Hello everyone, and welcome to Coty's Strategic Update webcast. With us today, we have Sue Y. Nabi, Coty's Chief Executive Officer, and Laurent Mercier, Coty's Chief Financial Officer. After the presentation, we will move to a live Q&A. Please note that you can submit your questions at any point during the presentation by clicking on the questions tab at the upper left-hand corner of your screen. With that, let me turn it over to Sue and Laurent.
Good morning. Good afternoon. Laurent Mercier, Coty's Chief Financial Officer, and myself are very happy to welcome you to this strategic update today. I'm very excited to be able to share with you our strategic plans, which really expands on the five core strategic pillars we have been discussing in the recent months. At the same time, we've been moving incredibly fast to put our action plans in motion, and it's my pleasure to be able to share how our strategy is already coming to life in our core brands and core markets with some tangible operational improvements.
While our focus today is on our multi-year strategy to accelerate growth, we expect to come back to you in the fall of this year as we plan a formal investor day during which we will share more details on the strategy, more example of what's been accomplished, and more granular financial targets. Coty overview. Let me start first by giving you an overview of this company, both its rich heritage and what our company looks like today. As you can see, this is a quote from the last century by François Coty, who said that creating the best products, presenting these products in a perfect container, beautifully simple, but of impeccable taste, charge a reasonable price for it, and you will witness a great business arise such as the world has never seen. Let's see what is Coty today.
Coty today is a global leader in fragrance and color cosmetics, with strong positions in key markets with a diverse brand portfolio. As you can see here, Coty is the number one fragrance maker worldwide. It's the number four color cosmetics maker with revenues at the level of $4.2 billion. Number two in America when it comes to prestige fragrances. Number two in the U.S. when it comes to mass cosmetics. Same position in prestige fragrances in U.K. Number one in mass cosmetics in U.K. Number one in prestige fragrances in Germany. Number four in mass cosmetics with a collection of a portfolio of iconic and modern brand across fragrances, cosmetics and skincare, as you can see it at the bottom of this slide. Our sales are diversified across channels, as you can see it on this slide, with luxury representing almost half of our business.
Mass beauty representing 36% of our business. Last but not least, e-commerce representing 17% in the first half of FY 2021, reaching almost 19% on the last quarter of Q2. If you move now to the next slide, you'll see that this company is also diversified in terms of categories. As you can see here, the company is strongly rooted in prestige fragrances, 52% of the business. A quarter of the business is rooted in mass cosmetics in Europe and in America. Prestige skincare is still small, and the room there is huge, 6%. Prestige cosmetics is only 3% of the company. Body care is 8% of the company, and mass fragrances represent 7% of the company.
If we move to the geographical footprint, as you can see, this company is having a diversified sales, I would say footprint worldwide with North America representing a third of our sales. Western Europe representing almost a third again of our sales. Eastern Europe and Middle East representing 18% of our sales. Latin America representing 8% of our sales. Last but not least, China only 3%. Global travel retail 3%, and this is clearly due to the loss of people traveling during fiscal 2020 and fiscal 2021. This is clearly going to rebound quickly. China, 3% as I said it before. Moreover, APAC representing 7%. You can imagine where the growth potential is for a company like this.
If you move to the next slide, you'll see that we have also a portfolio of iconic brand across key price tiers, moving from mass with brands such as COVERGIRL, Sally Hansen, Max Factor, Adidas, David Beckham or Rimmel to brands in the premium area of the business such as of course, Lancaster, Marc Jacobs, Philosophy, Calvin Klein, Hugo Boss, Kylie by Kylie Jenner, Lacoste and of course, brands that are at the top of the pyramid in the prestige area such as Chloé, Burberry, Gucci or Bottega Veneta to name a few. This company has also a long story of innovations, 116 years of innovations. First in fragrances and makeup. As you can see, the beginning of the last century, Coty and François Coty has been inventing the first fragrance mixing in natural and synthetic components.
The first company to invent the latest olfactory family ever invented, which is the chypre category. More recently, in the 1980s, the invention of the first long-lasting cologne called Davidoff Cool Water, the first unisex fragrance under Calvin Klein with CK ONE, or in 2007, something that really reinvented what it is to be a premium fragrance brand with Marc Jacobs Daisy, that won all the prizes for its very unique packaging. This was in fragrances and makeup, but the story is almost the same when it comes to skincare. As you can see here, the company and some of the key brands of the company, mainly Lancaster on one side and a bit of COVERGIRL, have been inventing key categories of the beauty business of today.
As you can see here on this slide, in 1961, so 60 years ago, COVERGIRL invented what we call today clean beauty, clean makeup. It launched the first medicated foundation, mixing a makeup foundation and on the other side, Noxzema ingredients. This is clearly something that's becoming today a key segment of the growth of the beauty market worldwide. In 1976, a brand such as Lancaster has introduced the first retinol patent. Guess what? Today, everyone is talking about retinol and how these dermatological-inspired ingredients are taking over the world of skincare. Lancaster has also been the brand that invented what we call dynamic hydration. That has become a norm today when it comes to how do we hydrate skin deep inside. Lancaster has also been the brand that has been introducing things such as DNA repair claims, or oxygen therapies when it comes to skincare formulation.
Clearly, this brand, Lancaster, has been continuing, including more recently with this genetic and epigenetic repair technology, that's a patented one, has been continuing to fuel, in a way, innovation that was not used in the rest of the company at Coty. On the other side, as I've said it before, COVERGIRL has invented 60 years ago clean makeup and invented, in fact, what we call today, and everyone is speaking about the skinification of the makeup industry when it launched in 2009, the first makeup-skincare hybrid called Simply Ageless.
As you can see, there is a lot of history, a lot of patents, a lot of IP, and a lot of innovation on which this company has been built in the past, and we can really leverage this to build the future, and you'll see it throughout my presentation. Let's have now a quick look at the beauty market. This beauty market is clearly a robust and resilient market that's been growing, thanks to the luxury business that you can see on this side, displayed on the left of the slide. Clearly driven by the biggest chunk of the market, which is skincare, has been growing very strongly in the last years. Then second, of course, fragrances, + 4%. Last but not least, makeup, which is a quarter of this market, has been also growing until the crisis of the COVID by 8%.
On the mass beauty side, the CAGR since 2015 has been lower, around 4%. The key drivers and the biggest chunk of the market are skincare, and then, of course, makeup and a mix of fragrances, shower gels, and deodorants that we could call self-care. If you move to the next slide, you'll see that clearly the growth in the luxury business is going to be clearly fueled by categories such as skincare, but also fragrances and clearly a clear rebound of makeup that's going to happen as soon as, hopefully, the beginning of next year. You can see on the next slide that it's clearly the beauty drivers of this business, especially the luxury one, are China, whose momentum is led by growing disposable income, fueling demand for luxury beauty, and of course, heavy exposure toward skincare, specifically premium skincare.
Clearly, the acceleration on e-commerce is a key driver for this business, the luxury business. Number four, the ultra-premium category that's remaining the fastest-growing subcategory, be it in fragrances or skincare. Last but not least, travel retail that's heavily depressed today, that's going to re-accelerate back as soon as probably starting this summer. You can see more in detail that this China growth is fueled by clearly key contributing factors such as the disposable income that's going to grow per capita by 60% in the next four to five years. Of course, you can clearly see that China's current beauty spending per capita has room to progress in the future, since it represents more or less 20%-40% of the one from the U.S., and 10%-20% of countries such as Korea and Japan. Now we move to the second growth lever, which is e-com.
That's clearly a key driver with countries such as China. As you can see on the figures on the left of the slide, luxury beauty e-com market sales + 67% at the end of last year, + 34% in America. The other element of premiumization is clearly the premiumization of all categories in this area of luxury business, starting with fragrances. Here you have two examples, the American market and the Chinese one. In both regions and countries, you can see that premium plus, ultra-premium are clearly very strongly growing key drivers of the growth of this market. We can see the same picture when it comes to China. That's fueling the luxury skincare market, with ultra-premium representing more than a third of this market, and super strongly growing at + 40%.
Premium plus is 20% of this market, growing at 13%. The overall market is growing at +33%. The fourth lever of this growth is clearly travel retail recovery. That's hand-in-hand with the luxury beauty growth market. In calendar 2019, travel retail market reached $37 billion, with 25% made of fragrances, 24% made of makeup, and 51% made of skincare. Calendar year 2020 travel retail beauty market declined very strongly, as you know it, driven by over 97% decline in international passenger traffic. At the same time, what we call domestic travel retail, and more specifically, Hainan, has emerged as a leading destination for almost 80 million Chinese consumers, with beauty sales reaching already $2 billion. You can expect the international travel to start inflecting in the second half of this calendar year, with consumer surveys suggesting strong pent-up demand for travel.
Now we move to the mass beauty. As you can see, mass beauty continue moderate growth in the coming years, led mainly by skincare expansion, clearly also by makeup recovery. What are the mass beauty key future growth drivers? As you can see them, number one, again, premiumization. Number two, digital and e-com acceleration. Number three, clean, sustainable beauty, and we'll see it later, is fueling this growth. Number four, the skinification of all beauty routines. Number one, premiumization fueling mass beauty growth. As you can see it here, premium franchises as a percentage of mass beauty sales have been growing by 600 basis points year-on-year in the U.S., 200 basis points year-on-year in the U.K. E-com is the second driver of mass beauty growth.
As you can see it here clearly, in terms of brick-and-mortar sales for the next few years, we see these growing in the down low single-digit CAGR. Amazon Beauty sales, for example, that has been doing +28% year-over-year during calendar 2020, are going probably to continue to grow in the up-teens in terms of CAGR for the next years. The third lever of growth, this one is really linked to the product offer, we clearly see clean beauty fueling mass beauty growth very strongly. Clean beauty is estimated to have reached something like $36 billion in 2019 already, accounting for close to 10% of total beauty markets. Clean mass cosmetics outpaced overall mass cosmetics in the U.S. by 17 percentage points in the last 12 months.
Beauty product launches last year with cruelty-free, vegan, clean, or natural claims accounted for a third of the American launches and a quarter of the launches that we've seen in Europe. The fourth lever of growth is the one of skinification of the makeup industry, and in general, of all beauty routines. As you can see here on the left side of the slide, this is clearly going to reach a percentage of launches on the color cosmetics using moisturizing claims. It's going to reach almost 40% worldwide. On products such as face makeup, if you see which ones are displaying an SPF last year, already 70% almost of the products have SPF in China, and 20% of these display an SPF claim in America. You can imagine the room there is very, very important. Now let's move to Coty's strategy.
We have six strategic priorities, and I'm going to spend a bit of time, a few seconds on this one, because these are the things we're going to repeat meeting after meeting, both internally and externally. Number one, stabilizing our consumer beauty makeup brands and mass fragrances. Number two, there is huge potential to accelerate our luxury fragrances and become a key player in prestige makeup, given the powerful portfolio of licenses we have in the luxury division. Number three, we are going to build a skincare portfolio across both divisions. Number four, of course, building e-com and direct-to-consumer expertise, and also capabilities. Number five, these number one, number two, number three, and number four levers are going clearly to help us to extend in China on luxury and select consumer beauty brands.
Of course, becoming a beauty leader in sustainability is clearly the direction in which the two divisions are going in. Let's start first with how we are stabilizing our consumer beauty business. If you move to the next slide, you'll see that we've been working a lot since a few months to clarify the brand portfolio in cosmetics. This is clearly the key condition to consumer beauty stabilization via brand positionings and repositionings. As you can see on this pyramid, we have clarified each and every brand positioning in terms of price tier, but also in terms of competition. COVERGIRL, Rimmel London, and I would say the German Rimmel that we intend to merge with Rimmel at a moment or another, Manhattan, are competing in front of a brand that's labeled in New York.
On the upper tier, you can see that a brand like Max Factor, with its very professional makeup artistry image, or Bourjois with its chic, French chic, is clearly going to compete in front of a brand like L'Oréal Paris. On top of the pyramid, we have a jewel that no one else has in this industry, which is called Sally Hansen, which we are positioning more than ever as the brand that's going to propose at affordable prices, salon alternative solutions. If we move to the next slide, you'll see that each consumer beauty brand has been repositioned. If we go from the top to the bottom, you'll see that COVERGIRL has a brand-new brand equity and sense of purpose. This brand is clearly going to encompass the uplifting power of makeup, and you see what this means.
This new equity has started to be implemented as early as last month. Max Factor is going to become the brand that's going to take consumers from ordinary to extraordinary with a new equity that starts to be deployed in stores and online and on TV as soon as next June 2021. Rimmel London is going to encompass the freeing power of makeup with a new equity that's starting again in stores. You'll see it also in TV commercial in June 2021. Bourjois, French beauty with power of positivity. This one is going to be introduced a bit later. Of course, Sally Hansen, the salon expertise at affordable price. A strong equity is already in place, and there it's really the extension of the brand.
If you move to the next slide, you'll see that we start with COVERGIRL, the one that's going to encompass what we call the uplifting power of makeup. Stabilizing COVERGIRL, which is consumer beauty number one brand by revenue, starts with a redefinition of the brand equity, making sure this brand is positioned in key trends that I've been sharing with you earlier, which are clean beauty and the skinification of everything, making sure this brings new targets to the brand, but also to our retailers, and of course, making sure this is visible quite quickly in in-store execution. You can see on the next slide that COVERGIRL is still the most beautiful, the most loved, and the most powerful brand in America. Number one, spontaneous awareness, as you can see it on the right of the slide, ahead of the competitors.
The first makeup brand consumers mention ahead of key historical competitors, but also for all the new indies. Last but not least, very strong in terms of brand power, almost a third bigger than the second brand. This is clearly linked to the fact that this brand is still the most loved makeup brand in America. Why is this brand loved? You can see on the next slide that consumers love COVERGIRL because of its products and because of its leadership since years and years. As I've said it before, COVERGIRL invented clean makeup 60 years ago, COVERGIRL has reinvented clean makeup through Clean Fresh launch that happened last spring with fresh, healthy-looking skin, 100% vegan formulation, and this product has been the number one new foundation launch for the last calendar year.
COVERGIRL was also the brand that invented what we call today the skinification of the makeup industry with the first anti-aging makeup for mature skin, that is still the number one anti-aging foundation in America, and this was invented in 2009. Last but not least, COVERGIRL has invented Outlast, which is the first, what we call non-transfer foundation of the American market, that is sweat-proof, transfer-proof, and humidity-proof, providing full coverage and long wear of the result. Last but not least, on the face category, it has been also putting on the market one of the ranges that displays the biggest number of shades to include all skin types and all skin colors with TruBlend. COVERGIRL was also, if you see it on the next slide, the inventor of what we call modern mascara. COVERGIRL invented what we call molded brush mascaras.
These molded brush mascaras are the only ones that allow to get a very visible high volume, and at the same time, a very, I would say, defined, lash definition. This is clearly something that reinvented the mascara market. COVERGIRL was the brand that has invented this years and years, I would say, decades ago. I remember this from my older life. This Lash Blast franchise is still an industry icon with its claim of 10x the volume. COVERGIRL has been also innovating more recently to capture what we would call the premium part of the mascara market with Exhibitionist. That's been growing steadily for 11 straight quarters of double-digit growth. Many other things such as Perfect Point, the number one eyeliner in America, or TruNaked, which is still the number one palette brand in color cosmetics.
As you can see, this brand has been inventing a lot of things that are making today what we call modern makeup, modern skinification of makeup, clean makeup or trendy makeup with high-end mascaras, palettes, and liners. You're going to ask me what went wrong, in fact. Again, in 2018, the relaunch took COVERGIRL away from its core. As you can see it here, pre-2018, the logo and the tagline of the brand was very clear. It was all about this easy, breezy, beautiful vision of beauty with creative aesthetics that were very easily recognizable and an A-list celebrity talent strategy. In 2018, 2019, COVERGIRL moved to a new tagline that is, "I Am What I Make Up ," which was absolutely impossible to understand by everyone, including people into the company.
A new creative aesthetic that you can see is very dark with a vision of femininity that had nothing to do with what the brand has been doing in the past, and a more lifestyle talent strategy, which really took away the light from COVERGIRL. I wanted to show you something very, very simple in terms of example. This one speaks by itself. As you can see on the left, these are the blisters of Lash Blast, which is the number one mascara equity in America prior to 2019. As you can see on the blister, the brush of the mascara is visible. The orange brush is visible, the purple one behind it was also visible. And as you know, it may be consumers, when they shop in store, they like to see the size and the shape of the brush, which will give them a sense of the result.
Somebody has decided in 2019 to close the mascaras, to put these mascaras on black and white blisters, and suddenly the sales started to drop simply because people didn't recognize their favorite mascara. They couldn't understand anymore why this mascara is better than the others just by watching the brushes. Last but not least, when you go with the black and white blister, as you can imagine, the backgrounds of the Walmart or CVS stores are white and gray sometimes. Suddenly, the products didn't pop anymore, in stores. We've decided to come back to these blisters as soon as now so that we can show back these brushes. This is clearly a big change that's going to help us.
This happened not only on mascaras, but it also happened on lip color, where lip color was displayed and then was hidden, and now it's back again and displayed again in stores. This is going to help us a lot to recover our uniqueness, our strength in terms of visibility when it comes to our unique products in stores. You can see on the next slide that we are also harnessing our equity to propel into the future. We're back to the COVERGIRL easy, breezy, beautiful COVERGIRL. As you can see it on the next slide, the brand equity is clearly back with a mainly '80s epitomizing healthy and carefree American beauty. On the next slide, you'll see that to do that, we've been clearly betting on the key trends of the market. First, winning in clean beauty.
Second, winning in what we call makeup skinification. Number three, winning with Hispanic consumers. Of course, number four, making sure this brand is expressing itself in an omni-channel landscape. First, winning in clean beauty. This is clearly what we've been doing last year with Clean Fresh that's been launched in spring 2020. That's really all about showing fresh, healthy, natural skin, which is one of the biggest trend of the beauty industry in general. This product was formulated without parabens, sulfates, phthalates, talc, and many other things, and it was also infused with coconut milk and aloe. It's been the number one foundation launch of spring 2020. It had 2x the trial rate of the closest competitor. This product was 100% incremental to the total Clean franchise, and it's over-indexing consumers under 34 and Hispanic consumers.
The second wave of clean makeup at COVERGIRL has been made this year with Lash Blast Clean Mascara, which is an industry icon now in a clean formula that's been launched at the end of last year. Still giving this 10x the volume claim that's very unique to Lash Blast franchise, but at the same time, providing a formula that's free from parabens, sulfates, talc, and mineral oils, that's wear-proof, about lasting all day. The first result has been outstanding, plus 49% ahead of the launch plan. Clearly in the top four at all our customers and on amazon.com.
Already the number two COVERGIRL mascara, and probably very soon the number one COVERGIRL mascara, driving a clear share growth, with 1.1 point of growth since the launch. Again, building a huge buzz on Instagram with engagement 10x higher than the average one we had at the beginning of this calendar year. It's time to move to the new COVERGIRL. We say at COVERGIRL that it's time for a fresh start, returning COVERGIRL to the blue skies and to fresh air, which first made her famous and which America is longing for after a year of being inside.
This will be the brand that brings clean beauty to all, and I'm very happy to share with you the first generation of a new kind of advertising that we call the selfie advertising. We've asked our spokespeople to film themselves at home because this was done during lockdown in February. Of course, getting outside their gardens to show what the new COVERGIRL could look like. The first one is for Lash Blast Clean, displaying Lili Reinhart, who is a celebrity among Gen Z consumers.
Coming to you fresh-faced from home with new Lash Blast Clean Mascara. Ten times the volume, clean formula that's cruelty-free and vegan. Works for me, works for us. Say cheese. Works for the planet. New Lash Blast, the clean mascara that works. From COVERGIRL.
As you can see it here, clearly the efforts are paying off in strong results. Lash Blast Clean Mascara is growing with each week, and halo onto Clean Fresh face makeup franchise. As you can see it here on the figures on the right side of the slide, Clean Fresh makeup and Lash Blast Clean are propelling the whole Coty, together with Good Kind Pure, of course, to the second player in clean cosmetics in America. You see with the start of the national media campaign that went live somewhere at the end of February, the growth of the sales is clearly very, very strong. This was on the clean side of how COVERGIRL is going to own clean beauty in America. Number two, how COVERGIRL is leading and going to lead more than ever, the makeup skinification trend with Simply Ageless franchise.
COVERGIRL, again, as I said it before, invented what we call today makeup and skincare hybrid in 2009. Since then, Simply Ageless has always been the number one anti-aging foundation in America. Now our focus is on elevating the franchise as the iconic skincare-meets-makeup, since this trend of the market is clearly gaining a strong momentum since two years, which been accelerated by the crisis we've been in since one year and a half. Now we're going to display something very unique for you that's a scoop, if I may say. The new Simply Ageless campaign that's airing at the end of this month, with the return of one of the most iconic COVERGIRL spokesperson from the 1990s, Niki Taylor, who is going to become the face of the new Simply Ageless campaign after having been the face of clean makeup in the 1990s.
This campaign, as you can imagine, is tapping into key insights, which are, number one, the power of nostalgia in promoting brand trust post-COVID. Number two is going to be this year is the 60th anniversary of COVERGIRL. Number three, again, Simply Ageless, the inventor of the skinification of makeup and still America's number one anti-aging foundation. Last but not least, this new generation of healthy, fresh take on traditional beauty advertising with what we are going to call, with Lili Reinhart and now with Niki Taylor, the selfie shot beauty ad, which is much more cost-efficient, as you can imagine.
It's 10x less expensive than a traditional advertising, which will allow us to put more money on work in media. It's a whole new generation of advertising that's been tested recently with Lash Blast Clean mascara, getting probably the best results COVERGIRL has ever had on a mascara advertising. Now let's have a look at the new COVERGIRL Simply Ageless campaign, featuring for the first time since 20 years, Niki Taylor.
Hey, COVERGIRL. Coming to you fresh faced from home. Remember that? I was a COVERGIRL in 1998, and today I'm a COVERGIRL. Thanks to Simply Ageless, America's number one anti-aging foundation with the plumping power of naturally derived hyaluronic acid complex. It's skincare and makeup in one for instant wrinkle reduction and healthy glowing skin. Once a COVERGIRL, always a COVERGIRL with Simply Ageless. From easy, breezy, beautiful COVERGIRL.
Again, this is clearly going to change the future of this brand because this is very unique. No one else is displaying makeup today in America the way COVERGIRL is doing it, and it's very true to the story of COVERGIRL on one side, but also very true to what consumers are looking for today and what they will be looking for tomorrow, specifically younger consumers under 34 years old, but also Hispanic consumers. Why Hispanic consumers? This population is accounting for 18% of the U.S. population and is clearly, as you know, the fastest growing segment. Hispanic consumers over-index on beauty purchases, but has also been switching from traditional retail channel and brands to specialty channels and niche brands. You can understand why they are strategic for a brand like COVERGIRL, but also for our customers such as CVS or Walmart.
COVERGIRL is clearly already winning these consumers back, over-indexing these consumers, as we've seen it before with clean beauty launches, but also making sure we have, for the first time, Spanish language Amazon media campaign that helped us to bring 70% of new consumers, new Hispanic consumers, to COVERGIRL, but also to our customers. Another thing that's been done to make this brand more easy to read for you and for us also is to make sure we are going to concentrate, and this is really a new way of working. Instead of creating every year new sub-brands, we're going to concentrate more than ever on what we call the Magnificent Eight. As you know today, clean makeup, Lash Blast franchise, TruBlend franchise, Simply Ageless franchise, Exhibitionist, Outlast, Perfect Point, and Eye Enhancers.
This Magnificent Eight represents 70% of COVERGIRL business, they've been performing in line with the mass color cosmetics category. These are the ones that are helping us to stabilize COVERGIRL shelf space in spring 2021 and likely in fall 2021. Again, the way we are going to work, as you can see it, if you compare to fiscal 2019 on the left, we were investing on something like six franchises, while we'll be investing like in 2021, probably on four key assets of the brand, sorry, two per half, which is going to help us really put more money on what's working to make sure there is visibility, there is growth, and there is also areas of the business that only COVERGIRL can animate and own. As I've said it a few seconds ago, we continue to hold shelf space in 2021.
COVERGIRL starting this month to roll out its new wall in America, moving from the existing fixture system to the new fixture system that's going to display video, that's going to be much more easy to shop, and that's going to overexpose what we call the Magnificent Eight. This is also going to be mirrored in our clean portfolio that you can see here is clearly leading the growth of COVERGIRL on online, because simply our e-retailers are creating clean flagships and COVERGIRL, because it's been the fastest brand to move into this direction with clean makeup and now with Simply Ageless makeup meets skincare. Clearly, we have an advantage, and this advantage is visible when you see that the makeup category in the December quarter at Amazon grew by 36%, while COVERGIRL was at +45%.
This clearly shows how and why, and the way I've been explaining it to you earlier, clean beauty is driving the growth online. This also is a great, also for me, proof, that this brand is absolutely not broken, because online, where you concentrate on the key assets, where you promote in a very, very efficient way clean makeup and the skinification of the brand, you can see that the results are far over and higher than the ones you see from the competitors. Let's see very quickly before moving to the other brands how these first, I would say, achievements and very, very quick reaction we've been doing since six months as now, has had an effect with the brand responding to the repositioning, to media campaigns, and to innovation.
As you can see here, the orange line is a comparative versus one year ago, the green line is a comparative versus 2019. Both comparatives clearly see an average weekly sales in March 2021 growing by 26% versus the average weekly sales between April 2020 and February 2021. Even if we compare to two years ago, we have a -14, I would say, achievement, if I may say. That's by the way, improving by 20 percentage points versus the period of April 2020 to February 2021. This shows us that something is starting. It's going to be long, again, we wanted to quickly have green shoots to build on and to reinvent the brand very quickly so that people understand the direction this company is going in.
Now we move to the second American jewel, if I may say, and the second big American brand, which is Sally Hansen. That's the salon alternative. Sally Hansen clearly is expanding its nail leadership, being the number three consumer beauty brand by revenue. This is clearly supported by the continuous growth in demand for at-home manicures. The latest launch from Sally Hansen called Good Kind Pure, which was on the clean side of the market, had stellar results being the number one clean cosmetic franchise in America, and the number two launch in the total U.S. mass cosmetic business in calendar 2020. This result is not only seen in the U.S., but you can see that Sally Hansen is winning globally in cosmetics, be it in the U.S., as I said it before, in Canada, in Australia, in U.K., in Italy, in France, in Czech Republic.
If you see it on the last three months, but also on the last 12 months. We move to Europe and we're going to talk about our superstar in Europe, Rimmel, which is going to be repositioned under the freeing power of makeup. We are going to strengthen Rimmel, which is our number two consumer beauty brand by revenue. Rimmel, as you know it, has led U.K. mass cosmetics as the number one brand for many years. Its positioning has become, unfortunately, subdued and needed a refresh, and we intend also with this brand, in the same way we're doing it in America with COVERGIRL, we intend to lead the clean trend in Europe, thanks to Rimmel. What does the brand look like today? This is what Rimmel looks like today.
I would say and summarize it in one sentence, this brand that used to be super strong, super bold, almost into the face, started to become apologetic, banal, and tame. We intend to reinvent Rimmel under the freeing power of makeup equity. As you can see, these are just for your eyes only mock-ups that can give you a sense of what this brand can own, and how this brand is going to be repositioned very soon. To give you a flavor, and again, this is for your eyes only, very happy to share with you a mood board that we've been working on since a few weeks that's going to be clearly looking at what the brand is going to be looking like in the summer.
As you've seen it on this film, clearly, Rimmel is going to be repositioned as the leading brand when it comes to self-expression, freedom, boldness, becoming again an unapologetic brand, and we'll be announcing quite soon the new face of Rimmel and the new, I would say, equity in terms of advertising that's going to be visible as soon as this summer. In the meantime, Rimmel is already winning in the U.K. and gaining share in Europe, as you see it on this slide, is achieving 20 consecutive months of share growth as the U.K. number one brand. It's a brand that's also gaining share in countries such as France, Spain, and Italy. Rimmel is very, very strongly winning on Amazon UK, for example, with market share growth of over 300 base points in the last year.
We move to the second brand equity in Europe, which is Max Factor. Again, this brand is going to really bring products that are going to take our consumers from ordinary to extraordinary. It's clearly the premium brand of the portfolio, number one consumer beauty brand by revenue, and the equity of from ordinary to extraordinary is going to be super helpful to take the brand to the next level, to make sure the brand is rooted again in its, I would say, history of the inventor of what we call today makeup artistry or professional makeup.
We're going to announce here again a key brand ambassador with 80 million followers. That's going to represent this brand very soon, and we start to have already super positive feedbacks from our retailers with a great reception to the repositioning plan that we've already presented, and already sell-out growth on Amazon in the U.K. and in Germany that has been growing double digits in the recent months. How does this brand look like today? As you can see it, Max Factor today is honestly very ordinary, with a white background, with, I would say, the girl next door, which has never been the story of Max Factor. Max Factor has always been about superstars, fabulous faces, makeup artistry, and taking women, what we say, from ordinary to extraordinary.
If you move to the next slide, you can see here how we are about to polish the Max Factor star to be bright again, taking it from ordinary to extraordinary. We're going to show you, again, a mood board video that's going to tell you the story of Max Factor and the direction in which we are going. As you can see it again, this brand has clearly been reinvented in as quickly as a few months. You'll see the first, I would say, new Max Factor arriving in store very soon, probably this summer. We will be injecting color through sensorial textures, as you can see it here, with color products in store as soon as June 2021.
We'll be doing the same thing when it comes to face products with a brand-new identity that's clearly going to take its inspiration from the luxury and makeup artistry business. You can even see it on these models that are going clearly to lead the game in terms of bringing makeup artistry to the next level in mass distribution. This is it for Max Factor. Now we're moving to other brands that make up. Again, we have a beautiful jewel in the company called Adidas. This company and this brand is going to be developed into what we call self-care, to become a self-care powerhouse. Adidas is our number four consumer beauty brand by revenue. This brand has been, until now, anchored in shower gels, deodorants, and mass fragrances. Clearly, this brand has a huge potential.
Our studies confirm that Adidas is viewed as one of the most aspirational brands amongst German, Chinese, or American consumers. You can see here on the next slide that we'll be able to take this brand from what it is today, which is all around body cleansing, to active body care, and why not active skincare. You can imagine the growth potential this brand has in the future, both in terms of categories, geographical footprint, and price tiers. Today already, the brand is showing green shoots almost everywhere, with market share improvements in select regions. I have two examples here, one in Germany and one in Poland, in brick-and-mortar on the left. Also on China e-com performance with a stellar growth online in February of 111%, +24% on Tmall during Chinese New Year in Australia, and +24% on JD.com sales more recently.
This brand is clearly one of the brands you hear more and more about when we will do our presentations on Coty. Last but not least, for the Consumer Beauty division, we have a very strong, unknown, but very strong portfolio of local Brazilian brands that are having outstanding results. The first brand is Risqué. That's the number one nail brand in Brazil in the mass cosmetic distribution, being positioned as a mainstream to premium price tier. The second one, which is probably the fifth brand of the Consumer Beauty division after the three makeup brands, Adidas, is Monange, number two female deodorant brand in Brazil, number two body lotion brand in Brazil. This one is a value price tier. Last but not least, Bozzano, which is the first shaving brand in Brazil, with a positioning in the value to mainstream price tier.
These local brands are having outstanding results, as you can see it on this slide. Despite the COVID impact, which is even bigger there, our local Coty brands in Brazil have been growing and gaining market share. For the most recent period, which is January and February, our brands have been growing five times faster than the market. This takes me to the conclusion on the consumer beauty side. Our path to stabilizing consumer beauty is very clear. We have top five brands in consumer beauty, which are COVERGIRL, Rimmel, Sally Hansen, Adidas, Max Factor, that account for 70% of the consumer beauty portfolio. This strategic work that we've been doing at the speed of light to reposition each and every brand has now been completed. The repositioning plans are in place.
We have already been signing and will be soon announcing new brand ambassadors for each and every consumer beauty brand, with almost monthly announcement plan through calendar year end. We've been sharing plans with key retailers, and the support has been tremendous, and the new brand equities are going to be implemented online and in-store starting from now. Additionally, we have this Brazilian local business that accounts for over 10% of the consumer beauty business, and that's doing fabulously well, and that we intend to take to the next level. Now we're going to move to the luxury business. Our first priority in the luxury division is to grow our fragrance business and start to build a prestige makeup portfolio.
We have today very well-positioned brands in fragrances to drive strong growth in this luxury area. three of our brands are in the top 10 female fragrances, and two brands are in the top 10 male fragrances in calendar year 2020. Marc Jacobs Perfect has been the number one fragrance launch of calendar 2020 in America and in U.K. Hugo Boss Alive has been the best female fragrance launch in Germany for over the last three years. Another information that's very important, we do not have any major license up for renewal in the next five years. Last but not least, many licenses allow the extension of the brand beyond the fragrance business. Now let's come back to how we are going to reignite and take the fragrance business to the next level.
As you can see it on the left part of this slide, the male luxury fragrance arena is 33% of the business worldwide, and Coty is clearly leading this area with iconic brands, very strong on male fragrances such as Calvin Klein, Hugo Boss, Gucci, Burberry, to name a few. The female side, which is representing two-thirds of the market, Coty is strong, but we think we can benefit from additional iconic franchises added to global top 10. Last but not least, it's small area of the business, but highly and strongly growing, which is the one called the niche fragrance business or artisanal fragrance business, accounting for 10%-20% of the luxury fragrances, depending on the market. There, Coty is going to build out its presence with key brands such as Gucci, Chloé, Bottega Veneta, Roberto Cavalli, or many others to name a few.
On this area of artisanal fragrances, we are scaling the presence in this area, that's the ultra-premium side of the business, with several portfolio brands that have proven their ability to expand into this ultra-premium category. It's still small, but it is strongly growing Coty fragrance portfolio with, on the left, as you can see, the Gucci, The Alchemist's Garden that's been launched two years ago with sales weighted to EMEA and Asia-Pacific, as you can imagine, where The Alchemist's Garden sales grew double digits in calendar 2020. On the other side, Chloé Atelier des Fleurs, which is booming in regions such as China, the number one productivity in Sephora in China amongst all artisanal fragrance brand. Just another example to share with you, Bottega Veneta, which is the number one fragrance brand in Sephora in China.
We move to the second growth engine for the luxury division, which is the one of prestige cosmetics. As you can see it here, we are building this portfolio with three brands that are new to the company, Gucci and Burberry on the premium side of the market that we've been developing since two years now, so it's just the beginning of the expansion of these brands. Of course, since one year, the arrival of Kylie Cosmetics on the entry prestige part of the market. The first results we're having today are showing a strong progress already in prestige cosmetics. Gucci cosmetics, and you've heard it already, and you'll hear it more and more in the coming future, with Gucci first foundation designed for the Asian market that has sold more than 60,000 units globally in just two months.
In the last nine months, Gucci Beauty sell-out has been growing 110% in America and +50% in Asia-Pacific. We have the same kind of results with Burberry, with this makeup sales growing by 48% in China and gaining market share consistently. These two brands, you have to have in mind that the productivity of these two brands is already super high. If you compare to leaders who have around 600 SKUs, Gucci is still having 222 SKUs and Burberry 155 SKUs. You can imagine once we will be complementing the portfolio, which is happening in calendar 2021, calendar 2022, calendar 2023, the growth potential of these two mega brands in Asia, but also in America and in Europe. The third engine of the company this time is building a skincare portfolio in both divisions.
As you can see it on the next slide, we need to make sure that this portfolio is encompassing the key trends of the skincare business worldwide. The first key trend is the one that everyone has heard of, is the one of green, cleaner, vegan, more sustainable skincare options. This one is clearly towards, I would say, the younger consumers, Gen Z and millennials, and entry premium brands. You have two other parts of the market that are heavily growing. The first is the one that I call dermatology-led solutions. That's the one all about the growth that you are seeing online, driven by the search for ingredients coming from dermatology, such as vitamin C or retinols. This area, we need to have a brand position on this one. Three, what we call regenerative medicine.
This area is clearly at the origin of key big successes of the skincare industry worldwide. This area is clearly an area where you can position premium plus or ultra-premium brands. Last but not least, brands that are going to educate young consumers that we call Gen Z brands, thinking about Kylie, of course, that are brands that are going really to educate consumers about how to use their first cleanser, first moisturizer, or first lip balm. These skincare trends, we are very confident that we're going to grow them very strongly because they will be rooted on a strong IP in skincare in the Coty company. The first IP is the one that we call light and environmental aging protection.
This is, again, thanks to Lancaster, that's been continuing to lead the game in this area, being a leading game when it comes to UV and pollution protection, that are key trends, as you can imagine, in Asia and moreover in China. Lancaster owns patents in this area, such as the broadest sun protection ever developed in skincare, with protection including against blue light, and also technologies that are very, very easily adaptable to skin and color categories. The number two IP on which we are going to build each and every skincare brand is what we call the vectorization of dermatological-grade actives.
Here again, think of retinol, think of vitamin C, think of niacinamide, which are ingredients whose search has been booming online, and on which a company and a brand like Lancaster has been heavily investing, not only three years ago, five years ago, but since 30 years, with unique and patented cationic liposome technologies that allow to precisely deliver these active ingredients in the core of the cells. These are inspired by the gene therapy vectors, which are the most performant intracellular penetration vectors. This is really a very important topic, since this spike towards dermatological ingredients is usually happening at the same time where people get irritation because these ingredients are not mastered the right way by many skincare brands. Lancaster, because of its liposome technologies, is going to allow consumers to use these highly efficient ingredients while taking care of the skin sensitivity.
The third IP that this company has is the one in regenerative medicine-inspired technologies, with unique combination of repairing enzymes from natural origin, most of them, that are going to be vectorized using, again, liposome technologies, which are going to contribute to skin regeneration and damage repair to preserve skin use. The fourth, I would say, engine , that's going to help us a lot with face makeup, which is going to benefit strongly from the skinification trend, but also on skincare in regions of the world where the global warming is going to be very quickly, I would say, visible, and is going to transform the way of skincare very complex.
In fact, these patents we own in longwear, thanks to a brand like COVERGIRL, are very useful to make sure we create skincare formulations adapted to markets where the temperatures are going to rise very strongly in the coming years. This will lead to a portfolio that could look like the one you have here in front of your eyes. That's a very comprehensive portfolio with brands that we own today, like Philosophy, Lancaster, brands that we have recently acquired, such as Kylie or the upcoming launch of SKKN BY KIM. Of course, we could also imagine going on selected consumer beauty brands into the skincare arena.
This portfolio of brands will go from, I would say, the basic and performance-led skincare at affordable prices, Kylie becoming the Gen Z destination and entry premium skincare line, Philosophy becoming the green and clean aesthetical skincare queen, I would say. Of course, SKKN BY KIM, that we are going to root clearly as a brand that's going to democratize the most popular procedures, Lancaster, the regenerative medicine expert, or we can imagine one day to have some of our designer brands going into skincare, and we can even think about what could be at the tip of this pyramid. Very quickly, we are going to start. We started already to do the same work that has been done on the mass makeup industry that we have at Coty, which is to reposition each and every brand.
We will be very happy to present as quickly as next month, the new positioning of Philosophy that's going to move from a U.S.-centric wellbeing beauty brand into a leader in green, clean and aesthetical skincare. The second brand we are repositioning is Lancaster. That's going to become Lancaster Monaco. This is another jewel that we own with a very, very strong heritage. If you look at the next slide, you can see that Lancaster has been the company that has been introducing retinol in cosmetics, oxygen therapies in the 1990s, again, in skincare. When I say cosmetics, we mean skincare. More recently, we've been the first company and the first brand to combine genetic and epigenetic, sorry, in repair technologies in the 365 Skin Repair serums. Today, this is how the brand looks.
It's clearly a regional UV protection brand, and we are going to take this brand into a premium plus regenerative skincare brand, benefiting from many things. First of all, the high-end heritage. You may know it or you may not know it, but Lancaster in 1965, it became the exclusive beauty provider to Her Serene Highness, Princess Grace of Monaco. You can imagine how these kind of stories can be leveraged very strongly in key parts of the world, such as China. Also we're going to leverage all the areas in skincare technologies that Lancaster has been pioneering, such as light protection, vectorization of dermatological-grade actives, and of course, regenerative skin repair technologies. You will see soon, Lancaster becoming a leading edge skincare brand in the areas of skincare.
Again, today, the brand is already anchored in the skincare arena, as you can see today, being a strong contender at Sephora, where the brand is sold exclusively. You can see here some visuals about our 365 serum or our UV protection products that are, again, promoted by key opinion leaders from China. This is it for, I would say, the repositioning of each and every brand in the luxury division with the creation of a luxury prestige makeup portfolio, a skincare portfolio in both divisions, but mainly in the luxury business. Last but not least, accelerating our luxury fragrance business, specifically the female one, and of course, the artisanal niche one. Of course, this has to be built around our e-commerce and direct-to-consumer capabilities.
As you already know it, we've been already showing strong retailer.com and pure player performances, with e-com already representing 17% of our sales for the first half of fiscal 2021, almost reaching 19% in quarter two, growing over 40%. E-commerce being represented today, 50% is made with pure players, a third is made with retailers.com business, and 13% is made with our direct-to-consumer businesses, namely Kylie, Philosophy, and a bit of Bourjois. Again, you may know it, this business is strongly margin accretive for Coty overall. Our brands has been winning again on key places such as Amazon. As you see it here, on December quarter, the color cosmetics category was 36% of growth, while Coty growth in general was 133%. Mass fragrance business has been growing at Amazon at 39%, and Coty was growing almost four times faster.
Again, you can imagine this picture, if we power it using the drive of our huge reach through a holistic social media ecosystem. If you go from the left to the right, you can see that Coty brands have already something like 16 million followers on the different social networks. Our fashion houses have won extra 127 million followers. If you add the, I would say, the reach of our core talents such as Kim Kardashian, 193 million followers, Kylie Jenner, over 200 million followers, but also Lili Reinhart, 26 million followers, or David Beckham, 65 million followers. This takes us to almost 700 million followers that we can reach with the different brands we have in the different divisions.
Our strategic, I would say, focus in the digital area, specifically on the direct-to-consumer journey, is clearly to focus on what we call consumer-centric data innovation and data in a way, gathering. Through real-time social listening, we are deploying a full suite of solutions and dashboards and qualitative/quantitative analysis to inform the business in real time, which we didn't have a few months ago. Brand sentiment and reputation, product consumer feedback, what are the key trends? What are the key consumer tribes on which we could invest? Who are the advocates and influencer that we can build on? Of course, how do we optimize the consumer experience through analysis and measurements?
This clearly will help us to envision our direct-to-consumer, I would say, journey that's going to be big in the U.S. on owned website as soon as fiscal 2022, with the launch of our fully new Kylie direct-to-consumer website. That's going to happen in the first quarter of fiscal 2022. The kickoff of our Kylie Skin direct-to-consumer in fiscal 2022, bringing Philosophy direct-to-consumer offer to the next level, which will happen somewhere in the second half of fiscal 2022. At the same time, building the next generation of supply chain capabilities to fully support the direct-to-consumer ambition, which is starting already now.
Then on the other side of the world, we're going to go big in China with Tmall flagship stores as soon as now, unlocking the full potential of brands such as Gucci and Burberry, creating the conditions for success for our other iconic brands to go big in China. Yes, of course, unlocking the potential of what's becoming today the norm, which is live streaming and social commerce. I took two examples to show you again the power of what we call advocacy and social commerce that are going to become key priorities for Coty as soon as now. Advocacy is clearly capitalizing on organic advocates to boost sales.
Social commerce is clearly putting in place beta testers and lead for Amazon Beauty Live events, and we are going to expand on confidential things that I cannot share with you today, that are going to be on the live stream side of the business and on social e-commerce. I can share with you one example today, which is the one of advocacy and how can we use natural advocacy to create commerce. This example is about Simply Ageless that went viral on TikTok, starting from a post from a micro-influencer who's having 22,000 followers that advocated the content around COVERGIRL Simply Ageless Instant Wrinkle Defying foundation . This was quickly boosted with a media investment from our U.S. and Canada teams that happened as quickly in 24 hours, securing the user's rights, boosting the paid media campaign, partnering with e-commerce to make sure inventory was there.
Again, the results were outstanding at our key retailers, as you can see it on the right side of the slide, with sales of this key franchise doubling or tripling almost overnight. This gives you a sense of how our e-com is becoming not only a key place and a key partner for the business in the company, but clearly we are going to be more innovative and we are going to be leading this game in this area, starting from now and on, of course, on our Consumer Beauty brands, but also, as you can imagine, on our strong fashion brands, but also in skincare.
All these engines, you can imagine the growth in the luxury business, fragrances, niche fragrances, prestige makeup, skincare, powerful brands on social media, powerful consumer beauty brands that are going to lead, I would say, the social media discussion with clean makeup and the skinification of the beauty industry. All these engines on top of e-com are going to help us in a dramatic way to expand our business in China. What do we have in terms of business in China? We have a highly desirable fragrance brand in this country. Gucci fragrances are already number eight in China. Calvin Klein fragrances are number six on JD.com. Burberry fragrances are number 10 in this country. Our leading artisanal fragrance brands, as you can see it on this slide, such as Chloé Atelier des Fleurs, which is the first number one productivity in China, Sephora, amongst all niche brands.
Chloé revenues are growing very strongly, including recently Tiffany & Co., whose brand revenues are growing again double digits year on year. Last but not least, a brand like Bottega Veneta, which is our number one fragrance brand in China in Sephora, with here again, business that's growing triple digit growth in this country. We're going also to increase our footprint in prestige cosmetics and in skincare with Gucci makeup that's been gaining, as we've seen it already, 16 basis points of share more recently. Burberry makeup gaining 10 points, again, in the makeup business and more new things to happen on a brand like Lancaster that's already leading the sun care business in countries like China, that we are going to move very quickly into skincare, as you will see it very soon.
The first results we got in this country are spectacular, specifically from the introduction of Gucci on Tmall. Very strong grand opening sellout. Gucci Beauty has been a top four performer since 2018, with a very strong performance in key lines during the opening period, number one on lipstick, number four in face category, number one in beauty powder, and number one on fragrances. This was thanks to the incredible power of key opinion leaders such as Lu Han and TopKOL Austin, who has done a very interesting live streaming that generated over 50 million social discussions, allowing the brand to gain 90,000 followers in 46 days and 43K members on Tmall. I'm very happy to share with you a few seconds of this very successful live streaming.
You can clearly see here how much these desirable brands that we do own are going to operate very strongly online in countries such as China, but moreover, in the rest of the digital world. Last but not least, Coty clearly expanding, in this region, in what we call domestic travel retail. The example of Hainan speaks by itself. We have seven downtown stores and one airport store that's currently open and active, one downtown store and one airport store that are going to open by the end of this calendar year. Brands such as Gucci and Burberry, whose sellout last year has been growing three times versus 2019. Informal feedback recently suggesting that Gucci and Burberry are ranking among the top five brands in fragrances with the strongest growth in the makeup arena. The last engine of the company growth is the one of sustainability.
We can start with the beauty of our products. As you can see it on the next slide, sustainability is clearly driving product innovation. We've seen it several times with Clean Fresh makeup line on COVERGIRL, Good Kind Pure on Sally Hansen, and the recent launch of Calvin Klein CK Everyone. The second engine of our sustainability journey is the one of the beauty of our planet. You're all aware of the exclusive partnership Coty has recently signed with LanzaTech, which is very important to allow Coty, which is the number one fragrance maker in the world, to transform and upcycle this business into, I would say, a sustainable business, transforming carbon captured from factories into ethanol, cosmetic-grade ethanol to be used in our fragrances with the majority of our fragrance portfolio using carbon captured ethanol by as soon as 2023.
The third, I would say, pillar of our D&I strategy is the one around our people, with a majority female board and executive committee level, rolling out Change the Conversation trainings all over the company, and things arriving that are new, such as something we've recently announced, which is a new pay equity commitment to ensure we pay equitably for similar roles and performances regardless of gender by 2022, and more things to be presented to you very soon. Now I'm going to turn it over to Laurent for a high-level discussion of the financial framework of this presentation. Thank you very much for your attention.
Thank you, Sue. Let me share now with you the financial overview. We are on track to end fiscal year 2021 with net revenues of about $4.5 billion-$4.6 billion, with $2 billion of net revenue in H2 2021, approximately evenly split between Q3 and Q4. We are confirming our fiscal year 2021 adjusted EBITDA target of $750 million. Despite net revenue decrease due to net M&A with exit of Younique, low quality sales reduction, and COVID impact, we are able to improve our adjusted EBITDA margin by 300 basis points through strong profit protection efforts. Looking ahead, as Sue explained with our strategic priorities, our luxury business will drive future revenue and profit growth. Skincare in 2025 will be over 10%, prestige cosmetic high single-digit percentage, and China over 10%. We are confirming our calendar year 2021 leverage target.
Our Q3 fiscal year 2021 net debt is landing approximately $5.1 billion, with KKW transaction of about $200 million, Wella working capital negative reversal over $100 million, and seasonal free cash outflow offset by positive Forex. We continue our EBITDA expansion, working capital improvement led by inventory, other cash initiatives in Q4 fiscal year 2021, and H1 fiscal year 2022, to move towards leverage calendar 2021 towards five times. Important milestone for Coty is our successful bond issuance to extend maturities. We have recently completed the issuance of $900 million of 5% senior secured notes due in 2026. There was a very strong demand, which resulted in bond offering being upsized to $900 million from initial expectation of $750 million. Proceeds are net leverage neutral and will be used to pay down fiscal year 2023 term loans, reducing refinancing risk.
As I explained, we have multiple levers to further improve leverage and free cash flow. Number one, EBITDA expansion with steady growth driven by revenue acceleration and margin improvement. Number two, working capital improvement, significant opportunity in inventory, further optimization of receivables. Number three, monetization of assets, opportunities to monetize some of our PP&E and intangible assets. Last but not least, we have financial stake in Wella. No near-term exit plans. We expect value of stake to grow from the $1.2 billion value at Wella transaction close. Let me now hand over to Sue for the conclusion.
I'm going to make a quick conclusion. I really would like you to go away from this presentation having in mind that Coty is a very unique beauty company, which is today at an inflection point for sales and profit growth. Why? First, Coty has one of the most beautiful portfolios of the beauty industry, with two very complementary divisions. Our new strategy that I have presented to you today has clearly been a great clarification of the Coty story, the Coty portfolio, and sets a clear path towards value creation. We have also, again, as I said it, one of the most beautiful and most comprehensive brand portfolios in the industry, and we are the only group at this level to operate two complementary divisions, Luxury and, of course, Consumer Beauty. Second, there is a significant growth potential in our current Luxury portfolio.
Beauty demand for sure is going to rebound post-pandemic, and is going to be led by the luxury business. Our extensive portfolio of highly desirable luxury brand licenses will allow us to capture opportunities in the most attractive areas of the beauty market. Luxury makeup, luxury skincare, China, Asia Pacific, and of course, travel retail. Number three reason, there is a new sense of urgency, as you can see it, you've seen it during this presentation. You've seen at which speed we've been repositioning and reinventing almost each and every brand, in each and every division. This sense of emergency is clearly what's going to help us to benefit from the new winds that are hopefully going to blow starting this summer, and for sure, after this summer and in fiscal 2022.
Action plans that's been already implemented with the reveal of all repositionings that you'll see before the end of this calendar year. This new sense of focus will help us clearly to grow the 15, 20 brands among 70 of the company in areas of the business that are the most promising. Focusing luxury resources, as we say in-house, on big countries, big cities, and e-commerce to mirror the future luxury retail world. Number four, phasing out, of course, low-quality sales is also a great way to strengthen the health of our brands and the health of our businesses.
The new Coty, I would ask you to measure it through sell-out trends and profitability. As you can imagine, several points of revenue growth in the next couple of years will be dedicated to cleaning up this value distribution. For me, this marks the end of an old system and the takeoff of the new Coty that hopefully you're going to see in the coming two years. Thank you very much for your attention. It's been a real pleasure to prepare this presentation for you. Laurent and myself are very happy to take your questions about this presentation and the, I would say, key opportunities for Coty as a company in the coming years. Thank you very much.
We did receive a few questions during the presentation, and the first question is for Sue. You have given a lot of great detail on the forward strategy, but is there any framework you can provide about how to think about the revenue and profit outlook in the coming years?
Hello, everyone. Thank you, Olga. Again, that's a question I was waiting for. I would say that we do understand, of course, the importance of providing long-term guidance to measure our performance and of course, the success of the strategy that we've just presented. At the same time, it's very important for us, as well as our investors, that this long-term guidance is credible and at the same time achievable. In the current, very volatile micro backdrop with new lockdowns, as you know it, and restrictions in many parts of the world, we do not believe we could accurately provide the level of guidance at this time. We are committed to provide a lot more clarity on our medium-term outlook at our planned Investor Day in fall 2021.
However, what we can absolutely say today with certainty is that fiscal 2021 has been a reset year for Coty in terms of scope refinement, low-quality sales reduction, and meaningfully improving our cost base. As such, our strategic progress should be measured against fiscal 2021, and in the coming years, we intend to accelerate both our sales and profit growth from this fiscal 2021 baseline. Providing a few building blocks, again, to refer to the presentation that you have just seen and to help you think on our forward trajectory, I would say that as we discussed it today, we expect the makeup category to grow at low single digits, middle single digits, CAGR, if I may say, in the next four years.
As we did and we have laid out today, the immediate focus for the mass business is to stabilize our market share and to get to a point where we are performing at a similar level as the overall market. We are already going full speed in activating our plans on each and every brand that I have been presenting to you today. For prestige fragrances, we already have a very strong position, and historically we've been growing in line or ahead of the market, which is forecasted to grow at middle single digit CAGR over the next few years.
On top of these two category trends, what I can tell you is that we have a number of opportunities, as you have understood from this presentation, that we are highlighting in our, I would say, strategic priorities, and that will be fully incremental to the current and existing portfolio. These include, of course, prestige cosmetics. As you've seen, currently 3% of our sales, very tiny. We are targeting to reach high single-digit % by FY 2025. The second area of growth potential worldwide, but also in Asia, is skincare, which is currently representing 6% of our sales. We are targeting to reach over 10% by FY 2025 here again. Last but not least, China, which is currently 3% of the sales of the company, and we expect to reach over 10% of sales by FY 2025.
If you take all this together, I would say that we believe this positions us for a nice acceleration in growth in the coming years, even after taking into account, and I've insisted on this at the end of my presentation, a couple of points of impact from continued reduction in low-quality sales to improve the overall profitability, where we will be, again, on this topic, very active, but at the same time very pragmatic. I would say that it's too early maybe to comment on FY 2022 outlook, but based on everything we see today and based on this presentation, I would say that the external expectations don't look unreasonable. That would be, I would say, a good summary of the mindset of the company today in terms of outlook.
Great. Thank you, Sue. Our next question is for Laurent. As skincare, prestige cosmetics, and DTC become an increasing mix of your business, where do you expect gross margins to be in the next few years?
Thanks for the question. Definitely, we are not disclosing precise gross margin numbers, but definitely, and as we explained during the presentation, is that definitely this is a creative business. This, growing this activity will increase our gross margin in addition to a lot of other initiatives, either on supply chain, on mix, on pricing, on revenue management. Indeed, it's a big component of our gross margin improvement journey.
Great. Thank you, Laurent. Our next question is for Sue from Andrea Teixeira at JPMorgan. Are you starting to see an improvement in the COVERGIRL mascara and new packaging? What is your aspiration for COVERGIRL Clean Fresh? How much could it represent of sales? Finally, do you expect fragrance momentum to continue or some pantry destocking given strong holidays?
Let's start with the last part of the question. I would say that the fragrance momentum, I think, is going to continue because it's been clearly at the top of the growth. The market in America, for example, in the luxury business when it comes to fragrances, is seeing a double-digit growth versus 2019, and Coty is overperforming this market. As you can imagine, this is clearly an area that we don't see, in fact, going down in the near future. We are today far ahead of the, I would say, holiday stocks. The second question, which is about COVERGIRL. Yeah, we start to see, I would say, strong green shoots on COVERGIRL.
The new mascara, Lash Blast Clean, was launched already with the new look, the one that I've been presenting to you, with a brush that's visible on top of a beautiful campaign that had probably one of the best results in terms of testing, but also in terms of sell-outs. Hot off the press, I'm happy to share with you things that I think some of you have spotted already that are details about the latest news and data up to 10th of April. We can say that COVERGIRL is growing ahead of the U.S. market for the first time since a long time. The brand gained a 0.6 market share by growing plus 59% in a market that's, of course, growing 50%. The MAG 8 that we've been talking about several times are growing again far ahead of the market at 65% of growth.
This has been driven by three consecutive weeks of share gains, 0.5 points and then 1.4, 1.7, which is again, in a way amplifying. At customers like Target and Walmart, we have seen the highest COVERGIRL growth rates among the key retailers, which are responding very strongly to the new campaign that we've been airing in recently beginning of March on Lash Blast Clean with a strong halo effect on the Clean franchise. Without giving any numbers about the weight of this franchise, this is going to become clearly, it's already the biggest franchise at COVERGIRL, and it's going to grow again because it's been made up to now by, I would say, face and complexion products. Now we are adding a lot of SKUs into this area.
Probably Clean franchise at COVERGIRL is going to be by far number one franchise, which is already today, but in a bigger manner, but also the growth, I would say, engine for this brand. You've been, I think, very happy to see the big comeback of Niki Taylor after a few decades. She's used to be the face of clean makeup. She becomes today because she's using Simply Ageless, the face of Simply Ageless. This really is a campaign that's really rooted in many trends of the market. First, it's the 60th anniversary of COVERGIRL.
Second, I would say this is really rooted in what people are looking for today, which is this, I would say, a wave of nostalgia towards things that were reassuring, things that we were happy to be in, et cetera. Three, it's really our key asset on the American market. Simply Ageless is number one anti-aging and rejuvenating foundation on the American market. Last but not least, the average price of Simply Ageless is 50% higher than the average price of COVERGIRL face products. This is also accretive in terms of bringing stronger gross margin to this brand in America.
Great. Thank you, Sue. Our next question is also for you from Faiza at Deutsche Bank, and on a similar note around the COVERGIRL turnaround. For COVERGIRL, the focus is on the Magnificent Eight, and that makes perfect sense. It doesn't seem good enough to offset the decline of the rest of the tail. Faiza wants to understand what is the aspiration to grow COVERGIRL, or do we simply want to stabilize it at the current level? What do we need to grow it? Similarly, how would you rate the relative quality of COVERGIRL products versus 10-15 years ago? What changes have we made on the formulations? Finally, on COVERGIRL, when will the in-store execution be completed?
Let's start with the last part of the question again. The in-store execution is starting now, and we are going to, in a way, revamp something like 3,000 stores for this, I would say, coming months, which are the key, I would say, highest productivity stores. We'll see how things are going to evolve, and then we'll go to the next step if we feel and see that there is positive results. When it comes to COVERGIRL, I would say, product quality. Honestly, again, I've been in this industry for now quite a long time, and COVERGIRL, and I've been using, to be very transparent with you, COVERGIRL foundations, COVERGIRL mascara, I use at the moment, Lash Blast Clean, et cetera.
Honestly, the quality of COVERGIRL products is one of the best that you can find today on the overall makeup business, including the, I would say, the more premium side of the business. Why? Because this brand has been inventing a lot of things that are today central to the makeup industry worldwide, such as the molded brushes on Lash Blast. You cannot achieve high volume without clumps if you don't have this kind of, I would say, molded plastic brushes. You cannot achieve long-wear foundations, especially now with the mask wear, if you don't own the, I would say, technologies that are behind the non-transfer results, and this requires a certain kind of formulations using the power of volatile ingredients, et cetera, in the skin. Again, Clean Fresh Makeup is really a formula that's been cleaning everything that people don't want to see anymore in a foundation formulation.
I would say that this brand is still at the forefront of anything that consumers are looking for, be it on performance side, because at the end of the day, people are looking for performance products, but also on the clean side of things, which is the new requirement that the younger, especially the Gen Z consumers, are looking for. Again, in the presentation, I was mentioning the Hispanic target. That's really clearly towards this kind, I would say, of new formulation that are, at the same time, highly efficient to provide long wear, to provide visible volume, and at the same time, to reassure this target of consumers when it comes to the healthiness of the formulation.
These customers that are, in general, younger for the COVERGIRL line, but also younger for our retailers, are a key target to bring back business that once went into, I would say, specialty stores or maybe more niche brands. Clearly, this brand is going in the right direction. Again, the latest Nielsen from yesterday that I've been sharing with you a few minutes ago clearly shows that we can not only stabilize COVERGIRL, but on key areas of the business. There it's really, I would say, the amplitude of the success we are going to have today on Clean Fresh and then on Simply Ageless, and then on the next franchise that we are going to revive quite soon.
It's clearly there that we'll be able to say that are we just stabilizing the brand or are we taking it to a growth mode? I'm quite confident that what's happening today is really inventing the new COVERGIRL. The reaction of customers, consumer, sorry, be it consumer shopping online or consumers back to stores, shopping today in stores is absolutely, I would say, amazing for us because this was really a key element to validate this new strategy.
Great. Thank you, Sue. Our next question comes from Stephanie Wissink at Jefferies, and it goes to Laurent Mercier. Two questions. Can you talk a bit more about the working capital improvements in inventory? The second question is thinking about the mix by category, so mass versus prestige and across the categories, what do you see as the most ideal balance to maximize margins and free cash flow?
Okay. Thank you. Indeed, as I mentioned, we are really working on streams to improve our free cash flow and to deleverage. Inventory indeed is a key pillar of these initiatives. There are really a few elements. One, and we mentioned, is really about de-complexification. We are really working, and especially in mass, we are reducing the number of SKUs because we made a deep study, and we see that we have low rotation SKUs. We are reducing this. In fact, these low rotation SKUs, they represent a very small portion of our net revenue. Then we use the shelf space on high rotation SKUs. It's good, really, for the top line. By doing that, we simplify the portfolio, and it's a key lever to reduce inventory. These are really the strong actions we are working on.
Point number two is also we are really working with the supply chain team on forecast accuracy. It's really 360 work between supply chain and commercial. It's really improving this forecast accuracy. It is 360 degree again. The objective of this work is, of course, we are reducing inventories, so we are really gaining immediate cash. Even beyond this is also a strong lever to improve our gross margin. By doing that, we are reducing what we are calling E&O, which is Excess and Obsolete, which are products that sometimes we cannot sell anymore or we need even to destroy because they are overstocked. It's really a positive circle that we are implementing with supply chain. Again, gaining cash, but also improving the gross margin. That's really the strong work we are doing on inventory.
Again, I'm insisting, it's not only supply chain. It's a global company initiative with bringing very strong positive element on all the elements. On your second question, mass and prestige. Today, the share is about 40% of our portfolio is mass, and 60% is prestige. Sue has really clearly explained the strategy. Indeed, on the one hand, yeah, we are stabilizing the mass business, we have a lot of initiatives indeed to improve all the premium luxury to increase, to keep the very positive track record on fragrance, again, accelerating skincare and also China. As we mentioned, this part of the portfolio is very accretive. Yeah, it will have a higher share in the total portfolio. In addition, it's accretive for the margin. To answer your point, yes, this part of premium skincare and also the PC will have a higher share within this strategy.
Great. Thank you, Laurent. Our next question is for Sue, and it comes from Javier Escalante at Evercore. The question is, what percentage of the company's sales are expected to be phased out? How are these declines, how can they obscure the turnaround? To what extent pulling resources on these non-core brands can accelerate their declines and lead to basically operating deleverage? Focusing on the tail and how we're phasing that out and the impact on the business.
Can you say it again, Olga? Sorry, I didn't hear the beginning of the question.
Sure. I think the question is focused on what % of our overall current sales we expect to phase out, and what is the impact on losing that scale on our business and on our presence with retailers and customers?
Okay. I'm not sure I understood the question precisely, but let me just answer the way I understand it. If you take, for example, our mass beauty business, we've been talking a lot about tails at COVERGIRL. I've been asked several times what does it mean, the 30% that is not part of the 70%-80% that we call the Magnificent Eight. In fact, this part of the business, it's a lot of SKUs, but they represent a very small amount of turnover. It's something like 40% of SKUs representing less than 5% of the revenue in consumer beauty, for example, if you want to have an image.
This part of the business is not only going to, once we will phase out from this, is going to help us, as Laurent just explained, to overexpose what we call, if you take COVERGIRL, the Magnificent Eight, and we have exactly the same kind of thinking when it comes to Rimmel or Max Factor in Europe, which are brands on which there are a few sub-brands driving not only the growth but also the profitability and the success of the brand. These are areas of the business that we were underexposing, in fact, up to now. We're going to overexpose these areas of the business.
Again, these tails, I don't see them as removing any kind of growth potential from the company for a simple reason, in fact. What happened up to now, and this is part, if I take again the example of COVERGIRL, of the mistakes, as I call them, from the past, which is that we were investing media behind sub-brands sometimes once, sometimes twice during a year, then we move to the next sub-brand. This is not the best way to build a brand, in a way. A brand is built with, I would say, core sub-brands that stand for something on which to invest year after year.
Any new SKU that you're going to bring to the game should ideally be under one or the other of these sub-brands. As Laurent was mentioning in the question that he had earlier, I would say that this, how should I say this? Yeah. This part of the work, which we summarize sometimes and we say fewer and bigger, it looks like just like a formula like this, but this is really going from the top of the company to any kind of department and including making sure any new launch is part of this strategy.
This has huge impacts because when you do fewer, bigger, the quantities are bigger, the cost of goods are better, the gross margin by definition improves, the NO improves, all the rest, the investment of media, the media investment is behind key bets of the company. I can give you an infinite list of consequences of this new thinking that we're implementing today on a daily basis at Coty. Now that we are starting to think about 2022 and 2023 and 2024, of course, this is clearly an area we are making huge progress almost on a daily basis today.
Great. Thank you, Sue. The next question is also for you, from Christopher Carey at Wells Fargo. It's a three-part question. The first part is around how we're thinking about the global category growth rate going forward and Coty getting back to the category growth rate. The second question is around, with all of the initiatives we've highlighted around getting skin care to a higher % of sales, prestige cosmetics, and China to a higher % of sales, can we comment on the investments we think we need to have in order to hit these targets? More broadly, the appropriate level of advertising investment as a % of sales going forward.
Thank you. Again, when it comes to the global growth of the market, again, what we see at Coty is, again, to grow hopefully as soon as possible in line with the mass market growth. This is clearly our objective on our key maker brands, and we can imagine that on a brand like Adidas, but also on other brands I've not been talking about that are key assets such as Bruno Banani in Germany or Vera Wang license in the U.S. when it comes to mass fragrances. These are, I would say, jewels of the company that we intend to take to the next level. The idea is really to stabilize this business and to reach a growth that's in parity with the market. This is one. Clearly, the growth of the company is going to come from the luxury side.
It's been the case up to now for the luxury division that's been growing sometimes in parity with the market, sometimes better. Again, the new growth engines we're adding to this division are going, hopefully, to take us ahead of this level of the luxury growth. The second question, which is about skin care, prestige, and China, are they going to help us fuel, and it's the same question, I guess, about advertising? Are they going to help us fuel, I would say, this growth? In fact, the equation I have in mind, and Laurent and myself are discussing on a daily basis, it's the one that growth of the revenue, growth of the gross margin, the two together are going to develop, I would say, money to invest behind these brands, including advertising campaigns when it comes to skin care, to prestige makeup.
The results that we had today on Gucci that's been launched recently on Tmall are absolutely phenomenal. Of course, as you can imagine, this is going to be invested in key countries, including China. That's part of our strategic, I would say, objectives. When it comes to advertising levels, again, we've been saying during the Q2 earnings that we intend to be back to the levels of 2019, which is already the case in %. During entering Q4, the idea and the first month of Q4, that's now, the idea is really to make sure we are putting money, including in absolute value behind the key brands, that's at the level of 2019.
This is clearly the reason why we've been accelerating on the cost reduction program, the reason why we've been putting in place this fewer, bigger, I would say, strategy, the reason why we are doing this pay-as-we-go new way of working, which is top-down, bottom-up way of deciding where to invest money, in which country, behind which brand. This is really helping us. To put amounts of money that are significantly at the level of 2019, sometimes over, on the key bets of the company, rather than stretch among a large number of brands. Just to say, overall, we are at the level of 2019. The idea is that we are at the level of 2019 or sometimes higher on the key bets of the company, and that's the way we would like you to look at the company now and on.
Great. Thank you, Sue. Our next question goes to Laurent Mercier. It comes from Carla Casella at JPMorgan. It's a two-part question. The first part is around the new COVERGIRL displays, which look beautiful, but the question is around how much we expect to spend on our display CapEx in the next year or so. The second part of the question is around the refinancing of our term loans. Do you have any additional near-term plans to extend the revolver and remaining term loan maturities? Are we comfortable with the leverage covenants we have beginning in June?
Okay. On the first question on the COVERGIRL, again, this is exactly what Sue has explained. When we are talking about media investment, CapEx is part of the discussion. Same story. We keep our CapEx under control. There is a really strong discipline on CapEx, but we make sure that we focus this CapEx on the big bets and where there is a ROI. Concretely, what we are doing now exactly to support the COVERGIRL plan is that we are shifting some CapEx really to make this COVERGIRL expansion and also in store, as a priority. We are taking the money from other initiatives where there is no ROI. Again, it's a total review. CapEx is also from IT, from supply chain, or sometimes, from projects where the payback is too long.
Again, we are stopping projects where there is no payback, and we are putting the money on big bets like COVERGIRL. It's not an increase on CapEx, it's again, better allocation on CapEx. Now I move to the second question. Indeed on the term loan. Yes, you saw and I explained that we had these successful launch issues. We are using it to reduce a significant part of our term loan. Now indeed, we are going to work actively, and we have new initiatives indeed to postpone and to amend and extend maturity of this term loan and same for the revolver. To answer your point, we will keep you posted, but definitely, yeah, we are going to work and so that soon, this maturity on 2023 is extended to 2025 or 2026.
Great. Thank you, Laurent. The next question goes to Sue from Eva Quijano at Bank of America. How should we think about the potential for the fragrance category in China, given low per capita consumption in the category across much of Asia, including Japan?
Yeah, that's a good question. It's been a question that we've been discussing internally a lot. It's true that today this is, I would say, the lowest of the big categories in China, but it's one of the fastest in terms of growth, specifically on the highest end of the market. Again, you've seen during my presentation how what we call premium plus or ultra premium is growing far ahead of the rest of the market, specifically in China, but not only in China. This is the reason why we are not only, of course, putting our resources between our fragrance powerhouses, Gucci, Burberry, Calvin Klein, Hugo Boss, Chloé, et cetera, but we are also shifting some investment, not media investment, because this premium, ultra premium business is all about, I would say, exclusivity, presence in stores, beautiful presentation in stores, experience in stores.
If I take the example of one of our jewels, which is Chloé Atelier des Fleurs, which is a brand that's all about mimicking the atmosphere of a florist. If you go to one of the most beautiful florists in America or anywhere else, you are in a world that's surrounded with scents and flowers. This is the whole story of Chloé Atelier des Fleurs. As you can imagine, this resonates very strongly with Chinese consumers. This brand, for example, to take this example, and it's not the only one, has the highest productivity among niche and artisanal brands at Sephora, where it's present today in China. Again, we're going to have two arms, if I may say.
The one that's towards, kind of education of Chinese consumers when it comes to mainstream fragrances. We have the tip of the pyramid, where we have consumers that are today at the forefront of anything new, that are ready to spend $150, $200, $300, be it on L'Atelier des Fleurs, on Gucci, The Alchemist's Garden, or on the same kind of collection under Burberry. We are playing with both, and we'll see which one is going to become the key driver of the Chinese market.
We feel that in China, next to skincare, that's where the potential for Coty is huge. Prestige makeup, where the potential is starting to be visible for Coty, and again, the path is very, very important in the future. Still, we have a third engine, which is the fragrance one, and as the number one fragrance maker, having probably one of the most beautiful portfolio in the fragrance and the prestige fragrance arena, we have the third engine if this becomes a key area of the Chinese business.
Great. Thank you, Sue. Our next question goes to you from Robert Ottenstein at Evercore, asking to discuss the new hire from L'Oréal at JAB and what our management team is expected to look like.
Okay. yeah, I think what is he referring to?
I think he's talking about today's announcement that JAB has a hire from L'Oréal joining on the digital side.
Okay. Yeah. My understanding is that this hiring, the person that we are talking about, will not be part of Coty's board, of course, and it's not going to be involved in any matter that has to do with Coty today. Again, over this, I have no comments to do on this, I would say, new hiring. Many things to happen on Coty, so 100% focused on what's happening at Coty today.
Great. Thank you. Sue, the next question is also for you. Which brand do you expect to be the biggest contributor to your skincare growth? On that similar vein, has the new Lancaster counter opened in Hainan? If so, how have the initial results been?
Yeah, that's a key question. Yeah, you're right. Lancaster, I've been saying, during the last calls that we were shifting again and presented it today during the strat plan. This brand, for me, has the potential to become one of the key skincare brands in China and hopefully one day elsewhere. For me, this brand is clearly going to be our number one and first, at least in terms of timeline, growth engine in China. Again, the first, I would say, feedbacks that we had is that the country we are intending to open in Hainan, which is going to look like what the dream of how this brand should look like, is going to open beginning of June.
We've opened another one on a temporary location with absolutely no support, and the latest sell-outs we got from there, give us an idea of what's the potential of Lancaster in Hainan and therefore in the Chinese world. The recent, I would say, sell-outs we've got say that this brand could become a top 20 skincare brand in China at the level of brands such as Elizabeth Arden, that's been there for years, or Caudalie, which is another, I would say, French skincare brand. This gives us a lot of confidence in how much this brand has potential when it's going to become a skincare brand presenting the different layers of any skincare brand in China with a basic offer, cleansers, moisturizers, the seven or eight steps of the skincare, and hopefully one day, super premium offer on this line.
For me, it's going to be the number one growth drivers, but it's not going to be the only one. This one is clearly the one I see for China. In the U.S., which is a very different market from the Chinese one, clearly, we are going to reposition Philosophy as I presented it today to you. I didn't say more because we intend to present this to the retailers very soon. Then, of course, as you can imagine, Kylie Skin and then Kim Kardashian, SKKN BY KIM line are going to be huge growth drivers for this category in America and probably in the rest of the world.
We have engines that are adapted to the different markets. As you know it, China is all about ultra-premiumness, and it's there where you have 40% of growth. America is all about, I would say, premium, entry price, entry premium, entry price products, where Kim and Kylie has a huge potential to take us to the next level together with Philosophy. By the way, these three brands are DTC operated, and therefore you can imagine that they are also margin accretive for the American market and of course, on the other markets where they will be operated.
Great. Thank you, Sue. Our next question comes from Eric Hines, and it goes to you as well. With all the changes that are occurring throughout the organization, are incentives being changed to motivate the organization differently than before?
Yes. This is a hot topic, as you can imagine. We are thinking about how to start fiscal 2022. Again, the work that has been done is going in the right direction. We are reimagining how to build, of course, the team of the talents at Coty worldwide. A lot of focus is being made in areas where there is, of course, future potential for growth. We intend to put in place what needs to be put in place to really make sure not only we are growing our talents, the retention of our talents, but also bringing into the company as much as possible, new talents, specifically on the skincare area and of course, on the digital side of the business.
Great. Thank you. I think this will probably be our last question, and it's focused on e-commerce. What can e-commerce mix reach in the next three to five years, and how far along are we in terms of building our DTC backbone, and which brands are driving that?
Let's start with the second part of the question. When it comes to DTC backbone and again, what are the brands, as I said it to you today, it's clearly on one side in America, Kylie Skin, soon SKKN BY KIM line of skincare, and of course, Philosophy. By the way, Philosophy on its direct to consumer, I would say, channel is showing very strong growth, like a lot of skincare brands before and now during the pandemic, and now that we are hopefully out of this, I would say, moment. This is an area we're progressing very fast. As you know it, we've been reorganizing the house company around digital, and digital is becoming a kind of central engine.
This is, by the way, I would say, also when you start after the others, the way you do it is probably easier because you don't need to reorganize the whole company. And make sure digital is a key part of it. We are reorganizing the company with digital at the center, creating a digital content factory in-house. Same thing when it comes to direct to consumers in China. Again, I've been sharing with you the first outstanding results of our fashion houses on Tmall, such as Gucci, the third or fourth, I think, top four launch since 2018 on this platform. Again, these are areas that are, of course, highly accretive for the business, but that are areas on which we are going to build a lot of capabilities, expertise.
The rest of the digital, I would say, priorities, we are really just starting to touch. This is for me, a huge possibility. I've been sharing this with you during the presentation. When it comes to what we call advocacy, live shopping, and social commerce. This is clearly an area where because of our digital listening tools that we are putting in place, tools and teams by the way, we'll be probably able on an hourly basis, on a daily basis, to catch where there is advocacy and to transform this into social commerce or live streaming shopping. These are areas in which the company is just starting, I would say, to put a finger on, and it's probably going to be an infinite source of progress and an infinite source of also data gathering to learn more about who are our consumers.
In terms of what's the level, you know the levels we've been communicating at the end of calendar 2020, which were around 20%, strongly growing by 40% versus a year ago, of course. Again, I don't enter into this race of the levels, et cetera. For me, this is going to become a key channel of sales for any beauty industry or any company in the world, by the way. The idea is that we have to be at the level of this, I would say, part of the business, and this is clearly an area where we intend to be as big as possible, probably less in terms of percentages because it's not going to mean anything in the near future, but in terms of making sure we are on par or better than the market.
The latest figures we got from pure players such as Amazon show that, for example, in America, but not only there, in U.K., we are clearly progressing ahead of the different categories we are selling there, be it mass cosmetics or mass fragrances, sometimes overperforming by 10-20 points. It's really a new era that's opening for the company, and we intend to be where people are shopping and ideally overperform the category.
Great. Thank you, Sue. I think that probably brings us to an end, if you want to make any ending remarks.
I think hopefully this has been clarifying again what is Coty. For me, understanding is buying, if I may say, probably today, people are understanding what Coty stands for, how beautiful is the portfolio of this company, how beautiful is the potential of this company, and on top of course, the amazing portfolio of brands we have today, been showing you on the very, very quick and sense of emergency, if I may say, that we've been putting in place in the company since September 2020 in the middle of the pandemic. As you can imagine how this was not easy. Honestly, we are very, very happy to see progress, to see green shoots on COVERGIRL.
What we are going to announce month after month, probably for the different repositionings, spokespeople, new advertising, new positioning is going to give you a sense of how this company is operating a beautiful and wonderful portfolio of brands. This, for me, was a key, I would say, a message I wanted to share with you guys today. Of course, as you can imagine, it's impossible without a great team of talents. Again, we've been, of course, promoting people in-house, hiring people from outside. Everyone is a huge expert, not only of the beauty industry, but also of the fields they are taking care of. This is really the new Coty we want, I want people to look, to follow, and hopefully to be part of. Thank you very much.