An entirely new legal entity, Dolce & Gabbana Beauty, was officially launched on January 1, with headquarters in Milan. Photo: Dolce & Gabbana
An entirely new legal entity, Dolce & Gabbana Beauty, was officially launched on January 1, with headquarters in Milan. Photo: Dolce & Gabbana
An entirely new legal entity, Dolce & Gabbana Beauty, was officially launched on January 1, with headquarters in Milan. Photo: Dolce & Gabbana
An entirely new legal entity, Dolce & Gabbana Beauty, was officially launched on January 1, with headquarters in Milan. Photo: Dolce & Gabbana

Dolce & Gabbana to produce its own make-up, skincare and fragrances


Selina Denman
  • English
  • Arabic

The Dolce & Gabbana aesthetic is, at its heart, colourful, celebratory, sensual and unashamedly feminine — ideals that lend themselves to the worlds of beauty and make-up. So the brand’s decision to bring its beauty division in-house, rather than continuing to license it to different partners, makes perfect sense.

Nonetheless, it is the first Italian fashion house to do so, and assuming direct control of the production, sales and distribution of its own fragrance, make-up and, eventually, skincare products, is no small undertaking.

A change in strategy by former license partner, Shiseido, prompted the brand to pursue this new course, which represents a considerable investment and expansion of worldwide operations.

An entirely new legal entity, Dolce & Gabbana Beauty, was officially launched on January 1, with headquarters in Milan. Under the leadership of Dolce & Gabbana’s president and chief executive Alfonso Dolce and Gianluca Toniolo, operating chief executive of Dolce & Gabbana Beauty, the new entity will apply the know-how, creativity and codes of the brand’s fashion, jewellery and homeware divisions to a new family of products.

“We are not creating something from scratch,” Toniolo tells The National. “We are just putting what Dolce & Gabbana has done for the past 35 years into the beauty category. We don’t need to do anything crazy.”

In doing so, it will realise an intention set out by Domenico Dolce and Stefano Gabbana when they first established their eponymous label more than 35 years ago.

Alfonso Dolce, chief executive of Dolce Gabbana. Photo: Dolce Gabbana
Alfonso Dolce, chief executive of Dolce Gabbana. Photo: Dolce Gabbana

“It was the dream of Stefano and Domenico from the very beginning, because when Dolce & Gabbana was born, it was in the minds of Stefano and Domenico to create a real fashion house, and beauty is a very important part of the fashion system. It is totally complementary. It is an important part of the lifestyles of our customers,” Alfonso Dolce says.

To make all this possible, Dolce & Gabbana Beauty has partnered with and become a shareholder in Intercos, a globally operating Italian company specialising in the development and production of beauty products. The new beauty division has already employed 177 people around the world, with plans to have up to 300 employees within nine months.

“This is real news for the beauty world,” Toniolo stresses. “Dolce & Gabbana is the first Italian company to bring the beauty category in-house. The category has a lot of entry barriers, both financial and manufacturing-wise, so the decision to bring it in-house was very courageous, but with a solid vision behind it.

“The big point of difference is if you look at other brands, the fashion division is completely out of the mindset of the beauty division — they are two separate entities, with two different creative directions.

The brand's commitment to craftsmanship is seen in the stopper of the bottle. Photo: Dolce Gabbana
The brand's commitment to craftsmanship is seen in the stopper of the bottle. Photo: Dolce Gabbana

"Here at Dolce & Gabbana, we are one brand, with different competencies and categories. It means the guidelines will drop directly from Mr Stefano Gabbana and Domenico Dolce, and this will allow us to speak, in the beauty category, in the same language as the other categories that Dolce & Gabbana is managing.”

It allows the brand to address a whole new group of customers.

“Beauty is an entry-level category — it’s a category that allows you to come into contact with your younger customers and for them to be contaminated by the brand,” says Toniolo.

“You can touch a lot of customers that might not be able to afford to buy a bag or something more expensive. But with €100 [$105] or €120, you can feel like you are part of the Dolce & Gabbana family.”

Designers Domenico Dolce, right, and Stefano Gabbana. Photo: Reuters
Designers Domenico Dolce, right, and Stefano Gabbana. Photo: Reuters

The focus this year is to develop the Dolce & Gabbana fragrance line. Since the release of its first perfume in 1992, the brand has created more than 100 scents — so it already has a solid standing in this category. But within the next two years, 80 per cent of the fragrance line will be completely new.

On the cards this year are a couple of “blockbuster fragrances for women”, including Q, which is currently being rolled out worldwide, with a Middle East launch slated for April.

An answer to Dolce & Gabbana’s popular men’s fragrance K, for king, the new Q, for queen, is crafted in Italy by perfumer Daphne Bugey, and combines notes of tart Sicilian lemon, blood orange, red cherry and jasmine. It is presented in a geometric bottle topped with a cherry red crown — a playful but artfully crafted nod to the crowns that so often accessorise the design duo’s fashion creations.

Gianluca Toniolo, operating chief executive of Dolce & Gabbana Beauty. Photo: Dolce Gabbana
Gianluca Toniolo, operating chief executive of Dolce & Gabbana Beauty. Photo: Dolce Gabbana

A second fragrance, backed by “a worldwide celebrity”, is due in September. This will be followed by make-up next year and skincare, where the focus will be on ingredients sourced in Italy, in keeping with the fashion brand’s deeply ingrained “Made in Italy” ethos.

The plans are ambitious and already moving quickly, despite a backdrop of global supply chain issues affecting many industries.

“Today, all the world knows about the shortage of materials, raw components, glass, etc,” says Toniolo. “I think supply chains all over the world are struggling with shortages. So we started this year with the perfect hurricane.

“Honestly, I will say that the vision Dolce & Gabbana had, to strike a deal, financial and industrial, with one of the major Italian companies operating worldwide, Intercos, allows us to work with them and to find solutions to these shortages. But for sure, we are struggling like everyone at this moment, with plastic, glass, paper and all other raw materials.”

Nonetheless, the duo are visibly excited about the prospects of this new division and the opportunities it presents. “We have the chance to speak to our consumers worldwide, in one language,” says Alfonso Dolce. “And that language is the Dolce & Gabbana DNA, the Dolce & Gabbana experience, the Dolce & Gabbana mindset of Italian style and craftsmanship.

“Domenico and Stefano started 38 years ago with one dream and today, thanks to all the people who have believed in them over the years, the dream is being given new life.”

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What drives subscription retailing?

Once the domain of newspaper home deliveries, subscription model retailing has combined with e-commerce to permeate myriad products and services.

The concept has grown tremendously around the world and is forecast to thrive further, according to UnivDatos Market Insights’ report on recent and predicted trends in the sector.

The global subscription e-commerce market was valued at $13.2 billion (Dh48.5bn) in 2018. It is forecast to touch $478.2bn in 2025, and include the entertainment, fitness, food, cosmetics, baby care and fashion sectors.

The report says subscription-based services currently constitute “a small trend within e-commerce”. The US hosts almost 70 per cent of recurring plan firms, including leaders Dollar Shave Club, Hello Fresh and Netflix. Walmart and Sephora are among longer established retailers entering the space.

UnivDatos cites younger and affluent urbanites as prime subscription targets, with women currently the largest share of end-users.

That’s expected to remain unchanged until 2025, when women will represent a $246.6bn market share, owing to increasing numbers of start-ups targeting women.

Personal care and beauty occupy the largest chunk of the worldwide subscription e-commerce market, with changing lifestyles, work schedules, customisation and convenience among the chief future drivers.

Buy farm-fresh food

The UAE is stepping up its game when it comes to platforms for local farms to show off and sell their produce.

In Dubai, visit Emirati Farmers Souq at The Pointe every Saturday from 8am to 2pm, which has produce from Al Ammar Farm, Omar Al Katri Farm, Hikarivege Vegetables, Rashed Farms and Al Khaleej Honey Trading, among others. 

In Sharjah, the Aljada residential community will launch a new outdoor farmers’ market every Friday starting this weekend. Manbat will be held from 3pm to 8pm, and will host 30 farmers, local home-grown entrepreneurs and food stalls from the teams behind Badia Farms; Emirates Hydroponics Farms; Modern Organic Farm; Revolution Real; Astraea Farms; and Al Khaleej Food. 

In Abu Dhabi, order farm produce from Food Crowd, an online grocery platform that supplies fresh and organic ingredients directly from farms such as Emirates Bio Farm, TFC, Armela Farms and mother company Al Dahra. 

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Skoda Superb Specs

Engine: 2-litre TSI petrol

Power: 190hp

Torque: 320Nm

Price: From Dh147,000

Available: Now

Who's who in Yemen conflict

Houthis: Iran-backed rebels who occupy Sanaa and run unrecognised government

Yemeni government: Exiled government in Aden led by eight-member Presidential Leadership Council

Southern Transitional Council: Faction in Yemeni government that seeks autonomy for the south

Habrish 'rebels': Tribal-backed forces feuding with STC over control of oil in government territory

Why it pays to compare

A comparison of sending Dh20,000 from the UAE using two different routes at the same time - the first direct from a UAE bank to a bank in Germany, and the second from the same UAE bank via an online platform to Germany - found key differences in cost and speed. The transfers were both initiated on January 30.

Route 1: bank transfer

The UAE bank charged Dh152.25 for the Dh20,000 transfer. On top of that, their exchange rate margin added a difference of around Dh415, compared with the mid-market rate.

Total cost: Dh567.25 - around 2.9 per cent of the total amount

Total received: €4,670.30 

Route 2: online platform

The UAE bank’s charge for sending Dh20,000 to a UK dirham-denominated account was Dh2.10. The exchange rate margin cost was Dh60, plus a Dh12 fee.

Total cost: Dh74.10, around 0.4 per cent of the transaction

Total received: €4,756

The UAE bank transfer was far quicker – around two to three working days, while the online platform took around four to five days, but was considerably cheaper. In the online platform transfer, the funds were also exposed to currency risk during the period it took for them to arrive.

SPEC%20SHEET%3A%20NOTHING%20PHONE%20(2a)
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Wicked: For Good

Director: Jon M Chu

Starring: Ariana Grande, Cynthia Erivo, Jonathan Bailey, Jeff Goldblum, Michelle Yeoh, Ethan Slater

Rating: 4/5

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UK's plans to cut net migration

Under the UK government’s proposals, migrants will have to spend 10 years in the UK before being able to apply for citizenship.

Skilled worker visas will require a university degree, and there will be tighter restrictions on recruitment for jobs with skills shortages.

But what are described as "high-contributing" individuals such as doctors and nurses could be fast-tracked through the system.

Language requirements will be increased for all immigration routes to ensure a higher level of English.

Rules will also be laid out for adult dependants, meaning they will have to demonstrate a basic understanding of the language.

The plans also call for stricter tests for colleges and universities offering places to foreign students and a reduction in the time graduates can remain in the UK after their studies from two years to 18 months.

Volvo ES90 Specs

Engine: Electric single motor (96kW), twin motor (106kW) and twin motor performance (106kW)

Power: 333hp, 449hp, 680hp

Torque: 480Nm, 670Nm, 870Nm

On sale: Later in 2025 or early 2026, depending on region

Price: Exact regional pricing TBA

Call of Duty: Black Ops 6

Developer: Treyarch, Raven Software
Publisher:  Activision
Console: PlayStation 4 & 5, Windows, Xbox One & Series X/S
Rating: 3.5/5

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%3Cp%3E%3Cstrong%3ECompany%20name%3A%20%3C%2Fstrong%3ELeap%0D%3Cbr%3E%3Cstrong%3EStarted%3A%20%3C%2Fstrong%3EMarch%202021%0D%3Cbr%3E%3Cstrong%3EFounders%3A%3C%2Fstrong%3E%20Ziad%20Toqan%20and%20Jamil%20Khammu%0D%3Cbr%3E%3Cstrong%3EBased%3A%3C%2Fstrong%3E%20Dubai%0D%3Cbr%3E%3Cstrong%3ESector%3A%20%3C%2Fstrong%3EFinTech%0D%3Cbr%3E%3Cstrong%3EInvestment%20stage%3A%20%3C%2Fstrong%3EPre-seed%0D%3Cbr%3E%3Cstrong%3EFunds%20raised%3A%3C%2Fstrong%3E%20Undisclosed%0D%3Cbr%3E%3Cstrong%3ECurrent%20number%20of%20staff%3A%20%3C%2Fstrong%3ESeven%3C%2Fp%3E%0A
The specs
 
Engine: 3.0-litre six-cylinder turbo
Power: 398hp from 5,250rpm
Torque: 580Nm at 1,900-4,800rpm
Transmission: Eight-speed auto
Fuel economy, combined: 6.5L/100km
On sale: December
Price: From Dh330,000 (estimate)
The specs

Engine: 1.5-litre turbo

Power: 181hp

Torque: 230Nm

Transmission: 6-speed automatic

Starting price: Dh79,000

On sale: Now

Greatest Royal Rumble match listing

50-man Royal Rumble - names entered so far include Braun Strowman, Daniel Bryan, Kurt Angle, Big Show, Kane, Chris Jericho, The New Day and Elias

Universal Championship Brock Lesnar (champion) v Roman Reigns in a steel cage match

WWE World Heavyweight ChampionshipAJ Styles (champion) v Shinsuke Nakamura

Intercontinental Championship Seth Rollins (champion) v The Miz v Finn Balor v Samoa Joe

United States Championship Jeff Hardy (champion) v Jinder Mahal

SmackDown Tag Team Championship The Bludgeon Brothers (champions) v The Usos

Raw Tag Team Championship (currently vacant) Cesaro and Sheamus v Matt Hardy and Bray Wyatt

Casket match The Undertaker v Rusev

Singles match John Cena v Triple H

Cruiserweight Championship Cedric Alexander v Kalisto

THE BIO

Ms Davison came to Dubai from Kerala after her marriage in 1996 when she was 21-years-old

Since 2001, Ms Davison has worked at many affordable schools such as Our Own English High School in Sharjah, and The Apple International School and Amled School in Dubai

Favourite Book: The Alchemist

Favourite quote: Failing to prepare is preparing to fail

Favourite place to Travel to: Vienna

Favourite cuisine: Italian food

Favourite Movie : Scent of a Woman

 

 

UAE currency: the story behind the money in your pockets
Updated: March 13, 2023, 1:47 PM