The Estée Lauder

Companies
OPPORTUNITIES AND CHALLENGES IN SUPPLY CHAIN AND
EMERGING MARKETS

Alexis Newkirk
ISDS 7150 | PHASE 1: PAPER
ALEXIS NEWKIRK 0
Introduction
In 1946, Estée Lauder launched her namesake beauty company. She grew to become an iconic
American entrepreneur, well informed on contemporary trends and a visionary
businesswoman. Since its launch, the company has grown into a global beauty conglomerate
reaching women in over 150 countries both online and in stores. 1

Through the years the Lauder family has risen to the 12th richest family in the U.S., with a
combined net worth of approximately $17.9 billion as of 2016. 2 But growing a single luxury
brand into a 29-luxury brand portfolio doesn’t come easy. 3 With the rise of social media and
large-scale beauty influencers, the cosmetics industry is rapidly evolving into trend-based fast-
moving products. This shift calls for a reevaluation of supply chain logistics to meet consumer
demand, bringing with it questions on how to effectively and efficiently develop sustainability
practices, collaborative partnerships, and transparent operations. Throughout this paper, I will
discuss how Estée Lauder maintains its competitive advantage in a growing industry and
compare their practices to several recommendations given in Harvard Business Review case
studies.

Don’t Tweak Your Supply Chain – Rethink It End to End

In this first case study, Hau Lee examines the relationships and responsibilities that companies
must manage in order to implement and maintain an effective, sustainable supply chain.
Oftentimes, firms will begin tackling sustainability from a reactive stance. Whether it is reacting
to government regulations, consumer demands, or an attempt to cut costs, companies efforts
to improve sustainability and go green typically begin with taking substitution measures. For
example, switching out a single ingredient for a cleaner one or replacing lightbulbs to more
efficient fluorescents. But what many companies don’t realize is that these isolated efforts can
lead them to encounter a myriad of unanticipated consequences, whether they be financial,
social or environmental costs. 4
1
“The Estée Story.” The Estée Lauder Companies Inc., The Estée Lauder Companies Inc., 25 July
2017, www.elcompanies.com/who-we-are/the-lauder-family/the-estee-story.
2
Sorvino, Chloe. “Did Too Faced Founders Cash Out Too Early? Sale To Estée Lauder Suggests
Yes.” Forbes, Forbes, 15 Nov. 2016, www.forbes.com/sites/chloesorvino/2016/11/15/estee-
lauder-family-acquisition-billion-too-faced/#5c75c35c7d54.
3
“Our Brands.” The Estée Lauder Companies Inc., The Estée Lauder Companies Inc.,
www.elcompanies.com/our-brands.
4
Lee, Hau L. “Don't Tweak Your Supply Chain-Rethink It End to End.” Harvard Business Review,
Harvard Business Review, 7 Oct. 2014, hbr.org/2010/10/dont-tweak-your-supply-chain-rethink-
it-end-to-end.

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Contrastingly, Lee’s research indicates that it may be much more effective for companies to
tackle sustainability holistically. This could involve widespread changes such as reinventing
processes, developing new kinds of relationships with business partners, and possibly
collaborating with competitors to achieve scale. Learning how to resist the temptation of simply
substituting and instead focusing on supply-chain-wide sustainability initiatives allows
businesses to make being sustainable actually sustainable. Because going green adds
complexity and risks, with supply-chain-wide change comes a true effort in communication,
collaboration, and shared goals. Sustainability must be treated as integral to operations.
Companies must coordinate efforts among every stage of their supply chain, sometimes
reinventing manufacturing processes, working with supplier’s suppliers, and joining forces with
competitors to utilize shared logistics.

According to Lee, to do this companies should begin by identifying all overlapping activities and
explore improvements that can be made collaboratively that a firm would otherwise not be
able to achieve on its own. By using extensive metrics, companies can make sure that supplier’s
suppliers and customers’ customers priorities and interests are being met as well as their own.
Managing interests of companies in developing markets can be especially challenging, as many
are often hesitant to share operating information in fear of it being used against them in
contract negotiations or leaked to competitors. With a little extra care, Lee suggests
maneuvering these obstacles by providing direct aid, altering payment schemes, or other
incentives in order to advance education and beliefs that all in alignment will benefit from the
proposed sustainability initiatives. Winning the trust of these communities in emerging
economies can offer broader opportunities for companies, such as developing education and
quality programs for these suppliers, helping to improve both the quality of the product and the
quality of life for workers.

In agreeance with this article is Nancy Mahon, Senior Vice President of Global Corporate
Citizenship and Sustainability at The Estée Lauder Companies, who said, “Employees,
consumers, and investors are increasingly calling for brands to act responsibly and thoughtfully.
As such, citizenship and sustainability is no longer a business ‘nice-to-have’ but rather an
imperative to staying relevant and competitive in today’s global landscape.” 5 Estée Lauder
companies see their sustainability initiatives as not only improving operational efficiencies, but
also helping to improve talent acquisition and retention and bolster each brand’s identity. As
Estée Lauder’s portfolio includes over 25 distinct brands, their sustainability initiatives are often
tailored brand by brand to fit each consumer base and often become their differentiators.

5
Utroske, Deanna. “Estée Lauder Companies Shares Sustainability Best Practices, Part
1.”Cosmeticsdesign.com, William Reed Business Media Ltd., 24 Apr. 2017,
www.cosmeticsdesign.com/Article/2017/04/25/Estee-Lauder-Companies-shares-sustainability-
best-practices-part-1.

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Linking sustainability initiatives with existing brand processes allows their communications and
strategy teams to leverage these differentiators in each brands’ marketing and messaging.

Mahon notes that Estée Lauder companies adopt a similar approach to that proposed by Lee,
where their sustainability programs are effectively integrated across product life cycles, from
sourcing to consumption. But with this also comes the usual challenges of raising awareness
and excitement among key internal decision makers and gaining support to address
sustainability issues in a proactive way. Mahon states that for Estée Lauder companies, like
many others, “sustainability programs are cost centers at the outset, so securing financial
backing can be a challenge. As with any investment, leverage data and analytics to demonstrate
how sustainability programs can improve efficiencies and save costs in the long run, both
financial and reputational.” 6 Hosting leadership events and maintaining involvement in cross-
industry working groups has helped Estée Lauder make a business case for sustainability
programs as well as provide superior products and develop talent, allowing them to leverage
their sustainability initiatives as competitive advantages in the constantly evolving cosmetics
industry.

The Transparent Supply Chain

There’s much more to an effective supply chain than going green and cutting costs. In this next
case study, Steve New discusses the emerging technologies being used to display provenance
and transparency throughout a product’s life cycle. With the exposition of supplier scandals like
worker suicides at iPhone supplier Foxconn and lead-based Mattel toys, consumers,
governments and companies are calling for greater transparency about the systems and
sources that bring us our goods.7 Quality, safety, ethics, and environmental impact concern
multiple interest groups and with the democratization of technology, supply-chain risks are
easier found and broadcast to the world. With technology allowing for information at our
fingertips, more and more people are asking questions and paying closer attention to what they
are buying.

However, finding an effective way to manage and collect this information poses questions for
company leaders and supply chain managers. How do we make sure our information is
accurate? Which degree of information is useful to consumers? How do we keep certain
information secure? And how can we market our supply chain transparency wisely? Are all key
questions being asked and decided on. With complex logistics, these answers don’t always
6
Utroske, Deanna. “Estée Lauder Companies Shares Sustainability Best Practices, Part
2.”Cosmeticsdesign.com, William Reed Business Media Ltd., 25 Apr. 2017,
www.cosmeticsdesign.com/Article/2017/04/26/Estee-Lauder-Companies-shares-sustainability-
best-practices-part-2.
7
New, Steve. “The Transparent Supply Chain.” Harvard Business Review, Harvard Business
School Publishing, 7 Sept. 2017, hbr.org/2010/10/the-transparent-supply-chain.

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come easy, but the benefits a company can achieve if implemented effectively can be worth the
effort.

As consumers take a greater interest into product origins, technology is providing them with
new tools to verify company ethics. Online verification codes, smartphone visual-reader
technology, and next-generation 2D bar codes are all allowing consumers and companies to
track and load every detail of an item’s production process onto the packaging or item itself.
According to New, just as tracking technologies enrich the downstream relationship with
customers, these new developments also shape what a firm should come to expect from its
upstream suppliers. Having the ability to track back to the smallest supplier gives companies
the opportunity not only to market their supply chain ethics and capitalize on it, but also the
ability to quickly identify risks and areas for improvement.

According to Roberto Magana, Senior Vice President and Chief Procurement Officer at the Estée
Lauder Companies, they “are committed to operating ethically and sustainably, with the highest
business standards and in abidance with the laws that govern our operations around the world.
We aim to develop long-lasting, trusting and mutually beneficial relationships with suppliers
who share our strong values and who demonstrate the same commitment to operating
responsibly and ethically across all facets of business.”8 On their website, Estée Lauder details
that they use a number of tools to verify supplier sustainability, such as a Green Chemistry
sustainability assessment for raw-material suppliers and a Sustainability Scorecard for
packaging-component suppliers and third-party manufacturers. 9 They also provide multiple
articles and resources detailing the standards their suppliers are held to and their commitment
to health and safety, the environment, ethical practices and anti-corruption, and improper
payment and gifts in their Supplier Code of Conduct.10

In terms of packaging innovation, Estée Lauder is making moves into reducing their dependence
on fossil fuel-derived plastic packaging materials and works to continue to identify
opportunities to substitute with renewable materials. Their life cycle analysis software allows
them to identify the environmental impacts associated with their packaging materials and
design, allowing them to make more informed decisions about sourcing. 11 While their use of

8
Magana, Roberto. “Suppliers.” The Estée Lauder Companies Inc., The Estée Lauder Companies
Inc., www.elcompanies.com/suppliers.
9
“Responsible Sourcing Practices.” The Estée Lauder Companies Inc., The Estée Lauder
Companies Inc., www.elcompanies.com/suppliers/what-we-value/responsible-sourcing-
practices.
10
“Supplier Code of Conduct.” The Estée Lauder Companies Inc., The Estée Lauder Companies
Inc., www.elcompanies.com/suppliers/what-we-value/supplier-code-of-conduct.
11
“Product and Packaging Innovation.” The Estée Lauder Companies Inc., The Estée Lauder
Companies Inc., www.elcompanies.com/our-commitments/sustainability/product-and-

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tracking technology in product labeling is still developing, it is apparent that Estée Lauder is
committed to its values across company facets. Its portfolio website is transparent and offers
multiple webpages of information on their relationships with suppliers and commitment to
quality and sustainability, and their use of life cycle analysis software and Green Chemistry
framework is further proof that technology is driving transparency.

It May Be Cheaper to Manufacture at Home

Where to develop manufacturing and distribution centers is often driven by cost, with little
consideration into flexibility and other factors. In this case, Suzanne de Treville and Lenos
Trigeorgis explore the decision-making process when it comes to locating manufacturers and
the implications it truly has on bottom line cost. They explain that conventional business tools,
such as the widely-used discounted cash flow model, can lead to supply chain mistakes such as
under- or overproduction and delays due to engineering specifications. As a result, companies
are not left in an ideal situation to be prepared for the unexpected. Though their supply chains
may be low cost, this is conditional as long as everything goes according to plan, but costs can
quickly add up should problems arise. As a solution, de Treville and Tigeorgis suggest
complementing a discounted cash flow model with a real options valuation, allowing companies
to put a dollar figure on flexibility in the supply chain and assess the value of having direct
control. 12

Estée Lauder combats the unexpected by developing manufacturing and distribution centers
around the world in their largest and most emerging markets. They currently have 22
manufacturing and distribution centers around the globe, with many of them located in the
same cities as major global offices. Aligning with the localization advice of de Treville and
Trigeorgis, their first manufacturing facility is located just outside the company’s global
headquarters in New York City. According to their website, Estée Lauder appears to divide their
global business into three distinct regions in terms of operations: the Americas; Europe, the
Middle East, Africa; and Asia/Pacific. 13

In addition to locating many of their offices close to operations centers, Estée Lauder also takes
a sustainability interest in the centers themselves. In 2014, they signed a lease for a 10,000
square foot space in New York, New York. This space was designed using the Tenant Energy

packaging-innovation#lifecycle-analysis.
12
de Treville, Suzanne, and Lenos Trigeorgis. “It May Be Cheaper to Manufacture at
Home.”Harvard Business Review, Harvard Business School Publishing, 7 Oct. 2014,
hbr.org/2010/10/it-may-be-cheaper-to-manufacture-at-home.
13
“Global Operations.” The Estée Lauder Companies Inc., The Estée Lauder Companies Inc.,
www.elcompanies.com/who-we-are/global-reach/global-operations#/Manufacturing/Est
%C3%A9e Lauder Companies.

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Optimization process, which integrates energy efficiency into tenant space design and
construction and delivers excellent financial returns through energy conservation. 14 Using
energy performance modeling, incremental costing information, and cost savings projections,
to determine when janitorial services would be performed, when lights would be turned off,
and to implement alerts when energy use is detected outside the regular working schedule.
Their use of energy monitoring technology is further proof that Estée Lauder is committed to
understanding and managing the economic, environmental and social impacts of its entire
value chain.

The Triple-A Supply Chain

Contrary to popular belief, companies whose supply chains are efficient and cost-effective
typically don’t gain a sustainable advantage over their rivals. According to Hau Lee, the same
author as the first case study we covered, supply chains with these characteristics actually
deteriorate over time. 15 Although high speed and low cost are necessary to an effective supply
chain, they are not enough to provide companies with a sustainable competitive advantage
over their rivals because they are unable to respond to unexpected changes in supply and
demand. This often results in markdowns, excess inventory, and reduced profits. In fact, these
characteristics combined with an inability to generate an accurate demand forecast can lead to
oversights in production. Varying levels of production to accommodate demand can cause
managers to neglect fixing bugs in their manufacturing process, leading to a higher number of
defective goods and eventually an assembly shutdown. Clearly, the inability to expect the
unexpected can quickly escalate one problem into many, racking up expenses and putting stress
on supplier relations.

Another reason Lee states against typical cost-structured supply chains is that efficient supply
chains often become uncompetitive because they are unable to adapt to changes in the
structures of markets. Because of the constantly changing supply and demand, new competitive
entries, and emerging technology, it is essential for supply chains to be able to change with
these things, rather than stay stagnant. In this case, what appears to be stable actually will not
grant you true stability in the long run. To combat these industry-wide complications, Lee states
that only those companies who build agile, adaptable, and aligned supply chains are able to
sustain a competitive advantage.

With the emergence of social media and rapidly changing trends, companies who can roll with
the punches and quickly respond to sudden and unexpected changes in the market come out
on top. While most supply chains answer this by playing speed against costs, companies who
14
“The Estée Lauder Companies Case Study.” ULI Tenant Energy Optimization Program, Urban
Land Institute, tenantenergy.uli.org/case-study/estee-lauder-companies-inc/.
15
Lee, Hau L. “The Triple-A Supply Chain.” Harvard Business Review, Harvard Business School
Publishing, 31 July 2014, hbr.org/2004/10/the-triple-a-supply-chain.

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are agile are able to respond both quickly and cost-efficiently. Agility now goes hand in hand
with contingency plans and having these in place when operating in rapidly changing markets
can minimize the amount of recovery time caused by setbacks. Not just having contingency
plans but integrating them into part of your operations allows companies to become more agile
and prepared for the unexpected.

According to Lee, companies can build agility into their supply chains by implementing several
things. First, continuously providing data on changes in supply and demand to partners so they
can respond quickly allows all firms involved to have the same information at the same time
and respond to inconsistencies accordingly. Secondly, developing and maintaining collaborative
relationships with suppliers and customers allows companies to foster a team mentality when it
comes to designing or redesigning processes, components, products, and back-up plans. Having
the extra expertise and man power allows firms to respond faster to changes and innovate
continuously. Building on this, Lee’s third suggestion is to design products so that they share
common parts and processes initially, only differing substantially by the end of the production
process. This postponement mindset allows companies to respond to supply and demand
fluctuations once they have information on consumer preferences. Part of this process involves
Lee’s fourth suggestion, to keep a small inventory of inexpensive, non-bulky components that
are often the cause of bottlenecks so that products can be finished even if supply chains break
down. The last steps in building an agile supply chain are building a dependable logistics system
and developing a team that knows how and when to invoke backup plans. Having a dependable
logistics system can give companies peace of mind when encountering unexpected needs, but
this can only be achieved with trained and prepared managers with well thought-out
contingency plans.

The next important step in building a competitive supply chain is to become adaptable. Lee
states that great companies don’t stick to the same supply networks when markets or
strategies change. Rather, the best supply chains are able to identify structural shifts by
analyzing the latest data and tracking key patterns. They also do not hesitate to relocate
facilities, change supply sources, and outsource manufacturing with the shifting market tides.
Companies who operate not only defensively, but proactively in this manner are more likely to
succeed in launching new products and consequently breaking into new markets. The initial
thought of this approach can typically make companies cringe at the sight of costs, envisioning
multiple expensive supply chains. However, designing your process with adaptability in mind
can also allow companies the opportunities to procure the best manufacturing and distribution
capabilities. Adaptability allows for the use of flexible designs and standardized processes,
making it easy to switch manufacturing from one supply network to another, ultimately saving
on costs due to quick response time.

In order to consciously build adaptability into a company’s supply chain, Lee suggests that the
ability to spot trends and the capability to change supply networks are essential. Effectively
identifying future patterns first requires the tracking of economic changes. Tracking these
changes, especially in emerging economies, can allow companies to identify new, cheaper

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outsourcing opportunities. Secondly, using these patterns to uncover the needs of your
ultimate consumers so as to not fall victim to the p effect, where supply chains unintentionally
distort and amplify demand fluctuations so as to try and anticipate what the next link in the
chain will need. In order to adopt the capability to swiftly and effectively switch supply
networks, new suppliers must complement existing ones and company product design teams
must be aware of the supply chain implications of their designs.

The third alignment component of competitive supply chains connects agility and adaptability.
Referring back to the bullwhip effect, where suppliers, assemblers, distributors and retailers
aim to maximize their own interests and in turn hurt the effectiveness of the whole chain,
communication throughout the chain is essential to success. Alignment of interests through
constant communication and sharing of data allows the chain to work together instead of as
separate links. As Lee states in the case, one way companies align their partners’ interests with
their own is by redefining the terms of their relationship with one another so that they all
operate as equals in sharing risks, costs and rewards. Sometimes, this can involve redesigning
incentives or processes so that partners can work closer together with more shared interests
that ultimately benefit the supply chain as a whole.

It is important to note that a sustainable competitive advantage is not achievable by simply

adding one of these characteristics alone but can only be achieved by the combination of the
three. Though each characteristic is easily achievable on its own, truly successful firms apply a
combination approach of all three. While these changes may seem like a lot of work, most firms
fail to realize that the infrastructure for a triple-A supply chain is sometimes already in place
due to their mindset and unwillingness to change. Managers must work to dispel the stigma of
finalized supply chains, give up the efficiency mindset, and take responsibility for the chain at
every level.

Until recently, Estée Lauder’s portfolio had been historically low inventory turnover. But with
the emergence of YouTube beauty mega-bloggers such as Jaclyn Hill, Zoella, Nikki de Jager, and
Tanya Burr, trends are moving faster and quickly shifting consumer demand toward well-
reviewed and publicized products.16 Responding to these market changes, Estée Lauder made
moves to capitalize on emerging industry trends by acquiring Becca Cosmetics and Too Faced
into their brand portfolio in 2016. As these brands primarily distribute product through
Sephora, a trend-driven retailer, rather than department beauty counters, Estée Lauder was
put in a position to reevaluate its supply chain and configure it for a speed-to-market
perspective not only for Becca and Too Faced, but also for their other legacy prestige brands
which are moving towards meeting trend demands. 17 According to Karen Grant, a global
16
“Top Beauty Influencers on YouTube.” NeoReach Influencer Marketing Platform, NeoReach,
17 July 2017, neoreach.com/top-10-beauty-influencers-youtube/.
17
“Is Fast Beauty the Next Fast Fashion?” Technology and Operations Management, Harvard
Business School, 12 Nov. 2017, rctom.hbs.org/submission/is-fast-beauty-the-next-fast-fashion/.

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beauty industry analyst, this shift into social-driven beauty has changed the way brands
compete against one another. She says, “Brands that were once considered indie and niche are
no longer and consumers are very receptive to these brands and they are really driving the
market.” 18

Combined with the influx of beauty influencers and lowered barriers to entry thanks to social
media, prestige beauty has moved to outperform mass, increasing 7 percent in 2015 to $16
billion of the $62 billion U.S. beauty market. For beauty conglomerates like Estée Lauder to
continue to grow, they will need to continue to acquire smaller, trend-driven, niche brands to
meet the consumer demand for specialization. In addition to cosmetics, Estée Lauder has also
through its acquisition of niche fragrance brands Le Labo, Frederic Malle, and By Killian in the
past three years to meet consumer preferences for unique scents over celebrity-endorsed
perfumes. This has led its fragrance division to grow by 10 percent at $1.5 billion as of 2016.

This market shift into fast beauty is allowing Estée Lauder to begin building and learning from
agile, adaptable, and aligned supply chains. With social-driven trends, this opens up the
opportunity to track demand using social media analytics, making it essential for
interdepartmental collaboration on refining supply chain logistics to meet consumer desires. L2
research firm founder Maureen Mullen comments, “Lauder’s acquisition of Too Faced is a signal
that the company recognized how important it is for them to diversify their distribution.”
Adding sales channels to their supply chain has allowed Estée Lauder to become more
adaptable as millennials flock to retailers like Sephora and Ulta rather than department stores.
However, it still has some relationship building to go with these retailers. According to Mullen,
“When Sephora entered the U.S. back in 1998, Lauder held back… Their core franchises, like
Clinique and Estée Lauder, were very late to the Sephora game and as a result it’s been difficult
for them to get some of the prime placement.” Right now, Estée Lauder depends on its own
stores for one third of its total growth, so increased communication with downstream
distribution channels could allow them better alignment and more opportunities in the coming
year.

We’re In This Together

Lastly, when talking about supply chains it is also important to talk specifically about
partnerships. While many business and supply chain deals only require contracts, it is often not
possible to reach a company’s goals without a partnership. According to the authors of this
case, Douglas M. Lambert and A. Michael Knemeyer, supply chain partnerships succeed only
when high-potential relationships with aligned expectations are targeted. 19 Only when

18
Fernandez, Chantal. “Estée Lauder vs. L'Oréal: Who's Winning Beauty's Arms Race?” The
Business of Fashion, The Business of Fashion, 31 Jan. 2017,
www.businessoffashion.com/articles/intelligence/estee-lauder-vs-loreal-whos-winning-
beautys-arms-race.

ALEXIS NEWKIRK 9
mismatched and unrealistic expectations occur between firms is a company at risk of a failed or
ineffectual partnership that probably shouldn’t have existed in the first place.

According to their website, Estée Lauder tackles supplier partnerships with a sense of shared
reward for innovation. Their objective states that they “aim to create mutual value and growth
opportunities by establishing more integrated partnerships focused on innovation, speed to
market, agility, cost and overall operational excellence.” 20 Their partnership focus is an
optimistic one, centered on early-development collaboration aimed at joint-value-creation
innovation. This allows them to involve their partners throughout the development process,
creating an innovation pipeline.

Recently, Estée Lauder partnered with Perfect Corp. to launch the first ever Augmented Reality
Training delivering live AR makeup education for the brands 17,000 global beauty advisors. 21
This technology allows Estée Lauder’s Global Education team to host live training sessions, track
attendance, engagement, and overall trainer and participant performance. This partnership has
also allowed the introduction of Virtual Try On in stores, allowing customers to virtually test out
cosmetic shades and recreate model looks from advertising campaigns, set to debut in 2018.

Conclusion
As with any company, Estée Lauder is constantly evolving and reevaluating its place in the fast-
moving beauty-industry. Their strengths lie in their ability to identify new acquisitions to satisfy
consumer demand and diversify its brand portfolio as well as incorporate its values throughout
every level of the widespread company. They constantly strive to make sustainable choices in
their manufacturing process, whether it be in the completed products or the processing
environment itself, and work to closely collaborate with suppliers through shared data and new
innovation. While improvement is a never-ending process, the Estée Lauder Companies strive
to maintain competitive advantages and monitor costs by remaining agile in the face of
changing demands.

19
Lambert, Douglas M., and A. Michael Knemeyer. “We're in This Together.” Harvard Business
Review, Harvard Business School Publishing, 31 July 2014, hbr.org/2004/12/were-in-this-
together.
20
“Partners in Innovation.” The Estée Lauder Companies Inc., The Estée Lauder Companies Inc.,
www.elcompanies.com/suppliers/working-together/partners-in-innovation
21
“YouCam Makeup and Estée Lauder Expand Global Partnership.” Business Wire, Business
Wire Inc., 14 Dec. 2017, www.businesswire.com/news/home/20171214005739/en/YouCam-
Makeup-Est%C3%A9e-Lauder-Expand-Global-Partnership.

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