Strategy
L’Oréal offers “beauty for each” through a portfolio of iconic brands aligned with a dual ambition of economic and social performance. In an increasingly fragmented world, the Group’s balanced business model is synonymous with resilience. Backed by a multipolar model, and a solid and healthy financial position, L’Oréal has confirmed its position as the world’s leading beauty company and remains agile and responsive, ready to seize any growth opportunity and absorb economic turbulence.
One focus: beauty, nothing but beauty and all beauty
For 115 years, beauty has been L’Oréal’s sole focus, giving it a major competitive advantage. The Group draws on more than a century of cosmetics expertise, underpinned by talented specialists and an in-depth understanding of consumers and unrivalled insight into beauty cultures, needs, desires and aspirations. This is what sets L’Oréal apart as a pure player in a beauty market that is expected to continue growing strongly, and where innovation and creativity are driving change.
A commitment to innovation
Innovation is at the heart of the L’Oréal model, enabling us to offer the best of beauty in terms of quality, efficacy, safety and responsibility. With over €1 billion invested each year and 4,000 researchers, the Group is the biggest investor in Research and Innovation in the beauty industry. Its scientific discoveries are translated into practical solutions that anticipate the needs of an ever-changing market.
L’Oréal firmly believes beauty of the future will be built around Green Sciences – combining efficacy, naturalness and sustainability to give products, formulas and packaging a competitive edge – and Beauty Tech. With 14,000 terabytes of data, 8,000 digital experts and strategic partnerships, L’Oréal is the champion of Beauty Tech. Data, artificial intelligence, robotics and nanotechnologies are enabling the Group to build a new kind of relationship with its consumers and respond to their specific aspirations.
A clear strategy: beauty for each
In today’s increasingly fragmented world, L’Oréal’s ambition is to offer “beauty for each” to satisfy and retain nearly 1.3 billion consumers and reach new ones. L’Oréal is present in over 150 countries, across all product categories (skincare, makeup, fragrances, haircare, hair colouring and more), all distribution channels and all price points. Our aim is to provide tailored, inclusive beauty solutions catering to the infinite diversity of consumers’ aspirations. L’Oréal’s strategy for this is based on careful attention to consumers and a deep respect for their differing needs, lifestyles, desires and traditions. The Group also capitalises on its portfolio of brands with different cultural backgrounds, its ability to develop regional innovations with global potential and its range of personalised products and services powered by artificial intelligence, data and Beauty Tech.
Success of our multipolar model
L’Oréal’s global footprint and its ability to adapt resources in real time enable it to drive growth, seize opportunities and deal with unexpected events. The Group’s performance in 2024 once again demonstrates the relevance of its multipolar model – covering all regions, all categories, all price points and all distribution channels – and its decentralised operational organisation, combined with a robust entrepreneurial culture.
Breakdown of 2024 revenue
Divisions
- 37% Consumer Products
- 36% Luxe
- 16% Dermatological Beauty
- 11% Professional Products
Regions
- 33% Europe
- 27% North America
- 24% North Asia
- 9% SAPMENA- SSA
- 8% Latin America
Categories
- 39% Skincare and sun protection
- 19% Makeup
- 16% Haircare
- 14% Fragrances
- 8% Hair colouring
- 4% Other
A worldwide reach, ever closer to consumers
To meet the extremely diverse nature of global beauty needs and be ever closer to consumers, L’Oréal draws on 21 research centres and 13 evaluation centres worldwide which augment its innovation capabilities. The Group also has 36 manufacturing plants around the globe, incorporating the latest advances in technology, automation and digitalisation.
Group laboratories around the world
| Regional hubs | Research centres | Evaluation centres | Global centres | |
|---|---|---|---|---|
| Europe | - | 9 | 2 | 3 |
| North America | 1 | 2 | 2 | - |
| North Asia | 2 | 3 | 3 | - |
| SAPMENA | 1 | 4 | 2 | - |
| Latin America | 1 | 2 | 2 | - |
| Sub-Saharan Africa | 1 | 1 | 2 | - |
Manufacturing sites by region
| Plants | |
|---|---|
| Europe | 18 |
| North America | 5 |
| North Asia | 3 |
| SAPMENA | 3 |
| Latin America | 4 |
| Sub-Saharan Africa | 3 |
Organisation
L’Oréal’s success is built on a unique portfolio of 37 diverse and complementary international brands. The Group is structured in four Divisions, each of which has a specific vision of beauty, consumer universe and distribution channels.
Targeted and complementary acquisitions
For over a century, L’Oréal has been building a unique portfolio of brands to satisfy all beauty aspirations in their infinite diversity. It is now richer, stronger and more varied than any other player in the global beauty industry. The Group continues to expand its portfolio through targeted acquisitions as part of its drive to create the future of beauty.
| Year | Consolidated Group revenues in € billion | Acquisitions |
|---|---|---|
| 2024 | 43.48 | Miu Miu |
| 2023 | 41.18 | Aēsop |
| 2022 | 38.26 | Skinbetter Science |
| 2021 | 32.28 | Takami • Youth To The People |
| 2020 | 27.99 | Mugler • Azzaro • Thayers |
| 2019 | 29.87 | Prada |
| 2018 | 26.94 | Giorgio Armani • La Roche-Posay • Logocos Naturkosmetic • ModiFace • Pulp Riot • Stylenanda • Valentino |
| 2017 | 26.02 | CeraVe |
| 2016 | 25.84 | Saint Gervais Mont Blanc • Atelier Cologne • IT Cosmetics |
| 2015 | 25.26 | Niely |
| 2014 | 22.53 | NYX Professional Makeup • Carita • MG • Decléor |
| 2013 | 22.12 | |
| 2012 | 21.63 | Urban Decay |
| 2011 | 20.34 | Clarisonic |
| 2010 | 19.50 | Essie |
| 2008 | 17.54 | Yves Saint Laurent |
| 2006 | 15.76 | The Body Shop |
| 2005 | 14.53 | SkinCeuticals |
| 2003 | 14.03 | Shu Uemura |
| 2000 | 12.67 | Softsheen Carson • Kiehl’s • Matrix |
| 1996 | 7.61 | Maybelline New York |
| 1993 | 5.04 | Redken |
| 1989 | 3.75 | La Roche-Posay |
| 1988 | 3.27 | Helena Rubinstein • Giorgio Armani |
| 1985 | 2.13 | Ralph Lauren |
| 1980 | 1.3 | Vichy |
| 1970 | 0.23 | Biotherm |
| 1965 | 0.06 | Garnier |
| 1964 | 0.04 | Lancôme |
Miu Miu joins the L’Oréal Luxe portfolio of couture brands
Following its successful collaboration with Prada, Miu Miu is joining L’Oréal Luxe to write a new chapter in the history of beauty. In early 2024, L’Oréal announced the signing of a long-term worldwide licensing agreement (effective 1 January 2025) with the iconic Miu Miu brand for the creation, development and distribution of luxury beauty products. Miu Miu, which embodies experimental creativity in the world of couture and fashion, has joined L’Oréal Luxe’s portfolio of couture brands, consolidating its position as a world leader in fragrances. This agreement reflects L’Oréal’s recognised expertise with major fashion houses such as Prada. The first Miu Miu fragrances to be launched by L’Oréal are expected in 2025.
Investment in Galderma: an ambitious move
L’Oréal’s investments increasingly reflect a holistic approach to beauty, addressing the entire beauty routine by combining diagnostic tools and high-performing topical solutions with at-home systems or aesthetic treatments to deliver unprecedented levels of performance. In August 2024, L’Oréal acquired a 10% stake in Galderma, the pure-play dermatology leader and one of the world’s largest players in injectable aesthetics. L’Oréal and Galderma have also agreed to establish a strategic scientific partnership to leverage the undisputed strengths of both companies: Galderma’s expertise across a broad range of dermatological solutions, and L’Oréal’s expertise in skin biology, diagnostic tools and evaluation methods.
A dual ambition to create sustainable value for all
L’Oréal’s strong results empower it to continue investing in its social and environmental commitments, in line with its dual ambition of economic performance and social and environmental exemplarity. This dual excellence forms the backbone of its strategy, shapes its success and underpins the long-term future of the Group. As the world’s leading beauty company, L’Oréal aims to contribute to the beauty of the planet and be a social, environmental, societal and ethical leader. As the Group’s track record clearly shows, both areas of performance are mutually enriching and go hand-in-hand.
