Embedded Files
Chair Seminar with Ramez FARAG
3 March 2026
VP CA&E LID
Beyond the Top 10: L’Oréal’s Strategic Approach to Global Beauty Markets
Beyond the Top 10: L’Oréal’s Strategic Approach to Global Beauty Markets
On Tuesday, 3 March 2026, students from the Chair were hosted by Ramez FARAG, VP CA&E LID, at L'Oréal. The session focused on the strategic mission of "Conquering White Space" and the operational models sustaining their market leadership.
Key points from the discussion included:
Agility at Scale: Maintaining an entrepreneurial mindset and startup-like speed within an organization generating a €700M turnover (2025).
Market Dynamics: While 10 key markets (led by the USA and China) drive 75% of global beauty sales, L’Oréal focuses on the 185 markets representing the remaining 25% to identify new growth opportunities.
Global Structure: Coordinating 45 brands and 4 sourcing zones across 122 countries to balance operational efficiency with local impact.
The Chair thanks Ramez FARAG and the L'Oréal team for their hospitality and the detailed perspective on international distribution.
Chair Seminar with Séverine FADAIRO LEMON and Matié KONE
17 February 2026
Chair Seminar with Kevin TREMEL
3 February 2026
Global Marketing Makeup Product Manager- Armani Beauty
L'Oréal's development strategy in Nigeria
The seminar was led by Séverine FADAÏRO LEMON, General Manager Sub-Saharan Africa Multidivision & CPD, and Matié KONE, Activation Marketing Director EMEA CPD LID, who presented L'Oréal’s development strategy in Nigeria, highlighting the challenges and opportunities of launching a product there.
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They explained that Nigeria is a young and highly populated market with strong potential, especially in skincare, but also marked by economic instability, exchange rate volatility and structural retail challenges, with 80 percent of sales occurring through informal trade. Nigerian consumers are demanding and digitally connected, placing strong importance on perceived value, packaging and product quality, while skincare products targeting acne, hydration, SPF and dark spots represent key growth segments.
However, L’Oréal has struggled to establish a profitable presence due to high import costs, customs duties, price gaps with the grey market and widespread counterfeiting, while competitors such as Beiersdorf benefit from local manufacturing and more competitive pricing. The company is therefore focusing on highly differentiated, science driven skincare products and a selective distribution approach to build a more sustainable position in the Nigerian market.
This session highlighted the need for innovative approaches in Nigeria, and provided valuable insights as we develop our business case.
Brand management sharing session
On February 3rd, 2026, Kevin Tremel, Global Marketing Makeup Product Manager at L’Oréal Luxe (Armani Beauty), shared his professional experience in brand activation, new product development, and campaign management with students.
When discussing the process of developing a product from scratch, he emphasized the importance of close communication with R&D teams, as well as a deep understanding of local market needs. By showcasing lipsticks from a range of luxury brands, he highlighted design as an important visual feature, differentiating products and expressing brand DNA.
Kevin further shared his campaign management experience at Valentino. Using Chinese New Year as an example, he explained how to build resonance with local consumers and cooperate with local artists to help the brand stand out.
Following the insightful presentation, students actively engaged in the discussion, raising questions on capturing beauty trends and more details about product and campaign development process.
Chair Seminar with Margaret JOHNSTON CLARCK
20 January, 2026
Chief DE & I Officer L'Oréal
Diversity, Equity & Inclusion
20 years of DE&I strategy with global best-practice replication across countries
Clear ambition: be the most inclusive beauty leader, serving all skin types, identities, cultures and ages
215 DE&I projects submitted globally (56 in the Americas); 116 nationalities across the Group
Strong HR levers: mentoring, inclusive recruitment, unconscious-bias training, refugee hiring commitments
DEI positioned as a business imperative
Chair Seminar with Pierre-Olivier MORLAAS
13 January, 2026
Global Managing Director - L’Oréal International Distribution (LID)
Global Managing Director - L’Oréal International Distribution (LID)
L’Oréal International Distribution & Conquering White Spaces
On January 13th 2026, students visited L’Oréal’s headquarters on Rue Martre to meet Pierre-Olivier Morlaas, Global Managing Director of L’Oréal International Distribution (LID), and discover their year-long case study with the business unit.
He introduced LID’s mission to conquer “white spaces”, as 185 out of 195 markets currently account for only 25% of L’Oréal’s global sales.
To unlock growth, LID focuses on strengthening its brand portfolio, expanding geographically and developing new distribution channels in less mature markets.
Yet, local beauty needs, underdeveloped infrastructure and complex regulatory environments call for new approaches, skills and ways of working.
With 326 employees representing 42 nationalities across 5 international hubs, LID reflects the importance of diversity and leadership that will guide students’ three projects, to be presented in June 2026. “”
Chair Seminars
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