L’ORÉAL’S BRITISH BLEND
FOR SUCCESS

L’Oréal had a great year in the United Kingdom, despite contrasting consumer trends. What are the keys to its success? Targeted innovations in strategic categories and a tailored approach to the market.

GOOD PERFORMANCE
AT L’ORÉAL UK

“The UK is still one of the top places for beauty trends, especially in hair and make-up”

Michel Brousset
Managing Director
L’Oréal UK & Ireland

+4.4%

GROWTH IN UK SALES (1)

+41.6%

GROWTH IN E-COMMERCE (2)

(1) Like-for-like.
(2) Like-for-like growth, including distributor feedback and L’Oréal estimates.

READ THE INTERVIEW

How would you sum up 2014?

Despite a relatively unfavourable consumer market, L’Oréal UK had a dynamic year. Faced with contrasts in the beauty market between a fast-growing luxury sector and a sluggish mass-market, we strengthened our positions across all distribution channels and recorded strong performances from many of our brands. With growth at +4.4%(1), we outperformed the market.

(1) Like-for-like.

What are the growth drivers in the UK?

The UK is still one of the top places for beauty trends, especially in hair and make-up. The Consumer Products Division did particularly well with the high-profile launch of Ultimate Blends by GARNIER, and MAYBELLINE NEW YORK at +7.2% (1). Make-up boosted the growth of L’Oréal Luxe, with URBAN DECAY posting the fastest increase in this category. There is much interest for dermocosmetics in Britain, so prospects for the Active Cosmetics Division are very promising.

How is L’Oréal UK adapting to changes in its market?

The United Kingdom is one of the most sophisticated markets in Europe in terms of digitalisation, and e-commerce is growing fast. We have set up a dedicated team to seize all opportunities in this field. We are also modernising the way we organise our work, by offering our employees greater flexibility. “Nothing is impossible!” in the words of our recruitment campaign slogan.

Voir moins

A SERIES OF UK SUCCESSES

“WORK SMART”
IN TODAY’S WORLD

L’Oréal UK is introducing the “Work Smart” programme, a new flexible approach to work based on output rather than how much time is spent in the office. All employees, in cooperation with their managers and co-workers, can adapt their schedule to work at the place and time they are most efficient, as long as their objectives are met. The aim is increased employee commitment and engagement, and offering a modern workplace to increase the attractiveness of the group’s employer brand.