Latest thinking on international growth
Practical perspectives on entering new markets, building successful distributor relationships and developing profitable international businesses.
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Why store checks still matter in beauty and personal care
Why store checks still matter in beauty and personal careIn an industry obsessed with data, dashboards, e-commerce analytics and social media, it is easy to forget one of the most valuable sources of commercial intelligence
Why Trade Shows Still Matter in Beauty — And Why I Still Go
Are trade shows still relevant in the age of TikTok, Instagram and LinkedIn?
I believe they are — perhaps more than ever.
Digital media has completely changed how beauty brands are discovered and how consumers engage with them. But when it comes to building international distribution, meeting retailers and creating genuine commercial relationships, face-to-face still matters.
Having spent much of my career developing beauty and personal care brands across international markets, I’ve seen first-hand what can happen when you get the right people in the same room.
With Beautyworld Middle East coming up, it seemed like a good time to look at why trade shows continue to play such an important role in both retail and professional beauty — and why simply having a stand isn't enough.
The real value isn't the stand. It's the conversations that happen around it.
When International Growth Starts Destroying Margin
International growth is exciting — but growth in sales does not always mean growth in profit. In beauty and personal care, distributor margins, rebates, promotional investment, logistics, regulatory costs and complex value chains can quietly erode profitability. Drawing on my experience at Glanbia Performance Nutrition (GPN), Church & Dwight Co., Inc. and now through Xenos Business Development Ltd, this article explores why brands need to look beyond revenue growth and understand the true economics of every international market.
What Beauty Brands Can Learn from Albert Roger Group's Remarkable Growth
Managing 10 different country distributors with 10 different strategies isn't a route-to-market plan—it's a management headache.
Working with the team at Albert Roger Group has reinforced a core principle I've seen throughout my career in beauty and FMCG: the best route-to-market strategy is about capability, not just geography.
Here are 5 key lessons beauty brands can draw from Albert Roger Group’s pan-European model.
What’s your take on the shift toward consolidated distribution platforms? Let’s discuss in the comments.