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The evolved beauty consumers of today are more informed, engaged and connected than ever before. To them, beauty and wellness are increasingly interchangeable concepts, resulting in a focus on holistic beauty.

Consumers carefully analyze ingredient lists, and they choose brands that share their values and community. They’re also looking to new technology and artificial intelligence to personalize their beauty routines—helping them not only look good, but also feel good.

From self-care products to curated subscription boxes to new ingredients with research-backed benefits, there are many ways to create a community of beauty consumers that are loyal to retailers and brands. But don’t be overwhelmed: It’s not too late to join the conversation with your beauty consumers—they’re listening, and they’re more than happy to connect directly with you to provide their feedback. So, how do you empower these informed consumers, especially when they have so many options nowadays?


Consumers know best, and they expect more from brands and retailers than they have in the past. So it’s not enough to simply label your products as “natural.” Today’s discerning consumer already knows the basics of natural beauty and natural—packaging claiming natural does not convince her anymore. She wants the specifics. For example, are the ingredients humane-certified? And what, exactly, are the incredible ingredients in the product? Call them out and label them prominently, because consumers are looking for particular ingredients that excite or interest them.

You don’t have to make big sweeping changes to drive loyalty and growth. In addition to using established ingredients like rose and almond, focus on innovating with ingredients that excite and spark curiosity, like creatine, arginine, and probiotics. Consumers are interested in these new ingredients, but it’s your job to make them believe by messaging the benefits in a credible manner. Only you know which ingredients are most appropriate for your products, and you should start with what your consumers want and will want in the near future.


It’s what’s inside that counts, particularly when it comes to beauty products. Women want to look and feel good, and they expect their products to offer beauty and wellness benefits. In particular, they’re looking for “clean” products that do not contain any undesirable ingredients and have credible sustainability claims, such as recyclable or biodegradable packaging. And yet, convenience is still the driving force for consumer purchasing—consumers, for now, are willing to make compromises with their values for the sake of convenience. But don’t think of this as choosing between one or the other. Instead, consider how you can invest in products that are both convenient and sustainable. You’re not compromising, and consumers shouldn’t compromise either: Make products in which sustainability is a built-in, convenient feature.


Improved technology and artificial intelligence are breaking down the barriers between you and your consumer—so, have a dialogue with her and keep her engaged. Remember that she has multiple channels to find the perfect product for her values and lifestyle, so give her reasons to understand that your brand or product is personalized for her.

Investing in advanced hardware and software technology is one way to enhance her experience, from on-demand beauty consultation apps to personalized product formulations to at-home light treatment devices. Online engagement is another proven method for driving consumer engagement, from social media to e-commerce exclusives—she may intend to “just browse,” so give her an excuse to purchase now. Automating the process is convenient for both parties: Curated boxes and subscription services are customizable, ideal for testing new products or ingredients, and offer savings in bundles. Give them multiple reasons to come back, and consumers will not only stay brand loyal, but also become brand evangelists.

Lucky you—beauty retailers, brands, and manufacturers are in an age where you can form loyal, engaging relationships with your consumers. By empowering women to choose, innovating in both sustainability and convenience, and engaging in personalization and custom experiences, you will form deeper connections with an increasingly diverse consumer base.


Written By Karen Wolfe, Vice President, Client Consulting at Nilesen

Tuesday, 02 April 2019 00:00

Four Ideas to Regulate the Internet

Technology is a major part of our lives, and companies such as Facebook have immense responsibilities. Every day we make decisions about what speech is harmful, what constitutes political advertising, and how to prevent sophisticated cyberattacks. These are important for keeping our community safe. But if we were starting from scratch, we wouldn’t ask companies to make these judgments alone.

I believe we need a more active role for governments and regulators. By updating the rules for the internet, we can preserve what’s best about it — the freedom for people to express themselves and for entrepreneurs to build new things — while also protecting society from broader harms.

From what I’ve learned, I believe we need new regulation in four areas: harmful content, election integrity, privacy and data portability.

First, harmful content. Facebook gives everyone a way to use their voice, and that creates real benefits — from sharing experiences to growing movements. As part of this, we have a responsibility to keep people safe on our services. That means deciding what counts as terrorist propaganda, hate speech and more. We continually review our policies with experts, but at our scale we’ll always make mistakes and decisions that people disagree with.

Lawmakers often tell me we have too much power over speech, and frankly I agree. I’ve come to believe that we shouldn’t make so many important decisions about speech on our own. So we’re creating an independent body so people can appeal our decisions. We’re also working with governments, including French officials, on ensuring the effectiveness of content review systems.

Internet companies should be accountable for enforcing standards on harmful content. It’s impossible to remove all harmful content from the internet, but when people use dozens of different sharing services — all with their own policies and processes — we need a more standardized approach.

One idea is for third-party bodies to set standards governing the distribution of harmful content and measure companies against those standards. Regulation could set baselines for what’s prohibited and require companies to build systems for keeping harmful content to a bare minimum.

Facebook already publishes transparency reports on how effectively we’re removing harmful content. I believe every major internet service should do this quarterly, because it’s just as important as financial reporting. Once we understand the prevalence of harmful content, we can see which companies are improving and where we should set the baselines.

Second, legislation is important for protecting elections. Facebook has already made significant changes around political ads: Advertisers in many countries must verify their identities before purchasing political ads. We built a searchable archive that shows who pays for ads, what other ads they ran and what audiences saw the ads. However, deciding whether an ad is political isn’t always straightforward. Our systems would be more effective if regulation created common standards for verifying political actors.

Online political advertising laws primarily focus on candidates and elections, rather than divisive political issues where we’ve seen more attempted interference. Some laws only apply during elections, although information campaigns are nonstop. And there are also important questions about how political campaigns use data and targeting. We believe legislation should be updated to reflect the reality of the threats and set standards for the whole industry.

Third, effective privacy and data protection needs a globally harmonized framework. People around the world have called for comprehensive privacy regulation in line with the European Union’s General Data Protection Regulation, and I agree. I believe it would be good for the internet if more countries adopted regulation such as GDPR as a common framework.

New privacy regulation in the United States and around the world should build on the protections GDPR provides. It should protect your right to choose how your information is used — while enabling companies to use information for safety purposes and to provide services. It shouldn’t require data to be stored locally, which would make it more vulnerable to unwarranted access. And it should establish a way to hold companies such as Facebook accountable by imposing sanctions when we make mistakes.

I also believe a common global framework — rather than regulation that varies significantly by country and state — will ensure that the internet does not get fractured, entrepreneurs can build products that serve everyone, and everyone gets the same protections.

As lawmakers adopt new privacy regulations, I hope they can help answer some of the questions GDPR leaves open. We need clear rules on when information can be used to serve the public interest and how it should apply to new technologies such as artificial intelligence.

Finally, regulation should guarantee the principle of data portability. If you share data with one service, you should be able to move it to another. This gives people choice and enables developers to innovate and compete.

This is important for the internet — and for creating services people want. It’s why we built our development platform. True data portability should look more like the way people use our platform to sign into an app than the existing ways you can download an archive of your information. But this requires clear rules about who’s responsible for protecting information when it moves between services.

This also needs common standards, which is why we support a standard data transfer format and the open source Data Transfer Project.

I believe Facebook has a responsibility to help address these issues, and I’m looking forward to discussing them with lawmakers around the world. We’ve built advanced systems for finding harmful content, stopping election interference and making ads more transparent. But people shouldn’t have to rely on individual companies addressing these issues by themselves. We should have a broader debate about what we want as a society and how regulation can help. These four areas are important, but, of course, there’s more to discuss.

The rules governing the internet allowed a generation of entrepreneurs to build services that changed the world and created a lot of value in people’s lives. It’s time to update these rules to define clear responsibilities for people, companies and governments going forward.


Written By Mark Zuckerberg, CEO, Facebook

Discovery, Inc. and BBC Studios today jointly announce a series of agreements, reigniting their historic relationship with a significant multi-million pound global content partnership spanning a library of premium factual series to power a new global streaming service, and a bespoke development deal for BBC Studios’ iconic genres of natural history, animals, adventure, science, travel, space, history and civilization documentaries. Additionally, the two companies have concluded the future of UKTV’s channels business in the UK with a structured split that complements the strategic focus and commercial business of both organizations.

The new 10-year content partnership, effective in all territories outside the UK, Ireland and Greater China, will make Discovery the exclusive global home of BBC landmark natural history programmes in SVOD, including the Planet Earth, Blue Planet and Life collection of titles, the recently lauded Dynasties and others, as well as future BBC-commissioned landmark series from BBC Studios, following their linear transmission. Discovery also acquires SVOD rights to hundreds of hours of BBC programming across factual genres. All of this iconic content will form one of the pillars of a new global streaming service, which will also include some of the best of Discovery’s programming library, original content created for the service, and experiences and offerings that go well beyond video. The service will launch by 2020 and will form a key part of Discovery’s unique and growing portfolio of direct-to-consumer services that will enable fans to ‘view and do.’ These services will also be made available to distribution partners for retail.

Discovery and BBC Studios have also signed a bespoke development deal to create new landmark factual content for Discovery that furthers audiences’ discovery of the world for both linear and digital distribution. This deal reunites the two media and entertainment brands that worked together on unrivalled natural history series such as Planet Earth, Walking with Dinosaurs, Life and Blue Planet. The two companies will co-fund a dedicated development team within BBC Studios.

Discovery to take full ownership of UKTV’s ‘lifestyle’ channels and BBC Studios of UKTV’s ‘entertainment’ channels

Under the terms of the UKTV deal, which is expected to complete in late Spring 2019, Discovery takes full control of lifestyle channels Good Food, Home and Really, in line with its editorial strategy and further strengthening its global leadership position in factual entertainment. Discovery has an existing portfolio of 16 channels in the UK including Discovery Channel, TLC, ID, Animal Planet, Eurosport, Quest and Quest Red and the Quest OD video-on-demand service. This new agreement strengthens Discovery’s position in the UK as a factual entertainment leader engaging passionate communities of fans on every screen with trusted, high quality brands and content. Following completion, James Gibbons, EVP, GM, UK/IRL/ANZ & Commercial Development, Discovery EMEA, will manage the lifestyle channels as part of Discovery’s UK portfolio.

BBC Studios acquires the remaining seven channels - Alibi, Dave, Drama, Eden, Gold, Yesterday and W - along with digital player UKTV Play, and the UKTV brand. These channels are the most closely aligned to its own content strategy and supply, with BBC programmes currently delivering around half the viewing for these seven channels, and accounting for around 95% of BBC Studios’ content on UKTV today. Following these changes, the entertainment channels will continue to operate under the UKTV brand out of UKTV’s offices and BBC Studios will look to grow investment into UK programming, including original content, for the channels it will own. Following completion, Marcus Arthur, President, UK, Ireland & ANZ, BBC Studios Distribution, will also assume the role of CEO, UKTV. Marcus Arthur, who joined BBC Worldwide in 1991, has previously held the roles of Managing Director, BBC Magazines and MD, Global Brands and New Ventures, and sits on the UKTV Board.

Financial Terms

As part of the UKTV agreement, BBC Studios will make payments totalling £173m to Discovery. This includes a balancing payment in relation to the channels acquisition and the assumption of £70m of debt, currently financed by Discovery. This will be financed through existing borrowing facilities. Discovery will also receive at least an additional £10m from UKTV, as the parties will share the existing cash on the company’s balance sheet, reflecting outstanding dividend, and other ancillary value transfers to Discovery through the transaction.

BBC Studios and Discovery have also agreed to a short-term Programme Licensing Agreement for the supply of BBC Studios lifestyle content to Discovery’s UKTV channels in the UK.

David Zaslav, President and CEO of Discovery, said: “As the two market leaders in landmark natural history and iconic factual programming, Tony and I look forward to working together again - our teams represent over 100 years of combined experience. Discovery will be taking that expertise and creating the definitive global streaming product for curious and passionate viewers of all generations who want the most trusted, family friendly storytelling in the world.

“From the planets to the poles, and documenting every species in between, the world has always been part of Discovery’s DNA. It is who we are. Telling these stories is our mission and it is more important now than ever before. The new platform will be the first global direct-to-consumer service with the category’s most iconic IP including the Planet Earth series, future sequels and spin-offs to all existing landmark series, and new exclusive natural history and science programming coming in the future. There is tremendous value in the marketplace for these programming categories which have broad appeal and strong multi-generational engagement, and we hope to fill the void in the global marketplace for a dedicated high quality product.”

Tony Hall, Director-General of the BBC, said: “The BBC makes outstanding natural history and science programmes. They are ground-breaking and demonstrate the quality and depth of our know-how. It is vital that we keep investing and growing them for the future. This is our largest ever content sales deal. It will mean BBC Studios and Discovery will work together to take our content right across the globe through a new world-beating streaming service. Global subscribers are in for a real treat: the best content on a great new platform.

“This is brilliant news for audiences here as it will enable the BBC to invest even more in factual programming for them. That’s also why BBC Studios taking control of the UKTV channels that best fit our programmes is good news. It means a secure future with long-term commercial returns. The UKTV team has done a fantastic job and I am delighted that will continue.”

Dentsu Aegis Network India Strengthens its Creative Structure

Dentsu Aegis Network (DAN) India has announced an enhancement in its creative structure. Agnello Dias (Aggi), Chief Creative Officer & Co-Founder Taproot Dentsu, will now take on the additional responsibility of Creative Chairman, Dentsu Aegis Network India. In his new role, Dias will now also guide and mentor the creative output of all DAN India companies even as he continues his services with Taproot Dentsu.

Dias, previously the National Chief Creative Officer for JWT India, has been with Taproot Dentsu, the agency he co-founded, for 10 years now. Today the agency has a robust structure with Santosh Padhi (CCO & Co-founder), Umesh Shrikhande (CEO), Pallavi Chakravarthi (ECD), Ayesha Ghosh (General Manager) and Shashank Lanjekar (Head of Strategy) in Mumbai and Harjot Narang (General Manager), Titus Upputuru (ECD) and Anand Murty (Head of Strategy) in Delhi, leading their teams across a diverse portfolio of national and local brands.

Agnello Dias, CCO & Co-Founder Taproot Dentsu & Creative Chairman DAN India said, “Taproot Dentsu is now a robust, full-fledged agency, based in two cities and run by a team of capable and talented professionals. In fact, this is the team that has been at the forefront of everything the agency has done for some time now. With the structure now in place and Paddy (Santosh Padhi) leading the way with the rest of the team, it was felt that I could stretch myself to also work with the other hungry and talented teams across the DAN network in India. It is an exciting part of my life’s journey and I hope it’s fruitful for all.”

Speaking on Agnello’s enhanced role, Ashish Bhasin, CEO Greater South, Dentsu Aegis Network and Chairman & CEO India said, “It is really delightful to add on an additional responsibility of Creative Chairman DAN India to Aggi. The entire creative community in India looks up to Aggi for his tremendous achievements. His mentoring of creative talent across all DAN India agencies will make DAN India an unbeatable creative powerhouse. I am really glad that Aggie has agreed to stretch himself and share his unparalleled talent across the group. I look forward to him chairing the DAN India Creative Council.”

Marketing and policy teams both say they want to collaborate more but admit there’s too little interaction today

As people increasingly look to brands to take the lead on environmental and social issues, marketers understand that they should seek greater input from policy teams.

Marketers will have to work more closely with in-house policy teams not only to help brands avoid regulatory scrutiny but also to meet society’s rising expectations.

Nine out of 10 marketers agree that it is increasingly important to have input from the policy team in order to meet society’s changing brand expectations and demands for companies to help solve the world’s many challenges.

New research from WFA with input from global PR firm, Edelman, and released at Global Marketer Week in Lisbon today, highlights the demand on both sides for greater interaction, with 87% of policy experts and 68% of marketers wanting to see greater collaboration.

Today’s reality, however, is that 65% of policy executives said they felt there was too little interaction between the two teams, a view supported by 43% of marketers.

Most marketers see the value that policy teams bring in avoiding regulatory challenges, with 65% of marketers able to think of a time when the policy team helped avoid regulatory scrutiny.

But marketers think even more dialogue and collaboration between policy and marketing will be required in the future when it comes to brand purpose (51%), building stakeholder trust (57%), company purpose (57%), risk management (66%), brand safety (69%), data collection and privacy (74%) and corporate reputation and responsible marketing (both 80%).

The findings are based on responses from 97 marketers and policy experts representing 50 WFA member companies and a collective advertising spend of more than US $60 billion.

Making greater co-operation a reality, however, means addressing big cultural challenges between the teams. Many marketers feel policy professionals do not understand the challenges they are up against (54% agree) while policy professionals feel misunderstood to an even greater extent, with 76% of policy respondents stating that marketers do not understand the challenges they face.

Policy executives felt marketers would describe them as “compliance officers” (48%), “regulatory firefighters” (41%), “business partners” (41%), and “regulatory safeguarders” (41%). They weren’t far off as those were the top phrases marketers chose: 58% described them as “compliance officers”, 50% as “regulatory safeguarders”, 45% as “business partners”, and 45% as “regulatory firefighters”.

Marketers felt their policy colleagues would describe them as “business-focused” (71%), “risk-takers/boundary pushers” (58%), and “creative” (53%). In reality, 74% of policy executives described marketers as “business-focused”, 57% described them as “creative”, and 45% described them as “short-termist”.

“The prevailing perception is that marketing is more creative and business-minded while the policy function is focused on compliance and regulation. But this can and should evolve; there is an opportunity for policy professionals to demonstrate the value they can bring to the business in more compelling and creative ways, positioning themselves as strategic advisors with unique insights which can contribute to bottom line growth,” said Stephan Loerke, CEO, WFA.

Other findings from the research include:

97% of policy people say they can do more to make their agenda more compelling to marketers.

Marketers welcome some input from policy teams on brand positioning, but few see it is as essential. While 17% said input is essential, a far greater number said some input was welcome (31.4%), while others (37%) said it could be helpful at times but wasn’t crucial.

Less than 45% of marketers see policy people as business partners and only 34% see them as strategic advisors.

Stephen Kehoe, Global Chair, Practices, Sectors & IP, Edelman commented: “Consumer and stakeholder expectations that brands will continue to invest in relevancy, including values and purpose, has never been higher. Delivering on this requires a whole-enterprise approach, especially joined-up thinking between marketers and public affairs professionals. In this new era of the belief-driven buyer, non-alignment between these two powerful sets of brand ambassadors presents a major risk to a company’s reputation.


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