As competition heats up in the $599 billion beauty industry, brands must choose between expanding widely or refining their core identity to stand out.
Jack-of-All-Trades or Master of One?
In today’s booming beauty industry, brands are faced with a tough question: should they do it all, or do one thing really well?
With beauty and personal care now worth over $599 billion globally, the market is becoming saturated. According to Euromonitor International, 25% of new launches fall into this space. This has created pressure for both new and established brands to grow quickly, sometimes at the cost of losing their unique identity.
Two Paths to Success
To stay relevant, brands typically take one of two routes: either they expand across multiple categories to become a “one-stop shop,” or they stay focused on a single core product or service.
But how do consumers respond to these different approaches? Today’s beauty buyers are more informed than ever. They care about ingredients, results, and brand values.
Fenty Beauty: A Model of Strategic Growth
Fenty Beauty offers a clear example of slow and thoughtful expansion. Over eight years, it grew from a color cosmetics brand to include skin care, fragrance, and most recently, hair care. At every step, the brand kept its message of “beauty for all” front and center.
“Fenty did one thing very well first,” explains brand consultant Stacey Levine. “It nailed color cosmetics, then waited three years before moving into skin care, and another four before launching hair care.”
This careful timing helped Fenty build a loyal customer base in each category before moving on to the next.
Charlotte Tilbury: Depth Before Breadth
Charlotte Tilbury followed a similar path. The brand began in 2013 with luxury color cosmetics. It then added one skin care product to support the makeup line.
Consumer behavior analyst Riani Kenyon notes that wide expansion only works when rooted in brand values. “Brands like Fenty and Charlotte Tilbury don’t seem scattered because their growth is an organic extension of a strong identity,” she says.
Brand Trust is Hard to Earn
Launching too many products too fast can confuse consumers. “Trying to be everything to everyone often leads to a loss of identity and trust,” warns Levine.
Instead, trust must be earned slowly, either through strong cultural relevance, a standout brand personality, or high-performing flagship products.
Conclusion: Strategy Matters More Than Size
In the end, the right path depends on the brand’s vision. Broad portfolios can work—but only with a clear identity and careful strategy. Meanwhile, brands that focus on doing one thing well can also win, especially if they build deep customer loyalty first.
In a crowded field where consumers are smarter and more values-driven, clarity isn’t just helpful—it’s essential.
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