L’Oréal CEO Nicolas Hieronimus portrays “a tale of two cities” amid a travel retail “reconfiguration”

L’Oréal CEO Nicolas Hieronimus has spelled out the impact of a rapidly declining downtown duty-free market (particularly in North Asia) that he says is reshaping the travel retail channel.

As reported yesterday (30 July), the French beauty products leader posted a +1.6% rise (reported; +3.0% like-for-like) in H1 revenues to €22,473.3 million. Q2 saw a -1.3% decline (reported; +2.4% like-for-like) to €10,738.6. Net profit excluding non-recurring items rose +1.0% to €3,783.0 million.

All graphics courtesy of L’Oréal. Click on images to expand.

The downtown duty-free woes were felt most in the key North Asia region, which declined -1.1% year-on-year, held back by travel retail. Excluding the channel, growth turned positive in the first half, driven by a recovering Mainland China domestic market.

“Had it not been for travel retail, our North Asia business would have been positive for this first half” – Nicolas Hieronimus

Asked on a H1 earnings call about the extent of travel retail’s struggles, Hieronimus said: “The [global travel retail] market is high-teens negative and we are low-teens negative. So we are gaining share. It’s really a tale of two cities because you see on the one hand the traffic is increasing; the airports are really growing.

“The market in airports is overall very positive, like +8 or something like that. And it’s very negative in what used to be called the downtown stores, which had been opened by many players back in the days when there was less travelling and also were fuelled with the daigou business.

Strength in depth and diversity: “Over the years, we’ve built and carefully curated a portfolio of 37 international brands which ensures that we cater to all beauty consumers’ wants and needs, and we continue to add to our portfolio when we find a brand that will enhance our long-term growth profile and that is highly complementary.” – Nicolas Hieronimus

“You’ve seen in Korea, many of these downtown stores in Seoul are closing. You see the example of France, where Samaritaine has been transferred [from DFS Group] under the leadership of Le Bon Marché because as the Chinese tourists do not travel so much in groups, it was less relevant.

“And we see that Hainan – despite being pretty heavy in traffic – remained very negative, minus 25-ish in terms of sell-out. So we have a reconfiguration of travel retail back to what it was and should have remained, which is individual travellers, a business opportunity and a brand exposure opportunity. And clearly… as we said, had it not been for travel retail, our North Asia business would have been positive for this first half.”

Downtown and downward

L’Oréal CEO Nicolas Hieronimus’s bleak perspective on the downtown duty-free sector is strongly validated by events in the channel over recent years.

The long-time cornerstone of North Asian travel retail (most notably in South Korea, Macau and Hong Kong), downtown duty-free has been devastated by a series of structural changes in recent years that has resulted in multiple store closures.

In 2019, just before the COVID-19 pandemic, Seoul lay dubious (and ultimately untenable) claim to having 13 downtown duty-free shops, while the Republic as a whole had 22. By mid-2024 those numbers were down to eight and 16, respectively, and the attrition (see below) has continued.

Closures in North Asia and elsewhere over recent years include:

 2016

WalkerHill Duty Free (SK Networks), Seoul, South Korea, May

2019

Hanwha Galleria Duty Free, Seoul, South Korea, September

2020

Doota Duty Free (Doosan Corp), Seoul, South Korea, April

SM Duty Free – Seoul, South Korea, September

Entas (Kyung Bok Kung) Paradise Complex, Yeongjong Island, Incheon, South Korea, November

2021

Shinsegae Duty Free, Gangnam, Seoul, South Korea, July

2022

Lotte Duty Free COEX, Seoul, South Korea, September

2024

Lotte Duty Free, Melbourne, Australia, May

La Samaritaine, Paris, France – divested by DFS to majority parent company LVMH

Click to read our recent story detailing the imminent closure of DFS Hong Kong, Tsim Sha Tsui East (Chinachem) store

2025

Shinsegae Duty Free, Busan, South Korea, 24 January

DFS Saipan downtown and airport stores, 30 April

DFS Group T Fondaco dei Tedeschi, Venice, Italy, 30 April

Lotte Duty Free, Da Nang, Vietnam, May

DFS Macau M8, May

Hyundai Duty Free Dongdaemun, Seoul, South Korea store – closing today, 31 July

DFS Hong Kong, Tsim Sha Tsui East (Chinachem) store – 31 August

DFS downtown stores in Sydney, Auckland and Queenstown, marking the retailer’s exit from Oceania – 10 September (Sydney) and 30 September (New Zealand).

King Power downtown duty-free shops in Thailand – Srivaree and Mahanakhon in Bangkok and Pattaya – closing on a phased basis from September.

Source: ©Moodie Davitt Research

Also read: Guest editorial – The past, present and future of the South Korean duty-free industry

(Above and below) L’Oréal’s well-balanced product portfolio and geographic spread offers inbuilt resilience against tough trading conditions

TALKING POINTS

EMERGING MARKETS ON THE RISE

Emerging markets remained dynamic with both SAPMENA-SSA (South Asia Pacific, Middle East, North Africa, Sub-Saharan Africa) and Latin America growing by double digits

MITIGATING TARIFFS

“I can’t give you a definite number for the impact tariffs will have on our margins since we are still missing certain elements. What I can tell you, however, is that it will be manageable. Our 36 factories and more than 150 distribution centres around the world give us significant flexibility as most of the units we sell are manufactured where we sell them. The one exception are luxury fragrances, which are made in Europe. We have ensured that we have built sufficient inventory and we consider raising prices to offset at least part of the tariff impact.” – Nicolas Hieronimus

PROMISING INNOVATION PIPELINE

“We were incredibly proud when Fortune Magazine named us as Europe’s Most Innovative Company last month. Not just because among 300 companies, we made it into the top spot from the get-go, but because the ranking assesses innovation based on three pillars: product innovation, process innovation and innovation culture, validating our conviction that innovation fuelled by science, technology and creativity is the very best way to succeed.” – Nicolas Hieronimus

SECOND-HALF OPTIMISM

“We are confident in the second half as market growth is set to continue to improve, and we have what it takes to outperform the market boosted by the second act of our Beauty Stimulus Plan. And we are excited about the future. More than ever, we are a beauty tech company, and that will allow us to continue to augment everything we do, further widening our competitive moat.” – Nicolas Hieronimus

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