The GCC beauty market is on track to grow from $14.3bn in 2025 to nearly $21bn by 2030, as the region moves from a market global beauty brands sell into to one that shapes industry direction.

This is according to the 2026 Middle East Beauty Market Report from Beautyworld Dubai and BeautyMatter, commissioned by Messe Frankfurt Middle East and produced by BeautyMatter’s research arm.

The report found that Saudi Arabia accounts for around 40% of the region’s beauty spending and offers scale, policy momentum and consumer-market depth. At the same time, the UAE provides capital, international talent, regional headquarters and cross-border connectivity. The report says the two markets require distinct strategies.

It highlights the growing influence of the region’s creator economy. The GCC had around 263,000 social media influencers in 2025, while more than 62% of consumers are regularly exposed to creator-led content and more than a third say it directly influences their purchases.

It also found that influencer-led beauty livestreams in Saudi Arabia and the UAE can achieve conversion rates of up to 30%, compared with 2% to 3% for standard e-commerce.

The report highlights the need for greater cultural relevance, with the GCC home to more than 40 ethnic and ethnoreligious groups. Brands are using locally relevant creators and campaigns to reach different cultural and linguistic audiences.

Beauty retail remains driven by physical stores, but e-commerce is growing at double-digit rates, led by Saudi Arabia and the UAE. The report says brands should adopt an omnichannel distribution strategy, with offline retail continuing to drive revenue while online channels support discovery, data collection and incremental growth.

The report launches alongside Beautyworld Dubai 2026, which is taking place from 6 to 8 October at Dubai World Trade Centre.

BeautyMatter founder and CEO Kelly Kovack says: “Our goal with this report was to move past the headlines and market myths to provide data and context to understand the market, identify opportunities, and make informed decisions about what comes next. The region is morphing from a strategically important consumption market to an innovation hub. It is no longer simply preserving cultural beauty codes; it is actively shaping the future of beauty. Global trends are not just followed; the region absorbs them, remixes them, and increasingly sends them back out—stronger, richer, and more expressive.”

Messe Frankfurt Middle East portfolio director of consumer goods Teresa Heitor says: “The beauty industry is one of the most dynamic in our portfolio, and the GCC is central to why. Partnering with BeautyMatter reflects how we see our role, not only convening the industry, but giving it the independent research to make sharper decisions about a market that is now shaping global beauty rather than following it. That combination of a live marketplace and rigorous intelligence is what the region’s next phase of growth needs.”

Beautyworld Dubai & Notes Dubai event director Ravi Ramchandani says: “What this research confirms is something we’ve watched happen from the show floor for several editions: more international brands actively seeking a way into this market, more serious conversations between founders and investors, and more buyers arriving with a mandate to find what’s next rather than what’s already proven. That’s exactly why we’ve continued this partnership with BeautyMatter, to bring rigorous, independent research to an audience making real commercial decisions, not watching the market from a distance.”

Korean skincare brand AXIS-Y has expanded its presence across the Gulf with launches in Kuwait and Bahrain through Korea Town by Boutiqaat.

It officially entered both markets on August 20, with Kuwait serving as the focus of a three-day launch activation bringing together around 230 guests, including around 70 celebrities and creators from across the GCC.

According to the brand, the launch strengthens its retail presence in the region, with dedicated physical installations in both markets, including a custom-designed Brand House and animation table displays.

AXIS-Y is the first brand to introduce a dedicated Brand House experience through Korea Town by Boutiqaat, creating a retail environment where consumers can engage with the brand and its product portfolio.

The launch will feature two of AXIS-Y’s key products, the Dark Spot Correcting Glow Serum and Vegan Collagen Eye Serum, alongside its wider portfolio of 100% vegan certified skincare.

The Kuwait activation is designed to bring the brand’s positioning and product range into a physical setting, with media, creators, beauty consumers and industry guests invited to experience the brand.

The expansion into Kuwait and Bahrain is part of AXIS-Y’s wider strategy to increase accessibility across the GCC, with the brand positioning climate, lifestyle and individual skin needs as central to its approach to skincare.

An AXIS-Y spokesperson from the MENA marketing team says: “Kuwait and Bahrain represent important markets in AXIS-Y’s continued growth across the GCC, where climate, lifestyle, and individual skin needs strongly influence how consumers approach skincare. Our expansion with Korea Town by Boutiqaat is about more than increasing our retail footprint; it reflects our long-term commitment to becoming more accessible while building meaningful connections with local communities.

“By combining stronger retail visibility with immersive offline experiences, we want consumers to not only discover AXIS-Y products, but also understand the climate-inspired philosophy behind our brand. We see significant long-term potential across the GCC, and this launch marks another important step in building a locally connected AXIS-Y presence across the region.”

KAYALI is entering body and lip care, extending its product portfolio beyond fragrance with a four-piece collection based on its Yum Boujee Marshmallow | 81 and Yum Pistachio Gelato | 33 fragrances.

The collection includes two Silk Soufflé Body Creams, priced at $48 each, and two Cashmere Kiss Lip Balms, priced at $24 each.

The move comes after KAYALI separated from Huda Beauty in 2025, when Huda Beauty sold its ownership in the fragrance brand to co-founder Mona Kattan and General Atlantic. KAYALI has since operated as an independent business, with Kattan continuing as CEO.

Founded by Huda and Mona Kattan in 2018, KAYALI was developed as Huda Beauty’s fragrance brand before becoming a standalone company. Huda Beauty has also moved into fragrance, extending its existing Easy Bake franchise into Eau de Parfum with Easy Bake Intense. The launch extends an established product franchise into fragrance.

The launch will be supported by a global “Layer With Love” campaign featuring KAYALI founder and CEO Mona Kattan and a group of creators. The campaign positions the new products as part of a wider layering ritual combining body care, lip care and fragrance.

KAYALI is also partnering with Sephora in the US on a five-stop college tour to support the launch. The activation will bring the KAYALI Café to university campuses and college towns, with product trials and activities focused on fragrance layering.

The collection was available to pre-order through KAYALI.com from August 20, followed by a Sephora App preview on August 27. It will launch through KAYALI.com and Sephora.com on August 28.

KAYALI founder & CEO Mona Kattan says: “As someone who has always been obsessed with fragrance rituals, I wanted to create products that allow our community to experience scent in an entirely new way. This collection isn’t just about adding body cream and lip balm to our portfolio - it’s about expanding the art of layering beyond the bottle and making every step of the ritual more intentional, sensorial, and delicious.”

Beautyworld Dubai will give fragrance its largest dedicated footprint in the show’s history as it marks its 30th edition this October, highlighting the Gulf’s growing influence on the global fragrance industry.

The expansion follows the event’s rebrand from Beautyworld Middle East. More than 220 exhibitors will occupy 19,000 square metres in Za’abeel Hall 7 when the show returns to Dubai World Trade Centre from 6–8 October 2026.

Headline exhibitors will include French Avenue, Riiffs, Afnan Perfumes, Kuwait’s Gissah, Saudi Arabia’s Al Majed for Oud, Lattafa Perfumes and Armaf. Gissah operates more than 180 stores worldwide, while Al Majed for Oud has 286 stores across the Gulf.

Global fragrance suppliers and houses including Givaudan, dsm-firmenich, Symrise, Takasago, CPL Aromas and MANE will join them. Lush Fresh Handmade Cosmetics will also debut its fragrance range at the show.

According to the event organisers, the expansion reflects the Gulf’s growing role as a source of fragrance brands, ideas and innovation for global markets.

Dubai-founded Kayali is one example of the region’s growing international reach. In 2025, review analytics firm rAIviews found its ‘Capri in a Bottle Lemon Sugar’ accounted for 7.2 per cent of all perfume reviews on Sephora US, the highest share of any fragrance.

Saudi brands are also building for consumers beyond the Gulf, with Riyadh-based beauty and fragrance house Laverne among those using Beautyworld Dubai to reach international buyers and distributors.

Beautyworld Dubai, organised by Messe Frankfurt Middle East, has grown from a regional trade show into an international platform for buyers, brand leaders, distributors and entrepreneurs since launching in 1996. Its 2025 edition welcomed visitors from 178 countries, with international attendance increasing 31 per cent year on year.

Fragrance will remain a major focus beyond the exhibition floor. Next in Fragrance returns following its debut edition, with the 2026 programme spanning ingredients, niche culture, AI, travel retail and the business of scent. Creative director and co-founder of Matiere Premiere and senior perfumer with Takasago, Aurélien Guichard, will headline the programme on Day 1.

The 30th edition will also include cosmetics, skincare, hair, nails, personal care, beauty tech and packaging, alongside indie and start-up discovery zones. Lakmé, SKIN1004 and Nazih Group are among the exhibitors, while Mary Phillips, Patrick Ta and Dimitris Giannetos will headline the live content programme.

Lattafa Perfumes director Abdul Rahim Shaikh says: “For us, Beautyworld Dubai is the home stage. We’ve always built Lattafa as a global brand. The accessibility we offer has opened doors to reach audiences far beyond any single region. There’s no better platform for connecting with the buyers and distributors who carry that story into new markets.”

Laverne CEO Khalid Al Mufadhal says: “Saudi Arabia is no longer only a market that globalbeauty sells into. Saudi Made is becoming a label with real weight behind it, on products built for customers far beyond the Gulf. That shift is already happening. At Beautyworld Dubai, we’re there to show the industry what Saudi-born beauty can look like on a global stage.”

Beautyworld Dubai show director Ravi Ramchandani says: “The rebrand to Beautyworld Dubai represents a proud evolution of our legacy, not a departure from it. For 30 years we have been this industry’s gathering place. What has changed is the direction of travel. Dubai is no longer somewhere brands come to sell. It is where brands are being built, and where a house founded here can reach a consumer anywhere in the world. The name now says what the market already knows.

Messe Frankfurt Middle East portfolio director of consumer goods Teresa Heitor says: “Beautyworld Dubai 2026 marks a new chapter for the show, building on its position as a global beauty hub for the industry. Our ambition is to deliver the world’s most internationally diverse professional beauty platform, bringing together the people, ideas and opportunities that will influence where the industry goes next.”

Arabian-inspired fragrance brand ALQÉMI has launched exclusively with Douglas across 22 European markets, marking a significant step in its international expansion.

Nirvana Brands is a fragrance company that owns, builds and distributes luxury fragrances globally, working with licensed brands as well as developing its own fragrance concepts.

The launch gives ALQÉMI access to Douglas’ established European retail network.

Douglas is the leading omnichannel premium beauty retailer in Europe, with operations across 22 countries and almost 2,000 stores as of September 2025. Its assortment spans premium, exclusive, independent and niche beauty brands across fragrance, skincare, colour cosmetics and haircare.

The launch brings together Nirvana Brands’ Dubai team, with its expertise and heritage in Middle Eastern perfumery, and its European team’s understanding of European consumers.

According to Nirvana Brands founder Dilesh Mehta, this marks a new chapter for Nirvana Brands and Douglas.

In a LinkedIn post, Mehta said: “Inspired by the depth and sensuality of Arabian perfumery, ALQÉMI brings a new perspective to fragrance through a scent rotation designed to evolve throughout the day.

“What makes this launch particularly special is the collaboration behind it — combining our Dubai team’s expertise and heritage in Middle Eastern perfumery with our European team’s understanding of the European consumer.

“I’m incredibly proud of the Nirvana Brands team who have brought this vision to life, and hugely grateful to Douglas for their continued trust and support. Our partnership spans many years, and ALQÉMI marks an exciting new chapter together.”

For fragrance brands seeking international growth, a great product is only the starting point. Commercial readiness, clear positioning, consumer understanding and the infrastructure to support sustainable growth can determine whether a brand secures the right commercial partners.

That was the key takeaway from a panel discussion at this year’s Tones of Beauty event. The panel featured International Luxury Brand Consultancy founder and managing director Valérie Kaminov, Sterling Perfumes (Armaf) global head of marketing Nayana Tharoor, Al Majed Oud global projects manager Mahmoud Mokhtar and Afak Trading LLC administration and logistics manager Faris Abdulkhadir. The discussion was moderated by compliance firm GCRS’ co-founder and technical director Deepa Sinha.

Beyond the product

Kaminov said founders should approach distribution as a methodology rather than simply looking for a distributor or retailer.

She said: “Distribution becomes a strategy, but it doesn’t become a guessing game. It’s a discipline, it’s an approach, and it also allows sustainable growth.”

She added that brands should enter buyer meetings with a clear understanding of their own proposition, the retailer’s business and how the partnership will create value.

“The fastest way founders can lose their credibility in front of buyers is to just walk into a room. They don’t know the market, they don’t have the knowledge, they don’t have the strategy.”

Tharoor added that brands should first establish clarity around their proposition before considering expansion.

She said: “I think it’s extremely important for me to understand why, what, how and to whom. There’s no point in releasing a product into the market without knowing the very basics. I think the foundation has to be strong, and that comes with clarity.”

Tharoor emphasised that a strong product is only the beginning of building a successful brand.

She said: “A great fragrance or a great product gives you your first purchase. But if you want a repeat purchase, you need to build trust. It’s a promise, and promises can’t be done in one day. There’s no easy 30-second answer.”

Comparing brand building to filmmaking, Tharoor said every department must work together to tell a consistent story.

She explained: “I actually see launching a brand like a movie. The movie is just not about the actors and what the final movie comes to. You have to have a script, you have to have a director, you’ve got to have a producer. You’ve got to invest and ensure that movie comes in line.”

Preparation

Abdulkhadir said preparation is essential when approaching distributors.

He said: “You can’t just sit there and say you want to do business. We have to have the right operation, compliance-wise, pricing-wise. You have to do the homework before getting into the market and before exposing yourself.”

He warned that approaching distributors before being properly prepared can damage a brand’s credibility and risk losing the confidence of potential partners.

Abdulkhadir said brands also need to demonstrate that they have the commercial capability to support long-term growth.

“As a distributor, I need to know what brand I am representing. I need to have a price list that is very competitive. I need to understand what your vision is for this product. Where would you like it to be?”

He said distributors need to understand a brand’s vision, including where the founder wants the product to be positioned, so they can identify the right opportunities and support its growth in the market.

International expansion

The panel also discussed the challenges of international expansion.

Kaminov said: “Being successful internationally doesn’t happen overnight. It happens because you have the right product, you have the right performance, you deliver what you say. It’s super important to make the first good impression when you enter a country.”

She urged founders to avoid applying a single formula across every market.

She said: “There is no copy-paste. There is not one formula that will work for every brand. The four Ps are purpose, perception, positioning and people. Nothing can happen without your team. Nothing can happen if you don’t know the positioning of the product in your market. Nothing can happen without the consumer.”

Tharoor highlighted the importance of maintaining consistent brand values while adapting communications to suit local markets. She said brands should retain their core identity globally but tailor how they communicate it based on cultural differences, market dynamics and consumer expectations. She added that global brands have a responsibility to understand and respond sensitively to the needs of each market.

Long-term growth

Tharoor explained that successful brands are built through collaboration across the entire business rather than by marketing alone.

“People only see what marketing rolls out at the end, but there is an army of people who work behind it, right from your new product development to your production partners, your sales team, your distribution network and your supply chain operation.”

She also emphasised the importance of supporting distribution partners after launch.

She added: “Building advocacy is constantly educating and training from the brand side. There has to be an active connection with the partners, constantly telling them what the guidelines are, what the story is, what format it is, training them to love your brand the way you love it.”

The discussion highlighted that successful brands need to build more than products. They need to understand their consumers and markets, establish strong commercial foundations and prepare for growth before the opportunity arises.

Beauty brands, including those based in the Middle East, looking to enter the UK market should treat regulatory compliance as a commercial priority rather than a box-ticking exercise, with retailers and distributors expecting products to be fully compliant before agreeing to work with them.

This was according to Jasper ten Brinke, managing director and co-owner of The Regulatory Company (TRC), during a presentation at Tones of Beauty. He outlined the duties of the ‘responsible person’ under UK cosmetics regulations, which is the individual or company legally responsible for ensuring a cosmetic product complies with safety and regulatory requirements before it is placed on the market.

Compliance

Brinke said retailers and distributors expect brands to demonstrate that products are compliant, safe and properly notified before entering into commercial relationships.

He warned that products are often promoted at trade shows before completing the required compliance process, despite compliance being one of the first areas prospective partners assess.

He said: “Your partners want your products to be compliant, safe and notified. This is one of the very first questions they will be asking when looking into a commercial relationship with your brand. They want to work with you commercially. They do not want to argue on compliance and safety, and they do not want to be the responsible person in the UK for you.”

Brinke explained that UK-based brands automatically become the responsible person for products sold domestically, while overseas brands exporting into the UK leave that responsibility with the importer unless another responsible person has been appointed.

He said: “If you are a brand which is based outside of the UK and you are selling to your clients into the UK, by definition, your clients will be the responsible person. This is something they do not want, so they will want an answer from you.”

He added that appointing a responsible person also helps brands retain greater control over confidential information, as importers acting as the responsible person may require access to formulations, packaging information and other technical documentation.

Regulatory process

Brinke outlined the steps required before a cosmetic product can be placed on the UK market, beginning with gathering formulation data and safety information before moving through assessment, labelling and notification.

He said products should only proceed to final artwork and product claims once they have passed a professional safety assessment carried out by a suitably qualified assessor.

He added that once a product has been notified, it can be placed on the market immediately, but regulatory responsibilities continue throughout its lifecycle.

“For as long as your product is on the market, you have to make sure that you respond to all authority requests. Regulations change every now and then, so there is also something to keep track of. There may be changes that impact your portfolio in six months, 12 months or 18 months.”

Ten Brinke warned brands to monitor regulatory changes that could affect products already on sale, noting that products already in the supply chain must remain compliant when new rules take effect.

Supply chain

Brinke highlighted the importance of defining responsibilities across the supply chain, particularly where manufacturers, testing laboratories, consultants and suppliers are involved.

He said brands should establish clear responsibilities from the outset and discuss how technical information will be shared between partners.

He also warned that manufacturers may be reluctant to share formulation data freely, making transparency an important consideration when selecting suppliers.

Choosing a responsible person

For brands that do not want to manage responsible person obligations themselves, Ten Brinke outlined the option of appointing a specialist compliance partner.

He said this can remove legal responsibilities from UK importers while providing reassurance to distributors that an independent compliance specialist has reviewed products.

Brinke recommended choosing a partner with recognised industry qualifications, in-house expertise and the ability to manage safety assessments, claim reviews and responsible person duties through a single organisation.

He said: “We sometimes see this split over several companies. It may happen that one expert has a different opinion from another expert. It may happen that it’s unclear where the duties and responsibilities sit. It is important, if possible, to work with a single compliance partner.”

He also advised brands to choose providers with systems capable of tracking regulatory changes across entire product portfolios.

He said: “Compliance now doesn’t mean compliance in the future. We see a lot of compliance firms sending out emails saying there is an update to the regulation. That is not what we do. We update this information in our databases and have automated reports telling you in 12 months exactly which products will be impacted.”

Brinke stressed that compliance should begin at the earliest stages of product development.

He said: “It really starts with quality information about the ingredients, the composition and the documentation. If you do not have that at the start of the process, you may end up with products that are not compliant. Compliance is safe by design.”

Fragrance brands can no longer rely on traditional retail models alone, with success now dependent on a strong identity, digital-first thinking and the ability to adapt quickly.

This was according to a Tones of Beauty panel discussion on July 1, moderated by Shaded The Studio co-founder Shivali Jasmine Bennion and featuring KMI Brands managing director Lisa Stone, Bellavita co-founder Lovkesh Kapoor, Vasuki Amara founder Yuvraj Rajput and Shaded The Studio head of production Emma Jenkins.

Digital-first growth

Stone, whose fragrance brands under KMI Brands have been built through traditional retail for more than 25 years, said brands must rethink their approach as digital platforms become a primary route to market.

She said: “There was no digital platform for us to launch on. We’ve had to build that success through retail. What that means is we’re now having to learn how to make that transition onto platforms like TikTok Shop and Amazon.

“The challenge is how do we recreate the experience customers had 20 years ago in a digital-first world?”

Meanwhile, Kapoor said the business has taken an online-first approach, arguing that digital must be embedded into a brand’s strategy rather than treated as an additional sales channel.

He said: “Our focus has always been to launch online, achieve a dominant presence online first and then go offline.

“The reality is that managing offline and online together is complex. Digital cannot just be another sales channel. The entire DNA of the business has to be built around it.”

Kapoor said success on TikTok depends on constant testing rather than assumptions about what will work.

He said: “The entire company has to become data-first. You’re looking every day at what’s changing, which creators are working, what content is resonating and what isn’t.

“We’ve seen creators with 1,000 followers generate a million dollars in sales for us in the US in one month, while creators with a million followers haven’t generated anything. The TikTok algorithm is still a black box, so you have to keep testing rather than assuming you know what will work.”

Jenkins said brands should focus on translating fragrance into visual stories rather than simply showcasing products.

She said: “We start by breaking the fragrance down into stories. You can’t put scent on a screen, so using ingredients is an effective way of communicating what a fragrance smells like through imagery.”

Stone added that even established brands are still learning how to maximise opportunities on platforms such as TikTok Shop.

She said: “We’re only just about to launch on TikTok Shop ourselves, so we’re learning a lot. I still think we’re only scratching the surface of what these digital platforms can do.”

Rajput said digital allows emerging brands to experiment quickly, but added that Vasuki Amara is focusing on mastering one platform before expanding further.

He said: “For a new brand, online is much easier to enter because you can change your marketing material quickly and learn what customers respond to. We’re focusing on one channel at the moment because we want to master that before moving elsewhere.”

Kapoor highlighted the importance of constant innovation in a digital-first market, arguing that brands cannot rely on a single successful product or campaign.

He said: “One thing that has remained true over the years is that the only thing that is really static in social media is newness. You cannot be boring. Your content cannot sound the same, your products cannot look the same, and your marketing cannot stay the same.

“You have to be planning what’s next while today’s success is still happening.”

Identity

Stone acknowledged that the fragrance market has become crowded, noting that when KMI launched its first Ted Baker fragrance in 1998 there were around 500 launches that year, compared with nearly 12,000 last year.

“The question for all of us is how we make sure consumers understand why they should choose our brand over the thousands of others launching into the market.”

She added that while digital has transformed how brands reach consumers, maintaining a clear identity remains essential.

She said: “Staying true to your brand DNA is essential because that’s why consumers buy into your brand. If customers don’t understand what the brand stands for and why that fragrance exists, then we’re just selling another fragrance.”

Rajput said creating a distinctive identity has been central to Vasuki Amara’s strategy, with the brand seeking to bring Indian heritage into the fragrance category.

He said: “As a startup, we really need to push a unique selling point because a lot of fragrance brands can seem very similar. I felt there was an opportunity to tell India’s story through fragrance and create an Indian fragrance brand that genuinely portrays that heritage.

“At the moment we only have one fragrance, but that’s intentional. We want it to be a statement fragrance with a strong history and story behind it.”

Scaling

The panel said scaling successfully requires discipline, with startups needing to balance growth ambitions against limited resources and customer demand.

According to Kapoor, businesses grow by responding to customer needs rather than becoming too attached to the founder’s original vision.

He said: “One thing startups often don’t do well is listen to the customer. Founders become so centred around their own thinking that they stop listening to what customers are actually telling them.

“The businesses that become large do so because they solve customer problems, not because they stick rigidly to what the founder originally believed.”

He added that startups must remain disciplined when resources are limited, carefully considering where to invest before reaching scale.

“At the startup stage you should always assume you have limited resources so you become disciplined about where you invest. Once you’ve achieved scale you have more resources; you can launch more products, work with more creators and market more aggressively. Ultimately, the only real competitive advantage in this business is scale.”

Stone noted the pace of product launches expected by consumers represents a challenge for brands built around traditional retail models.

She said: “Coming from a retail-first mindset, launching huge numbers of products sounds extraordinary because traditionally we’ve always worked with much higher minimums.

“However, consumers now expect far more newness than ever before. The challenge is understanding why that’s happening while balancing it against the realities of running an established brand.”

Rajput said Vasuki Amara is deliberately taking a focused approach to growth, prioritising learning before expanding.

He said: “Right now we’re deliberately focusing on one channel. We want to master that first before translating what we’ve learned across other channels. As a startup, it’s about learning quickly rather than trying to do everything at once.”

Jenkins added that brands should avoid making assumptions about what content will perform, instead using customer behaviour to shape future campaigns.

She said: “Just get content out there and test everything, because you don’t know until it is actually live. Your customers will tell you what’s worked and what hasn’t, so then you can build on that.”

Rise of dupes

Responding to a question from Arabian Beauty Business about the rise of dupe fragrances, the panel agreed that the category has gained significant consumer demand but questioned whether competing primarily on price can deliver long-term growth.

According to Stone, there is room for both dupe and premium fragrances, with lower-priced alternatives potentially introducing consumers to new fragrance categories before they trade up.

“There is also a huge group of consumers who will continue to buy into established brands. For younger consumers, dupes can even become their first introduction to certain fragrance styles before eventually moving into premium brands. I think there is room in the market for both.”

According to Jenkins, brands should focus on communicating what makes them distinctive, even when products occupy similar categories.

She said: “There could be similarities to another brand, but there’s something unique about both of them, so it’s just finding what that is and trying to transfer that through the imagery or the content.”

Kapoor added that dupes can offer a strong initial value proposition but argued that building a business around price alone is difficult to sustain as competition increases.

“If you’re trying to achieve initial scale, dupes are actually a strong value proposition because you’re offering customers something inspired by a £300 fragrance for around £30.

“The problem today is that everybody is doing it. One brand sells it for £30, another for £20, another for £15. Price competition is the lowest form of competition, and my sense is that building a business purely on dupes is no longer a sustainable strategy.”

Beauty brands must embed inclusivity into every stage of the product journey, from concept and formulation to packaging, retail and consumer experience, to serve diverse consumers.

This was according to a Tones of Beauty panel discussion with Sephora UK VP of merchandising Jill Stutzbach, Skin Cupid founder and CEO Melody Yuan, Enkos Developments Limited founder and managing director Lorna Radford and Ruby Hammer cosmetics founder and director Ruby Hammer.

Intention

Hammer, who launched Ruby & Millie in partnership with Boots in 1998 following a two-year product development stage, argued that inclusivity should be an inherent part of a brand’s culture rather than something imposed from the outside. She said brands should naturally consider the needs of all consumers throughout product development, adding that inclusivity extends beyond skin tone to encompass age, disability, income and accessibility.

She said: “I think one of the most important things that you can have is your intention. Is it your intent to make it inclusive? Are you thinking that way? It has to be within you.”

Yuan also highlighted the need for intentionality when it comes to audience messaging around skin type, skin concern, skin tone, target consumers and the appropriate age group for each product.

Yuan said: “I think what’s really important for us when it comes to inclusivity is how you message the products and how you market all of these different products in the right way, so when you’re kind of talking about a serum or a cleanser or sunscreen.”

Radford, whose company creates bespoke beauty and personal care formulations, added that inclusivity isn’t a tick box.

She added: “We see a difference between brands who are leading with inclusivity, they’re leading with intention to target, solve a particular problem for a particular demographic compared to someone who might go, ‘Oh, by the way, it needs to be inclusive.’ What does that mean?.”

Consumer needs

Radford argued that inclusivity comes from designing products for specific consumer needs rather than attempting to create a one-size-fits-all solution.

She said: “For me the inclusivity is in diversity, so it’s making a really specific niche product where you know what your community is rather than trying to get a one size fits all, where actually everyone just feels a bit like.”

Yuan echoed this, stressing that brands should clearly communicate who their products are designed for, including the intended skin type, concern, skin tone and age group, rather than relying on generic marketing claims.

She said: “Don’t just kind of say, ‘Oh, this is a great serum,’ but what kind of skin type, skin concern, skin tone does this target?. I think it is really being intentional in how you’re messaging it.”

Hammer agreed, adding that brands should focus on delivering products with a clear purpose rather than trying to meet every possible need.

She said: “There isn’t one holy grail product that can tick every single box. You can’t be all things for people.”

Community feedback

The panellists also highlighted the importance of listening to consumers but at the same time, staying true to the brand’s vision. Yuan explained that customer feedback informs every buying decision at Skin Cupid. The retailer regularly communicates with its community before introducing new brands and products.

She said: “Every single one of those interactions feeds into our buying decision. We actually sent an email to our community for their opinion. Our community plays a massive part in how we bring out new brands and new products.”

Hammer agreed that feedback is invaluable but warned founders against simply giving consumers exactly what they ask for.

She said: “Every bit of feedback is important, but if I only gave them exactly what they want, they’d never see the part of the creative where my perspective differs from theirs. You have to be very brave and stand true to who you are.”

Radford noted that having a clear product brief helps founders stay focused on their original vision rather than becoming distracted by conflicting opinions.

She said: “It’s quite nice having that product brief to look back on. Why have I started this to begin with, to not get lost in the noise?”

Retail’s role

Stutzbach, a merchant, said she reminds herself that she is not always the customer or the demographic, and instead focuses on catering to certain demographics that feel marginalised. She mentioned that she had previously been evaluating a brand to launch in the market, but the feedback from her team wasn’t positive.

She said: “It doesn’t matter if I would use them or not use them. There’s a myriad of products that are available for me that are accessible for me and easy for me. I already have the privilege of having a broad assortment to choose from, so sometimes we need to think as merchants about picking products that aren’t for us, but for somebody else, especially certain demographics that feel marginalised that don’t have very broad assortment available for them.”

She also said that Sephora stocks over 3,000 shades of foundation that we carry but do not sell. She reiterates that retailers must intentionally choose to carry that range, and for Sephora, she emphasises that “it’s super important that anybody that comes into Sephora can find a shade that works.”

She added: “Representation really matters. It matters at every level of the organisation.”

Progress

Hammer said today’s beauty market offers consumers an “overwhelming choice”, fuelled by social media and ecommerce, making it harder than ever to know “where do I actually want to put my money?”

She urged brands to move beyond lip service and instead build genuine inclusivity into every aspect of product development, education and retail. Hammer also argued that the industry’s focus should remain on creating equal opportunities and ensuring beauty professionals are equipped to serve all consumers, regardless of skin tone, hair type or age.

The panel agreed that the industry has made significant progress on inclusivity, but that there is still considerable work to do. Yuan said success would come when inclusivity is so embedded in product development that it no longer needs to be singled out as a discussion point, while Hammer said the industry must continue to pass on its knowledge to future generations to keep driving progress.

Stutzbach added: “Success looks like everybody feeling included, everybody feeling that sense of belonging, and everybody feeling beautiful.”

Brands that can demonstrate value, innovate effectively and create engaging experiences, both online and in-store, will be best placed to win consumers.

This was the main takeaway from a Tones of Beauty 2026 presentation by Circana VP and head of UK beauty June Jensen-Mills and Circana senior commercial and account manager Elizabeth Watson, which opened the two-day event.

Human connection

Jensen-Mills argued that consumers want to see “humans behind the brands,” pointing to platforms like TikTok as evidence of this shift towards authenticity and relational engagement.

She noted: “There was a stage where we were away from those connections, and I see that this is coming back. We’ve seen that we are definitely prioritising our health and wellness, so we are in line with our European consumers.”

She described beauty as becoming a form of escapism, suggesting that consumers are using beauty products as a way to express creativity but also temporarily stepping away from external pressures.

“We have a war on our doorstep, we have the cost of living crisis, so as a result people want to have that escapism, and beauty provides that to you.”

Value-led spending

According to Circana’s research, demand for beauty remains resilient despite cost pressures, with consumers prioritising beauty and wellness, but becoming more selective about how and where they spend.

Jensen-Mills said: “We’ve seen that consumers are more likely to go on fewer shopping trips, and they buy less. 10 years ago, you had that big shopping trolley, and people were running around in the store. Now it’s a little basket and much more considerate purchases.”

Prestige beauty is the go-to category in a cost-of-living economy at 10%, according Circana’s research, compared to mass beauty and fragrance at 2% and 1%, respectively.

Watson explained that beauty purchasing behaviour differs across segments. She said that mass-market consumers are more likely to trade down to lower-priced alternatives, while prestige shoppers are choosing to be more selective without compromising on quality.

Meanwhile, younger consumers face tighter budgets and therefore prioritise value and brands that are culturally relevant to them. On the other hand, millennials look for product quality and performance, while older consumers care about practicality and convenience.

Watson explained that younger shoppers are influenced by digital content, creators and social commerce, while older consumers continue to value familiarity, personal service and the in-store experience.

She said brands must adapt their strategies to reflect different consumer behaviours across age groups, with successful brands offering a combination of both approaches.

Innovation and ingredients

The presentation highlighted innovation as one of the industry’s most effective tools for maintaining consumer engagement. Watson pointed out the surge in fragrance and premium foundation launches, arguing that continuously innovating gives consumers a reason to keep buying.

There is also a focus on overall health and wellness, which is reshaping purchasing decisions across the beauty industry, as consumers make healthier lifestyle changes.

Jensen-Mills explained: “It’s a great opportunity for those who are thinking about either setting up a brand, having an idea, or having already established a brand: how can you rejuvenate those messages?

“We saw how Unilever, as an example, has done a great job in rejuvenating Vaseline and Dove, in terms of body and hand care. That’s a really good example of how they have established brands and made a really rejuvenated journey across various channels, from TikTok to retail”

At the same time, consumers are becoming more knowledgeable about ingredients and expect makeup to deliver skincare benefits. Watson noted that skincare claims and natural ingredients have become influential, with consumers looking for scientifically backed formulations.

She said: “We’ve seen more sophisticated ingredients being listed on products like ectoin. I feel like 20 years ago people wouldn’t have had any idea what that was, but now consumers are becoming more educated.”

According to Circana’s research, azelaic acid searches peaked in April with an average of 66% of peak searches across the last year, Indicating a growing interest.

Online vs brick and mortar

Online has now overtaken as the largest beauty sales channel, mainly due to more product choice, promotions and convenience.

According to research from Circana, better prices in the key driver for online beauty purchases in Europe at 37% followed bt discounts & promotions at 31% and a wide selection at 30%.

TikTok Shop, in particular, was noted as a key sales and marketing channel, successfully launching products exclusively before seeing traditional online and in-store retail demand.

However, Watson stressed that physical stores remain vital for product discovery and trial, particularly in department stores, which remain destinations for fragrance, while health and beauty retailers perform strongly in skincare and haircare.

Watson added: “Shoppers are understanding how you can try something in store, but know that often there are lots of online promotions and discounts.”

She argued that different retail environments continue to play distinct roles across beauty categories. In the UK, there has been a renewed focus on physical retail, particularly in categories like haircare, where in-store trial remains key.

There is particular value in retail operatives who educate and guide customers through products and complex ingredients to help them decide on their purchases.

Watson added that a combination of loyalty schemes, price-matching initiatives and being able to find value at a single retailer has reduced the need to visit multiple stores. She said that brands should focus on increasing basket value rather than simply driving footfall.

“The promotion periods are becoming longer and much more extended as retailers try to engage that shop out earlier.”

Beauty is expected to remain resilient despite prolonged cost-of-living pressures, but brands should be watching closely to see how spending habits continue to evolve.

Shanghai-based fragrance trade show Notes is expanding into the Middle East, launching in Dubai in partnership with Beautyworld organisers Messe Frankfurt Middle East.

The trade show, focused on niche fragrances, will take place from 21-23 January 2027 at the Dubai Mall Exhibition Centre.

It serves as the sister event to Notes Shanghai, which Messe Frankfurt began co-organising following a partnership agreement in May 2025.

The launch was announced during the Esxence exhibition in Milan.

Messe Frankfurt said Notes Dubai will be positioned as a global platform for the niche fragrance sector while Notes Shanghai will continue to focus on the Asian market.

Organisers expect the inaugural event to attract between 150 and 180 exhibitors.

Notes Dubai event director Ravi Ramchandani says: “Notes Dubai has been built around the idea that niche perfumery deserves a different kind of platform, one defined not by scale alone, but by curation, discovery and emotional resonance.

“The GCC has stopped being a market the fragrance world simply sells into; it now shapes it. Brands born here are sold around the world, and international houses want to be in Dubai because this is where East and West meet. Notes Dubai is built to work both ways, a launchpad for regional brands and a route for international ones.”

Notes Shanghai founder Alex Wu says: “When we launched Notes Shanghai, our goal was to change how niche perfumery connects with the market by prioritising artistic integrity over sheer volume. The response in Asia proved the independent fragrance community was waiting for this shift. Expanding this vision to Dubai is a natural evolution. By linking these two dynamic markets, we are creating a global axis that helps independent creators cross borders seamlessly.”

Kuwaiti beauty and lifestyle platform Boutiqaat is exploring an initial public offering (IPO) that could value the business at more than $1bn.

This comes after Bloomberg reported that Goldman Sachs is working on a potential listing with the platform, which could take place as early as the first quarter of 2027. If completed, it would rank among the largest private-sector IPOs in Kuwait’s history.

The company, founded in 2015 by entrepreneur Abdulwahab Alessa, operates an online marketplace for beauty, fragrance, fashion and lifestyle products and has built partnerships with international brands across Europe, North America and Asia.

Boutiqaat said the proposed flotation reflects its continued growth and plans to expand both regionally and internationally.

According to the company, a key part of its growth strategy is expanding its international footprint and strengthening relationships with global brands to support long-term growth and innovation.

It noted that a successful IPO would mark a significant milestone for both the business and Kuwait’s private sector, highlighting growing international investor interest in high-growth consumer businesses in the region.

The demand for halal-certified beauty products is expected to drive major growth in the global cosmetics market over the next decade, according to new research from Persistence Market Research.

The research predicts that the global halal cosmetics market will grow from $55.5bn in 2026 to $113.8bn by 2033, representing an annual growth rate of 10.8%.

It suggests that growth is being driven by demand for ethical, vegan and cruelty-free beauty products as well as consumer interest in ingredient transparency and clean-label formulations.

One of the biggest categories in this area is skincare, which is supported by growing demand for alcohol-free and halal-compliant formulations, while online retail has been helping expand access globally.

Interestingly, Asia Pacific accounts for the largest share of the market due to its large Muslim populations in countries such as Indonesia and Malaysia. It is also reflective of those nations’ rising disposable incomes and investment in beauty manufacturing. The Middle East is another key growth market for premium skincare, fragrance and personal care products.

The report highlights opportunities linked to the popularity of clean beauty, vegan products and sustainable packaging, as well as the continued expansion of e-commerce and social media-led beauty discovery.

But challenges remain, including differing halal certification standards across markets, higher production costs and competition from conventional beauty brands offering natural and organic alternatives.

Persistence Market Research says increasing awareness of ethical beauty products, combined with innovation in formulations and distribution, will support continued growth in the halal cosmetics sector over the coming years.

Omani fragrance house Amouage emerged as the biggest winner at The Fragrance Foundation UK Awards 2026, taking home three awards in total.

The event was held on 11 June at the Grosvenor House Hotel and brought together over 700 industry leaders, brands, creators, retailers and fragrance experts. It was supported by headline sponsors Jo Malone London, L’Oréal Luxe, Puig and LVMH, while gold sponsors included Coty, Space NK and other industry partners.

Amouage led the pack, winning awards including two for Purpose 50, which won both the Perfume Extraordinaire and Best Luxury categories. Amouage also secured the Best Emerging Brand award.

Purpose 50 is a concentrated version of Amouage’s original Purpose fragrance, which contains a 50% perfume oil concentration, higher than the 20–30% typically found in luxury perfumes. It has woody and earthy notes and includes frankincense, sandalwood, papyrus, vetiver and vanilla.

The brand says the fragrance undergoes a four-week ageing process, comprising two weeks of maceration and two weeks of maturation.

The panel that judged in the categories include fragrance journalists, editors and industry experts such as Jo Fairley, Suzy Nightingale, Alice du Parcq, Amanda Carr, Haydn Williams and Dariush Alavi.

Last year’s Perfume Extraordinaire award was won by Marc-Antoine Barrois for Tillia, created in collaboration with perfumer Quentin Bisch while the other two categories Amouage won in are new for this year.

Middle Eastern beauty and fragrance brands will have a major presence at Tones of Beauty 2026 as the UK trade event returns to ExCeL London on 1-2 July.

Organisers say the show will feature its largest-ever representation from the region, reflecting growing global demand for Arabian beauty and fragrance products. Arabian perfumier Dkhoni has signed as the title sponsor, while Al Haramain, ARMAF and Fragrance World will sponsor the fragrance category.

More than 100 fragrance brands from the UAE, Saudi Arabia, Turkey and other international markets are expected to exhibit, making it the largest fragrance showcase at the event to date.

Launched in 2025, Tones of Beauty focuses on multicultural beauty and has grown significantly since its debut. The 2026 event is expected to attract more than 4,000 beauty professionals and over 200 exhibitors.

Fragrance will be a key focus of this year’s exhibition, with organisers citing continued growth in the UK fragrance market. Exhibitors will showcase a range of luxury, niche, wellness and culturally inspired fragrance concepts, including products influenced by traditional Arabian perfumery.

Alongside the expanded fragrance offering, the event will introduce several new features, including a UK Discovery Hub for emerging British beauty brands, a K-Beauty Showcase, and a dedicated Textures of Hair Zone.

A conference programme will run alongside the exhibition, featuring more than 80 speakers discussing trends, consumer behaviour, regulation and business growth across the beauty, hair and fragrance sectors.

Georgina Lloyd, beauty portfolio manager at BtoB Events, said fragrance continues to be one of the fastest-growing categories in beauty, with buyers increasingly looking for brands that offer innovation, storytelling and differentiation.

The event will also feature contributions from organisations including Circana, CEW, TikTok Shop, Nielsen IQ and the Department for Business and Trade.

Arabian Beauty Business will be attending Tones of Beauty 2026 and will be covering key panel discussions, industry insights and market trends from the event. Subscribe to receive the latest articles and analysis from the show.

Saudi Arabia’s fragrance market is expected to grow by 8% to 10% annually between 2026 and 2035, mainly driven by high luxury spending, gifting culture and a demand rise from younger consumers.

According to a new market report from Indexbox, Saudi Arabia remains one of the highest per-capita fragrance markets globally, with fine fragrances such as parfum and eau de parfum accounting for 55% to 65% of total market value.

The report highlights that luxury and prestige retail channels generate more than half of fragrance sales, which suggests a strong consumer demand for premium and niche products.

But the market is heavily reliant on imports, with around 80% to 90% of finished fragrance products supplied by international brands and specialist importers. Meanwhile, local production remains limited, mainly focused on blending, filling and private-label products, particularly oud-based and oriental scents.

Additionally, gifting remains a major driver of demand, with an estimated 40% to 50% of fragrance purchases made as gifts, particularly during Ramadan, Eid and wedding seasons.

Another key driver is demand from younger Saudi consumers, which indicates increased fragrance purchases for daily use.

Meanwhile, niche and artisanal fragrances are expected to outperform the wider market, growing by an estimated 10%-12% annually as consumers seek more personalised and exclusive products.

Elsewhere, online sales are also growing, with e-commerce accounting for an estimated 20% to 25% of fragrance transactions as digital retail and influencer-led launches gain traction.

However, the market faces supply chain and regulatory pressures, including sourcing challenges for high-value ingredients such as oud, sandalwood and rose, as well as product registration requirements linked to Saudi and GCC cosmetic regulations.

The report also predicts the growth will be supported by population increase, rising disposable incomes and continued premiumisation.

L’Oréal is expanding its investment in AI-powered commerce and the creator economy through its 2026 Big Bang Beauty Tech Innovation Program, with the Middle East positioned as a key growth market.

The programme is now in its third year and targets startups developing solutions in AI-powered commerce, creator-led ecosystems and circular beauty.

Selected startups will receive a fully funded commercial pilot with one of L’Oréal’s 40 brands, access to 35 markets across South Asia Pacific, the Middle East and North Africa, and a year of mentorship from senior leaders.

L’Oréal described the wider SAPMENA region as a global “Silicon Valley for Beauty Tech”, citing strong digital commerce growth and a young, digitally native consumer base.

Seven startups have already progressed to commercial pilots through the programme, including UAE-based Halo AI, which develops AI-powered influencer discovery tools for beauty brands.

Some of the previous winners include startups from India, Singapore and Australia, which reflects L’Oréal’s push to scale innovation across high-growth markets.

This year’s programme will focus on AI-powered commerce, creator and affiliate ecosystems and circular economy solutions.

L'Oréal SAPMENA Zone president Vismay Sharma says: "SAPMENA is fast becoming a global epicentre for tech innovation. Millions of young, digitally native consumers are fuelling a rapid rise in digital commerce and redefining brand interaction. We believe this region is an important incubator for the future of beauty - a 'Silicon Valley' for Beauty Tech. As AI, the creator economy, and circularity reshape our industry, we are committed to discovering and nurturing the pioneers who will co-lead this transformation."

Hybrid beauty is reshaping the personal care market as consumers increasingly favour multifunctional products that combine skincare and make-up, according to research from GlobalData.

The shift is being driven by growing ingredient awareness, decision fatigue and demand for simpler, high-performance beauty routines.

GlobalData found that 85% of consumers pay at least medium attention to ingredients in beauty and grooming products, reflecting a stronger consumer focus on product efficacy and transparency.

The research suggests post-pandemic behaviour has accelerated a move away from complex beauty routines towards multifunctional, skin-first products that incorporate ingredients such as peptides, niacinamide, hyaluronic acid, collagen, ceramides and SPF into make-up products.

Meanwhile, consumer demand for active ingredients remains strong, with 55% saying collagen is appealing and 46% saying the same for hyaluronic acid.

At the same time, product choice remains a challenge, with around 48% of consumers saying choosing the right beauty and grooming products is confusing, while 27% said simpler ingredients are now an essential purchasing factor.

Additionally, digital influence is also shaping the market, with 48% of consumers saying they are likely to purchase products based on social media influencer recommendations.

GlobalData said the trend signals a broader shift in beauty towards ingredient-led products, scientific credibility and simplified routines.

GlobalData practice head, consumer and foodservice Shagun Sachdeva says: “This shift goes beyond convenience, fundamentally reimagining of the vanity. The traditional boundary between skincare and color cosmetics has dissolved, with consumers no longer willing to compromise skin integrity for a flawless finish. As cosmetics and dermatology converge, the future of the industry will be shaped as much by educating consumers as by product innovation.

“Many consumers struggle to identify the right products, creating a clear whitespace for hybrid beauty to simplify choices through recognisable, multifunctional formulations. And brands that can translate complex science into clear, trustworthy messaging will win consumer confidence.

“The convergence of clinical credibility and digital storytelling is what is propelling hybrid beauty into the mainstream. Brands that successfully bridge the gap between scientific efficacy and social storytelling will be the ones that win long-term loyalty in an increasingly crowded digital marketplace.”

Topical Skin’s Phyto AOX Facial Oil No 10 received “Skincare Product of the Year” at the 2025 Beautyworld Middle East Awards, an event that attracts a broad range of entries across the global beauty sector.

The award-winning product is a medical-grade facial oil developed by founder Ewelina Aiossa. The formula combines ten oils, including Tsubaki oil, holy basil and frankincense, with eight broad-spectrum antioxidants such as turmeric and quercetin. It also contains Bakuchiol, a plant-based retinol alternative, intended to support firming and skin rejuvenation. The oil can be used in spa treatments, including facial massages or as part of a home skincare routine.

According to Aiossa, the development of her skincare products is shaped by a focus on routine use and practical application.

Brand identity & hero product

Topical Skin positions itself between clean beauty and medical-grade skincare, drawing on its founder’s background in professional dermatology-led brands. As Aiossa explains: “I call it a clean dermaceutical. I’m bridging the two worlds. Before, clean beauty wasn’t necessarily efficacious, and derm beauty was efficacious, but it wasn’t necessarily clean.”

The approach combines clinically recognised actives at effective concentrations with careful ingredient selection and formulation choices to minimise irritation. This includes choices around emulsifiers, solvents and antioxidant systems, applying medical-grade standards while keeping to clean beauty principles.

Aiossa describes the brand as the result of a long career in professional skincare rather than a pivot into beauty. She says: “I’ve spent 15 years in this medical-grade, professional-grade skincare. I was the head of SkinCeuticals for the US market for four years, and I worked on Obagi, Avène and many medical-grade beauty brands.”

Aiossa was also previously assistant vice president of marketing at L’Oréal. Drawing on that experience, she says launching her own line allowed her to move faster and retain control over formulation decisions.

She notes: “At SkinCeuticals we would work on a three- to five-year pipeline. Here I can just say, ‘I want to make this formula happen,’ and bring it to market within six months to a year.”

She adds that the brand reflects both her technical background and personal motivation, noting: “This is my passion project. I’m not just another founder who one day woke up and said, ‘I want to have a skincare line.’ This is years of experience in this niche category.”

Consumer challenges

Aiossa notes that consumers often struggle to navigate the large volume of products and information available in the skincare market.

She says: “Consumers can be quite lost today. They don’t know what to use. They don’t know what products are good for them. There’s just so much choice. You feel very lost.”

A central theme in her approach is that skin responses vary between individuals, which can affect product suitability.

She says: “Not everything is going to work with your skin, even if someone’s telling you that this is the best thing ever. They only know their skin. They don’t know your skin.”

Aiossa adds that skincare results usually require long-term use. She emphasises: “You’re not going see the difference in three to six weeks. It’s about the ongoing commitment, reviewing your skin regularly and using products that actually feel right for you.”

She adds: “I love talking about skincare with my clients because they feel like they don’t know much, and I enjoy guiding them through the science and the choices in a way that’s approachable and empowering.”

Research-driven products

Aiossa designs her formulations with attention not only to performance but also to the overall sensory and emotional experience of using the product. She uses natural essential oils rather than synthetic fragrances and cites research suggesting that skin olfactory receptors may respond to aromatic compounds.

She notes that her approach to product development emphasises unique formulations. She states: “Newness always sells. You cannot just be a copycat. It has to be unique, a new ingredient, a new molecule or a new delivery system.”

Aiossa is currently developing a moisturiser designed to support skin volume and barrier function and a peptide-rich serum intended to enhance skin firmness and hydration.

She has described the brand as a long-term project and that outside investment could help scale and expand internationally. However, her focus now remains on formulation and research-based development.

Aiossa’s approach to skincare focuses on practicality, consistency and individual skin needs. Her “clean dermaceutical” approach combines clinically recognised ingredients with formulations designed to reduce irritation. She also emphasises helping consumers make clear choices and bringing products to market efficiently.

Moonglaze, founded by Saudi influencer Yara Alnamlah, has launched in Sephora Middle East.

The launch makes Moonglaze the first Saudi beauty brand to be stocked by Sephora Middle East. It is already sold internationally, including at UK department store Selfridges since late 2024.

In Sephora Middle East, Moonglaze’s full product range will be available, including blush sticks, bronze pods, highlighter sticks and brushes. The launch also includes the FEELS lip liners and MOODS water lip tints, which are debuting exclusively as part of the Sephora rollout.

Alnamlah says: “This move show­cases the grow­ing influ­ence, cre­ativ­ity, and excel­lence of Saudi and regional beauty innov­at­ors, and opens the door for local brands to shine along­side inter­na­tional lead­ers.

“Moonglaze’s debut at Seph­ora reflects a cel­eb­ra­tion of cul­tural pride, vis­ion­ary entre­pren­eur­ship, and a renewed spot­light on beauty that res­on­ates with diverse iden­tit­ies from Riy­adh to the world.”