The creation, production, and distribution of perfumes follow an industrial model radically different from that of fashion or leather goods. It requires global logistical infrastructures, laboratories, a massive distribution network, and marketing capabilities suited to the luxury mass market. L’Oréal, the world leader in beauty, has mastered this model to perfection, whereas Kering—historically focused on fashion does not possess such executional strength. Selling or licensing to L’Oréal means relying on a more competent player to accelerate the growth of its brands.
By selling Creed and granting its beauty licenses for €4 billion, Kering immediately recovers substantial liquidity. These funds allow it to reinvest in its fashion houses—particularly Gucci and Balenciaga, which have faced recent challenges—and to finance their creative and commercial repositioning. In other words, rather than waiting for gradual revenues from fragrance, Kering prefers to reallocate capital toward its strategic priorities. Continue reading