Carolyn Taylor is appointed MD for the Decleor, Carita and Shiseido Group UK
The appointment of Carolyn Taylor as managing director of the Decléor, Carita and Shiseido group UK in April this year was a pivotal moment in the restructuring of all three brands.
Her appointment "marked the beginning of an exciting new era for the UK that would provide a clear vision for the future, strong leadership, a happy and united team, and renewed success and growth", declared Alain Emprin, CEO of Decléor, Shiseido and Carita SAS (France), recognising her in-depth knowledge and enthusiasm for the brands garnered over her 14 years with the company.
What’s the secret to her success? Carolyn started out in the industry at the age of 18 when she joined her local department store as a beauty consultant, working with companies such as Revlon, before joining Estée Lauder and emigrating to Canada to work with the brand, once again behind the counter. She returned to England and spent 10 successful years with Christian Dior, holding various positions including area manager, as well as becoming a trainer for the company. Returning to Revlon, this time on the management side, she was responsible for a team of 600 sales consultants, until a chance meeting at her local gym with David Lieber – the man responsible for bringing Decléor to the UK and establishing its success. “I had just set up my own consultancy company and David was just going into retail with Decléor. I joined him for a three-month contract to grow the retail side – we had just opened in Harrods and Selfridges,” says Carolyn. “I stayed on to help out as a sales manager on the salon side, while David looked for a new salon director. I was then given the project of putting Decléor on QVC, which I set-up and presented for nearly 10 years, along with still overseeing the department stores and creating a marketing department – 14 years later, I’m still here. It has been a fantastic journey. ”This hands-on approach has stood Carolyn in good stead for her current role. “I have the day-to-day responsibility of all three brands, and no one day is the same – which I love. One of the challenges we have faced in the past 12 months is to further integrate Shiseido within the company – from warehousing, through to finance and marketing.” Carolyn works closely with – and reports directly to – the head office in France, visiting every month to talk strategies, whether product development or marketing. “Because we are the number one country in terms of sales, our opinion is very important when launching something new or deciding what direction the company is taking,” she says.
How do you feel about the responsibility of taking the brands forward? “I am blessed because I have three fabulous brands – that’s the starting point. It’s like having three children who are all different: you love them differently for different reasons. Decléor is the first brand I got to know. Its expertise and in-depth knowledge of essential oils and how fragile yet powerful they are, and the use of them in skincare is fascinating. The recent technical research we have conducted on essential oils – such as their benefits for the skin – has given us some extremely exciting results. “Decléor operates what I like to call a bespoke service when it comes to product development. Our amazing chemist who creates our products, Denise le Marquand, works closely with the trainers on what they are looking for and on ways to improve products – for example, what results the essential oils can achieve. Obviously, there are still classics in the range and you can’t improve on them – such as Aromessence neroli. “Carita is exclusive. Having been around for more than 60 years, it has incredible heritage. A more technical brand, it still uses plant-based ingredients and is known especially for its amazing pro-lifting facial technique. It is in just over 40 outlets, preserving its exclusivity.” “Shiseido is a global leader in research and development with more than 135 years’ heritage since its inception in Japan. With exceptionally advanced skincare formulations, it is primarily a retail brand, which is its number one priority. “We are looking to reinforce the brand’s premium profile within the UK and excellent customer service. Next year we will look to open an exclusive spa in the UK offering bespoke Shiseido treatments similar to the beautiful Le Mas Candille in Mougins on the Cote D’Azur, France.”
You’ve been dedicating a lot of time and energy working on the company’s three-year plan. How do you propose to build the brands? “Going forward, there are two areas we’ll be looking at. First, training. As a company we have always placed huge emphasis on training and education. We need to help salons invest in their therapists. That’s difficult for them because it is a big expense – in both time and money. “Second, we need to look at ways of helping salons to merchandise and project the products to help make their businesses much more profitable.”
Are there plans to extend the product/treatment portfolio? “We are constantly innovating through our research and development facility. Our formulas are always under surveillance for improvement as well as ongoing emphasis on new product development (NPD). Skin concerns and new technology lead us, so if we find there are more essential oils or ingredients that make a fantastic new improved product, then we will be moving in that way. Watch this space for an exciting new anti-ageing product. “With Carita we have some exciting developments following the gold theme (one of the key ingredients in the Perfect range), while Shiseido has a new range coming out specifically for women going through the menopause and the changes their skin is experiencing.”
What key challenges is the professional UK beauty industry facing and what role do you see the company playing? “I believe the success of the industry will be based on the quality of the therapist. The industry is not going to stop growing. It’s in its early days, but we need to make sure we can deliver the very best to our clients. I think the challenge, in the first instance, is how we can continue to attract the best therapists as I really feel the industry is reliant on their expertise and knowledge. We must continue to train and further develop their skills. “The role of a company such as Decléor is to provide these resources. We need to look at additional training so therapists can continually upgrade their abilities – this needs to be made more accessible by having more regional venues.”
What is the company’s ultimate aim? “I’m blessed with a dedicated, professional and passionate team – that’s important going forward, as is the service we provide our clients. We need to continue to give the very best service in all ways, whether it’s delivering best product, great treatment, or the way our area managers look after our customers. We want to be very strong on service. I think it’s easy to forget that sometimes and to get caught up in all the other things.”
And your personal goal? Professionally to grow the three brands to reach their optimum best; personally to find that perfect balance of really enjoying business and being a proactive MD, but also having time to still do the things I enjoy – because I believe you will then be more successful
