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Yahoo
7 hours ago
- Business
- Yahoo
How Cyril Chapuy Made L'Oréal Worldwide Leader in Prestige Beauty
Cyril Chapuy's title may be president of L'Oréal's Luxe division, but a more apt moniker would be cultural anthropologist. While he has a large and beautiful office in L'Oréal's worldwide headquarters in Paris, filled with art, books and assorted bibelots, it is not here where he's strategized L'Oréal's rise to be the leading seller of prestige beauty products globally. It's out, in the field, in the markets of the world, be it a hot new restaurant in Kuala Lumpur or Roosevelt Field Mall in Long Island, New York, where Chapuy has honed his understanding of what constitutes luxury for consumers today — and how that should translate for the 27 brands that fall under his purview. More from WWD Global Beauty Giants' Early Bets on the Eastern Fragrance Wave Queen Rania Embraces the Unspoken Black Dress Code With Prada Sandals Ahead of Jeff Bezos' and Lauren Sánchez's Wedding in Venice 'F1' Star Damson Idris Is Ready for Takeoff 'In our business, if you don't understand culture, forget it,' said Chapuy, the son of a doctor and an artist who thrives on the operational and emotional aspects of the business. It's an approach that has garnered great success. Over the last five years, L'Oréal has solidified its position as the worldwide leader in fragrance, with five of the top 10 global bestsellers in the women's category in 2024 and four in the men's. Overall, the Luxe division's sales reached 15.59 billion euros in 2024 and it is the leading player in every key geography save travel retail, where, said Chapuy, L'Oréal deliberately pulled back amidst the ongoing challenges in that channel. According to the company, it sold four fragrances every second in 2024. But Chapuy isn't content to rest on such laurels. Instead, he's laser-focused on driving uniqueness and desire across all categories, especially fragrance. That might mean olfactive innovation, for instance, or driving L'Oréal to be the leader in refillable fragrance bottles. 'Luxury is about permanently surprising, permanently disrupting, permanently enchanting consumers,' he said, during a wide-ranging interview in the company's New York headquarters, 'so even for fragrance growing by double digits, if you don't keep bringing exciting stuff, consumers will get bored. We don't want them to ever get bored. We're the worldwide luxury leader in beauty and in fragrance, too, and we always want to keep this category very enchanting, very experiential and very surprising for consumers.' What does it mean for L'Oréal to be the number-one luxury beauty player? C.C.: It's an incredible source of pride for our teams, because L'Oréal as a company is number one in beauty, but we were not number one in luxury, so that is what we were all dreaming of and we have been very strongly working on that for years. It also gives us a great sense of responsibility. As a leader, you have to take a position that helps the market stay very dynamic, inspiring. It's not — OK, we are the leaders and we're happy. It's — we're the leaders and we want to keep developing this market and recruiting new consumers. The potential of the luxury business is still immense. If you look at the penetration rate of categories there's a lot of room to grow. What's your assessment of the global market and the factors that have enabled you to get to this point? C.C.: 2024 was the 14th year in a row where we gained market share. It's been a lot of work by the teams. Why did we become leader? First, we have an incredible portfolio of brands — extremely complementary in terms of price levels between 20 euros and 500 euros, consumer targets we want to address and in geography. I'm a very strong brand believer and my teams are brand builders first. In luxury, the brand comes before anything. Secondly, we have very strong innovations. When you have beautiful brands you need to innovate. If you have a beautiful brand that rests on its laurels, it can fade. Then there is the team. Luxury is about being very creative, about being obsessed by excellence and details, and for this, you need teams. You can have teams that are enhanced by tech and AI, but you need talent, people who create, who design, who formulate incredible juices, who choose incredible materials for the bottle. You need beauty advisers — we have 26,000 around the world — who create this incredible one-to-one relationship with consumers that is the epitome of luxury. On top of that you need a strategy to become the leader and where our strategy paid off is because we are very balanced across categories and regions. We're number-one worldwide in fragrance and number two in makeup and skin care. We are number one in three of the four major regions. We're also balanced by channel — offline and online. We're not ultra-dependent just on offline or purely dependent on online, i.e., a relationship which might be more transactional and less experiential — we're well-balanced between the two. Some of my colleagues and competitors are not as balanced between the channels. Finally, our culture. L'Oréal Luxe is 35,000 people around the world and for the last three years I've been distilling this cultural obsession of what is luxury in beauty. When you have a big company you need a common language, a common currency, common criteria to look at when we discuss a new product, a new store opening, a new retail design. We're not just a conglomerate of brands. We have a philosophy of luxury beauty on culture and creativity which is the way we work and think. What are the emerging markets of the future for luxury? C.C.: All emerging markets are booming in luxury because the upper middle class is growing. When the upper middle class increases, the luxury market increases, because there is a desire to indulge more in products that have a higher level of quality and excitement. So the Southeast Asian countries, Asia, Mexico — Mexico has become one of the top 10 countries in the world in luxury beauty now. Brazil and even Africa are growing very strongly. This desire for more quality, more elevation, more inspiration is very strong across all emerging markets. The market is at plus-10 and we are at plus-14 in emerging for L'Oréal Luxe. I love to go to these markets and figure out how we are going to win there. I spend a lot of time traveling to countries like India, Indonesia, Malaysia, the Philippines. I love visiting to decipher and decode what we need to do, what brands have the best appeal for consumers, what specific innovations can we do — for instance, in fragrances, in emerging markets, there are certain olfactions that are preferred, certain ingredients. So you need to understand and decipher that if you want to succeed. It's not just copy and pasting what you do in gigantic markets like China and the U.S. What does a typical visit look like for you? I would imagine that you have an official schedule you have to keep but that you also like to go off sometimes. C.C.: My routine is always the same. I spend the first day and a half in the field — not in the office. We go to stores, malls, home visits. You need to feel the market, understand the consumer in the field, not only through facts and figures. Then I have strategy meetings with my teams where we discuss the quarter, the future, the building of the brands and businesses long term, what we need in terms of talents and investment. In the evening I love going to the places that are hot in the city to understand what is edgy and trendy right now. What's the hottest restaurant in Kuala Lumpur? What's the next rooftop you need to visit in Bangkok. You understand a lot when you go to these places. On top of that — it's great team-building moments. I love to spend the time in the evening getting to know our leaders and teams better, asking them to explain their culture to me. Because in our business, if you don't understand culture, forget it. If you don't understand the kabuki theater culture in Japan then you don't understand makeup in Japan. You don't understand why they want to use eyeliners, which are the most precise on the planet. Or why do young Chinese have 10 fragrances at home when their parents have zero. Why do they? C.C.: Because for years in China everybody had to look the same, because if you stood out it was the opposite of the accepted approach. The young generation today are dying to be different, and fragrance is a way for them to express their personality. Just as makeup has been used as a form of self-expression in the U.S. for years. C.C.: Absolutely. More recently, that's the case with fragrances in the U.S. with the young generation. They love to have a fragrance wardrobe. When I go in the sun I have my Sol de Janeiro, but when I go out at night, I have my Born in Roma. It's all about self-expression. Do you think we'll see a levelling off of fragrance this year? C.C.: I don't think so. The penetration of fragrance in Europe for women is 70 percent. In the U.S. it is 52 percent and in China it's 40 percent. In Europe — fragrance is very cultural — ever since Versailles it has been part of the beauty routine, so fragrance is extremely high in Europe, but it's catching up in other regions. For men, the penetration is 56 percent in Europe, 38 percent in the U.S. and 29 percent in China. If we do a proper job to recruit new consumers, the category has a lot of potential and that's why I challenge the teams to invent new ideas, new olfactions, new gestures. There are many ways to do fragrance and if you want to optimize penetration you need to cover all of these segments. You have everything from accessible luxury to the very high-end. Is growth coming from one segment of the portfolio more than others or are you seeing it equally spread out? C.C.: The segment of accessible fragrances is growing very fast. Some of our competitors are doing great work — Sol de Janeiro has done an amazing job with the fragrance mists. It's accessible, fun, tasty. But all in all — all categories are successful. High-end collection fragrances are the most dynamic, but it starts from a smaller base. Today, the top of the market, collection or artisanal fragrances, are around 22 percent of the market worldwide. The middle section, blockbuster prestige fragrances like La Vie Est Belle, YSL's Libre and Dior's J'Adore — are around 45 percent, and accessible fragrances comprise the rest. So the market is pretty well-spaced across price levels, and as a leader, we want to play in all three segments. When you look at luxury — especially in the U.S. — what's your assessment of the distribution landscape? C.C.: The very top of the pyramid needs the highest levels of quality and service. Take a brand like Aesop. We have around 90 doors in the U.S. and they are the top of the pyramid luxury experience. The design is exquisite. The location is always in the best streets, and the service, the quality of the time the consultant spends with you, is very high. We need experiences like that to keep developing the market. Department stores have understood that. Nordstrom and Macy's have understood they need to elevate to attract the top of the market. They were slower to move in that direction versus what I've seen in other parts of the world, but I see it happening. It's a fantastic opportunity for them — valorizing what they can offer to consumers to differentiate from the very dynamic self-assisted distribution of Sephora and Ulta, which is very buoyant, energetic, incredibly trend-driven and exciting. But the quality of the service there — it's not the number-one element of their strategy. You don't sit down with the consumer for 20 minutes to choose a juice. At the end of the day — when you want to buy a fragrance at $350 like Valentino Sogno in Rosso — you don't do it in two minutes in front of a gondola because it's exciting. You need to have story telling about the way it has been formulated, the ingredients, you need to try it on your skin. Amazon has become a leading prestige beauty retailer in the U.S. What are the implications of that and how do you think about creating a luxury experience on the platform? C.C.: We were first movers with Amazon and we went because we truly believe they understood what luxury online has to be. It took us three years of top-to-top discussion and partnership to discuss what kind of experience and service the consumer should have, so it doesn't feel like a downgraded luxury experience. They did a great job and consumers are happy. It's not yet top-end luxury because that is very much for a physical experience and when you buy a product for 300 euros or 500 euros, the physical experience is fundamental, but for the rest of the luxury market, they did a great job and we are very happy to be their partners. Luxury is not about promotions all the time — it is about service, explaining the superiority and performance of a product, and all of this Amazon does really well. What stores have you visited on this trip to New York? C.C.: I started my day at Roosevelt Field, visiting Sephora, Ulta, Macy's, Nordstrom Aesop, Kiehl's. It's interesting to see the way the U.S. team is expressing the brands and what the competition is doing. You cannot stay blindfolded in this business, you need to always know what your competitors are doing. Looking at competition is fundamental to me. That's why I don't like doing my job in my office. My office is nice to answer emails, but if I spend too much time there, I lose connection with consumers, the culture, the competition. You cannot discover competition in the Circana data. You can't be like — 'Oh my god! I didn't know this brand was working.' You better have spotted it when you were out in the field, especially since we keep being pretty active on acquisitions. Any coming up? C.C.: My job is to make sure we are crafted to win. So I'm always permanently looking at what brands could be interesting additions to our business. We just signed a long-term partnership with Jacquemus. I've been very excited and intrigued by what [designer] Simon [Porte Jacquemus] has created in the world of fashion. He is independent in an incredibly competitive field with powerful groups, he has incredible DNA, he brings a new take on fashion that is very refreshing that young consumers love. He is a very interesting man. Before I acquire a license or brand, I spend a lot of time meeting the people in charge, because for me the human factor in luxury is fundamental. When we acquired Youth to the People we spent almost three years talking to them. Looking at potential new brands is an important job and not something that you do in a hurry. You take your time, you observe, you see if brands have a real potential or if it's just a temporary success. You've spent all of this time getting to know Jacquemus. How will you translate that into commerciality? C.C.: The way we work is based on a permanent dialogue. We take inspiration from them because they know their brands better than anyone, but we know beauty better than anyone. So my team visits Simon, sometimes with me, most of the time without me. Simon explains to them what he dreams of, shows them images, shares scents from his childhood that he likes. Taking inspiration from everything he tells us, we create and come back to him and make propositions. It's a creative process back and forth, made of surprise, made of moments where we have doubts, where we get very excited. You have to take time to create good stuff. So it's going to take us two, two-and-a-half years to create what we want to create together with him, the same way that when we started working with Madame Prada before Paradox was born. We want to make sure that what we do is very creative and different. Luxury takes time. Luxury is not (snaps fingers) something that should be in a hurry. Which is somewhat paradoxical, because today we talk so much about speed and agility. C.C.: You need speed and agility, but you need to launch in luxury when you think you have reached a certain level of creativity, excellence and excitement. Luxury is not a business in which you should launch tons of stuff just to launch stuff. The consumer is very smart and if they look at a product and ask, 'why is it more expensive than what I can buy from mass market brands or dupe brands, why should I buy it?' — well, your launch is useless. What's the most luxurious purchase you've made recently? C.C.: I love fashion and design, so probably the most luxurious is my kitchen made by Boffi. It takes time to design a beautiful Boffi kitchen. Fashion-wise, I love this Saint Laurent bag — it looks like a women's bag because you can put so much stuff in it but it's a men's bag. I love fashion, accessories, design, it is part of my culture, my passion. My mother was an artist, my father was a doctor, so I have the rational facet and the emotional facet. I love visiting the designers I work with, but I love going to the factories, too, spending time on the lines, talking to the workers who are producing the products. I love spending time with the finance guys. In my job I need to have both. Best of WWD Which Celebrity Brands Are Next for a Major Deal? Lady Gaga, Beyonce and More Possible Contenders for the Next Corporate Prize The Best Makeup Looks in Golden Globes History A Look Back at Golden Globes Best Makeup on the Red Carpet, From Megan Fox to Sophia Loren [PHOTOS] Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Times
10 hours ago
- Times
What to plant for summer scent
As I walk around my garden (and any I'm visiting) I will naturally open up my nostrils to 'full intake' setting. The best gardens are immersive, tickling all the senses, and scent can mark each season almost as clearly as sight. In autumn there's an earthiness, in spring a freshness and winter brings many scented plants into flower to cut through the crisp air. Summer has a different identity in the fragrance department: headier, richer and more lingering perhaps, with some perfumes taking us back to childhood or transporting us around the world. Jasmine does it all for me. When I smell the common jasmine I am taken back to a holiday in Tunisia (how exotic in the 1970s!) where one balmy evening all the children were adorned with a jasmine garland. The fragrance and evening will stay with me for ever. It was a different jasmine — Jasminum sambac, commonly called Arabian jasmine and the national flower of Tunisia — but the scent is close enough. • The 9 best plants for a Mediterranean garden look this summer Summer scent is often enjoyed in the evenings, as many plants pump out their offerings after dusk to attract the moths that pollinate them. There are hundreds of wonderfully fragrant roses (including my rambler 'Paul's Himalayan musk', which is wafting its unmissable scent in every direction), but I'm sticking to others for this piece as there are many to fill your nostrils, and in a small garden just one or two should do the job nicely. There are a few, some hardier than others. The hardiest is the common jasmine (Jasminum officinale), which is fast-growing, a little unruly perhaps, but great for growing over a pergola or shed. J officinale 'Devon cream' is smaller (3m in height and spread), but the creamy white flowers are a bit larger and highly scented too. Trachelospermum jasminoides (commonly called star jasmine) is not a jasmine at all but still a great evergreen climber with a similar fragrance. Again, a huge range (make sure you buy ones with scent as they don't all have it), but you can't beat Lilium regale, which grows to 1.5m and carries huge trumpet-shaped, fully perfumed flowers that alone will fill a small space. Plant bulbs from early autumn to mid spring. Be mindful it is toxic to cats. • The best plants for full-sun in hot weather A lovely evergreen, silver-leafed shrub reaching 4m in height and spread. In summer it delivers clusters of yellow flowers that smell distinctly of pineapple. Grows best against the warmth and protection of a south-facing wall. I've inherited a few and wow, their scent is fabulous. Vase-shaped shrubs. Philadelphus 'Virginal' is the most statuesque form (height 3m x spread 2.5m) with double white flowers; P 'Belle étoile' is more compact (height 1.2m x spread up to 2m) — ideal for the smaller garden with an arching wide habit and masses of simple, open white flowers with an orange tinge and a wonderful scent. • The garden designer's favourite roses for summer scent Perennials with a sweet to spicy scent. There are plenty of varieties to go for, including paniculata 'eventide' with mauve blooms that stand out in the evening light and 'Franz Schubert' with soft pink flowers. There are annual phlox varieties too with good scent. Loose climbers, essential in a cottage garden. There are many to choose from; one of my favourites is Lonicera periclymenum 'Serotina' for its creamy white flowers with a dark purple streak giving a two-tone look overall. It has a classic honeysuckle scent and flowers longer and later than others, sometimes from July through to October. If it gets out of hand and turns into a bird's nest, cut it back quite hard in spring to rejuvenate it. You may miss out on its flowers for a year, but it'll be back. A star plant for evening scent, this tall, statuesque biennial has sprays of elegant, white, drooping trumpet-shaped flowers that deliver a sweet jasmine aroma. Sow seed in spring for flowers the following year or buy in pots — it's not too late to plant out now. Height 1.5m x spread 60cm. • The best fast-growing climbing plants and garden structures A biennial with large, lemon-scented yellow flowers on tall, purple-tinged stems that open at dusk to fill the evening garden with fragrance. Sow two every year to ensure self-seeding and reliable flowering every summer. Grow in plenty of sun on free-draining, even poor soil. The showy evening primrose (Oenothera speciosa) has pink or white flowers. Ah, the scent of summer. Sweet and airy fragrance and ideal for cut flowers to bring into the house. Climbing annual plants reach about 2m in height. Sow seed October to February or buy in pots ready to go in spring. Lathyrus odoratus 'Cupani' (two-tone with maroon upper petals and violet wings), the original, was introduced in 1699 and has a fabulous scent. Huge range of colours available.
Forbes
3 days ago
- Business
- Forbes
The Story Of How Guerlain Evolved From Family Dynasty To Global Perfume Powerhouse
In the Orphin workshop, Guerlain's Dames de Table perpetuate a savoir-faire transmitted from generation to generation: embellishing perfume flacons Photo Pol Baril Among the world's oldest and most prestigious perfume houses, Guerlain was founded in Paris in 1828. For almost 170 years, five generations of the Guerlain family have been at the helm of this iconic brand, shaping the history of fragrance through visionary craftsmanship and innovation. From Pierre-François-Pascal Guerlain's humble beginnings to Jean-Paul Guerlain's tenure as the last family master perfumer, and the eventual acquisition of the brand by LVMH, Guerlain has evolved from a family dynasty into a global luxury giant. At the same time, the Guerlain name continues to resonate in the broader perfume community today through descendants like Paul Guerlain and Patricia de Nicolaï, who perpetuate the family's legacy in their own ways. A forward-thinking perfumer-chemist and entrepreneur, Pierre-François-Pascal Guerlain opened his first boutique at 42 rue de Rivoli in the heart of Paris. Elegant women and dandies rapidly flocked to it, including royalty and nobility such as the Countess of Castiglione, Princess of Metternich, Prince of Wales and Duchess of Berry. The fragrance that solidified Pierre-François-Pascal's reputation was Eau de Cologne Impériale, created in 1853 for Empress Eugénie, wife of Napoleon III. It not only garnered him the title of 'Patented Perfumer to Her Majesty', but also established Guerlain as a perfume house synonymous with high society and sophistication. His success laid the groundwork for what would become an illustrious family heritage handed down from generation to generation. Pierre-François-Pascal Guerlain, founder of the house of Guerlain Photo courtesy of Guerlain 'Pierre-François-Pascal Guerlain always knew how to adapt his creations by capturing the trends of his time,' explains Ann Caroline Prazan, Guerlain's Art, Culture & Heritage Director. 'He established the foundations of the Guerlain brand with a commitment to quality and innovation. Finally, he had the intelligence of the family by passing on his know-how to his sons, which means that today, we are the French perfume house, still in activity, with the greatest longevity.' Following Pierre-François-Pascal's death, his sons Aimé and Gabriel Guerlain took over the business and continued to elevate the brand. In 1889, Aimé created Jicky, the first scent to mix synthetic notes with natural extracts, marking the birth of modern perfumery. It set Guerlain apart from its competitors and established the house as a pioneer in the use of synthetic ingredients, forever altering the course of the perfume industry. He was also responsible for 'Ne m'oubliez pas', the first-ever lipstick in a tube that was portable and refillable. In 1890, Aimé Guerlain's nephews, Jacques and Pierre Guerlain, took command of the brand. Jacques, as Guerlain's third master perfumer, was behind the house's olfactory signature known as the 'Guerlinade' – composed of vanilla, balsams, bergamot, tonka bean, iris, rose and jasmine – running through the house's fragrances since 1921. Credited with creating some of Guerlain's most timeless perfumes, he crafted masterpieces such as Shalimar, Vol de Nuit, Mitsouko and L'Heure Bleue over his 65-year career, all of which remain bestsellers to this day. 'Jacques Guerlain designed more than 400 fragrances for women, some of which are still Guerlain references,' says Prazan. 'These creations showcased his ability to blend exotic ingredients into complex olfactory compositions, which became synonymous with Guerlain scents and significantly influenced perfume making.' L'Heure Bleue, an iconic Guerlain perfume Photo courtesy of Guerlain With a poetic and emotionally evocative approach to perfumery, Jacques Guerlain drew inspiration from literature, art and personal memories to tell stories through his fragrances. For example, Shalimar originated from the love story of Emperor Shah Jahan and Mumtaz Mahal, whose passion was immortalised by the Taj Mahal. Presented in an unconventional flacon conceived by Raymond Guerlain, Jacques' nephew, Shalimar's 'design broke away from traditional bottle styles and set new standards for luxury presentation in perfume packaging,' notes Prazan. The last family member to serve as master perfumer, Jean-Paul Guerlain, Jacques' grandson, carried on the family tradition of creating iconic fragrances, initially contributing to men's perfumery through Vetiver and Habit Rouge. New Owners The sale of Guerlain in 1994 marked a turning point in the brand's history, as it was no longer tied to family succession. However, the LVMH acquisition brought with it new resources and global reach, allowing Guerlain to expand its influence in international markets, while maintaining its heritage of craftsmanship, today under the creative guidance of in-house perfumer, Thierry Wasser. While the brand is no longer a family-run business, the Guerlain name continues to have a presence in the perfume world, thanks to family members who have forged their own paths. Paul Guerlain, the grandson of Jean-Paul Guerlain, although not affiliated with the Guerlain brand, represents the next generation committed to upholding the values that have defined the maison for centuries. A perfumer at IFF, he has crafted scents for the likes of Christian Louboutin, Dries van Noten, Rabanne, Reine de Saba and Valentino. Similarly, perfumer Patricia de Nicolaï, the great-granddaughter of Pierre Guerlain, built her own brand, Nicolaï Parfumeur-Créateur. Producing a line of award-winning scents and opening standalone boutiques, her work honours the family heritage, and she is joined today by her son Axel. Each succeeding generation of the Guerlain family has enriched the perfume industry, preserving the rich ancestral tradition and crafting some of the world's most beloved fragrances. While the house is no longer family-owned, the Guerlain name continues to be tied to excellence, both within the brand and beyond, and is destined to endure for centuries to come. Prazan concludes, 'Although the role of master perfumer is no longer directly linked to the family estate, some family members remain active in the wider perfumery community, playing various consultancy roles, lecturing and contributing their expertise in the field of collective knowledge, so that the legacy lives on within global perfumery, even beyond the walls of the original maison.'
Daily Mail
3 days ago
- Entertainment
- Daily Mail
Women reveal the sexiest 'man magnet' perfumes that make men 'swarm'
Women have flocked to social media to reveal their favorite 'maneater' fragrances that they guarantee get the most compliments from gentlemen. Content creator Sniffin With Steph shared a video on TikTok in response to Michaela Amanda jokingly asking for 'sl**ty' fragrance recommendations and it quickly went viral. Steph's list of perfumes included more affordable options as well as pricier perfumes, and her followers added their favorite 'man magnet' fragrances to the list. Steph suggested Kayali's Vanilla Candy Rock Sugar ($138), describing the wildly popular scent as bubblegum, sugared violet, vanilla, and caramel. 'It is sweet, it is addictive, it is playful,' Steph said of the scent, which was created by Mona Kattan, the co-founder of Huda Beauty. La Belle Le Parfum by Jean Paul Gaultier ($120) was another suggestion, which she said was a 'dark sensual vanilla' with a 'cherry leather vibe,' for a 'ripe delicious' fragrance. Kayali's Vanilla Candy Rock Sugar $138 Shop La Belle Le Parfum $98 La Belle Le Parfum has as a 'dark sensual vanilla' with a 'cherry leather vibe,' for a 'ripe delicious' fragrance. Shop On Reddit, the JPG scent is equally popular, with one person describing it as 'warm, rich and soooo sensual' and another calling it 'warm, sexy and intoxicating.' Another suggestion was the woody and seductive Pretty Please ($180), which Steph called 'a little dirty.' Other women on Reddit have called the smoky, fruity perfume their 'most complimented' and described it as 'mature.' 'If you want to smell like a really high end escort, Absolute Aphrodisiac,' Steph recommended, calling the $390 bottle her 'ride or die.' An encouraging Reddit user described the pricey fragrance as 'the sexiest, most sensual vanilla I've ever smelled.' They wrote: 'Take warm vanilla waffle cones and add just a hint of animalistic dirtiness in the best way possible.' TikTok commenters quickly suggested their own favorites and praised Steph's choices, with some saying they wore them in the club and received drinks from men or unlimited compliments. 'For me the sl**tiest perfume is Angel Nova by Mugler,' one woman chimed in. 'It's a man magnet, they swarm around me.' Absolute Aphrodisiac $390 Steph called Absolute Aphrodisiac her ride or die, 'if you want to smell like a really high end escort'. Shop Angel Nova by Mugler $130 Shop 'I need one that will get me eaten all summer and not by mosquitoes,' another woman joked. One person agreed, 'I want a perfume that says man eater, wallet snatcher, dominatrix but smell good.' Other recommendations included the heady amber vanilla Dior Hypnotic Poison, sultry floral Versace Crystal Noir, and the bold floral Good Girl by Carolina Herrera. This isn't the first time women have turned to social media to find out the perfumes that men love - and many times, the answers include sweet but not overpowering scents like vanilla, lavender, and cinnamon.
Bloomberg
3 days ago
- Business
- Bloomberg
L'Oréal: Beauty Market is Still Growing
The Pulse with Francine Lacqua Despite trade uncertainty created by tariffs, the beauty market is continuing to grow says Nicolas Hieronimus, L'Oréal CEO. In an exclusive interview with Bloomberg, he singled out haircare and fragrance that categories that are doing particularly well, whilst the makeup category has slowed down as consumer trends favor a more 'subdued' look. (Source: Bloomberg)
