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EF: With the aim of ranking among Pierre Fabre's top 5 global subsidiaries, what are your main priorities and strategies for reaching this goal?
AM: The former General Manager Philippe de Carvalho left the legacy of placing Pierre Fabre Brazil among the top ten. We have been present in the country for more than 20 years but significantly raised our footprint by acquiring Darrow in 2006. Four years later, we solidified our presence at the corporate level, appointing directors and building a solid framework. Now, our primary objective is to secure a spot in the top five within our group. Currently, we are in the sixth position in dermo-cosmetics, and we believe we have the potential to reach our goal by 2025.
The health and beauty market in Brazil ranks fourth largest globally. Based on estimates from IQVIA and Euromonitor, Brazil typically holds the sixth or seventh position worldwide in derma cosmetics. These rankings are based on value, as Brazil's potential in terms of volume is considerably higher.
Our strategy for growth revolves around four main pillars. The first is ensuring that Pierre Fabre, with its array of brands, caters to the derma cosmetic needs of everyone, from Gen. Z to mature generations. Our commitment is to make dermo-cosmetics products accessible to all Brazilians.
The second pillar prioritizes dermatologists as our primary partners. From this year onward, in Brazil, we focus exclusively on derma cosmetics. Segments, like oncology, have already been handled by distributors.
Meanwhile, we can focus our attention on dermatology, reaching out to professionals to ensure they prescribe our product. Cooperation with dermatologists is pivotal, as they help us shape our products and address patient needs right from the beginning.
The third pillar emphasizes the digital realm. We recognize the prominence of social media platforms and the need to adapt to different networks and innovative ways of product interaction. Even though we are steadfast in maintaining our core identity as an organization that produces products developed with dermatologist expertise. We are embracing this new digital era, shifting from conventional campaigns to a more engaging approach to connect particularly with Gen Z consumers. Striking this balance is essential.
Lastly, our fourth pillar revolves around people. Since taking the helm, I have focused on fostering transformation and inclusivity within Pierre Fabre. We are proud of our current gender balance, with over 50% women in our Brazilian affiliate and a well-distributed leadership. There is still considerable work ahead, but we strive to attract more young talent and individuals from Brazil’s diverse communities.
EF: What is your current product line focus, and how are you tailoring it to the region?
AM: In Brazil, we proudly offer three primary brands: Avène and Ducray, renowned international brands under the Pierre Fabre group, and our homegrown Brazilian brand, Darrow. Our production plant in Brazil produces at high-quality international standards, as ingredients such as Avène Thermal Water are directly sourced from France. In the product range, we cover all age groups, offering skincare solutions from acne to anti-age treatment, sun protection, and highly scientifically advanced products for hair care.
For Avène, Brazil is currently number ten in value, but our goal is to climb to the top five brands in the country within the next five years. Meanwhile, Darrow is our primary revenue generator in Brazil. For about 15 years, its focus was mainly on acne and anti-dandruff hair care, yet our Brazilian Innovation Center, established in 2018, has been instrumental in developing exclusive formulas for Brazilian skin. Darrow's portfolio has since expanded to include body care, anti-breakage, anti-hair loss products, and a vast range of sun care items.
We conduct extensive consumer research to evolve our portfolio and cater to consumer needs. The unique attributes of Brazilian skin, particularly its oiliness and diverse phototypes, present a challenge and an opportunity for specialized development. We focus on innovation, aiming to anticipate unmet needs and introduce 10-15 new products from the Brazilian Innovation Center (BIC) annually to keep up with Brazil's dynamic market. We aim to reach 70-80% penetration in Brazil, making dermo-cosmetics accessible to a broader audience. Despite the competitive market, our consistent double-digit growth over 10 years is fueled by a commitment to affordability and accessibility. Even teenagers can start their skincare journey with products at an affordable price. This guides our strategy for the coming years.
On a broader note, our unwavering focus on science-based products sets us apart as a company. One key differentiator for our medical representatives is that we aim to meet not just consumers' needs but dermatologists' patients' needs. We understand and guide how our products can complement other treatments. Pierre Fabre's core mission is rooted in helping people heal their skin. The Innovation Center in Brazil epitomizes this focus, ensuring our research is localized, personalized, and science-driven, promoting skin health and safety.
EF: How are you taking scientific research and projects from Brazil across borders?
AM: Our factory in Brazil is the only one outside Europe for dermo-cosmetics, producing a high volume of units. The national brand Darrow is already being distributed in Mexico. Establishing the youthful and vibrant image of the brand on an international level has been an exciting move for us. We are using this momentum and plan to launch Darrow in other Latin American countries soon.
EF: How do you educate your clients, medical professionals, and dermatologists on your product usage?
AM: In Brazil, we are deeply committed to sun safety education and run campaigns, like "Orange December," always in line with the campaign guidelines organized by Brazilian Dermatology Society.
We introduce and promote our products with medical representatives and by participation in congresses. Nevertheless, since the population’s access to professional dermatology in Brazil is relatively low, we are broadening our reach through social media. Especially for the strong Gen Z appeal brand Darrow, social media campaigns have proven effective in capturing attention and disseminating our message. To strengthen our digital presence, we work with top dermatology influencers in Brazil. We curate content to convey our message quickly, considering the short attention span on these platforms.
Many people use social media as their primary source of information. This mirrors the growing challenge faced by dermatologists who are increasingly dealing with patients influenced by celebrities or friends. Therefore, at Pierre Fabre, we understand the importance of working with influencers in these social channels. Still, we always ensure to collaborate closely with medical professionals to offer high-quality content to navigate this landscape effectively. We have our in-house dermatologists and educate our influencers. Consequently, they are eager to share their knowledge because they recognize Pierre Fabre as a reputable company.
EF: Looking back at your first year as General Manager, what accomplishments are you most proud of?
AM: This year, we achieved record-breaking sales and launched Darrow in Mexico. Our market share is at an all-time high, and we reduced voluntary turnover by 50%. In our global internal surveys, we rank among the top three in the Pierre Fabre group for plant research and hold the first position worldwide for employee engagement and recommendation as a great place to work. These achievements reflect the dedication of our engaged team, not just in the present but also in building a promising future. We are currently the second-largest marketing unit, aiming to become number two in value. With a robust pipeline of launches ahead, we are investing in our people and creating career opportunities. Celebration is an essential part of our journey.
EF: What is your advice for women in leadership positions?
Balancing the roles of a woman, a mother, and a professional is challenging and requires exceptional organization and sometimes tough choices, prioritizing family and career. Despite these challenges, progress is essential, and the corporate world is transforming.
When I began my career in the male-dominated sales sector, I had to adopt a tougher approach. Thankfully, times are changing. Companies now understand the importance of fostering inclusivity for women and various communities like the LGBTQIAP+ and people from diverse backgrounds. It is about leaving a positive legacy for future generations.
