Entering Asia

Francesca DonatiModeratorModerator · BolognaFiere Cosmoprof

Good morning, everyone, and welcome. My name is Francesca, Head of International Marketing for Asia at BolognaFiere Cosmoprof. It is a pleasure to welcome you to this webinar, organised by Cosmoprof Asia — a joint venture between BolognaFiere and Informa Markets — in partnership with LYC Partners, a leadership advisory and executive search firm supporting multinational companies across APAC, EMEA, and Latin America.

I would like to extend a special thanks to Kevin Hong, Partner APAC, and Raul Mora, Partner EMEA, for their collaboration and support in making today's event possible. Thank you all for joining.

It is a great pleasure to see participants from across Europe and Asia. Today's session has been designed with one clear goal: to provide practical insights for beauty companies looking to enter, expand, or strengthen their presence across the Asia-Pacific region. APAC is one of the world's fastest-growing beauty markets, bringing together both mature economies and fast-growing emerging markets. It is also one of the most diverse and complex regions to navigate.

Success requires more than a great product. It means understanding local consumers, choosing the right partners, adapting to different market dynamics, and building a long-term strategy. Rather than sharing only the perspective of an exhibition organiser, we wanted to bring together experts with complementary perspectives — market intelligence, brand experience, and distribution. Before we begin, let me invite Kevin Hong to say a few words on behalf of LYC Partners.

Kevin HongHostPartner APAC, LYC Partners

Thank you. Hi everyone — good morning, good afternoon for those in Asia. I'm Kevin Hong, Partner APAC for LYC Partners. We are a leadership advisory and executive search firm. For a decade we have helped European companies be successful with their leadership teams in Asia, and we also help Chinese companies going to Europe.

The DNA of what we do is helping leaders be successful in their decisions and understand complexity. Just as Europe is not one country, Asia is very diverse. That is why it was natural for us to collaborate with Cosmoprof on this session — to understand what is coming next, and how to be successful in Asia in 2026. Thank you, everyone, and thank you Francesca for the collaboration.

Francesca DonatiModerator

Thank you, Kevin. Today's session is a moderated panel discussion rather than individual presentations. I will guide the conversation by asking each of our speakers three questions, inviting them to share their expertise, practical experience and recommendations for companies looking to enter, expand and strengthen their presence in the Asia-Pacific region.

Francesca DonatiModerator

It is my pleasure to introduce Dominique Petruzzi, industry expert for beauty and personal care at Statista. Dominique will help us understand where the APAC beauty market is heading, sharing the latest market data and consumer insights. Dominique, thank you very much for joining us — let's dive straight in. If you had to describe the APAC beauty market today, where are the biggest opportunities, which markets are growing fastest, and which are entering a more mature phase?

Dominique PetruzziStatista

Thank you, Francesca, and thank you everybody for attending. I work in market intelligence, so we deal with numbers a lot — I have prepared a few slides to make this clearer, and I will share them now.

APAC is one of the world's fastest-growing beauty regions: we are talking about roughly $159 billion in 2026, forecast to reach about $217 billion by 2031, a compound annual growth rate of around 8%. These figures are extremely meaningful. But as Francesca mentioned, APAC is diverse — different countries, different consumers, and therefore different formulas too.

We have markets that are slowing down when it comes to revenue, but that is not a negative thing. The largest markets — China and Japan — are simply maturing, while several countries in Southeast Asia are accelerating at incredible speed. Let me give you a brief overview, starting with the mature ones.

China posted revenues of $75 billion in 2026, expected to grow to $87 billion by 2031 — the second-largest beauty market in the world, second only to the US, and its impact is incredible. The focus is on premiumisation, ingredient-led innovation, and the growing popularity of domestic brands. The rise of C-beauty has taken over the country and is now expanding outside it. Quality and efficacy are key for consumers. Personal care and skincare perform well, and it is very noteworthy the role of colour cosmetics, expected to reach $22 billion by 2030 — a key driver behind the recent C-beauty breakthrough. Social media and social commerce dominate the conversation, product discovery and purchases. At this scale, it is important to note it is not just about volume anymore — it is also about value.

Japan is similar in profile: $50 billion in 2026, projected to grow to $55.3 billion by 2031 — the third-largest beauty market in the world. The focus is on premiumisation, quality and efficacy, scientific claims, preventative care, and luxury products. In department-store sales, luxury holds 84% of the share. Why are these markets maturing? They are slowing because they are so big — we are not talking about a decrease, just a natural stall, especially after the peak reached after the COVID pandemic.

Now the Southeast Asian powers that are becoming extremely relevant. The clearest example of the fastest-expanding countries is Indonesia — $11 billion in 2026, expected to reach $14 billion by 2031. Indonesia is at the centre of growth, led by fragrance expansion, sun protection and a focus on wellness. It is also extremely important because halal certification is not only demanded by consumers — regulatory landscapes are changing, and it will become a legal requirement very soon.

Thailand — $7.4 billion to about $9.4 billion — focuses on premium skincare, treatment-oriented products, medical-grade beauty, wellness and anti-aging. Tourism boosts beauty sales, and consumers are extremely knowledgeable: what they care most about is ingredients, quality and safety, most of the time even over price.

Malaysia — $4 billion to $5 billion — is smaller but should not be underrated. It is a leader in halal beauty, with a multicultural consumer base and consumers highly conscious of ingredients, safety, quality and religious compliance.

And one market that flies under the radar: Vietnam, a real growth story — around $2.85 billion in 2026 to over $3 billion by 2031, steady growth of 2.5–3% a year, characterised by its population: young, fast-growing, digital-native, open to global beauty trends, with rising incomes. Vietnam is a key contributor to Asia's Gen Z beauty segment — mobile-first consumers open to trying new brands; C-beauty and K-beauty are gaining popularity here. Spending per consumer is projected to keep rising, to about $31 by 2031.

There are many more markets, but these are the most relevant today, and together they tell a story of growth.

Francesca DonatiModerator

Thank you, Dominique. That brings me to my second question: what are the main consumer trends shaping beauty across Asia in 2025 and 2026?

Dominique Petruzzi

There are several trends worth highlighting. First, halal is no longer limited to countries like Indonesia or Malaysia — it is expanding outside the region, to the West as well, because halal is not just religious compliance anymore. It has become a synonym for ethical, safe, high-quality products; a symbol of trust, and this applies to both Muslim and non-Muslim beauty consumers.

Other trends gaining traction are C-beauty and K-beauty. More than trends, they have become a structural shift, and they are extremely important in helping us understand who the consumers in this region are — consumers open to global trends and newness, but who demand extremely high standards.

With C-beauty, international brands held the largest share of the Chinese beauty market until very recently, when Chinese brands caught up and decided to lead. They drew on digital channels, strong marketing communications and very good ingredient-led innovation. They are not only popular in China — they are going global; exports from China are growing, and you can see their impact in nearby countries like Vietnam. C-beauty is now a symbol for affordability, quality and innovation. A similar story happened with K-beauty, which is absolutely setting standards not only in Asia but all over the world. K-beauty brands are also adapting to these regions and consumers — for example, acquiring halal certifications to keep getting traction — while shaping the rest of the beauty world with strong suits like the skin-barrier-first approach, multi-step routines and lightweight textures, which have become almost a must for every other beauty market.

Another key trend is focusing on climate conditions. Formulations, packaging and ingredients may change, and they are already driving innovation. This is especially important for many APAC countries where climate was not completely the focus of marketing or formulation for a while. It is now, because consumers want products they can rely on under specific climate conditions — think of humidity. Climate has become an extremely important part of inclusivity, and it will keep being a focus for brands and in consumers' minds.

When it comes to the APAC beauty consumer compared to Europe, there is no single APAC consumer — there are so many differences between countries and behaviours. But some elements take more priority in APAC. Safety comes first, and efficacy and quality too — though that is true of many European consumers as well. In Europe, grand heritage and sensory experience can still take the first spot. In APAC, routines can be far more complex. Anti-aging and prevention are popular in Europe too, where awareness of SPF has grown enormously, but in APAC prevention starts earlier and is taken even more seriously. Halal is a baseline expectation in several countries, and sustainability can look different between the two regions: in APAC, the first thought is often ingredient purity and natural sourcing, while a European consumer may first think of eco-packaging or carbon footprint.

The way consumers shop, discover and review products is also quite different. Offline channels remain extremely popular in Europe, while many APAC countries rely strongly on social commerce. Social commerce is growing in Europe too, but not at the same pace or in the same position — in APAC it is fundamental for discovery and sales, whether live commerce or simply social media.

This might suggest too many differences to address, but European brands have a great deal they can draw on: heritage and luxury status are really important, as are clinical efficacy, a clean and sustainable positioning, a localisation strategy, and targeting a very specific or unmet need. Some habits and characteristics overlap with Europe, but behaviours differ by country — so it is fundamental to localise, whether formulations or marketing messages. You need to know who the consumer in each country is first: not only their preferences, but their needs, which may even change formulations.

Francesca DonatiModerator

That is a fascinating perspective. A quick note to attendees: if you have any questions, you can write them in the Q&A inbox and we will collect them at the end of the webinar to put to the speakers. Dominique, my last question for you: based on the data, what advice would you give a European beauty company entering APAC for the first time — where should they focus their efforts, and what are the biggest mistakes to avoid?

Dominique Petruzzi

This is a tough but extremely important question. APAC is a region, not a country, and so many things vary across markets and consumer bases. What is ideal for one company or brand is not the same for another — it all depends on your goals and the strategies you want to use.

It may seem obvious to think of China as the obvious choice for first entry, but China's incredible size might still not reflect the best return on investment, and there are countries with a lower entry barrier — though they come with their own challenges. We put together a comparison of the countries we discussed.

Singapore has slightly easier regulatory environments than other countries, an affluent consumer, it is a regional hub, and there is very strong premium beauty demand. Watch out for the small population, which may limit long-term scale. Australia is similar: high purchasing power, and consumers do trust European beauty brands; it has a mature retail and e-commerce landscape and quite transparent regulations. But again, a smaller population may limit scale, and customer-acquisition costs are quite high.

Malaysia has a growing middle class, strong demand for international brands and good digital commerce. Average spending is lower than in Singapore or Australia, and as a leader in halal beauty with a multicultural consumer base, you may need to cater to different consumer types and needs. South Korea is the dream destination for many, and I understand why: it is full of beauty-savvy consumers and it is the market that sets the trends. If your product is original and truly differentiated, it can be a great opportunity. But local brands innovate so rapidly and marketing costs are quite high, so it is a higher-risk move — it may be the perfect fit for one company and not for another.

Japan has a large premium beauty market and quite loyal consumers, but they need time to trust a brand and make it part of their daily routines; regulatory processes can be lengthy and retail partnerships quite difficult. Thailand is one of the fastest-growing beauty markets, with tourism playing a very important role and very strong social commerce — a very good opportunity if your strategy really makes use of social channels. But there are price-sensitive segments and very strong competition, not only from K-beauty but also from local brands, with Thai beauty becoming really important.

Vietnam is likewise one of the fastest-growing beauty markets in Southeast Asia, with very young, digital-native consumers who want to buy beauty — but spending per consumer is lower and distribution can be more fragmented. Indonesia has great power because of its huge population and rapidly expanding beauty market, but regulatory complexity is a reality: halal is not just an expectation anymore, it is a requirement, and logistics have to be considered. And China is indeed a large opportunity if you think at scale.

When entering not just a country but a whole region, there is so much more to take into account — distribution above all. We have highlighted what research numbers and insights show in this table, and I hope it can be helpful. Thank you so much, Francesca, for this opportunity and for your questions — they were really interesting.

Francesca DonatiModerator

Thank you, Dominique. You have shared two very important messages: first, APAC offers tremendous opportunities but every market is different; and second, success starts with understanding local consumers and adapting to their needs.

Francesca DonatiModerator

It is now my pleasure to welcome Valeria Cavalcante, CEO of Vagheggi. Vagheggi has been present in China for more than 30 years and has built one of the most successful long-term partnerships between an Italian professional beauty brand and a local distributor. Today we would like to hear the story behind that success and what other European brands can learn from it. Valeria, thank you for joining us. My first question: Vagheggi has been in the Chinese market for more than 30 years, working with the same local distributor. Can you tell us about that journey — how did you choose the right partner, and what has made the relationship so successful for more than three decades?

Valeria CavalcanteCEO, Vagheggi

Thank you, and hello everybody. I'm Valeria Cavalcante, CEO of Vagheggi. We have been in China for almost 30 years, and we are also present in Malaysia, Singapore, Indonesia and Korea — we are still missing Japan. Talking about China, it is a very interesting story.

When I first started, I was looking for a distributor — but in reality, I wasn't looking for a distributor, I was looking for a partner. And I was even luckier, because I found a sister. I know it can seem strange and unusual, but my distributor and I really do call each other sister. We have worked together for almost 30 years now; we are very close, we understand each other very well, and we have built a very long business relationship.

At the beginning it was very, very hard. When we first entered China, we knew one thing: we didn't know the market. We were not prepared, but we knew what we were and what we wanted to achieve. We were looking for a partner who wanted to build a strong brand together with us. For us, a distributor has never been just a customer. We have always shared knowledge, invested in education, and listened very carefully to the local market — because every country and every market has its own specific needs.

Italy and China are very different cultures, and doing business together is not easy, but there is always a way. With our distributor we constantly found a way to understand each other and to solve every single case we faced. The important thing is to find a partner with the same values and to share trust — that is the most important advice I can give. Over these 28 years we adapted many things: sometimes we changed products, sometimes the communication, sometimes some way of doing business. But we never changed our values. We feel very strongly about our values, and we never changed them in all these years.

Francesca DonatiModerator

I really like that point — you did not look for a distributor, you looked for a partner, or a sister. It is a powerful message, because many companies entering Asia focus on commercial agreements, while you have shown that long-term success starts with trust, shared values and continuous collaboration. Let's move to another important aspect. Vagheggi operates in the professional spa and salon channel rather than in retail or e-commerce. How does that shape your approach to the Chinese market, and what are the biggest opportunities and challenges of growing a brand through the professional channel in China?

Valeria Cavalcante

For Vagheggi the answer was easy, because we are a professional company: we are not only selling products, we are delivering professional expertise. For us, the spa and beauty institute is the right place to be. The product is only one part of the experience; the real value comes from consultation, treatment, education and measurable results. Clients buy trust, expertise and a personalised skincare journey.

Retail creates product awareness; professional beauty creates relationships — and in China relationships are very, very important. Those relationships generate long-term loyalty and naturally support home-care sales. Just think that we go to China at least eight times a year. My biggest clients — and I have pictures with some of the most loyal — have been the same for 28 years. Chinese people, especially the owners of the big spa chains, are always looking for long relationships. Of course they care about good product and good quality, but they are really looking for a brand they can trust for a long time.

The professional channel is smaller than e-commerce, and as I said it requires education and support, but it creates stronger brand equity and deeper customer loyalty.

Another important thing I would like to mention: some of our clients in China have developed a wonderful training programme for young women who were unemployed and had very limited opportunities. They offer them education, accommodation and daily support while they learn the profession. If a young woman discovers a passion for beauty and demonstrates commitment and talent, they then offer her a permanent position as a beauty therapist in the spa or beauty centre where she trained. I think this is very, very good — it is about education, personal growth and opportunities for a better future. It is not just doing business; it gives people the opportunity to find an excellent job.

Francesca DonatiModerator

Thank you, Valeria, and congratulations on that programme. You have shown it is not simply another route to market, but a completely different business model built around education, expertise and long-term customer relationships. My final question: based on your experience, what advice would you give a European professional beauty brand looking to enter Asia today through the spa and salon channel — and how is the market different from when Vagheggi first entered China more than 28 years ago?

Valeria Cavalcante

Let me start with the advice, and I totally agree with what we heard before. First, it is very, very important to understand and deeply respect the culture — listen more than you speak about your company and what you want. First of all, listen very carefully to what they want, with a lot of respect.

Second, choose your partner more carefully than you choose your strategy. If you don't find the right partner, you will not succeed, so you must be very careful in deciding the values you want to share with your partner.

Third, be patient. China is not a sprint; it is not easy. It is more like a marathon, but it can give you beautiful results. I am in love with what we have done in China. It cost a lot to develop, but I think it is one of the countries where we have had the most success, and I am very, very grateful to the Chinese people.

What has changed? A lot — it is really amazing. The Chinese market is evolving at an incredible speed, much faster than most European companies can imagine. Consumer expectations, digital trends, technologies and business models change continuously and very, very fast; what worked a year ago may not work anymore. I am based in Italy, but as I said I go there at least eight times a year, and sometimes even that is not enough. Everything is changing, so you have to understand what clients want and what their needs are, and you have to prepare your company — because you have to be fast.

Francesca DonatiModerator

Thank you, Valeria. You have shared not only an inspiring story but very practical lessons. To summarise your experience in a few words: long-term success in Asia — or in China, in this case — is not about moving fast past people. It is a very fast country, but it is about choosing the right partner, investing in strong relationships, and taking a long-term approach.

Francesca DonatiModerator

Our next special guest is Jenny Lai, President and CEO for Greater China at Bluebell Group. Bluebell has more than 70 years of experience developing premium and luxury brands across Asia, since 1954, and today manages a portfolio of over 150 international brands across nine markets. Over the years Jenny has worked with many international brands expanding into Asia and has gained valuable insight into what makes brands succeed in the region. Jenny, thank you for joining us. Bluebell works with more than 150 brands across nine Asian markets: from your perspective, what are the most common mistakes European beauty brands make when entering Asia, and what do the most successful brands do differently?

Jenny LaiPresident & CEO, Bluebell

Thank you very much, Francesca and Kevin, for having me on this webinar. I'm Jenny, President and CEO for Greater China at Bluebell Group. Bluebell is a brand distributor and sometimes an investor in many of the world's most beautiful brands. We work across multiple categories and multiple business models, and what we do is bring mostly Western — mostly European — brands to Asia: to help them enter the market, build the brand, and then scale. We have a track record of 70 years in the Asian market since 1954, and more than 30 years of experience in China.

To your question on common mistakes: for every brand that enters our portfolio, we evaluate many, many more. With our long history we have a large portfolio of brands, but also a very experienced view into why certain brands succeed and fail in each of our markets — which also shapes the selection criteria for the brands we decide to partner with.

One of the first key success factors is that the brand and the company itself should be strong and mature in its home country. This is really important. We hope a brand will have a developed story, a product offer, a retail concept and a stable team structure. It is very difficult for a brand which has not stabilised or invested in itself and its own country to expand successfully in Asia. Developing in any Asian market takes a lot of attention and resources from both the brand and the brand partner, and that is very difficult to handle if its own house is not in order.

Second, successful brands — and by that I mean the brand and the partner together — invest in building demand in the market rather than pushing supply. This is really important, because customers must want and desire the brand and the products. Too much supply without demand eventually leads to a collapse in pricing and in the discounting structure. We see many brands that have lost control of their distribution come to us, where a customer can look online and see the brand at 70 or 80% off — and that is very, very difficult for a brand to recover from. So we work with brands to build up the brand and build up demand and the customer's desirability, moving into supply because of the brand's desirability.

Third, the most successful brands we work with know that there are very different preferences, customer journeys, retail ecosystems and digital platforms in Asia. Localisation is key — otherwise there is no chance to grow. You have to create content for the market and for the specific channels, understand social media, understand what products can become hero products, and understand that execution is very, very fast. Every market in Asia is different; that is understandable on paper but actually very difficult to execute. So most successful brands establish a local team, or a very strong partnership with a local partner. It is very hard to do it remotely.

Francesca DonatiModerator

Thank you, Jenny. That leads perfectly to my second question. You oversee Greater China, Southeast Asia and Australia and New Zealand. If you had to prioritise opportunities today, which markets would you recommend European brands focus on and why? And since Greater China remains the largest beauty market in the region, what are the two or three key trends every international brand should be aware of today?

Jenny Lai

These are really big questions. Across Bluebell's nine markets — Greater China, Southeast Asia, Australia and New Zealand — it is hard to answer exactly which market is easier or harder for a particular brand, because a brand's characteristics and unique selling points — whether sensitive skin, a unique formulation, halal, or amazing storytelling — really matter. It is often good for both the brand and the brand partner to have a very open discussion, because what is right for one brand will be very different for another. I don't think there is a very clear answer; it really depends on the brand.

For my particular area, Greater China continues to be a very competitive market, but it is also the biggest market in Asia — and for many brands, the biggest in the world. And we talked about the diversity of the Asian market, but China itself is also diverse. One of our offices is in Shanghai; the city's population is 25 million, as big as some European countries. So I always think of China as a collection of different markets, not one big China market. That said, there are a few trends common across the entire Chinese market, and I can talk about the customer, then competition, then channels.

The first, and I always think the most important, is the customer. The Chinese customer is now very sophisticated. For the past 20–30 years so many brands have invested so much in China that she is almost used to seeing the best of every brand. She is very discerning, and she is looking for a well-rounded, high quality of life — very different from buying a brand name she believes in or a status symbol. This is a clear maturation of the customer.

The customer who used to buy, for example, a branded handbag has diversified her attention into health, wellness, vacations and daily indulgences — confectionery, fragrance, expensive toys and lifestyle. She is looking for two things. If you are in skincare, she is very well researched: she will look at the science, she will look at data-backed evidence, and she will believe in that. If you are in something more emotional, she is looking for expression, stress relief, a treat, a celebration, personal enjoyment, self-care and community.

Bluebell recently opened our own multi-brand store a couple of weeks ago in Shenzhen, very diverse in product categories. We held a spa-based event there last weekend, and one of our most interesting cases was a very affluent woman who purchased scientific Swiss skincare, an upcoming Chinese home-diffuser brand, and a high-end plush toy — for herself. It is the same customer buying things that add to her lifestyle and her quality of life. That is a very interesting shift we see.

On competition — competition in China is very high, and many brands have entered and invested. The largest category is skincare, and competition is really fierce. We see most stable skincare brands spending about 40–50% of expected sales revenue on advertising and promotion, on top of very high investment in gifts-with-purchase, local exclusive products and packaging. It is a very competitive market. But on the bright side there is a lot of opportunity: high-end, science-backed, data-backed brands with specific formulations for specific skin needs perform better — Noble Panacea is an example. They grow based on communicating research and credibility, and they have in-built credibility.

Colour is a smaller market but still substantial. It is a good market, but for international players it is very difficult: local players are very strong, with rich storytelling and palettes very much suited to the local customer, with a big emphasis on skin and foundation colour rather than rich colour for eye and lip. Two areas show very strong growth. One, similar to global, is hair — hair is booming; hair, scalp, everything to do with hair is growing very strongly, and we see a lot of success for international players. The other, with very strong growth potential, is niche fragrance: fragrance and scent are doing very well, and we anticipate the market growing more than 20% over the next few years. At the same time, less than 5% of the Chinese population currently uses fragrance, so there is enormous room for growth. Qualitatively, users are very sophisticated: a few years ago they looked for fruity, floral, light scents similar to the Japanese market, but now it is unisex, woody notes, oud. We see this market continuing to grow for a while.

The third aspect is channels, which is very interesting in China because it is so different from the rest of the world. Online beauty is bigger than offline beauty in terms of total share of sales. The Chinese digital ecosystem is very different in the function and purpose of every channel: live streams are a huge thing here, and they do not only sell — they are also education and reach. Every platform requires a different content strategy; content is developed for the channel. The cost to drive traffic and operate digital channels is really high. The margin for an online business is not actually much better than offline, but the risk is lower because many costs are variable rather than paying huge rentals for a boutique.

Offline, department stores are not as common here as they are in Europe or Japan, with a small exception in Hong Kong. For the most part people shop in brand boutiques and, to some extent, in demanding multi-brand retailers like Sephora — retailers with very specific positioning, requirements and trends. Owned boutiques are a big part of most brands' business. And if you are successful with the Chinese customer, she is everywhere — she travels to Europe, to the US. The Chinese customer has the power to lift the whole brand. The apple is very, very big, and this continues to be a very key market for any beauty brand considering Asia.

Francesca DonatiModerator

Thank you, Jenny. Your answer was incredibly clear and comprehensive. While Asia offers tremendous opportunities, success requires local knowledge, a clear strategy and the ability to adapt to very different markets — and two main sectors we have to focus on are hair and niche fragrance. My last question: how has the relationship between international brands and local distributors evolved over the years, and what do the most successful European brands do differently to build strong partnerships in Asia?

Jenny Lai

That is a great question, and one many brands are thinking about. The market has changed enormously over the last 20–30 years. Historically there were great waves of growth and hunger for international brands, and growth was approached opportunistically rather than strategically. Some distributors and brands treated the relationship almost as buy-and-sell: open as many channels as possible, buy, sell, buy, sell. That worked in that context.

The world is different now. Markets are mature, customers sophisticated, competition high. The challenge is no longer entering the market or opening a store — online or offline. The challenge is that you have to continually develop the brand, the desire for your brand, and how it fits into the customer's life. That is easy to say but not easy to do.

In our experience, the most successful brand partnerships take a long-term view on building brand equity in the local market. We view ourselves first and foremost as a brand builder and a retailer at heart. Before we begin any operational work with a brand, my team and I invest a lot of time to understand the brand and to align with it on positioning in China. We share our market research and market knowledge; we work with the brand to develop the brand-story points relevant to the local market, the specific product selection, the hero products, images that make sense, and the keywords that work in the local market — because you cannot translate directly. This is a really important part of the initial setup: when there is clarity and agreement on what the brand can stand for in a market, most other things fall into place in a way that protects the brand and builds long-term viability.

We have the expertise, the connections, the on-the-ground teams and the ability to execute, and we want to do it in a way that is meaningful to the local customer. It takes time to build recognition and trust. We do not rush — that is part of Bluebell's culture. We have been here for 70 years and we want to be here for the next 70. We are looking for long-term relationships, and we protect the brand to ensure its long-term growth. And, very similar to what Valeria was saying about her partner — I have to echo it here, and this part is really qualitative. Beyond all the operational qualities, beyond all the qualities that a brand might look for in a local partner — resources, network, professionalism, understanding of the brand — the most important thing is the dialogue between the brand and its partner.

You need to make sure you share the same values and the same culture. We keep communication with all our brands very transparent and very constant, even in the best of times.

If you want to build a new brand in Asia, in any Asian market, it is already not easy. You have a lot of challenges at the beginning, so you want to do that with a partner you trust, a partner you rely on, a partner who is going to do the heavy lifting with you. Even in the best of times it can be quite challenging. But if you can get through that hump — which is usually the hardest at the beginning — you have a good foundation for a long-term relationship. That is really, really important, and it is qualitative rather than quantitative. It is something you really have to look for: trust and reliability with your partner.

Francesca DonatiModeratorModerator · BolognaFiere Cosmoprof

Thank you very much, Jenny. You have shared three valuable messages today. The first: entering Asia successfully starts with building a strong brand, not simply shipping products. Second: Asia should never be approached as a single market — each country has its own consumers. And finally, long-term success depends on the genuine partnership you build with your local distributor or partner.

Throughout today’s discussion we have heard a consistent message: succeeding in Asia requires market knowledge, the right partners and a long-term strategy. That is exactly where Cosmoprof aims to make a difference. To conclude today’s webinar, I am pleased to invite my colleague Martina. She is an International Key Account Manager at BolognaFiere Cosmoprof, and she will give us an overview of the new insights and some highlights from the upcoming show in November.

Good morning and good afternoon, everyone, and thank you for joining us today. It is a pleasure to be part of this webinar. For those of you who do not know me, I am part of the international sales team at Cosmoprof. Every day my colleagues and I work closely with beauty brands, manufacturers and industry professionals from around the world, helping them identify the best opportunities to expand their business through our international events. Over the next few minutes, I would like to give you a short overview of Cosmoprof Asia Hong Kong 2026 — and, more importantly, explain the key opportunities it offers for beauty companies and industry professionals looking to grow their business in Asia Pacific.

Let us begin with a simple question: why Cosmoprof Asia? Cosmoprof Asia is more than a trade show. It is the leading B2B beauty event in Asia Pacific, a genuine trendsetter for the region and one of the most influential international events for the global beauty industry. It is based in Hong Kong, the gateway connecting Asia Pacific to the rest of the world. Through this show you can access the world’s second-largest consumer beauty market, spanning both emerging and mature markets. It is also the most international show in the region, with a very strong presence of exhibitors from all over the world. Most importantly, it is an all-in-one sourcing event covering every single sector of the B2B beauty industry, from ingredients to finished products.

Now let us look at some numbers. 2026 will be our 29th edition, with 120,000 square metres of exhibition space. We are expecting over 2,800 exhibitors — up 4% on last year — and 75,000 visitors, an increase of up to 50% compared to 2025. We will have more than 16 country pavilions representing countries and regions such as Australia, China, France, Germany, Hong Kong, Italy, Japan, South Korea, the Philippines, Poland, Singapore, Spain, Switzerland, Taiwan region, Thailand and the USA.

To give you a sense of scale: in 2025 we had 2,688 exhibitors, 89% of them from abroad, with 46 countries and regions represented. On the visitor side, nearly 65,000 attendees, 75% coming from outside Hong Kong, from 140 countries and regions. These are the numbers that make Cosmoprof Asia the reference point for the industry in the region.

But why is this market so important? Let me say a few words about the APAC beauty market. The reason we keep growing is very simple: the APAC beauty market itself is booming. We are looking at a robust 7.5% compound annual growth rate, with the cosmetics market set to reach $234.4 billion by 2032. Japan and South Korea continue to lead innovation, while China, India and South-East Asia are driving growth. The region is also a cross-border e-commerce powerhouse, which opens up huge expansion opportunities for brands. And of course this is the region behind some of the biggest global beauty trends: J-beauty, K-beauty, C-beauty. If I had to sum up the strength of this region in four words, I would say: integrated sourcing, cost competitiveness, technology adoption and innovation.

So how is the show itself organised? Cosmoprof Asia Hong Kong runs across two venues, each dedicated to a different part of the offering. From 10 to 12 November at AsiaWorld-Expo we host Cosmopack Asia, dedicated to the entire beauty supply chain: ingredients and raw materials, machinery and equipment, packaging, print and label, OEM, ODM and private label. From 11 to 13 November, at the Hong Kong Convention & Exhibition Centre, we host Cosmoprof Asia, showcasing finished products for retail and professional distribution: perfumery, cosmetics and toiletries, natural and organic, nail and accessories, beauty salon and spa, and of course hair care. Across both venues you will also find our country pavilions — collections of solutions from all over the world, gathered under their national flag.

Beyond the exhibition floor, there is a lot happening. We run a whole programme of special events and projects: Sustain Your Beauty, the Buyer Programme, The Elite Circle, CosmoLab, CosmoTrends, and of course the Cosmoprof and Cosmopack Asia Awards. These are the moments where trends get set — and where real business relationships get built. And speaking of relationships, let us talk about who you will actually meet there. Through our Buyer Programme on the Cosmoprof Asia side, you will meet importers, distributors, retail chains, e-commerce channels and wholesalers. On the Cosmopack Asia side, you will meet manufacturers, brand companies and retailers with private-label divisions.

For 2026 we expect to host around 370 qualified buyers coming from APAC, Central Asia, the Middle East, Europe and the USA. And thanks to our matchmaking programme, these connections do not happen by chance — they are curated, so you spend time with the right people. So, to sum it up: we are at the 29th edition, we have two venues, one complete beauty ecosystem — from raw materials to finished products, from sourcing to retail. Thank you very much for your attention. I am happy to hand it over to Francesca.

Francesca DonatiModeratorModerator · BolognaFiere Cosmoprof

Thank you very much, Martina. And thank you once again to all our speakers for sharing your insights and real-life experience. A special thanks goes to our partner, LYC Partners, to Kevin Hong and Raul Mora. And I would also like to thank all of you for taking the time to join us today. We hope to welcome many of you to Cosmoprof in Hong Kong this November, where you will have the opportunity to meet distributors, retailers and buyers, as Martina said, across not only China but across the whole region, so we can continue the conversation we have started today. I know we have some questions from the audience — Martina, over to you.

Is there significant consumer interest in natural and organic skincare in certain countries alongside halal beauty — or has it already become a generic expectation?

Dominique PetruzziIndustry Expert, Beauty & Personal Care · Statista

Thank you for this question, it is very interesting. It depends on the country. I would say the interest in natural cosmetics and beauty in general is extremely strong in APAC overall. There are countries where halal beauty is very popular, and consumers there tend to create an overlap between halal and natural cosmetics: they assume a halal product is also clean and made mostly from natural ingredients. But there are also countries where halal beauty is still less established, such as Thailand and Vietnam — and even there, natural cosmetics and natural personal care are actually quite popular. The surveys I showed earlier, for example, had Thai consumers stating that they really care about ingredients.

They mostly connect this aspect to the safety of the product; they associate safety with natural cosmetics a lot of the time. Not to mention countries where natural beauty is simply part of the tradition. We did not really talk about it today, but India, for example, with its Ayurvedic tradition, or Australia, where native botanicals are extremely popular. Although there the competition is a bit higher and the standards are extremely high. I hope that answers the question — but feel free to get in touch if you would like to find out more; I am very happy to discuss this topic further.

Francesca DonatiModeratorModerator · BolognaFiere Cosmoprof

I do not know if there are any other questions for our speakers… Otherwise, we can close the webinar. Thank you very much to everybody. As I said, I hope to see you in Hong Kong this November. Thank you very much.