives are called brand extensions, and they allow companies to leverage their brand awareness and equity to create more revenue streams.

In this article, you'll learn more about what a brand extension is and see examples of extension ideas that could inspire you.

What is a brand extension?

Brand extension is a marketing strategy that involves a company using its well-established brand name or image to introduce a new product or product categories to its customer base.

This strategy works best when the new product category is related to its parent category and is something consumers and customers want.

Many companies use brand extensions because it allows them to leverage their parent brand's brand awareness and authority to reach new demographics and open up new sales channels.

One company that does brand extensions well is Apple.

Although Apple started as a technology company that makes only computers (Macs), it soon extended its product line to include music players (iPods), mobile devices (iPhones), and tech accessories (Apple Watch and Earpods). Even though all these new products are different, the extension works because Apple didn't drift too far from its parent product category. Instead, it leveraged its brand name to make penetrating the market a success.

What are the types of brand extensions?

Depending on the type of customers you have and what you want to achieve as a brand, you need to decide which brand extension strategy is right for your company.

Here are five different extension strategies that could work for you.

Line Extension

A line extension is when a parent brand launches a new product line in a category already familiar with its customers. With a line extension, brands don't have to create new categories.

An excellent example of a line extension is when soft drink companies introduce new flavors to their existing drink lineup. Other examples could include introducing new scents, sizes, and colors to a product line.

Complementary Product Extension

Another way an established brand can extend itself is by creating complementary products for its main products.

For example, Nike, a sports brand, creates various equipment, wears, and other sport-related products that complement each other. We've also seen toothpaste companies use this type of extension for their original brand by adding toothbrushes and other oral care products as new categories.

Customer Base Extension

A company can create a branding extension for itself by launching different product categories for a single demographic.

Procter & Gamble (P&G), for example, does this well with the Pampers brand. Although P&G specializes in various products, the Pampers line focuses on making products like diapers and wipes for babies.

Company Authority Extension

Companies with high levels of authority in their sector can leverage this authority to create new products.

For instance, Samsung has a huge brand name in the technology space that allows them to launch different products in related categories with a measure of success. And because of its brand image, most consumers wouldn't mind using a new product, whether it's an air conditioner or a mobile phone.

Brand Lifestyle Extension

Who would have thought a tequila line from an energy company would sell out within a few hours? Well, Tesla did it. And it was primarily due to the personality and lifestyle of its CEO, Elon Musk.

However, Elon and Tesla are not the only ones to use a celebrity's lifestyle to extend an existing brand. Other instances include Adidas/Kanye West's Yeezy lineup and Fenty (a brand under LVMH) with Rihanna.

What separates the best brand extensions from the worst?

Historically, the most successful brand extensions are the ones that closely tie to the company's core brand or flagship product, like Gerber's baby clothes and Dole's frozen fruit bars. By entering tangential markets that can preserve their brand's unique associations and perceived quality, companies can launch new products that consumers intuitively understand the benefits of, even though they've never seen them on a shelf.

On the flip side, a company can also exploit its brand and, in turn, ruin it.

Developing a new product in a market that isn't closely tied to your flagship product or core brand, like what Zippo did with its women's perfume, could cause some problems.

It could result in undesirable associations to your brand and weaken its existing associations and hurt your established products' perceived quality.

So whether you're a SaaS company or a consumer brand thinking about extending your product line, check out our list of the most and least successful brand extensions to help inspire your own.

Brand Extension Examples

1. Reese's Puffs Cereal

2. Food Network's Kitchen Items

3. Gillette's Razors & Shaving Supplies

4. Colgate's Toothbrush

5. Star Wars Action Figures

6. Honda's Lawn Mowers

7. Sunkist's Vitamin C Tablets

8. Cadbury's Instant Mashed Potatoes

9. Levi's Tailored Classics

10. Pillsbury's Frozen Microwave Popcorn

11. Samsonite's Outerwear

12. Arm & Hammer's Underarm Deodorant Spray

13. Colgate's Kitchen Entrees

Examples of Good Brand Extensions

1. Reese's Puffs Cereal
Image Source
Reese's Puffs was my favorite cereal growing up, so I might be a little biased here. But with all the chocolate-flavored cereal around in the mid-90s, Reese's Peanut Butter Cup's entrance into the cereal market was smart and natural.

Today, with some ad campaigns highlighting how kids can eat their favorite candy for breakfast, Reese's Puffs has helped General Mills, its conglomerate, capture the second-biggest slice of the cold cereal market share.

2. Food Network's Kitchen Items
Image Source
With an audience of over 13 million people, Food Network remains one of the world's biggest TV channels.

Considering that many people were interested in what it does, Food Network saw an opportunity to extend its brand by partnering with Kohl's Corporation to launch its kitchen and cookware products.

The partnership was a success because Food Network served a specific audience with what they needed.

3.Gillette's Razors & Shaving Supplies

Gillette's extension into making shaving products alongside its safety razor blades was a smart move. Why? It's hard to imagine someone shaving without using shaving cream, foam, or gel?

It was almost a necessity for Gillette to produce this complementary good for its flagship product.

4. Star Wars Action Figures

Image Source

Although Star Wars was popular among adults when the movie was first released in 1977, many children didn't like it as much.

So how did the franchise become popular today? The Star Wars brand extended into the toy market. With action figures from characters in the movies, Star Wars was able to attract a new audience, build brand awareness and make a ton of sales in the process.

5. Colgate's Toothbrush

Just like Gillette's razors and shaving products, Colgate's toothpaste and toothbrush are complementary goods. But unlike the former example, you literally need a toothbrush to use toothpaste. Otherwise, you can't brush your teeth.

In my opinion, Colgate's decision to enter the toothbrush market was a necessity and one of its best moves, helping it secure the third-largest slice of the oral care market.

6. Honda's Lawn Mowers

Honda's line of lawnmowers might not elicit the most enjoyable memories of my childhood. Still, its entrance and success in a saturated market speak volumes for a company primarily known for selling cars.

By leveraging its expertise in small motors to enter the lawn mower market in 1978, it now boasts the seventh-largest slice of market share in the global lawn mower industry.

7. Sunkist's Vitamin C Tablets

Image Source

Featuring orange juice as its flagship product, Sunkist's brand has associations with oranges, health, and energy. Sunkist produced vitamin C tablets that spawned an entire arm of business dedicated to vitamins and supplements to both bolster and leverage this association simultaneously.

Examples of Unsuccessful Brand Extensions

Not every brand extension can be a hit. Here are a few examples of brands that have made brand extension mistakes - and the lessons you can learn from them.

8. Cadbury's Instant Mashed Potatoes

Cadbury is known for making high-end chocolate and candy. When it started producing low-end food products, like instant mashed potatoes, it's not surprising to learn that its association with the finest chocolates weakened.

Smash, its instant mashed potato brand, actually reached mainstream success, but it was at the expense of lowering its flagship product's perceived quality. Cadbury eventually sold Smash in 1986, over 20 years after introducing its instant mashed potatoes to the world.

9. Levi's Tailored Classics

When Levi's introduced Tailored Classics in the early 1980s, it already owned a large share of its target market, so it wanted to enter some new markets to sustain its high growth rate.

One of these markets was men's suits, but since its brand was heavily associated with a casual, rugged, and outdoorsy lifestyle, Levi's new product line conflicted with its core identity and failed to catch on.

Consumers trusted Levi's to produce durable clothing that could endure the wrath of mother nature, but, for that very reason, they didn't trust them to deliver high-end tailored suits.

10. Pillsbury's Frozen Microwave Popcorn

Even though Pillsbury is known for producing foodstuffs, its frozen microwave popcorn couldn't compete with Orville Redenbacher or General Mills' Pop Secret because its product positioning of being "frozen for freshness" didn't offer enough value. Sure, sticking your popcorn in the freezer is convenient (I guess), but that benefit pales in comparison to enjoying a better-tasting popcorn.

11. Samsonite's Outerwear
Image Source
While Samsonite's outwear is more fashionable than Levi's Tailored Classics, it still suffers from the same problem as Levi's failed product line - the brand extension doesn't align with Samsonite's core identity.

Samsonite is known for making high-end luggage, suitcases, and business bags. So unless it thinks its flagship product's elegant traits can transfer to a completely unrelated product line, its venture into the clothing industry could diminish its brand equity. This is most likely the reason Samsonite doesn't list outerwear on its website anymore.

12. Arm & Hammer's Underarm Deodorant Spray
Image Source
Arm & Hammer has successfully extended its brand from an odor-neutralizing baking soda to laundry detergent, carpet deodorizer, and even cat litter. But one product line that isn't the best fit for its brand is an underarm deodorant spray. Applying a product that shares an ingredient with heavy-duty cleaning supplies to such a sensitive part of the body doesn't jive well with consumers.

13. Colgate Kitchen Entrees
Image Source
Although Colgate did well by extending its brand and creating different oral care products, it failed to enter the food space.

This brand extension was a failure mainly because selling frozen food was in sharp contrast with Colgate's brand identity. Since its audience already associated the brand name with dental care, it was hard for them to see the company differently.

Grow Your Brand

While a brand extension has its benefits, you also need to know that extending your brand into unchartered waters would also come with challenges.

So before you implement any extension strategy for your business, ensure it's in line with what your ideal consumer wants.

Does it make any logical sense to start marketing a new product to my customers? What benefit would a consumer derive from this new brand or product? Have I done enough research to know how a brand extension would affect my original brand?

Once you answer those questions, then you can start thinking about effective ways to grow your brand.

# data[].attributes.attachment_link.title
13 of the Most (& Least) Successful Brand Extensions to Inspire Your Own

# data[].attributes.attachment_link.description
I was in awe of Hailee Steinfeld's performance after watching her in The Edge of Seventeen . Her performance was so good that it earned her a Golden Globe nomination for Best Actress. But what amazes me about Steinfeld isn't her acting prowess. It's that she's also just as accomplished as a singer.

# data[].attributes.headline
6 VITAL STEPS TO SUCCESSFULLY CREATE A BRAND EXTENSION 

# data[].attributes.subject
6 VITAL STEPS TO SUCCESSFULLY CREATE A BRAND EXTENSION 

# data[].attributes.body
https://www.toprightpartners.com/insights/6-vital-steps-brand-extension-success/

EQUITY:
One of the biggest concerns when implementing brand extensions is the risk of causing brand dilution, that is, when the new product category fails and presents a negative impact on the brand as a whole. Thus, the first step is to have a Brand Equity measurement in place in order to track possible future impacts. Can your current brand equity sustain these impacts, and for how long? If you’re confident with the results, you can move on to the next steps.

Run a scenario analysis to identify the positive or negative effects on the business and brand equity. The goal is to implement a brand extension whose risk of failure does not exceed any marketing efficiencies. You’d want a situation where your current brand continues to grow even after the extension fails. If you don’t keep this in mind, you risk losing everything in the long run.

The new product should leverage all the skills and know-how from the current business and marketing operations in order to gain a competitive advantage in the new category. By identifying the business key competencies, the brand will be able to gain efficiencies and create market differentiation.
RESEARCH:
In the eagerness to grow the business, brands forget about making sure the new category has market potential, that there are clear opportunities or unmet customer needs. When identifying key opportunities, make sure to understand prospect and current customers and estimate their acceptance for potential brand acceptance. Use marketing research also to test the possible new brand extensions.

# data[].attributes.attachment_link.readable_text
It's Thanksgiving week and, if you are luckier than me, you might be spending your time looking for a great hotel where you will spend the holidays. If so, are you a "luxury boutique" type of guest? Would you consider staying at hotels by , Restoration Hardware or even by ? You might be thinking: These are all non-hospitality brands so why should I consider them for my hotel selection? The answer is simple, and yet exciting: Brand extension.

In a widely competitive environment, companies are trying to expand their reach to new customers, reinforce their value, and efficiently grow their business. Among the various types of organic growth strategies, a brand development approach highlights existing and new brand and product opportunities. The Brand extension strategy (found at the #TopRight corner of the matrix), leverages the parent brand to enter a new product category. When compared to the launch of a new brand, this approach adds incremental value and reduces risk and costs. For one, you already have most of the necessary resources as a business. Factors like marketing can be expensive if you're trying to introduce a new brand altogether. Also, the fact that you already have an existing customer base that already believes in your products makes it easier to convince people to test your new item. This strategy is more common for firms whose current brand equity is strong enough to influence existing customer base and brand loyalty to increase profits with the new product category offering. For example, an established brand like WPEngine can reduce risk by rolling out an affiliate program for their partners like Leadsurance to promote for them to their existing customer base. Regardless of the size of the business you're running, the idea of partnering with specialized organizations, especially in the world of marketing can never be underestimated. The likes of Forum Group, for instance, take up the basic tasks that improve the product delivery process, allowing you to focus on improving your new products and services.

Recently, we came to find that (a luxury fitness gym operator), West Elm and Restoration Hardware (home good retailers) are planning to enter the hospitality industry. These brands are venturing into the risky world of brand extensions, planning to launch boutique hotels in different locations in the U.S. by 2018-2019.

Are they going to become successful brand extensions?

Well, there are many variables involved in having a successful brand extension. The general consensus is that when brand equity is high, the chances of a successful brand extension increase. Based on this fact, there are higher chances of a positive launch for these renowned brands. On the other hand, there are a number of examples in the market of how even the most well-known and positioned brand might fail in this adventure. Almost 84% of brand extensions fail and, of the successes, only 54% survive after the third year , proving that the success relies on a number of factors.

Brand extensions in the hospitality industry provide a good example of these statistics.

Do you remember when launched the "Golden Arch"? A four-star hotel located in Zurich that closed two and a half years later? Well, we can attribute one of the reasons of the failure to a low brand association between the parent brand and a four-star type of hotel. Inasmuch as many people like McDonald's' delicacies, not every one of them would be interested in staying at a McDonald's hotel on a business trip.

Although the venture related to the company's food business and relied on many of its core competencies, such as franchising and real estate management, the McDonald's brand doesn't square with the image of a four-star hotel. - Stefan Michel, The Upside of Falling Flat

The whole story leading to the failure of the Golden Arch is a clear indication that, sometimes, your brand's popularity may not determine the overall success of brand extension. Perhaps one thing that should be considered is the specific niches of your current product and whichever service you want to add to your portfolio.

What about luxury brands like Armani, Versace, Bulgari and Ferragamo? All of these companies possess very high brand equity and they are relevant in a luxury niche that could succeed in the hospitality industry. Yet their potential for success might also be questioned. One of the key reasons: all of them are strong luxury brands, but operating hotels is clearly not their core competency. Bulgari, on the other hand, had a different strategy, which set them apart from the pack and made their brand extension more successful. The difference? The company created a joint venture with a hospitality expert: Marriott hotels, which reduces their risk and increase the probability of success.

The reality is that there are many examples of successful brand extensions, and the benefits from the extensions are huge. Beyond offering new sources of revenue, a successful brand extension can create business diversification, achieve marketing efficiencies between categories, increase brand equity, enhance brand associations and accelerate the speed to market the new category.

So, coming back to our furniture and wellness brands. Are they going to have a successful brand extension?

To increase the probability of success, any brand should follow a few best practices.

1. Measure Brand Equity
One of the biggest concerns when implementing brand extensions is the risk of causing brand dilution, that is, when the new product category fails and presents a negative impact on the brand as a whole. Thus, the first step is to have a Brand Equity measurement in place in order to track possible future impacts. Can your current brand equity sustain these impacts, and for how long? If you're confident with the results, you can move on to the next steps.

2. Measure the potential risks
Run a scenario analysis to identify the positive or negative effects on the business and brand equity. The goal is to implement a brand extension whose risk of failure does not exceed any marketing efficiencies. You'd want a situation where your current brand continues to grow even after the extension fails. If you don't keep this in mind, you risk losing everything in the long run.

3. Leverage from business core competency
The new product should leverage all the skills and know-how from the current business and marketing operations in order to gain a competitive advantage in the new category. By identifying the business key competencies, the brand will be able to gain efficiencies and create market differentiation.

4. Invest in Marketing Research
In the eagerness to grow the business, brands forget about making sure the new category has market potential, that there are clear opportunities or unmet customer needs. When identifying key opportunities, make sure to understand prospect and current customers and estimate their acceptance for potential brand acceptance. Use marketing research also to test the possible new brand extensions.

5. Make the brand extension a logical fit
The new product must be a logical fit to the brand, compatible, expected and follow the current brand story. The link between the new product and the parent brand should be easily tracked. The biggest brand extension pitfalls fall into this category.

6. Create a Brand Extension Strategy
After making sure the story follows a smooth path between both categories, make sure you develop a brand management plan and a compelling go-to-market strategy that will connect with your audience across multiple touchpoints on the Customer BuyWay.

There will always be uncertainty about how successful a brand extension can be. Will West Elm and Restoration Hardware leverage its furniture know-how and integrate it successfully in the hospitality industry? And, will Equinox have a successful connection between the hospitality industry and its health and wellness experience? These brands plan to launch the new hotel locations by 2018-2019. Until then, we will continue analyzing whether their adventure will be successful or not.

Moving your business to the #TopRight with a successful brand extension requires a deep understanding of your brand and your customers to not only assess if it is a logical fit but also to communicate it to the consumers in formats and channels that they consume. Learn how to create the right Story, Strategy, and Systems in our new eBook

Photo credit: Bulgari Resort Bali Main Pool, Flickr

# data[].attributes.attachment_link.title
6 Vital Steps for Brand Extension Success - TopRight Partners

# data[].attributes.attachment_link.description
It's Thanksgiving week and, if you are luckier than me, you might be spending your time looking for a great hotel where you will spend the holidays. If so, are you a "luxury boutique" type of guest? Would you consider staying at hotels by West Elm, Restoration Hardware or even by Equinox?

# data[].attributes.body
In today's beauty world, words like "representation" and "diversity" are discussed, but rarely demonstrated. Overall, the majority of big brand makeup and skincare ads depict young caucasian women, which is obviously quite narrow and exclusive. And make no mistake, the lack of inclusiveness has real-world effects. Focusing only on the white, young, and female subconsciously sends a false message to society about "ideal" beauty standards. (Not that anyone needs proof of this, but just look at how many brands lack makeup shades that are complementary to darker skin tones).

ASOS is rebranding its entire beauty section through the simple act of renaming it. So, instead of being referred to as the "beauty" section, it will soon be called "Face + Body" in a bid to be more inclusive to people of all skin tones and genders.https://www.byrdie.com/asos-makeup-line

# data[].attributes.attachment_link.readable_text
In today's beauty world, words like "representation" and "diversity" are discussed, but rarely demonstrated. Overall, the majority of big brand makeup and skincare ads depict young caucasian women, which is obviously quite narrow and exclusive. And make no mistake, the lack of inclusiveness has real-world effects. Focusing only on the white, young, and female subconsciously sends a false message to society about "ideal" beauty standards. (Not that anyone needs proof of this, but just look at how many brands lack makeup shades that are complementary to darker skin tones).

H&M was the latest brand to challenge these unfair and inaccurate standards with a diverse new beauty campaign. That is, until now. According to , ASOS, the online British retailer, has just rebranded its entire beauty section and launched new makeup products that are truly meant for anyone and everyone. Keep scrolling to see the amazing new campaign photos (and get majorly inspired along the way)!

ASOS is rebranding its entire beauty section through the simple act of renaming it. So, instead of being referred to as the "beauty" section, it will soon be called "Face + Body" in a bid to be more inclusive to people of all skin tones and genders.

The best part? ASOS is launching a new makeup collection of its own. Just like Sephora sells myriad different brands but produces its own Sephora Collection products, ASOS is releasing namesake liners, mascara, and lipsticks, among other things. These new products will become available on the ASOS website on September 20. Oh, and they're all priced $20 or less.

But don't worry, the store will still stock the same brands it does now. Whether big brand or indie, luxury price or drugstore, a variety of products wil still be available. (We're thankful, as ASOS is one of the only places we can purchase our beloved The Ordinary Organic Cold-Pressed Rose Hip Seed Oil, $12, and Eyeko Rock Out and Lash Out Mascara, $30 at the same time).

ASOS has even unveiled a new Instagram ahead of the launch, aptly called ASOS Face + Body. Here, it showcases products, trends, and unique makeup looks that are sure to get your creative juices flowing.

As you can see, the campaign a truly diverse and inclusive range of people, and we can't get enough of it. Plus the photos are simply stunning. New Instagram aesthetic inspo, anyone?

Remember, the new products launch and total rebranding happen on September 20. So mark your calendars, set an alert on your phone, or write yourself a note. In other words, do what you have to do to get your hands on some new makeup and support representation and diversity in the beauty industry.

Head over to Glamour to see more of these stunning photos. Then, check out the best products to buy during Ulta's 21 Days of Beauty Sale.

# data[].attributes.attachment_link.title
ASOS Will Launch Its Own Makeup Line, and Every Product Is Less Than $20

# data[].attributes.attachment_link.description
The popular online fashion destination, ASOS, is rebranding beauty as we know it. Check out its new campaign, here

# data[].attributes.body
by David Yi
September 20, 2017

That’s because I feel the retailer is doing everything in the most modern way in a very affordable manner
The UK e-tailer is one of the first brands to embrace inclusivity, not only stopping at ethnic backgrounds, but also body types.
They’re also leading the charge in the “plus-size” men’s category, one that’s been seriously neglected in the fashion market.
ASOS has been offering amazing beauty products in its men’s section that isn’t gender-specific

I personally found that to be a strong statement in and of itself, one that has a seriously powerful message for Gen Z. It sends a message that you can be who you want, explore how you will, and become your most powerful self without being confined to traditional standards. Kudos, ASOS, KUDOS!

INITIAL THOUGHTS ASOS BRANDED MAK-UP
Every single product comes in millennial pink packaging. The products are super plastic-y and slick, definitely without a premium touch or feel. We get it, it’s an affordable line and to get the prices so low, you have to cut costs somewhere. For packaging snobs this brand is not. That being said, it’s also totally Instagrammable aka photogenic. It will brighten up any of your iPhone shots or any bathroom selfies. Go forth! Take many, many beautiful pictures!

Highlighter stick:
The feel is also very slick and oily and doesn’t melt so easily into your skin. So if you’re using this product, know that you’ll want to blend on your palm or on a brush before blending on top of your other makeup.

Great, affordable pricing; all products under $20

-Some products are a lot better than the others. Totally get the blush, the liquid lipsticks, eyeliner. Pass on the mascara.

-Overall, a very impressive effort by ASOS

# data[].attributes.attachment_link.readable_text
I've been completely obsessed with ASOS these days.

That's because I feel the retailer is doing everything in the most modern way in a very affordable manner. The UK e-tailer is one of the first brands to embrace inclusivity, not only stopping at ethnic backgrounds, but also body types. They're also leading the charge in the "plus-size" men's category, one that's been seriously neglected in the fashion market.

And now, the brand is pushing inclusivity even further with its message that makeup is for all. For the past few months, ASOS has been offering amazing beauty products in its men's section that isn't gender-specific at all. Meaning, you can find products like a NYX concealer on both the brand's men's and women's sections, lip tints, mascaras, and more. After all, a guy can rock an eye shadow or lip liner like no body's business.
SEE ALSO: How NOT to contour like Kim Kardashian
I personally found that to be a strong statement in and of itself, one that has a seriously powerful message for Gen Z. It sends a message that you can be who you want, explore how you will, and become your most powerful self without being confined to traditional standards. Kudos, ASOS, KUDOS!

What's most exciting is that ASOS is offering its own makeup brand starting Oct 2, called ASOS Makeup. That's right, ASOS just launched its first in-house beauty brand that comes in 46 pigmented liquid lips, lipsticks, highlighters, bronzers, eyeliners, lipliners, blushes and more.

"At ASOS, we want to empower 20-somethings to confidently be themselves, however they choose to do so," the brand says. "We believe your face and body are a canvas, an adventure in individual self-expression, an opportunity to experiment and play."

With that, ASOS sent over a few key products for us to try. Here's what we thought:

Initial Thoughts

Every single product comes in millennial pink packaging. The products are super plastic-y and slick, definitely without a premium touch or feel. We get it, it's an affordable line and to get the prices so low, you have to cut costs somewhere. For packaging snobs this brand is not. That being said, it's also totally Instagrammable aka photogenic. It will brighten up any of your iPhone shots or any bathroom selfies. Go forth! Take many, many beautiful pictures!

Highlighter

I'm here for highlighters, especially anything that looks natural and gives me that dewy glow. My go-tos at the moment are Glossier's Haloscope or Fenty's Trophy Wife (the latter which, lol is not natural AT ALL). ASOS's own version, the Chubby Highlighter Stick, $14.50, comes in two shades: a bronze and a silver.

WARNING: It's totally~ glittery. If you're not into that glitter look and want something more natural, this is NOT FOR YOU. REPEAT: If you hate glitter aka hate fun, this is NOT FOR YOU. For everyone else, it's a solid highlighter that will get you that glow.

I have to say, though, the application was not seamless on top of foundation. The feel is also very slick and oily and doesn't melt so easily into your skin. So if you're using this product, know that you'll want to blend on your palm or on a brush before blending on top of your other makeup.

Eyeliner and Mascara

The ASOS liquid pen eyeliner goes for $9.50, while the mascara is $13. For that price, it's just a little more expensive than drugstore brands like CoverGirl. The eyeliner goes on smoothly and does NOT erase unless you take a makeup wipe to it. I loved how resilient it was to any elements. I purposely yawned, I cried, I splashed water on my face, did a workout, slapped myself and nothing seemed to erase it. It was pretty incredible.

When it came to the mascara, I wasn't as enthused. For one, the applicator doesn't hold onto your lashes unless you already have beautifully long, luscious, camel-like hairs. Unfortunately, I do not and this did nothing for me. It did little to curl them and actually smudged on top of my monolid. No bueno. I'd pass on this one.

Blush and powder

A little really goes a long way. At least, for this blush, $13, which goes on so brightly I had to blend it for a few seconds with my brush. It's totally a steal, as it'll last you a really long time.

As for the powder, at $16, it's pretty solid. Though it claims to be translucent, I did find that it takes effort to blend out the white powder on your face. What it's ~really~ good at is mattifying your face. Instantly, any and all shine was quickly diminished. Pretty impressed.

ASOS Matte Liquid Lipsticks

The brand touts over 46 shades, which is ~plenty~ for finding one that you're into. We were sent five different shades, from peach to bright red. As with other matte liquid lipsticks, they were extremely drying. So much so that we had to quickly add some salve to add some kind of moisture so that our lips didn't look like a dried up peach seed.

What's really good though, is that these lips last for a LONG time. Literally, after taking the swatches above, it took a cleansing oil, makeup wipe AND lots of scrubbing to get them off. And still, color was still left over on our arm. At $11.50 each, they're definitely a lot more affordable than any of Kylie Jenner's Lip Kits and a good dupe, if anything.

TLDR;
-Great, affordable pricing; all products under $20 -Some products are a lot better than the others. Totally get the blush, the liquid lipsticks, eyeliner. Pass on the mascara. -Overall, a very impressive effort by ASOS For more, check out asos.com

# data[].attributes.attachment_link.title
ASOS launched a beauty brand for guys and it's under $20

# data[].attributes.attachment_link.description
Finally, there's a makeup brand that's including boys in the conversation as well. Asos just launched its makeup line and it's pretty good.

# data[].attributes.body
Asos is reportedly considering potential takeovers of online beauty retailers Cult Beauty and Feelunique.

The news also comes after Asos revealed in its half-year trading update last month that sales of face and body products had increased by 114 per cent. 2021

In January it splashed out £330 million to takeover the Topshop and Topman fascias from the administrators of Arcadia Group.

# data[].attributes.attachment_link.title
Asos mulls takeover of Feelunique and Cult Beauty - Retail Gazette

# data[].attributes.attachment_link.description
Online retail giant Asos is reportedly considering potential takeovers of online beauty retailers Cult Beauty and Feelunique.

# data[].attributes.body
Ask any twenty-something in the U.K. where she likes to shop for beauty products, and one answer is likely to be Asos, a retailer known mostly in the U.S. for its endless assortment of fast fashion.
While prices range from $3 for a sheet face mask to $260 for a hair straightener, the majority of products fall on the lower end, at under $50

Shoppers in England historically go to their local pharmacy, like Boots, to buy makeup and skin care, or to a department or nice brand store for a more luxury experience,”

That focus has also involved the launch of its own, genderless beauty line, Asos Makeup; a special Snapchat lens allowing users to “try on” makeup looks from the latest campaign; the Asos “Face + Body Box,” which allows customers to test a range of new products for $19; and an AR-driven beauty app, currently in beta, allowing users to try on makeup from its private label.

“We put our twenty-something customer at the heart of everything we do and work really hard to understand what they’re interested in and what they want,” said Fulluck of the brand’s overall strategy, adding that the company often looks to social media for both product and content ideas. That content (beauty advice and interviews) shows up on its website, on the Asos app — where the brand reports 780,000 downloads per month — and in its monthly print magazine.

Our content has to be useful and inspirational,” said Rachel Bremer, Asos’s communications director. “Buying beauty is not just a transaction anymore.”

# data[].attributes.attachment_link.readable_text
Ask any twenty-something in the U.K. where she likes to shop for beauty products, and one answer is likely to be Asos, a retailer known mostly in the U.S. for its endless assortment of fast fashion.

"My dorm is a constant stream of Asos packages, and it's the first place my friends and I will shop when we need special beauty products before an event," said Cara Blithe, a sophomore at University College London.

"The selection is still better than Amazon, and, excluding them, it's the quickest option here," agreed Jourdan Rigg, a 22-year-old American student living in London.

Indeed, despite increased competition from Bezos's behemoth, and the convenience of local drugstore chains like Boots and Superdrug, Asos has become a beauty go-to thanks to its low-priced, trendy assortment and speedy delivery options. It also carries some of today's trendiest brands, including Benefit, NYX Cosmetics, Lime Crime, Nars and The Ordinary. While prices range from $3 for a sheet face mask to $260 for a hair straightener, the majority of products fall on the lower end, at under $50.

Asos doesn't share the size of its beauty category's sales. But what's notable is that it has the advantage of not having to compete with popular U.S. chains like Sephora and Ulta on its side. Neither retailer currently has a store presence in the U.K. (and Ulta doesn't ship online orders there), although Sephora operated 10 locations there between 1999 and 2005. Sephora has stayed mum on why they pulled out, but, at the time, it was chalked up to rent hikes.

Given that the company now operates over 2,300 stores in 33 countries, the answer is likely more complex.

One source at the company, who is also British, cited a lack of market placement as the reason for the brand's hesitance to invest in the U.K.

"Shoppers in England historically go to their local pharmacy, like Boots, to buy makeup and skin care, or to a department or nice brand store for a more luxury experience," she said. "Although Sephora offers a one-stop shop for both of these options, people in the U.K. don't shop that way, so the Sephora stores didn't perform anywhere near as well as those in the U.S. and the rest of Europe."

Sephora would not officially comment on their absence, but another source at the company said that it's in early talks to return to the U.K. Similar rumors swirled in October, when a handful of beauty bloggers claimed they had intel that Sephora would be returning to the country in 2018.

Asos, at least, is finding that the one-stop-shop model is working for U.K. shoppers online, where, unlike on Sephora.com, customers can order beauty products without having to worry about international tax and shipping costs. Alongside free delivery and returns, Asos introduced same-day delivery in London last year (which it plans to roll out elsewhere soon) and next-day delivery throughout the rest of the country - still a feat amongst local competitors. Its click and collect service, which allows users to pick up their purchase at an outside retailer of their choice, now includes 9,000 locations in the U.K.

Even if Sephora does return to the market this year, Asos has a major leg up on logistics. It also has big plans to double down on and expand its presence in the category.

Asos, which first launched in 2000, began selling beauty products in 2004, but it hasn't been a core focus for the company until this past year. In September, it relaunched the category under the name "Face + Body." On its fourth quarter earnings call for 2017, CEO Nick Beighton explained that the company had changed the way it was being presented, offering "a wider range and more credibility."

The brand now sells roughly 6,000 beauty products (and over 100 brands) in the U.K., more than in the U.S., though it declined to offer specifics on that particular market, perhaps due its current focus on U.S. and international expansion.

In the U.K., it already has "a strong customer base that is very loyal," said senior buyer Katrina Fulluck, who added, "We have only just started really focusing on the Face + Body offering, so the opportunity to grow [there] is huge."

That focus has also involved the launch of its own, genderless beauty line, Asos Makeup; a special Snapchat lens allowing users to "try on" makeup looks from the latest campaign; the Asos "Face + Body Box," which allows customers to test a range of new products for $19; and an AR-driven beauty app, currently in beta, allowing users to try on makeup from its private label.

"We put our twenty-something customer at the heart of everything we do and work really hard to understand what they're interested in and what they want," said Fulluck of the brand's overall strategy, adding that the company often looks to social media for both product and content ideas. That content (beauty advice and interviews) shows up on its website, on the Asos app - where the brand reports 780,000 downloads per month - and in its monthly print magazine.

This year, much of that content will be centered on video and driven by five of its 20 new influencers, including the YouTube stars Luca Santangelo and Uche Natori, who were selected to focus solely on the "Face + Body" category.

"Our content has to be useful and inspirational," said Rachel Bremer, Asos's communications director. "Buying beauty is not just a transaction anymore."

# data[].attributes.attachment_link.title
How Asos became a top beauty retailer in the UK

# data[].attributes.attachment_link.description
Despite increased competition from Bezos's behemoth, and the convenience of local drugstore chains like Boots and Superdrug, Asos has become a beauty go-to, thanks to its low-priced, trendy assortment and speedy delivery options. It also carries some of today's hottest brands, including Benefit, NYX Cosmetics, Lime Crime, NARS and The Ordinary.

# data[].attributes.body
Asos launched a beauty and grooming category in 2004, which rebranded as Face and Body in 2017 in order to be genderless. At the time, it sold 110 brands, which accounted for 1% of its global net sales.

Now there are approximately 240 brands including The Ordinary, Olaplex and Frank Body, and the category accounts for 5-10% of global net sales, said Alex Scolding, Asos head of buying for Face and Body. Asos’ core customers are 16- to 30-year-old shoppers. The retailer has remained a popular destination for beauty in the U.K., as the category remains fragmented there and Sephora and Ulta are not present. According to Asos’ 2019 annual report, 12.8% of the company’s sales came from the U.S.

On June 29, Asos added Charlotte Tilbury to its site via a three-month digital pop-up; it is the first time Asos is testing out this kind of pop-up strategy. Thirty-five Charlotte Tilbury products are available, predominately makeup and less expensive, travel-size skin care. In addition to sales, Asos will evaluate the increase in new customers, shopping engagement rates, and social listening and buzz. After the pop-up, Asos aims to sell the full Charlotte Tilbury assortment, said Scolding.

Asos has historically experienced incremental growth in face and body category sales, coronavirus has accelerated the growth and shifted what customers are purchasing. People are purchasing more nail care, for example, which has grown 800% year-over-year, said Scolding. Global face and body category sales have grown 200% year-over-year. Asos has also adapted to changing trends by adding hair dye and hair removal to its offerings since March.

But another silver lining for Asos’ beauty category due to coronavirus is that the beauty industry’s 3-year-long focus on omnichannel has now shifted to pure-play e-commerce retailers, said Scolding. That puts Asos in a strong position to scoop up premium brands and create a stronger experience. Asos will add virtual try-on and peer-to-peer product reviews over the next 6-18 months. Scolding said she aims to make the face and body category one of the retailer’s largest categories, based on the number of brands and products she plans to on-board over the next 12 months, though she declined to state sales growth goals.

# data[].attributes.attachment_link.readable_text
U.K. fast-fashion retailer Asos is upgrading its beauty offerings and experience over the next year. It's a response to a quarantine-driven boost in beauty sales, as well as to fashion's uncertain future.

Asos launched a beauty and grooming category in 2004, which rebranded as Face and Body in 2017 in order to be genderless. At the time, it sold 110 brands, which accounted for 1% of its global net sales. Now there are approximately 240 brands including The Ordinary, Olaplex and Frank Body, and the category accounts for 5-10% of global net sales, said Alex Scolding, Asos head of buying for Face and Body. Asos' core customers are 16- to 30-year-old shoppers. The retailer has remained a popular destination for beauty in the U.K., as the category remains fragmented there and Sephora and Ulta are not present. According to Asos' 2019 annual report, 12.8% of the company's sales came from the U.S.

On June 29, Asos added Charlotte Tilbury to its site via a three-month digital pop-up; it is the first time Asos is testing out this kind of pop-up strategy. Thirty-five Charlotte Tilbury products are available, predominately makeup and less expensive, travel-size skin care. In addition to sales, Asos will evaluate the increase in new customers, shopping engagement rates, and social listening and buzz. After the pop-up, Asos aims to sell the full Charlotte Tilbury assortment, said Scolding.

"One of the reasons why we trialed with a pop-up concept is to make sure that the customer, who is quite young and [price conscious] can stretch into those luxury price points. But Charlotte Tilbury has already proven that her brand and products are universally loved," she said.

While Asos has historically experienced incremental growth in face and body category sales, coronavirus has accelerated the growth and shifted what customers are purchasing. People are purchasing more nail care, for example, which has grown 800% year-over-year, said Scolding. Global face and body category sales have grown 200% year-over-year. Asos has also adapted to changing trends by adding hair dye and hair removal to its offerings since March.

"Growth in e-commerce will be accelerated by the [coronavirus] experience people are having now," said Dean DeBiase, Revieve beauty technology consultancy chairman. "The percentage of online commerce has been under 15% in the U.S., whereas in a place like China it is 44% and growing. This acceleration is going to have a long-term impact as more people are now more comfortable ordering online with direct delivery or curbside pick-up."

But despite the boon to the beauty category over the last four months, Asos (like all of fashion) has suffered due to coronavirus. According to its half-year earnings from April, revenue increased by 21% to $2 billion, but group sales declined by 20-25% in the three weeks prior to the quarter ending as countries outside the U.S. were first impacted by coronavirus. Even prior to this, Asos, as a fast-fashion retailer, has had to compete with the likes of Boohoo and Fashion Nova, which has driven down its profitability, according to previous Glossy reporting.

But another silver lining for Asos' beauty category due to coronavirus is that the beauty industry's 3-year-long focus on omnichannel has now shifted to pure-play e-commerce retailers, said Scolding. That puts Asos in a strong position to scoop up premium brands and create a stronger experience. Asos will add virtual try-on and peer-to-peer product reviews over the next 6-18 months. Scolding said she aims to make the face and body category one of the retailer's largest categories, based on the number of brands and products she plans to on-board over the next 12 months, though she declined to state sales growth goals.

"We need to first establish ourselves with all the big brands. That's the most important thing: establishing those relationships with brands, making sure that we are [enhancing] assortments and ensuring that we are meeting all of the customer's needs," said Scolding. "We're introducing more premium brands and more accessibly priced brands, and we're broadening all of these categories. "

# data[].attributes.attachment_link.title
Asos deepens commitment to growing its beauty category

# data[].attributes.attachment_link.description
U.K. fast-fashion retailer Asos is upgrading its beauty offerings and experience over the next year. It's a response to a quarantine-driven boost in beauty sales, as well as to fashion's uncertain future.

# data[].attributes.body
Asos announced this week that it’s banning the sale of certain fabrics on ethical grounds, but they’re also making bold moves in beauty, by dropping the term altogether. Should we reframe our vocab around cosmetics?

Earlier this week Asos announced a ban on mohair, cashmere, feathers and silk from its clothing range from January 2019 onwards, in a bid to promote animal welfare. In the company’s own words, “Asos firmly believes it is not acceptable for animals to suffer in the name of fashion or cosmetics.”

Asos is the first to extend its cruelty-free policy to include other animal derived materials, which will see products containing or made with teeth, bone, down and shells removed from sale too.

Asos has notably also removed some of the stalwarts of fashion and cosmetic advertising from its site- you’ll no longer take in perfectly airbrushed bikini shots or be sold clothing modelled by one cookie-cutter body type. The next time you log-on to buy a summer dress or some swimwear (if you’ve not completed your summer haul already), stretch marks, scars, freckles  and cellulite will be out and proud in every department. Beauty follows suit too, but this is where it gets even more interesting- while many a brand has embraced body positivity and scrapped digital retouching (shout out to Missguided ), ASOS has chosen to opt out of the word ‘beauty’ altogether.

The brand relaunched its cosmetic offering last September as  ‘Face + Body’ , a decision taken to make its makeup and body offering gender neutral and non-judgmental. The renaming is particularly fitting given Asos’ long-term partnership with LGBTQ activist group GLAAD and its gender neutral fashion collection, and the Asos board clearly wishes to further gender fluidity and egalitarian values in the cosmetic arena too, with makeup campaign and model shots representing a huge variety of ethnicities, sizes and even abilities (Asos supports and designs for the GB Paralympic team for the foreseeable). Cis men and women, trans men and women women and non binary people showcase new launches such as the box fresh Crayola Beauty and the Asos Face + Body Instagram feed  is a celebration of colour on every level. This doesn’t feel like lip service, it looks to be a genuine propelment towards a more democratic aesthetic ethos. Add affordability into the mix ( Asos Makeup  is priced between £5-£12), and the message that ‘makeup is for everyone’ seems to ring true from every angle.

The brand relaunched its cosmetic offering last September as  ‘Face + Body’ , a decision taken to make its makeup and body offering gender neutral and non-judgmental. The renaming is particularly fitting given Asos’ long-term partnership with LGBTQ activist group GLAAD and its gender neutral fashion collection, and the Asos board clearly wishes to further gender fluidity and egalitarian values in the cosmetic arena too, with makeup campaign and model shots representing a huge variety of ethnicities, sizes and even abilities (Asos supports and designs for the GB Paralympic team for the foreseeable). Cis men and women, trans men and women women and non binary people showcase new launches such as the box fresh Crayola Beauty and the Asos Face + Body Instagram feed  is a celebration of colour on every level. This doesn’t feel like lip service, it looks to be a genuine propelment towards a more democratic aesthetic ethos. Add affordability into the mix ( Asos Makeup  is priced between £5-£12), and the message that ‘makeup is for everyone’ seems to ring true from every angle.

That said, Asos does still stock brands that aren’t cruelty-free (Nars) While ‘a little less conversation a little more action’ could be levelled here, Asos makes it clear that it’s making strides towards sustainability and diversity, and reshaping the language we use is a powerful move- as with US beauty magazine Allure banning the term ‘anti-ageing’ and Women’s Health ceasing to use the phrase ‘bikini body’, how we talk to and about ourselves and others is of fundamental importance to our collective worth and values.

Changing the ideals around beauty is a vital step, but ceasing our use of it altogether in reference to how we adorn and paint our outer selves could prove restrictive. Perhaps we need a new term that encompasses all of the variations and idiosyncrasies of the human face and body?

# data[].attributes.body
ASOS is a British online-only multi-brand fashion retailer; founded in 2000, who has
catapulted itself into the ranks of leading fashion retailers worldwide, despite lacking a
physical store. With revenue of £3.26bn in 2020, 2.7bn platform visits in 2020 and 23.4
million active customers that same year, ASOS is an online-only success story. Even the
COVID-19 pandemic did not hinder ASOS’ growth as half-year profits grew 275% in 2021.
However, as the effects of the pandemic dissipate, it may be that the absence of stores
makes the heart grow fonder for the young audience that

ASOS targets ASOS has the power to reinvent retail settings, however, the company have not moved into
a physical channel yet, only experimenting with a pop-up store in 2019
the brand through a store to keep consumers
engaged, and develop its omnichannel strategy and touchpoint consistency. A benefit to

ASOS of developing touchpoint consistency is the strengthening of brand equity for its
independent own-brands, which is increasingly important in the highly competitive world of
mass-market fashion.
This case study assesses the approach that ASOS could take if it were to open a physiCAL STORE

# data[].attributes.body
E-commerce has been a pandemic benefactor for obvious reasons. Lockdowns drove almost all consumers to online stores as they were the only available alternative.

Customers spend their money on brick & mortar stores now, on restaurant, travel, whatever they couldn't do during the pandemic.

This reversal in the growth rates sent almost every online retailer stock price into a deep dive. So much so, that some, like ASOS, are priced in multiples that act like its growth days are in the past.

I think this is an over-correction to the ecstatic behavior the market showed while the pandemic growth numbers were out.

# data[].attributes.body
Being the "definitive location for 20-something fashion" requires recognition that fashion will always be bigger than you - it has to include big, global brands such as Adidas and small, local brands that set the fashion tone in specific regions.

This isn't merely an extension of ASOS as a marketplace - they take ownership of everything sold through them to make it the best fit for the "definitive location for 20-something fashion". Marketing, logistics, discovery - ASOS take full ownership.

ASOS has a highly polished pipeline for fashion marketing, from professional models and photography studios generating the "ASOS feel" for fashion to their social media management, and smart ad spend.

targeting the 20-something fashion lover audience is a unique quality many big brands are unable to do internally at scale, so leveraging the ASOS platform for it makes sense.

exactly what ASOS is trying to do - instead of "ASOS" being the clothing brand, it should be the "platform" brand in which you can find many fashion brands.

face & BODY

Face & Body - A fast growing category in ASOS, everything face and body, from skin care to make up through nails. According to ASOS, it doesn't help much with new customer acquisition, but it helps with retention of existing ones.

# data[].attributes.body
supply chain issues:
For example, it makes no sense to move some deliveries from sea to air now that you can't fly with cargo from China to the UK through Russian territory.
Other issues:

Ukraine was a sourcing location, no update on how big of a sourcing location it was or what's its status now.

China is the single biggest producer with 36%.

What's being produced in Europe mostly move to the UK, some kept within Europe in the Berlin center. But things that go to the UK sometimes go back to Europe again.

BREXIT
ASOS is UK-based, with its biggest logistics centers in the UK and Europe being ASOS's second-biggest market.

Brexit made all this trade that much harder and costlier, though once trade paths are figured out, it makes things easier. In the ASOS case, we're almost there.

THE US market:
The US market is still very small for ASOS. It has not reached a point where it enjoys economies of scale, making the supply chain issues in the US harder, making the whole business even more expensive, and cutting more into the margins.

The effects of the supply chain issue

ASOS will prioritize customer retention and growth in the short term rather than profits. That means they will take on some of the costs, harming the margins.

Operating margins are down from 7.0% on Aug 20' to 4.2% on Aug 21'. Again, that's all supply chains and inflation - as operationally, ASOS became more efficient in that period.

Gross margins are a better indicator to isolate supply chains, and they are at a decade low. Typically sits at 48%-52%, they are now at 45%.

LOSS OF CEO
In October 2021, ASOS announced the CEO Nick Beighton will step down. A few months later, by August 2021, the board chairman Adam Cozier stepped down too,

The market is spooked by the lack of leadership, too - upon the CEO resignation announcement, the stock dropped -20%.

The new CEO of ASOS will have to handle the operational challenge of the supply chain issues and the global growth. The US market is key for the company value growth, and is the one most hurt by the supply chain issues.

# data[].attributes.body
Majority of sales come from UK as it is a UK BRAND

# data[].attributes.body
Logistics for ASOS
Barnsley - ASOS's biggest and most significant fulfillment center. It provides service in the UK, MIDEA, and South America. As the most significant logistics center, it also supports all other fulfillment centers. Here's a quote regarding the US market from the last annual report: "We increased the range of products available via ASOS Fulfils, which augments the stock held in Atlanta from Barnsley."

Lichfield - First opened in August 2021, this is the newest fulfillment center aimed to support Barnsley in the UK market. It still isn't fully automated or at full capacity, as its operations ramp up slowly with demand

Selby, Doncaster - Returns centers of UK. In charge of cleaning, repackaging, and making returned products ready for sale again. As a result, 97% of ASOS returned products go back on sale. After the products are ready, they go back to the fulfillment centers.

Warehouse automation

Adding automation to a warehouse is very capital intensive, so it was done only for the Barnsley and Berlin center so far. The gains in productivity are impressive:

The automation technologies are all third-party, yet all the data gathered is wholly owned by ASOS, opening the opportunity for data-based optimization and AI tools in the future

In 2021, ASOS ran a pilot for this program, in which partner brands (Adidas, Nike, etc.) serve the customer directly from their logistics centers rather than go through ASOS logistics.

Now in 2022 the program is out of pilot and getting incorporated officially. In a question from Jan 2022 call, Mat Dunn (CFO, COO) said this:

# data[].attributes.body
Here are a few takeaways from this data:

Amazing growth in the UK

Moderate growth in EU, US

The last year or so was horrific. No growth,  and decline in the ROW segment

Last year's growth stop is primarily due to supply-chain issues, which we'll expand on later. But it was most devastating to the ROW segment as it had elevated delivery times, often for weeks - resulting in the decline in sales.

Logistics

Delivery time - Having next-day delivery is crucial in fast fashion

Product availability - With global logistics, some products may be available only for certain regions. A good logistics infrastructure will make the right product available at the right time

Returns service - Online purchases naturally have high returns ratio, processing it efficiently is crucial for the bottom line

# data[].attributes.body
ASOS is a market leader in the UK, but not so much in other regions. To be a market leader, ASOS needs 2 things to work properly in a region: marketing and logistics.

In the UK, they have 2 fulfillment centers for the logistics and over 20 years of marketing to that audience. So it works best. The challenge is replicating this in other regions.

# data[].attributes.body
While most of their sales come from the "ASOS Design" brand that targets mid-20s at a mid-price point, they also have brands for other price points.

"COLLUSION*" brand is the younger and cheaper brand, launched just a year ago - and is already the 2nd most selling brand in ASOS. That is to speak to its quick growth and potential.

The "Topshop" and "Topman" brands that ASOS acquired recently represent the high-end alongside "ASOS Edition". These brands are unique and recognizable outside of the "ASOS" brand - helping acquire customers in the US, but we'll get to that.

We believe what differentiates us is that we do 20-something fashion with a focus like no one else. That doesn't mean sacrificing our "Fashion with Integrity" principles to be the cheapest in the market, nor does it mean correcting the widest possible range. Instead, our whole strategy is focused on Gen Z and Millennials and having the most relevant product for them at relevant price points with relevant propositions, such as the on-site experience and delivery methods tailored to their needs.

# data[].attributes.body
ASOS maintains tight control over its image as a 20-something brand that it's impressive to watch. For example, all their marketing materials and models showing the products on their site strictly speak to their target group.

shein
They have an incentive program to make customers send photo reviews of products. Making a product presented by a 20-something model followed by a 50-something customer photo in the reviews.t helps sales for low-quality cheap assets, but it destroys any perception the platform tries to make. That's something ASOS never does.\

One great example of how ASOS understands fashion is why Adidas considers them a strategic partner. This is how the same product is presented in Adidas vs. ASOS:

# data[].attributes.body
ASOS is an online fashion retailer from the UK. Their brand specializes in 20-something fashion. It has also become a fashion platform for many brands, not only ASOSs'.

ASOS has a massive share in the UK market, where it started and applied its strategy successfully for over 20 years. They have a good presence in the European market and started penetrating the US market in the past few years. Their growth in these markets holds massive potential.

The company is recently out of favor, with over -60% hit to the stock price since its highs. Supply chain issues make their recent expansion to the US market harder and generally hit their global operation. Brexit didn't help their trade situation with the European market either as a UK company.

ASOS QUALITY

ASOS products are made from quality material in quality processes that ensure the end products are consistent, reliable, and held for a long time.

That comes into context when compared to other competitors like SHEIN and Boohoo. I asked >100 people who bought there and tested some products myself. In terms of quality, they are objectively worse. They also provide high-quality products, but the perceived brand and focus are not of quality.
ASOS products are made from quality material in quality processes that ensure the end products are consistent, reliable, and held for a long time.

Ethical

The 20-something fashion-oriented audience cares about sustainability, environment, diversity, and generally buying from an ethical brand.

This has its limits, and it might affect mostly the more premium buyers, but it exists. Even if just for the virtue-signaling, being able to say your fashion is ethical is an integral part of the brand.https://www.the-investing-desk.com/asos-stock-deep-dive/

# data[].attributes.attachment_link.readable_text
DISCLAIMER: ASOS is now the biggest position in my portfolio. I researched it for months now. This is my research and why I decided to make it my biggest position.

ASOS is an online fashion retailer from the UK. Their brand specializes in 20-something fashion. It has also become a fashion platform for many brands, not only ASOSs'.

ASOS has a massive share in the UK market, where it started and applied its strategy successfully for over 20 years. They have a good presence in the European market and started penetrating the US market in the past few years. Their growth in these markets holds massive potential.

The company is recently out of favor, with over -60% hit to the stock price since its highs. Supply chain issues make their recent expansion to the US market harder and generally hit their global operation. Brexit didn't help their trade situation with the European market either as a UK company.

The online fashion retail market suffers a hit as COVID restrictions go away, and people prefer to spend their money on restaurants, travel, and other "real world" experiences. Resulting in the growth numbers seen in 2020 due to lockdowns going away.

And if that's not enough, the CEO of 5 years recently left the company, leaving the company without clear leadership in the most trying times - when they have to figure out supply chain issues amidst their global expansion and growth in the US market.

That all being said - I believe that ASOS is a great business that will overcome all its short-term issues and will show significant growth in the long term.
The stock price is in a position that can offer great returns for a turnaround or minimal losses in the doom and gloom scenario - as this scenario is already priced in.

ASOS is a UK-based online fashion retailer founded back in 2000. It can be best defined as "Quality, ethical, 20-something fashion at any price".

Diving into each definition item separately offers a great way to understand the company, its value proposition, and thus its moat. Let's dive in, into "Quality", "Ethical", "20-something", "Fashion", and "At any price".

Definitions

Quality

ASOS products are made from quality material in quality processes that ensure the end products are consistent, reliable, and held for a long time.

That comes into context when compared to other competitors like SHEIN and Boohoo. I asked >100 people who bought there and tested some products myself. In terms of quality, they are objectively worse. They also provide high-quality products, but the perceived brand and focus are not of quality.

To quote a Redditor who put it out perfectly: "Washing SHEIN stuff before first wear already destroys half its life".

Products can be made as cheap as possible, but not cheaper.

ASOS $ASOMY are making great fashion as cheap as possible while having high quality.

Shein makes things too cheap.
Here's one example of a discussion at r/femaleFashionAdvice, and most discussions are similar. pic.twitter.com/Wb7F7pQtrY
- Snir David (long term investing) (@snird) March 10, 2022

SHEIN has a premium brand called MOTF, but to quote someone I questioned about it: "You have to be INSANE to buy premium from SHEIN. They are the cheap-Chinese-sweat-shop brand. Not premium."

It comes down to this: nobody will brag about a quality buy from SHEIN, Boohoo, and I dare say even Fashion Nova these days. But they will from ASOS.

Ethical

The 20-something fashion-oriented audience cares about sustainability, environment, diversity, and generally buying from an ethical brand.

This has its limits, and it might affect mostly the more premium buyers, but it exists. Even if just for the virtue-signaling, being able to say your fashion is ethical is an integral part of the brand.

The ethical aspects come into context, again, with competitors in mind. Every girl buying SHEIN or Boohoo that I talked to felt obligated to say "I have to do it for the price! Once I finish my studies/get a better job, I'll never shop there again."

SHEIN runs the most unethical sweatshops in the industry, while Boohoo made their "sweatshops" in the UK. And while other competitors can at least deny being THAT unethical, none can claim ethical workings like ASOS can.

20-something

The focus on a limited age group further solidifies the ASOS brand. The 20-something is the most profitable market for fashion selling, and this age group is inherently exclusive.

A 20-something fashion-forward person will avoid any association with any other age group. A 30-something doesn't mind buying in GAP, while a 50-something is in store. That's not the case for 20-something fashion-forward people.

ASOS maintains tight control over its image as a 20-something brand that it's impressive to watch. For example, all their marketing materials and models showing the products on their site strictly speak to their target group.

Sorry to pick on SHEIN again, but that's an excellent way to show how mass production, in their case, comes before brand control: They have an incentive program to make customers send photo reviews of products. Making a product presented by a 20-something model followed by a 50-something customer photo in the reviews.

It helps sales for low-quality cheap assets, but it destroys any perception the platform tries to make. That's something ASOS never does.

Fashion

The word "fashion" often loses its meaning in the retail context, as even a mass-produced generic product is called "fashion". No, for ASOS, fashion is FASHION. It's being trendy and new. It means something.

Combine that with the "20-something" and "quality" values, and you have a unique proposition. The result is a unique place that understands and communicates fashion while making its customers feel good for being its customers.

Other brands fail to communicate "fashion" for various reasons. These reasons can be quality (SHEIN, Boohoo, Fashion Nova to some extent), values ( SHEIN and Boohoo sweat shops), presentation ( Revolve), and more.

One great example of how ASOS understands fashion is why Adidas considers them a strategic partner. This is how the same product is presented in Adidas vs. ASOS:

Good presentation isn't trivial at all. Here's the denim category at Revolve, for example:

And here it is at ASOS:

You can be as fashion brain-dead as me, and still able to tell which one communicates "fashion" more.

At any price

ASOS has many brands, spanning all price points and sub audiences within the 20-something range.

This slide from their last Capital markets day describes it best:

While most of their sales come from the "ASOS Design" brand that targets mid-20s at a mid-price point, they also have brands for other price points.

"COLLUSION*" brand is the younger and cheaper brand, launched just a year ago - and is already the 2nd most selling brand in ASOS. That is to speak to its quick growth and potential.

The "Topshop" and "Topman" brands that ASOS acquired recently represent the high-end alongside "ASOS Edition". These brands are unique and recognizable outside of the "ASOS" brand - helping acquire customers in the US, but we'll get to that.

I'll finish this section with a quote of Matt Dun, ASOS COO, from the capital markets day (at 10:30):

We believe what differentiates us is that we do 20-something fashion with a focus like no one else. That doesn't mean sacrificing our "Fashion with Integrity" principles to be the cheapest in the market, nor does it mean correcting the widest possible range. Instead, our whole strategy is focused on Gen Z and Millennials and having the most relevant product for them at relevant price points with relevant propositions, such as the on-site experience and delivery methods tailored to their needs.

Markets

First look at markets spread from the latest sales figures for Q4'21:

As a UK based company, it's natural for most of the sales to come from the UK. The other segments, EU, US, and ROW (rest of world) are the essential future growth for ASOS.

ASOS is a market leader in the UK, but not so much in other regions. To be a market leader, ASOS needs 2 things to work properly in a region: marketing and logistics.

In the UK, they have 2 fulfillment centers for the logistics and over 20 years of marketing to that audience. So it works best. The challenge is replicating this in other regions.

Let's complete the markets picture with some growth figures to get a sense of what's happening:

Here are a few takeaways from this data:

Amazing growth in the UK

Moderate growth in EU, US

The last year or so was horrific. No growth, and decline in the ROW segment

Last year's growth stop is primarily due to supply-chain issues, which we'll expand on later. But it was most devastating to the ROW segment as it had elevated delivery times, often for weeks - resulting in the decline in sales.

Logistics

Good logistics infrastructure enables global fashion commerce to be reasonably priced with good experience. When I think about logistics, they affect these factors of the business:

Delivery time - Having next-day delivery is crucial in fast fashion

Product availability - With global logistics, some products may be available only for certain regions. A good logistics infrastructure will make the right product available at the right time

Returns service - Online purchases naturally have high returns ratio, processing it efficiently is crucial for the bottom line

As the economies of scale rise in certain markets, it justifies more infrastructure in those markets - making all the points above more achievable and for a better price and thus margins for the company.

Logistics infrastructure requires heavy capital expenditure. ASOS ramps up new logistic centers slowly in a way that justifies the spending along with the market growth. It starts slow with partial operation, manually, with few people. It eventually grows to be full capacity, fully automated logistics centers.

This also means that efficiency in new locations is typically low - harming margins. But so does massive capex before it is called for - so I trust ASOS management in this regard. The point is that as each market grows and its logistics centers mature - its margins get better.

Logistic centers

UK

UK is currently the biggest market for ASOS, so it's naturally the home of most of its logistics centers.

Barnsley - ASOS's biggest and most significant fulfillment center. It provides service in the UK, MIDEA, and South America. As the most significant logistics center, it also supports all other fulfillment centers. Here's a quote regarding the US market from the last annual report: "We increased the range of products available via ASOS Fulfils, which augments the stock held in Atlanta from Barnsley."

Lichfield - First opened in August 2021, this is the newest fulfillment center aimed to support Barnsley in the UK market. It still isn't fully automated or at full capacity, as its operations ramp up slowly with demand.

Selby, Doncaster - Returns centers of UK. In charge of cleaning, repackaging, and making returned products ready for sale again. As a result, 97% of ASOS returned products go back on sale. After the products are ready, they go back to the fulfillment centers.

EU

Berlin - Also known as the "Eurohub" in ASOS reports, it serves the EU market, and is the second biggest fulfillment center.

Poznan, Krupka - The EU returns center locates at Poland.

US

Atlanta - The US logistics center, both fulfillment, and returns center. The operations in the US are still limited, so it makes sense to have both in the same center. In addition, this warehouse makes 90% of the US population eligible for next-day delivery.

Warehouse automation

Adding automation to a warehouse is very capital intensive, so it was done only for the Barnsley and Berlin center so far. The gains in productivity are impressive:

It's easier to understand what automation means when you see it, this video from ASOSs' Supply Chain event makes it clear:

Automation for other fulfillment centers is already on the way, with the US Atlanta center fully automated by 2023, and the Lichfield center is starting the automation works now.

The automation technologies are all third-party, yet all the data gathered is wholly owned by ASOS, opening the opportunity for data-based optimization and AI tools in the future

Fulfillment schemes

One fulfillment center serves each market. That's the easiest scheme, easy for the company to manage and coordinate, and easy to communicate to the customer.

But ASOS now goes beyond that, in more complex customer orders fulfillment schemes that enable more possibilities for the customers. With logistics and software to make it all seamless for the customer - ASOS is a unique leader in this field (among fashion retailers. Come on, no one competes with Amazon on this).

ASOS fulfill (flexible fulfillment)
Allow customers to shop items from multiple fulfillment centers at once.
In 2020 ASOS started a pilot in the US of orders fulfilled from any warehouse. Items that aren't available in the Atlanta warehouse are sold to US customers from the UK or Berlin fulfillment centers. This also works the other way around, but it's most significant in the US.

This pilot that made more products available to the US market leading to 37% more sales. But more importantly, it proved the logistics ability to serve the same customer from multiple fulfillment centers at once without any major inconveniences to the customer. So that's another step toward global logistics infrastructure.

Fulfilled by ASOS
Allow partner brands to host their products within ASOS fulfillment centers.
ASOS allows partner brands to use ASOS logistics centers for products sold on the ASOS platform. This enables brands that lack global logistics power to have an online presence through ASOS.

Smaller, local brands benefit most from this program. From the ASOS side, it allows for local targeting in different markets, bringing growth and customer acquisition opportunities for customers already familiar with their local brands.

Partner fulfill
Partners serve customers on ASOS platform from the partner fulfillment center.
In 2021, ASOS ran a pilot for this program, in which partner brands (Adidas, Nike, etc.) serve the customer directly from their logistics centers rather than go through ASOS logistics.

Now in 2022 the program is out of pilot and getting incorporated officially. In a question from Jan 2022 call, Mat Dunn (CFO, COO) said this:

In terms of the learning on Partner Fulfils, there were 2 reasons to run the pilot: One was to make sure that we could successfully execute, and it was a good experience for customers. And I think we're really confident with the way that experience takes for customers. So in that sense, it gives us the confidence to move -- to roll it out, and that was one of the key elements of the pilot.

With "ASOS Fulfills", "Fulfilled by ASOS", and "Partner fulfill", this customer journey at ASOS is now possible, in a single order of 3 products:

"ASOS Design" brand product (owned by ASOS), delivered from ASOS Barnsley warehouse.

"Adidas" product delivered from ASOS Atlanta warehouse.

"Nike" product delivered from a Nike warehouse.

All coordinated, tracked, and supported through the ASOS platform.

ASOS as a platform

ASOS north star is to become the definitive location for 20-something fashion. This goal is unique because it puts the customer in the center and ASOS's actions toward that goal sometimes seem counterintuitive in the broad market context.

Most competitors choose to either have full control of the product offerings, selling their brands only (SHEIN, Fashion Nova, Boohoo, etc.) or be a marketplace for others (Amazon, Etsy, Stylight, etc.). ASOS does both.

Being the "definitive location for 20-something fashion" requires recognition that fashion will always be bigger than you - it has to include big, global brands such as Adidas and small, local brands that set the fashion tone in specific regions.

This isn't merely an extension of ASOS as a marketplace - they take ownership of everything sold through them to make it the best fit for the "definitive location for 20-something fashion". Marketing, logistics, discovery - ASOS take full ownership.

Marketing

ASOS has a highly polished pipeline for fashion marketing, from professional models and photography studios generating the "ASOS feel" for fashion to their social media management, and smart ad spend.

Targeting the 20-something fashion lover audience is a unique quality many big brands are unable to do internally at scale, so leveraging the ASOS platform for it makes sense.

Logistics

"Fulfilled by ASOS" and "Partner fulfill" schemes provide the best experience for both the partner brands and the customer.

If needed, ASOS can offer its logistics solutions through "Fulfilled by ASOS". And should the partner want to serve from his logistics center, the "Partner fulfill" capabilities are so well integrated into the ASOS pipeline that the customer won't feel any difference in the quality of service he gets.

The many brands of ASOS

"ASOS" is a brand in and of itself, but internally they have multiple clothing brands, each focusing on certain style, price point, and audience. When customers surf by category, "dress", "denim", etc., it's hard to create brand recognition for any specific brand.

But that's exactly what ASOS is trying to do - instead of "ASOS" being the clothing brand, it should be the "platform" brand in which you can find many fashion brands.

This is most notable with the acquired "Topshop" and "Topman" brands that have distinctive brand recognition globally. So much so that ASOS is leveraging this brand recognition in a strategic partnership with Nordstrom to sell these and other ASOS brands in their online and brick & mortar stores - getting a foothold in the US market through this brand recognition.

Other than the Topshop brands, ASOS has many other brands. Most recognized today is "ASOS Design", followed by "COLLUSION*", which is fast-growing, and ASOS announced its intentions to make it a differentiating brand.

If that works, ASOS will complete its transition to being a platform. Whereas now it's a shop - it'll become a mall. Instead of "This top is from ASOS", you'll say, "I went shopping at ASOS, got this Topshop top, COLLUSION* pants, and Adidas shoes.".

These 2 slides from ASOS explains the brands distinction:

The lightning round

Things you should know about the business but are not important or big enough to merit a section for them:

Premier - For 10 GBP a month, a customer can get a premier status that offers special promotions, services, and access. Premier customers are highly engaged shoppers - and this keeps them happy. It's expanding fast - maybe there's a "Costco" or "Amazon Prime" scenario here.

Face & Body - A fast growing category in ASOS, everything face and body, from skin care to make up through nails. According to ASOS, it doesn't help much with new customer acquisition, but it helps with retention of existing ones.

ASOS's core business relies on supply chains from two perspectives: the supply of products to logistics centers from the manufacturing sites and the supply of products to the end-users from the logistics centers.

The entire world is dealing with this issue now. But ASOS is especially out of luck - recent expansion to the US, Brexit problems with EU trade, fast fashion inherently relying on fast delivery, etc.

The wide supply chains issues

ASOS hosted a supply chains event in August last year, showing the supply chains issues.

Most of it is irrelevant by now. Supply chains issues got worse, and some plans are impossible now. For example, it makes no sense to move some deliveries from sea to air now that you can't fly with cargo from China to the UK through Russian territory.

Since this thing develops quickly, and since every retailer suffers similarly, I think it will be more productive to focus on how ASOS is uniquely positioned in this situation.

The most relevant and interesting bit of data is this:

Interesting points:

Ukraine was a sourcing location, no update on how big of a sourcing location it was or what's its status now.

China is the single biggest producer with 36%.

What's being produced in Europe mostly move to the UK, some kept within Europe in the Berlin center. But things that go to the UK sometimes go back to Europe again.

Brexit

ASOS is UK-based, with its biggest logistics centers in the UK and Europe being ASOS's second-biggest market.

Brexit made all this trade that much harder and costlier, though once trade paths are figured out, it makes things easier. In the ASOS case, we're almost there.

US market infancy

The US market is still very small for ASOS. It has not reached a point where it enjoys economies of scale, making the supply chain issues in the US harder, making the whole business even more expensive, and cutting more into the margins.

In the supply chains event I mentioned above, back on Aug 21', executives said this is an issue. If it was an alarming issue back then, it might be on the verge of catastrophe by now.

It might make the operations in the US so ineffective that it'll lose money in the short term. The warehouse investments, supply chains costs, the commitment to the partnership with Nordstrom, and marketing spend - all contributing factors.

It's already mentioned as a headwind to the US market growth. This growth holds the most lucrative growth potential for ASOS.

Fast fashion

Fast fashion, and trendy, "living in the now" fashion especially, relies on fast cycles from ideation to sale. This rapid cycle is hindered when shipping from production to purchase takes two months.

This issue is unique to ASOS because of its trendy fashion focus. Other competitors' core customers are casuals that'll buy whatever. ASOS's core focus is trendy fashion.

The effects of the supply chain issue

ASOS will prioritize customer retention and growth in the short term rather than profits. That means they will take on some of the costs, harming the margins.

Operating margins are down from 7.0% on Aug 20' to 4.2% on Aug 21'. Again, that's all supply chains and inflation - as operationally, ASOS became more efficient in that period.

Gross margins are a better indicator to isolate supply chains, and they are at a decade low. Typically sits at 48%-52%, they are now at 45%.

The margins will go much lower still. It's hard to predict how low, as it also depends on the management strategy, which is without a CEO.

ASOS had times of low margins before and even a slide to loss territory most recently at the end of 2017. ASOS might slide into the loss territory again in the next 12 months.

Given all the headwinds and capital expenditure related to the global expansion, it's hard to see how they'll get away without moving to the loss territory.

No CEO, No Chair

In October 2021, ASOS announced the CEO Nick Beighton will step down. A few months later, by August 2021, the board chairman Adam Cozier stepped down too, to take a position as chair of another company.

This left an obvious void in the company leadership. Exactly when experienced leadership is sorely needed - to overcome the supply chain and inflation headwinds. The market is spooked by the lack of leadership, too - upon the CEO resignation announcement, the stock dropped -20%.

While the chairman position was immediately filled by Ian Dyson, as noted in Adam Cozier last letter:

I hand over the Chair to Ian Dyson, who has been our Senior Independent Non-executive Director since 2013. Ian is the right candidate to oversee the next phase of growth, working with the existing Executive team to support the delivery of the global growth strategy.

The CEO position on the other hand, had not been filled yet.

Going global, handling supply chains

The new CEO of ASOS will have to handle the operational challenge of the supply chain issues and the global growth. The US market is key for the company value growth, and is the one most hurt by the supply chain issues.

Growing operations in neighboring Europe, especially while UK was still part of the union, is easy compared to bootstrapping operations beyond the pacific in the US. And the US operations is still in the bootstrap phase.

It requires good leadership, preferably with experience in ramping up global operations and logistics. And that's where the opportunity comes in.

ASOS knows what it is, and it works. It's definition and values are clear, both to the outside world and within the organization. The new CEO doesn't have to "lead the business to a better identity" or anything similar that'll require special expertise in the fashion business.

Finding a CEO that understands logistics, supply chains, and global expansion is easier than finding one with these skills AND fashion experience.

For that reason, I'm less spooked than others that ASOS lost its CEO - in my risk profile, I think it's probable that a new CEO catering to ASOS current needs will be able to push the company to the true global retailer phase.

Mat Dunn got this

Mat Dunn, CFO, and since Beighton resignation COO too, is the responsible adult managing the business until the next CEO will come.

Mat has been with ASOS for almost 3 years now, though his background is in finance and his past companies weren't in the fashion business - he understands ASOS deeply and knows what he's doing.

Watching him in the investors presentation for hours, and in the investors calls, makes it obvious he's in control and knows what's going on in any part of the business.

That is not to say there aren't issues - the supply chain challenge is a big issue. But it is to say that Mat Dunn understand the business and its issues, and I'm confident he'll manage the business in the best way until a new CEO will be appointed.

E-commerce has been a pandemic benefactor for obvious reasons. Lockdowns drove almost all consumers to online stores as they were the only available alternative.

Looking at growth rates of several online fashion retailers drive this point perfectly:

2018-2019 represents "normal" growth rates, followed by 2019-2020 crazy growth due to the pandemic, ending with the most recent data of 2020-2021 with the customer base going elsewhere.

Customers spend their money on brick & mortar stores now, on restaurant, travel, whatever they couldn't do during the pandemic.

This reversal in the growth rates sent almost every online retailer stock price into a deep dive. So much so, that some, like ASOS, are priced in multiples that act like its growth days are in the past.

I think this is an over-correction to the ecstatic behavior the market showed while the pandemic growth numbers were out.

The rest of this post is available for free subscribers

Subscribe now for free
Already subscribed? Sign in

# data[].attributes.attachment_link.description
DISCLAIMER: ASOS is now the biggest position in my portfolio. I researched it for months now. This is my research and why I decided to make it my biggest position. ASOS is an online fashion retailer from the UK. Their brand specializes in 20-something fashion. It has also become a

# data[].attributes.body
With the men’s grooming and skincare market reaching $9.3 billion in sales in 2020 in the United States and growing it only makes sense to offer a skincare product that can reach a unisex audience, after all both audiences are looking for the same ingredients.

The Ordinary is “the ultimate genderless skin care,” says Larissa Jensen, senior beauty analyst at NPD Group. The Ordinary says its gender neutral look is on purpose. “Since its conception, [the Ordinary] was never intended to target a specific gender identity in any capacity,” says Kilner.

Gender inclusivity is part of a larger movement in the beauty industry towards better serving those consumers who belong to historically underrepresented and marginalized groups,”

The Ordinary has challenged the notion that good skincare has to be expensive and consumers are responding with their wallets.
“Luxury brands are still there and have a legacy, but they’re slightly threatened by the fact that the consumer is more sophisticated and really wants to understand the reason why they need to pay a premium,
You can no longer build a long term, sustainable business and require a premium from the consumer if there is not a clear reason.”

# data[].attributes.attachment_link.title
The Ordinary’s Strategy for Success, 4 Reasons it Has Taken Off

# data[].attributes.attachment_link.description
So what makes The Ordinary anything but ordinary? It starts with authenticity.

# data[].attributes.attachment_link.readable_text
Imagine biting into a glorious British strawberry only to realise that it's actually a tomato. How would you feel?

In order to tell a joined-up story, your brand must reflect the essence and values of your business inside and out, otherwise customers will get confused.

Not only does effective branding help your perfect customer find you, it also gives them a taste of what it might be like to work with you. And that's where we come in.

We help align the 'what you say' with the 'what you do', so that your customers make that connection and instantly understand where you fit into their journey. When solid strategy, well written copy and purposeful design all align, your brand can go from great to outstanding.

It's so important to reflect your company values through your brand. Not just to your customer, but also from deep within your business. Working with a brand specialist will help reach your perfect audience, but it will also align the focus of your staff. With everyone on the same page, this promotes efficiency, profitability and a faster journey to success.

# data[].attributes.attachment_link.title
Why is branding important? - Osmil™ Brand Design

# data[].attributes.attachment_link.description
Imagine biting into a glorious British strawberry only to realise that it's actually a tomato. How would you feel? In order to tell a joined-up story, your brand must reflect the essence and values of your business inside and out, otherwise customers will get confused.

# data[].attributes.attachment_link.description
Strategy / Identity / Design UFO.Discordo was appointed by ASOS to devise the strategy and create the identity for a stand alone commercial agency to represent the ASOS globally. UFO.Discordo created the new brand identity for the ASOS internal creative agency, the visual identity needed to bring

# data[].attributes.attachment_link.readable_text
Independent beauty brands in recent times have figured out what has eluded resource-rich conglomerates for years: how to not only sell to consumers, but also serve them with unique products and experiences while building communities online and off.

Founder owned-and-operated brands have long been a presence in the industry. But the 2010s ushered in a golden age for independent labels. Spurred by the direct-to-consumer boom and the emergence of e-commerce platforms like Shopify, it was easy for these start-ups to open their online storefronts, while eliminating the need to pitch to wholesale partners.

The rise of social media also helped. For one thing, social media advertising was relatively cheap, allowing unknown brands to quickly acquire customers. For another, social media became a place for brands to connect with consumers directly, creating online "communities" of loyal customers who follow and engage with the brand, sharing its virtues with their own followers. On Instagram, in particular, founders could become immediately recognisable as their brand's public face, and discuss the efficacy of their products and the worthiness of their missions.

Industry incumbents were quick to recognise the threat. Brands owned by Estée Lauder Companies, L'Oréal, Procter & Gamble, Puig and Coty had name recognition, but struggled to resonate with consumers, particularly the younger ones. Attempts to launch their own indie-inspired brands mostly flopped. So they embraced a time-honoured approach: if you can't beat them, buy them. Most, if not all, of these big brands have acquired at least one independent beauty brand in recent years.

"If you were to come out with an independent brand 20 years ago, the concern would have been that you'd be squashed by L'Oréal or Estée," said Sonya Brown, partner at Norwest Venture Partners. "Today, the tables have turned. These independent beauty companies are the ones that are at the forefront of innovation and growth. And the big conglomerates continue to be acquisitive, which is one of the reasons [venture capital and private equity] investors continue to support the space, because there's a known exit path."

Today, the infrastructure exists for indie brands to hit it big quickly: more and more brands will launch bolstered by venture capital funding, and retailers like Sephora and Ulta Beauty are willing to give buzzy young brands shelf space, even after only a year or less in business. But there are many more brands vying for funding and spots on retailers' shelves, including labels founded by influencers and celebrities along with dermatologists and makeup artists. Competition is more intense than ever.

This case study unpacks what it takes for an independent beauty brand to stand out and grow by examining lessons from three indie start-ups: skin care label Glow Recipe, hair care brand K18 and fragrance purveyor D.S. & Durga.

Glow Recipe - founded by former L'Oréal employees Christine Chang and Sarah Lee in 2014 - jumped on the booming Korean Beauty trend with its fruit-inspired products in 2017. The founders spoke with BoF about how their team considers the way a product appears online from the get-go, at its formulation stage, as well as how they are able to quickly respond to trends and tailor communications to particular channels. In August 2022, Bloomberg News reported that the brand tapped investment bank Goldman Sachs to advise on its sale, at a valuation of between $400 million and $500 million.

Fragrance brand D.S. & Durga debuted in 2008, at a time when David Moltz readily admits today that he and co-founder (and wife) Kavi Moltz had little business experience. The founders leaned heavily on traditional principles of brand building to create a "personality" for every fragrance in their portfolio, pairing each with a playlist in order to highlight its connection to and inspiration from music. It's a multi-sensory approach that has helped D.S. & Durga reach its goal of sustained growth - its sales have increased by 90 percent year on year since 2020.

As a new entrant in a hot category, having arrived on the scene in 2020, hair care label K18 provides evidence that despite greater competition, it's possible for independent brands to scale quickly. Launched at the height of the pandemic, the brand leaned into TikTok virality to help its signature product, the Leave-In Molecular Repair Hair Mask, fly off shelves. Sales in 2022 - its second full year in business - are expected to exceed $125 million.

For many independent beauty brands, the promise of a lucrative exit is a major motivator through the ups and downs of entrepreneurship. But as the three brands in this case study demonstrate, there's no avoiding the pre-exit heavy lifting.
Click below to read the case study now.
Editor's Note: This case study was revised on Nov. 4, 2022, to correct information about D.S. & Durga's fundraising history. The brand has raised three rounds of funding since 2018.

# data[].attributes.attachment_link.title
How to Build an Independent Beauty Brand | Case Study

# data[].attributes.attachment_link.description
Independent beauty brands in recent times have figured out what has eluded resource-rich conglomerates for years: how to not only sell to consumers, but also serve them with unique products and experiences while building communities online and off. Founder owned-and-operated brands have long been a presence in the industry.

# data[].attributes.attachment_link.readable_text
The beauty industry shapes girls, boys, men and women around the world. From putting make-up on Barbie at a young age to picking out the blush you want to wear at your wedding, the beauty industry is in every stage of life. Growing up with the beauty industry can be rewarding and frightening. There are a plethora of problems with the beauty industry from products to its impact on mental health. Learning how to navigate around the problems with the beauty industry and tackle them head on is something beauty gurus must do to keep themselves safe and see change.

Contents
1. Lack of Regulation 2. Greenwashing 3. Chemical Catastrophe 4. Marketing Myths 5. Difficult Access to Beauty Education 6. Idealized Beauty and Poor Mental Health 7. Revolving Body Expectations 8. Only the Start of Diversity and Inclusion 9. High Dollar Pressures
Key Points

There are problems in the beauty industry ranging from representation to idealization and lack of regulation.

The beauty industry still has problems, but we've come a long way and we can continue to make change.

1. Lack of Regulation

Lack of regulation is the culprit of many of the problems with the beauty industry, especially in the United States. According to the FDA, "The law does not require cosmetic products and ingredients, other than color additives, to have FDA approval before they go on the market."

Now that is a major red flag! None of the ingredients in our cosmetic beauty products are regulated. Check out the next 3 major problems with the beauty industry to learn more about how lack of regulation impacts us everyday.

2. Greenwashing

Greenwashing occurs when a company spends more money marketing their brand and products as environmentally friendly and safe rather than spending money to *actually* make their brand and products meet these qualifications. I wish I could say did not happen in the beauty industry, but I'd be lying.

There are a lot of loopholes in the beauty industry. Organic and natural products lack regulation with no clear definition or standard. In fact, many products listed as organic and natural would not meet the average consumer's standard. Only 1% of a product's ingredient composition has to be organic in order to be listed as organic. This means the other 99% of the ingredients could be filled with problematic pesticides and more. That is crazy!

Consumers have high standards beyond ingredients in the product too. An environmentally friendly supply chain is extremely important as well. This involves environmentally safe packaging, land preservation, sustainable farming, and animal treatment.

So what can you do? Research is your best friend. You can read up on companies' certifications, ingredients in their products, and their practices. Some safe certifications you can look for are Fair Trade and EWG (Environmental Working Group). Paula's Choice is a great resource for ingredient information. We LOVE Paula's Choice here!

3. Chemical Catastrophe

Chemical ridden products, vague ingredient labels, and hidden chemicals are three of the major problems with the beauty industry. All these problems stem from one major source: lack of regulation.

Lack of regulation enables companies to put unsafe chemicals in products and vaguely label chemicals as "fragrances". Substitutes for known unsafe products have the potential to be just as harmful, which is why doing your homework is so important. A study by EWG indicated a woman applies over 150 to her body a day. Now that is something quite alarming because our skin soaks up every. single. one.

4. Marketing Myths

Bloggers, TikTok, beauty magazines, influencers, and companies are all responsible for marketing myths in the industry. And trust me, there are a lot of them. Unless you have a medical background or are extremely knowledgeable in beauty and health, the myths are hard to debunk on your own.

Supplements for weight loss, adding collagen to every product, and natural products being better than non-natural are examples of marketing claims that have no scientific evidence to support them.

Other marketing myths through labeling and chit chat exist such as hypoallergenic being better for sensitive skin. This is because a hypoallergenic product may not actually be hypoallergenic (thanks again to the lack of regulation in the industry!). It could still be filled with harmful ingredients that can trigger sensitivity flare ups. We would never suspect it because of the term hypoallergenic slapped on the label.

As previously mentioned, research is your best friend to help you navigate the beauty industry and debunk these marketing myths.

5. Difficult Access to Beauty Education

I have mentioned a lot in this article about doing your homework, but I'll admit, it is easier said than done. Learning about the ingredients in your products is quite the hassle. It involves deep dives on google and lots of clicking to find trustworthy sources.

And why do we have to go to all these lengths to ensure we are using safe products? Thank goodness Paula's Choice has our backs but honestly, the beauty industry needs to do better. Education and transparency should be a legitimized core value for companies. Consumers should not be left in the dust. We have the right to know and learn about the ingredients in our products with ease.

6. Idealized Beauty and Poor Mental Health

Social media , beauty stores, and magazines showcase unrealistic images of beauty in their advertising and marketing efforts. Professional photoshoots and editing portray beauty as flawless, airbrushed skin with no blemishes or scars. Thick lips, thick lashes and thick eyebrows. Voluminous shiny hair. I could go on and on.

A recent Ukranian study analyzed the modern-day feminine beauty ideal, mental Health, and jungian archetypes'. The study indicated that " exposure to visual media depicting idealized faces and bodies causes a negative or distorted self-image ". Repeated exposure to unrealistic beauty standards are associated with mental health disorders such as body dysmorphia, social anxiety, low self-esteem, psychological stress, eating disorders and more.

7. Revolving Body Expectations

It feels like there are new diets and new workouts to partake in every year in order to maintain revolving body expectations. One year society says you need thick thighs and a big butt, the next society says you need to be stick thin. Working to maintain these expectations is draining and potentially dangerous to our nutrition and mental health.

Being healthy is beautiful and many women correlate health and beauty with a number on a scale, not what actually makes us healthy. Writer, speaker, and strength trainer Chrissy King wrote a poetic Instagram caption capturing the contorted body image expectations women face today.

" We started correlating 'health' with the size of our bodies, how much body fat we carry, how much weight we can lift, the number on the scale, how many calories we consumed, how thin we could get and on and on and on. In my mind, those things have nothing to do with 'health' and when I talked about progress with my clients, none of those things are the metrics we used." - Chrissy King

Society and the beauty industry must do better. Stereotypical body expectations and one body type in marketing efforts must be wrangled in. As mentioned under idealized beauty, unrealistic body expectations and pressures can lead to serious mental health disorders and negatively impact nutrition.

Combating body expectations and one type marketing efforts works towards combating mental health and nutrition issues. Every woman, regardless of her body, deserves to be shown off and celebrated.

8. Only The Start of Diversity and Inclusion

2017 was a turning point in the beauty industry for diversity and inclusion. Rihanna's brand Fenty spearheaded change, creating the largest, most diverse, and most inclusive line of foundation. Shea Moisture has also been a huge player in meeting hair care needs.

It could be argued that Fenty's line started a snowball effect of change in the beauty industry. However, it is still only the start. Beauty editors and individuals know there are still strides to be made for the beauty industry. As Siraad, a social content manager at Flamingo states, "At the end of the day, I want us brown women to have just as many product options and representation as our white counterparts."

Siraad is right and her statement is powerful. Black beauty matters . Luckily, companies like Fenty and Shea Moisture began tackling the uphill battle. Even better, there is a rise of black-owned beauty businesses. Big brands have also begun expanding their product lines and marketing efforts. The beauty industry has taken a turn in the right direction but they have not yet reached their final destination.

9. High Dollar Pressures

Influencers have taken the beauty industry to the next level, creating their own product lines and showcasing the best luxury products in the market. Their everyday makeup and beauty routines are packed with mid-to high priced products too.

Jeffree Star recently did a review of the $68 Gucci foundation. His own makeup palettes start at a price of $28 and go beyond a price of $50. These numbers are a bit alarming for a large audience like his. And Jeffree Star is not alone. The top beauty influencers all use and create high dollar products!

The high dollar products are unrealistic for everyone, but pressures to obtain these products are overwhelming at times. It does not matter whether you buy Anastasia or E.L.F, so people should not be concerned about which products they use.

The beauty community, especially influencers, should be more aware of promoting every great product in the industry, not just luxury.

Fostering a safe environment for young women to grow up in is crucial. And overall, the beauty industry has a lot of work to do. It is nowhere near perfect, but the industry is taking steps in the right direction. Addressing safe products and promoting a diverse, inclusive space is at the top of their priority list.

The efforts being made can be shown through more transparency and diverse, inclusive advertising. We are proud of the steps being taken and cannot wait to see how the beauty industry will continue to grow.

Written by Lauren Conklin

1. https://www.fda.gov/cosmetics/cosmetics-laws-regulations/fda-authority-over-cosmetics-how-cosmetics-are-not-fda-approved-are-fda-regulated

2. https://www.biologi.com.au/transparency-skincare-greenwashing-marketing-tricks-natural-beauty-industry-doesnt-want-know/

3. https://flourish-living.com/what-is-greenwashing/

4. https://www.vogue.co.uk/article/how-to-spot-and-avoid-greenwashing-in-beauty

5. https://www.hps-pigging.com/sustainability-challenges-facing-the-cosmetics-and-personal-care-industry/

6. https://www.byrdie.com/toxic-beauty-ingredients-4782646

7. https://www.safecosmetics.org/get-the-facts/chem-of-concern/

8. https://www.paulaschoice-eu.com/20-beauty-myths

9. https://www.byrdie.com/diversity-in-the-beauty-industry

10. https://www.instagram.com/p/CLvDR1Sg8ML/

11. https://www.biola.edu/blogs/biola-magazine/2007/why-do-we-struggle-with-beauty-and-body-image

12. https://mhgcj.org/index.php/MHGCJ/article/view/99

# data[].attributes.attachment_link.title
9 MAJOR Problems with the Beauty Industry

# data[].attributes.attachment_link.description
The beauty industry shapes girls, boys, men and women around the world. From putting make-up on Barbie at a young age to picking out the blush you want to wear at your wedding, the beauty industry is in every stage of life. Growing up with the beauty industry can be rewarding and frightening.

# data[].attributes.attachment_link.readable_text
We're weird about acne. It kind of goes without saying that as a culture, as people - the way we talk about acne, literally the most common skin condition, afflicting 50 million Americans, according to the American Academy of Dermatology, is that we just...don't. We spend millions of dollars trying to pretend it doesn't exist, which in and of itself is an acknowledgment that acne exists. I don't get it! I really don't, but I'm not alone in feeling that way. As a beauty writer, I've noticed a shift in the conversation around acne, and some brands are doing everything they can to be a part of the transformation. We're not "suffering" from acne anymore, it's just something we're all dealing with, and so what? I was lucky enough to speak with 11 brand founders about the cultural shift, innovations in acne care, and the future of how we treat and speak about acne.

Almost universally, every founder I spoke to for this story launched their brand out of need and necessity. They were not getting what they wanted out of acne care, whether it was a treatment for adult acne ailments, skin afflictions like eczema, or not seeing themselves (or their skin tone) being treated properly in the space. "I always had the tendency to break out, but also have dry and sensitive skin. I grew up using the same products we all had access to -- the white creams, pink creams, 3-step solutions," Ju Rhyu of Hero Cosmetics shared.

Alice Lin Glover, co-founder of EADEM explained to me that she wanted to find clean, effective products for both her severe cystic acne and the hyperpigmentation that resulted from it. " Hyperpigmentation caused by inflammation, such as acne, is very common amongst people of color, but there are very few products on the market that are actually tested and proven to work on our skin," she explained. Desiree Verdejo of Hyper Skin could relate - years of dealing with chronic acne fueled her desire to see herself, and skin like hers, in the acne care space. "What followed the hormonal acne was stubborn hyperpigmentation that, no matter what I tried, would not go away. Product after product, I was continuously unimpressed with the solutions available on the market. I never felt that the space celebrated real skin or real diversity. so I set out to create a modern clinical brand that did."

Remembering the burning sensation and the smells of acne care from years past, the three-step routines, the Proactiv commercials during Degrassi reruns - it's a deep-rooted memory for most people.

For Priscilla Tsai of cocokind, years of treating cystic and hormonal acne also damaged her skin barrier, leading to more acne. "I had a mentality of the harsher the product is, the more it worked," she said. "As a result, not only was I still struggling with acne, but I also had destroyed my skin barrier. Every day, I'd apply skin care and my skin would sting and become bright red for 10 to 15 minutes, to the point where it would make my eyes water." Remembering the burning sensation and the smells of acne care from years past, the three-step routines, the Proactiv commercials during Degrassi reruns - it's a deep-rooted memory for most people.

Esthetician Renee Rouleau's namesake brand is based in treating adult acne, specifically with her Nine Skin Types system, a unique, personalized skin prescription that addresses varying needs and concerns beyond the typical "dry, normal, or oily" classifications. "Keeping acne at the forefront, I developed the line by avoiding common ingredients that might irritate or clog pores," she said. "I also became especially passionate about understanding the science behind acne, helping clients get to the root of the problem and get rid of blemishes in the most efficient way, without scarring." Face Reality 's Laura Cooksey also founded the brand on need to treat adult acne effectively and not finding appropriate solutions on the market.

Daniel Kaplan of ZitSticka, however, wanted to treat body acne because of a very TMI reason: "This catalyst, in our case, was actually a large butt zit - Not kidding. It was pretty massive and I had a hard time finding any successful treatments. Thankfully, it went away on its own, but then a year later, I felt it coming back in almost the exact same spot." A pharmacy recommended drawing salve Ichthammol for his "golf ball-sized boil," but the issue is that it stains everything it comes into contact with, because it's Vantablack-black, like tar, and dealing with a plaster just made it a mess. Then a lightbulb moment occurred. "Whenever I get a spot in my life, I am going to put a plaster over it. But instead of just a drawing salve, I wanted to create something that actually had effective ingredients within the actual patch - and that wouldn't stain my trousers."

The Positive Shift In How We Talk About Acne

"I love that acne is now a topic of conversation that people aren't ashamed of - it's the same wave that is happening with being open about mental health, therapy, digestive, and other health issues," explains Kayleigh Christina of CLEARSTEM Skincare. "People are no longer "ashamed" to be talking about acne, or other skin struggles, and hiding from it. The more we can talk about struggles, the more people we can help." And that really does seem to be the case - like with mental health, we're just saying the quiet part loud now. With the way information is accessed and transmitted, we've begun the process of finally saying that having acne does not mean something is wrong with you, some people are more prone than others - and it's about finding your own personal root cause, not feeling ashamed of it. It's removing the layer of societal stress.

I have my own personal issues with the "clean girl" aesthetic, but I will say, the only good thing it's given is that it's become a bit gauche to cake on your makeup. Instead, people are letting their skin be skin. Both Christina and Tsai spoke of the psychological effects acne had on them, and how they didn't feel okay leaving the house without a face full of makeup. "To see this shift from both brands and consumers helps relieve some of the psychological pressures of having 'perfect skin,'" says Tsai. "Of course, having a breakout is never fun, but it also doesn't have to ruin your day and you are not alone. It's very normal - and we should embrace that." Alex Hernandez, Licensed Esthetician and Lead Educator for Face Reality shared that the brand's recent acne study of over 1,000 respondents found that 56% of those in their teens and 20s have been bullied or ostracized because of their acne, and 85% said it had a very or extremely negative impact on their confidence when their acne was at its worst. It's time to stop that.

We have treated having acne as a personal and moral failure. What the actual hell is that? Having acne should never make you feel unworthy in any way, shape, or form. Your skin is something that is forever changing, and this absurd idea of having "perfect skin" is, well, a lie.

"I still am amazed that the beauty industry managed to convince 85% of the population that they were wrong, or dirty, for breaking out when it's overwhelmingly normal," says Jamika Martin of ROSEN Skincare. "I think we have a long way to go when it comes to the conversation around skin expectations, the journey of people of color with acne, and the overall expectation of 'treatment', but I think we're moving in the right direction." Glover just wishes she could turn back time and have the shift happen sooner: "I wish that shift had happened when I was growing up! As a still-ongoing acne sufferer, it was always embarrassing for me and made me feel like it was my fault for not taking care of my skin better, when any dermatologist can attest that it's not a personal failing." And that's the issue at it's core: We have treated having acne as a personal and moral failure. What the actual hell is that? Having acne should never make you feel unworthy in any way, shape, or form. Your skin is something that is forever changing, and this absurd idea of having "perfect skin" is, well, a lie. Your skin is a progressing biome, not a smooth, perfect canvas. and not the perfection that so many people think they need to attain to be "beautiful."

"We're seeing this destigmatization of things previously deemed 'bad' across many arenas - the biggest parallel being body image with the 'body positivity' movement," says Deven Hopp, Senior Brand Director of VERSED. "However, 'positivity' can be an overcorrection - while it's great to have a decidedly positive body image, it's just powerful to embrace body neutrality, to accept your body for what it is and what it does, and to not ascribe so much importance to your body image." Across the board, these founders encourage skin diversity and representation across the board in a mindful manner. What we think of as "normal" is personal and subjective, and we have to adapt to that way of thinking. "Representation is important, Not just in campaigns for acne products, but all products," Hopp says.

How Acne Care Innovations Are Working Out IRL

Acne care really hasn't been innovated or changed in decades, and all of these brands found pockets in that market to jump into. Historically, acne treatments have been about drying out acne and aggressively treating it, and if you have sensitive skin, well, good luck! "We believe in effective, not aggressive, skincare. You don't need to strip and dry out the skin to see improvement; you actually really need the polar opposite - you need to nourish the skin and heal the skin barrier," explains iNNBEAUTY Project co-founder and Head of Innovation Jen Shane. Modern acne-care products are so much about barrier support, rather than stripping everything away. A damaged skin barrier, which is similar to cracks in a wall, lets bacteria and irritants in, creating the perfect environment for acne. So adding on harsh ingredients to dry the skin out will only exacerbate a damaged skin barrier. "There is a better way to treat your skin with love - allowing it to heal while effectively addressing your key concerns," she says.

When it comes to body acne, VERSED realized there is no reason to contort your body just get to that one spot where you have breakouts on your back. They made the Back-Up Plan Acne Control Body Mist. "For whatever reason, body breakouts have reached the same level of de-stigmatization as facial acne, so for us it was super important to create a product that addresses it and tells the story that body acne - like facial acne - is normal," says Hopp.

"The biggest innovation in acne care is education - arming people with real-life education is what creates the biggest change for them."

For Danielle Gronich of CLEARSTEM Skincare and founder of the San Diego Acne Clinic, she puts it very succinctly: "The biggest innovation in acne care is education, arming people with real-life education is what creates the biggest change for them." No one "thing" will fix someone's acne for good and forever, and people understanding ingredients and percentages and efficacy is how we innovate - people aren't completely crushed when their product isn't working the way they hoped, they understand why.

When you understand the science behind your skin and how a product works, consumers are willing to be a little more patient for seeing long term lasting results in their skin, understanding now that the short term "quick fixes" can sometimes cause further damage to the skin you are left correcting. "We don't believe in a one size fits all solution; after all, there are many different kinds of acne stories. And we always keep formulas safe for skin and earth, cruelty-free, and holistic for skin - don't treat blemishes while causing other issues," explains Alicia Yoon of Peach & Lily and Peach Slices.

For both Hero Cosmetics and ZitSticka, it's a good time to be in the pimple patch department, because the acne category has been under-innovated and under-invested for a really long time. "The success of Hero over the past few years is proof that by putting today's acne sufferer at the heart of what we do with smart innovation and the right message, we are addressing a whole new segment of people who have acne who traditionally have never been spoken to," says Rhyu.

Kaplan goes even further: "Before we launched the brand, there was essentially no one [who] was producing a zit patch that used the microdart technology with ingredients baked into the darts," he said. "As time progressed, we began to see this technology pop up more and more every year for a reason: They're effective! Innovation also doesn't just stop at acne tools. We're seeing more and more innovative ingredients every year as well. Ingredients that have been used for centuries but just hadn't received the recognition or the proper conduit they deserved."

For Glover, EADEM is about continuing the work of creating effective skincare for Black women and women of color, who have historically been an afterthought in beauty. "Our customers are grateful to finally have products that are designed to help with their post-inflammatory hyperpigmentation (PIH), which is commonly caused by acne," because no one likes living with the reminder of a blemish. No one.

What We Talk About When We Talk About Acne

We all need to just be more kind and more gentle with ourselves in so many ways. It's difficult to have acne when it feels like it doesn't exist social media due to filters, photoshopping apps, and approved accessibility. It's happening, slowly, but surely. "In being more vulnerable about acne, we think it's possible to cultivate a community in which people feel more empowered to treat them," says Kaplan. Acne is a very emotional skin concern, and it's one that is often very closely aligned with your own self-confidence. Nearly every brand founder for this story made a point to talk about how acne affects us all psychologically, and how necessary it is to keep that as a part of the conversation. "It's just as important to not only treat the outward physical symptoms of acne, but to also look at what emotional challenges it may have caused," says Shane. Acne-positivity has certainly become a larger movement in recent years - but that doesn't mean the conversation ends there.

For estheticians like Rouleau and Hernandez, they're hoping for a more empathetic and symbiotic relationship between skin-care professionals and their clients. "We need empathetic professionals [who] are using the appropriate language when speaking to acne clients. I'm also hoping that more skin-care professionals seek out dedicated acne training," explains Hernandez.

Rouleau has optimism that there continues to be great innovation in the space, both in products and medications to treat acne. "There's also been an increased conversation about the effect of hormones on acne, which can often be glossed over, and I'm hopeful that this will continue to be recognized by consumers, brands and medical professionals." She also hopes that the conversation around acne becomes even more specialized and concentrated: "I would love to see more discussion about how to properly care for blemishes. We see a lot of guidance on not picking at your skin, but no one really tells you what to do to make a blemish go away without scarring."

She explained the "fascinating life cycle" of a blemish - from the minute it appears, to various different phases, until it starts to go away and leaves a post-breakout mark - and that depending on the type of acne, whether it be papule, pustule, cyst, there's a different protocol for what its life cycle will look like and how best to treat it. Another critical part of this is the frequency of blemishes, which doesn't get addressed as much in the general conversation. "For many people, they see one pimple and start to use a product targeted to acne-prone skin. But there's a huge difference between someone who gets one or two breakouts a month, versus someone who wakes up with a new blemish every day. There is often a blanket approach to acne, and I think it deserves a more individualized approach, taking all these factors into consideration."

Martin agrees: "I think we have some more work to do on education around prevention and repair, and that's an area we're hyper focused in now," My brother once said "every day is a new day to learn something," and he's unbelievably correct (as always, yuck.). She also hopes to see the conversation shift more towards appropriate skin goals and what super healthy acne-prone skin looks like. Hint: It still has bumps and scars, and of course, she also really wants to see way more people of color in these conversations. We see you.

"In all the normalization of acne, I want to make sure those [who] truly are struggling with it aren't lost in the conversation. All experiences are valid. Even though the terminology we use may change, that doesn't always mean the way people experience acne does

Also, remember: Everyone is on their own path and journey, even with acne, and we must be respectful of that fact. Just because the way the industry is talking about acne has started to change in the past couple of years, doesn't mean every person is there yet. For many people, acne is deeply emotional. So while some may wear their acne patches out and about with no problem or issue, others still may want to keep their treatment private and personal. "In all the normalization of acne, I want to make sure those [who] truly are struggling with it aren't lost in the conversation. All experiences are valid. Even though the terminology we use may change, that doesn't always mean the way people experience acne does," says Hopp.

"What was once something we 'suffered' from is becoming a skin attribute that individuals of all skin tones are experiencing or at least that is where the conversation is going," Verdejo emphasizes. "I know from personal experience that understanding that acne is natural and common doesn't always equate to a positive mindset when breakouts occur-so I always want to be careful of the distinction between the public conversation and the personal mindsets."

But that doesn't mean you can't roll your eyes when you have a pimple that won't budge and a nosy colleague suggests just drinking water. Some things just can't be helped.

At Refinery29, we're here to help you navigate this overwhelming world of stuff. All of our market picks are independently selected and curated by the editorial team. If you buy something we link to on our site, Refinery29 may earn commission.

# data[].attributes.attachment_link.title
How 12 Acne Care Brands Are Abolishing The Acne Taboo

# data[].attributes.attachment_link.description
We're weird about acne. It kind of goes without saying that as a culture, as people - the way we talk about acne, literally the most common skin condition , afflicting 50 million Americans, according to the American Academy of Dermatology, is that we just...don't.

# data[].attributes.body
Gathered from other modules across the degree
- indesign
-swot
-research, primary,secondary
-PESTLE
- ASOS
-Research on beauty industry
- THe industry?
- The objectives and propsal
- Brand extension research
-Create a padlet
-Create a landing page
-create mock up's of products
-create mock up's of pop store for MS
- marketing stratgey
-develop a shoot with bella
-masterclass asos beauty line
-production- product creation
-ethics of beauty
-taregt audience
-financials
-Video content
- THE problems of the beauty industry
-the concept behind the beauty line

# data[].attributes.body
https://www.glamourmagazine.co.uk/article/asos-beauty-makeup-collection

Glamour Article from 2017...
'Gals, ASOS are now doing beauty, and now we want to buy EVERYTHING'

# data[].attributes.attachment_link.readable_text
Gals, ASOS are now doing beauty, and now we want to buy EVERYTHING.

The collection will be available from mid-September and you'll be able to prime, paint and finish your beaut face however you want, huns.

Our statement reads: "Featuring 46 shades across highly pigmented liquid lips, vibrant matte lipstick shades, contouring palettes, shimmery eyeshadows, highlighting chubby sticks and bronzers, the ASOS Make-Up collection is about embracing and expressing the full range of who you are."

And we don't know about you but we love a quirky name and ASOS have thought long and hard about the names - saying they "reflect versions of who we are and how we're feeling on the inside, from Overqualified and Decisive to Current Mood and Uncompromising."

Watch our video to see more!

# data[].attributes.attachment_link.title
ASOS launch a beauty range. And yes, we want ALL the makeup.

# data[].attributes.attachment_link.description
Gals, ASOS are now doing beauty, and now we want to buy EVERYTHING. The collection will be available from mid-September and you'll be able to prime, paint and finish your beaut face however you want, huns.