Revlon, Inc.
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Acquisitions
3
Total Acquisitions
$1.5B
Disclosed Deal Value
2016
$870M
Added prestige skin care and fragrance assets.
Gave Revlon greater exposure to Elizabeth Arden, fragrance, and prestige channels.
The acquisition broadened the portfolio but contributed to leverage and integration complexity.
2013
$660M
Re-entered professional beauty and salon channels.
Added professional products and distribution reach.
The deal broadened the portfolio but added complexity before the later restructuring.
1987
Expanded Revlon into hypoallergenic and sensitive-skin beauty positioning.
Added a differentiated mass beauty brand to the portfolio.
Almay remains part of Revlon's consumer brand portfolio.
Revlon's growth strategy centers on brand refreshes, retailer execution, product innovation speed, Elizabeth Arden, digital commerce, professional beauty, supply chain discipline, and post-bankruptcy cost control.
Revlon makes money by selling branded color cosmetics, hair care, fragrances, skin care, professional beauty products, and beauty tools through mass retail, pharmacies, department stores, salons, distributors, e-commerce, and licensing channels.
Revlon's notable portfolio moves include Almay, CND, The Colomer Group, Elizabeth Arden, and related beauty brands.
Revlon uses deals to add beauty brands, professional channels, fragrance, skin care, and retail shelf presence.
Deals can add products, technology, customers, markets, talent, or strategic partners that support Revlon's broader strategy.
No. Revlon also relies on organic product development, customer growth, partnerships, and execution.