The boss of Clarins tells of his China strategy and his succession plans for the family-run cosmetics business

The article:

Secure in his own skin

(reference: “Secure in his own skin” by May Chan, in the ‘South China Morning Post’ magazine ‘Net Worth’, April 2011)

clarins-christian courtin-clarinsThree years ago, when the financial crisis swept across the world, Christian Courtin-Clarins made two important decisions for his family business – one, to delist it from the Paris stock exchange where it had been traded for 24 years; two, to focus on its development in Asia instead of America.


“When I came to the stock market it was because we were small compared with the others, and we needed the money to buy a new factory, to invest in research and to strengthen the company,” said Courtin-Clarins, son of the business founder Jacques Courtin-Clarins.

“We moved Clarins from the stock market in 2008 because we wanted to maintain the quality.  You don’t have the pressure of the shareholders who want to make more profit now and I can have my time to do everything long-term.  We only have six shareholders – my brother and myself, two daughters of mine and two daughters of my brother.  We are the only ones who take dividends, so we look at what the company needs, and we don’t need that many dividends as when we were in the stock market.”

It was also in 2008 that the Courtin-Clarins decided to focus on Asia, particularly in China.

While they had already captured the major market share of the European skincare industry – 25 per cent of the skincare market in France, 30 per cent in the UK, Courtin-Clarins said the group had yet to gain a foothold in the diverse Asian market, where competitors like Estee Lauder, Clinique and Lancome had already gained substantial market share.

“We beat them in Europe, they are stronger than us in Asia, but I plan to be number one in China and Asia in 10 years,” Courtin-Clarins smiled.clarins

Clarins now has about 55 counters in mainland China, mostly in first-tier cities.  It has recently entered into joint-venture with its mainland distributor to strengthen its retail networks, and plans to open three more flagship stores on the mainland this year.  Duty-free sales are going to be more important than before, Courtin-Clarins said, as the number of travelling Chinese is expected to hit 70 million this year – almost the size of the entire French population.

The beauty industry in the mainland is essentially a skincare market, Courtin-Clarins observed.  He said 80 per cent of the ground floor sales of mainland department stores came from skincare products, 15 per cent from cosmetics and five per cent from fragrances.

In Europe, the combination of business is 50 per cent fragrances, 20 to 30 per cent skincare and 20 per cent make-up.  Traditionally, the ground floor of department stores are devoted to beauty products.

But Clarins is under no immediate pressure to launch China-specific products, apart from the whitening line that it made to satisfy the passion of Chinese women to look fair skinned.  What Clarins wants to avoid is the hectic cycle of products in the Asian market – that one should create new products to boost sales volume, only to discard it next season and launch another product again. 

“A lot of companies are doing 30 per cent of their sales with a new product, and they spend a lot of their money to put new products up on the market.  Me, I don’t want to do more than 10 per cent,” Courtin-Clarins said.

“If I do 30 per cent, that means the old ones are not as good.  For me, a good product is one that after five years time you sell more and more.  My father made the day moisturiser in the ‘50s and today the sales are still increasing.”

Skincare is something that you put into the skin, it is long term research.  Sometimes I need three years to (produce) my new moisturiser if I want to make something new.  Sometimes you see there i a new ingredient, and produces something six months after.  It is impossible to do a good product in six months.  Of course, if you want to do a middle (range) product, then that is easy.”

“I try to make people loyal to the quality, and not only to the new-new.  The new-new may be attractive – you may buy a new product, then you realise that it is not as good as the old one then you come back to the one you really like.”

Despite being a shareholder of L’Occitane, a body, face and home products group that was listed on the Hong Kong Stock Exchange last year as it made its first foray into the greater China market, the Courtin-Clarins family has no plans to apply for an initial public offering (IPO) in Hong Kong.  Rather than rapid expansion, Courtin-Clarins said they would take their time to build up two to three flagship stores in the mainland this year.  Currently, Clarins flagship stores are established in key cities like Shanghai, Beijing and Chengdu.

The flagship stores, usually situated in a department store and backed up by a Clarins spa, are a showcase of Clarins’ skincare tradition, and an important strategic exercise in capturing the luxury skincare market.  One of Courtin-Clarins’ daughters spent six months in Asia and six months in the US, as well as months in the department stores in France, to learn more about the business.

Reaching the age of 60 this year, Courtin-Clarins and his younger brother, Olivier Courtin-Clarins had been conscious of family business succession.  While acting as father and mentor to their daughters’ professional development, the Courtin-Clarins brothers also have a pool of candidates outside the family whom they could consider to take the helm of the business.

“You know, I am responsible directly for nearly 9,000 people.  If you add up the people working for the department stores, you may add another 10,000,” Courtin-Clarins said.

“I can’t give something if they are not good, so they have to be good – my daughters and my brother’s daughters… We need to be sure that our daughters have the capacity to run the business.”


Nerd smile  My words and thoughts

I use a lot of skincare and I have had to vary what I use primarily because my skin has had different needs at different times. 

My working experience has taken me to ten very different job positions in ten different industries, and each has required different skills and usage of me.  Thus, each job role has affected me, my health and my skin differently.  Travelling, or working in different countries and dealing with different people and situations really knocks it out of a person and it shows. 

But my skin’s decline is quite slow so I can’t always tell how bad it really is, until it really really is very bad.  It takes my mother to bluntly point it out to me. 

My skin has never really tolerated cosmetics – I don’t wear it.  I don’t have allergies or eczema, but my skin is just awful with cosmetics as it either melts, sinks into my skin or floats on top to create a pancake of powder with crepe lines.  It is my skin that is the problem rather than any ‘poor’ cosmetics.  People say that in order to wear make-up a person must first prepare the skin with the best skincare (and even a face mask each morning) and prep it with make-up base… my skin can’t handle so much product.  It literally becomes overloaded and breaks out.  It is that bad.  So I leave it au naturel.  But it does not solve the problem of fragile and sensitive skin.

My skincare usage has varied with climate, seasons, type of work, hours of work, people, situations, skill-sets being used and my age… that is, what is it that is taking what out of me.  How and why am I depleted?  What is negatively affecting me and my skin.  It is that complicated.  As far as I am concerned. 

I have had to turnover my skincare product collection and regime at least 20 times in the last 10 years.  It really wasn’t through poor advice, quite the opposite, it was through good advice that I was able to find such a customised path to look after my skin.  I really shouldn’t be living with poor skin.  My genetics dictates I should have good, resilient skin – no joke.  So I don’t compromise when it comes to detailed skincare.  I shouldn’t be lacking.

So why don’t I seek regular professional facial treatment?  A professional facialist on my personal payroll?  OMG, how expensive.  Am I really that done in?  Is it really necessary for me to have so many people on my personal payroll?  I have a lot of needs.  I do expect the goods and services to be made available, but not to my detriment.  My needs do stem from having worked, applied myself towards the furtherment and betterment of those around me and the environment surrounding me.  I should not be lacking, but sometimes I do feel deprived.  On that note, I’ll quite my whinging.


Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )


Connecting to %s