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The Coty Series : 2-What can Coty do to save itself – and its shareholders?

By Astrid Wendlandt
13/09/20
The Coty Series – Episode Two: What can Coty do to save itself – and its shareholders?
Before Sue Y. Nabi started this month as the first woman ever to lead Coty, the 52-year-old beauty industry veteran may have thought her job was mainly going to be about rebuilding the company’s corporate culture – destroyed by years of cost-cutting - and come up with brilliant ideas to drive sales and enthusiasm among her teams. It turns out that is only one of many boxes she needs to tick in her long to-do list. The former L’Oréal Paris and Lancôme CEO needs to take a harsh and rational look at Coty’s sprawling portfolio of brands and licenses, one of the biggest in the industry and one of the most poorly run — partly because it is so big. “The problem with beauty brands is that you need to feed them constantly, otherwise they die,” one former senior Coty executive told Miss Tweed on condition of anonymity. “You need to have new product launches to draw people’s attention and keep the teams motivated. But you cannot do that with too many brands at the same time.”

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