Industry Odisha Bureau, Sep 03: Shiseido sees India’s highly diverse beauty market as demanding strategic brand localisation. India’s exceptional diversity makes standardised global beauty strategies increasingly difficult to implement. Nicole Tan, Shiseido’s Asia Pacific president and chief executive, highlighted India’s complex market dynamics. The nation spans twenty-eight states with distinct cultures, climates and varying consumer behaviours.
Indian consumers increasingly embrace diversity, individuality and self-expression in beauty product preferences. Historically, much of India’s market focused heavily on fairness and whitening products. The shift toward diverse beauty ideals creates significant opportunities for global beauty companies. Tan noted that women now feel confident embracing their unique and personal identities.
Digital-first and direct-to-consumer beauty brands are reshaping how consumers discover beauty products. Social media and ecommerce have created consumers far more aware of specific ingredients. These digital channels enable detailed comparisons of formulations and product composition information. Direct-to-consumer brands successfully compete on ingredient transparency at prices below prestige labels.
Premium beauty remains strategically significant despite the rising ingredient awareness among consumers today. Tan argued that formulation, innovation, safety and rigorous testing differentiate premium brands substantially. The science and processes behind product development create measurable differences between brands. Premium companies invest significantly in research and testing that competitors may not.
Shiseido entered India in two thousand one, steadily expanding its brand presence since. The company launched makeup brand Nars in October two thousand twenty-three successfully. Shiseido is now introducing Anessa sunscreen to strengthen and broaden its India portfolio. The company positions these launches as part of its broader India strategy.
India’s vast geography makes ecommerce particularly important for beauty brand distribution strategies. Organised retail infrastructure remains underdeveloped compared to more mature and developed consumer markets. Shiseido currently imports all products sold in India, maintaining its import-led operations model. The company has no immediate or medium-term plans for establishing local manufacturing operations.
Prestige beauty segment expands faster than the broader beauty and personal care sector. India’s diverse consumer base and ingredient awareness create substantial growth opportunities for brands. Shiseido’s India strategy reflects how global brands must balance standardisation with local needs. Understanding twenty-eight different Indias remains essential for building relevant and authentic consumer connections.
