Myer elevates luxury beauty with La Mer, Swiss Perfection and Guerlain — new shop‑in‑shops and treatment spaces arrive in Sydney and Melbourne

Table of Contents

1. Key Highlights
2. Introduction
3. Why luxury skincare is the strategic priority
4. What Myer’s shop‑in‑shop concepts will look like
5. Brand profiles: what each label brings to Myer
6. The significance of Swiss Perfection’s exclusive debut
7. Why treatment spaces matter: converting interest into investment
8. How Myer’s move fits into the competitive landscape
9. Omnichannel integration: connecting in‑store experience with digital tools
10. Training, staffing and service consistency: the operational realities
11. Marketing and merchandising: telling the brand story in a department store
12. Real‑world examples of experiential beauty retail
13. Pricing and consumer expectations
14. Potential risks and operational challenges
15. What customers can expect: services, bookings and product access
16. Implications for brands and suppliers
17. Broader market implications
18. What this means for loyalty and customer data
19. Where Myer might go next
20. Conclusion: a deliberate bet on premium experience
21. FAQ

Key Highlights

• Myer is expanding its luxury skincare offering with La Mer, Swiss Perfection, Guerlain and Helena Rubinstein, introducing dedicated shop‑in‑shop concepts and treatment spaces at its Sydney and Melbourne flagship stores.
• Swiss Perfection debuts in Australia exclusively through Myer as its first department store partnership; Carolina Herrera Beauty and Rabanne Beauty also make their Australian department store debuts with the retailer.

Introduction

Myer is moving aggressively to capture a larger share of Australia’s prestige beauty market by deepening its portfolio of luxury skincare and beauty brands. The retailer’s latest round of signings — anchored by La Mer, Swiss Perfection and Guerlain and complemented by Helena Rubinstein, Carolina Herrera Beauty and Rabanne Beauty — signals a deliberate pivot toward experiences as much as product. The new offerings will be presented as dedicated shop‑in‑shop environments within Myer’s flagship Sydney and Melbourne stores, complete with treatment spaces designed to convert browsing into service bookings and repeat sales.

This shift reflects how department stores are competing for upscale beauty shoppers: not by broadening assortment alone, but by delivering premium environments, skilled service and exclusive brand access. Myer’s leadership frames skincare as the business unit with the highest growth potential, and the move provides a case study in how traditional retailers can reconfigure store footprints and partner strategies to capture higher‑margin categories.

Why luxury skincare is the strategic priority

Skincare has become the central profit engine for many beauty retailers worldwide. Compared with makeup, fragrance or bath and body, skincare tends to produce higher average order values, stronger repeat purchase cycles and greater customer loyalty. Luxury skincare compounds those benefits. Premium price points lift gross margins, while highly curated brand assortments and service elements—like facials and consultations—turn stores into destinations rather than points of purchase.

Belinda Slifkas, Myer chief merchandise officer, framed the decision succinctly: “Skincare represents the greatest opportunity for growth within our beauty business, and we are focused on continuing to expand our luxury skincare offering, to complement our existing mix of both accessible and prestige brands.” That sentiment drives a host of operational choices: investing in bespoke retail real estate inside stores, training staff to deliver treatment‑level services, and integrating the brands’ global service standards within a department store context.

Prioritizing luxury skincare also aligns with consumer behavior. Buyers increasingly treat skincare as a long‑term investment—seeking products that promise measurable results and premium experiences. For high‑net‑worth shoppers and aspirational consumers alike, in‑store consultations and treatments mimic the clinical, service‑driven approach they expect from luxury brands. When retail environments match that expectation, conversion rates and basket sizes rise.

What Myer’s shop‑in‑shop concepts will look like

Myer plans to introduce dedicated shop‑in‑shop spaces for the new brands at its Sydney and Melbourne flagships. These will be more than branded counters: they will include treatment rooms where consumers can receive in‑store skincare services. That design choice reflects two priorities. First, it gives brands room to express their identity and service model within a controlled environment. Second, it creates a venue for experiential marketing that drives dwell time, sampling and higher conversion.

La Mer ANZ Brand general manager Mariko Rex described the collaboration as one that “will enhance the local luxury skincare experience” and praised Myer’s commitment to “premium environments, dedicated treatment spaces and service excellence,” positioning the department store as “a natural destination for the world’s most iconic luxury skincare brands.” Treatment spaces enable brands to offer signature rituals, express facials and consultations—services that educate customers and make premium price points feel justified.

Design will matter. Expect fixtures, lighting and finishes calibrated to each brand’s aesthetic: muted, clinical lines for Swiss Perfection; heritage, couture touches for Guerlain; luxurious textures and soft lighting for La Mer. Staff training will likely include product science, consultation techniques and treatment protocols to ensure consistency across customer experiences. Appointment systems, private‑booking options and integration with loyalty platforms are logical parallels to maximize the commercial impact of these spaces.

Brand profiles: what each label brings to Myer

The new lineup spans several tiers of prestige and heritage, giving Myer a broad palette of consumer propositions.

• La Mer: An ultra‑luxury skincare house renowned for its concentrated, high‑price formulations and cult status among skincare aficionados. La Mer’s inclusion signals Myer’s intent to compete at the top end of the market and to attract clientele willing to spend on prestige treatment products and ritualized in‑store services.
• Swiss Perfection: Known for a clinical, science‑led approach to skincare rooted in Swiss dermatological technology. The brand will debut in Australia through Myer and mark its first department store partnership in the market. Swiss Perfection’s clinical positioning complements La Mer’s luxury narrative by offering efficacy‑driven propositions that appeal to consumers seeking measurable results.
• Guerlain: A storied French maison with deep heritage in fragrance and skincare. Guerlain adds prestige and heritage storytelling to Myer’s roster, appealing to customers who value legacy brands with aesthetic provenance.
• Helena Rubinstein: Previously launched this year at Myer, Helena Rubinstein brings a historic prestige skincare lineage and clinical credibility to the mix. It contributes to depth in the prestige segment, appealing to older, affluent shoppers as well as younger consumers drawn to iconic brands.
• Carolina Herrera Beauty and Rabanne Beauty: Their department store debuts with Myer broaden the retailer’s offer in fragrance and beauty, lending fashion‑lifestyle crossover appeal. Both brands are better known for haute couture and perfumery; their beauty lines will attract customers who purchase fragrance as part of a broader lifestyle aspiration.

Together, these brands form a compelling portfolio that covers the aspirations of different shopper segments: from clinical efficacy seekers to heritage‑brand loyalists and luxury experiential consumers.

The significance of Swiss Perfection’s exclusive debut

Swiss Perfection’s decision to launch exclusively with Myer as its first department store partner in Australia deserves special attention. Exclusive partnerships deliver several advantages for both brand and retailer. For the brand, a single department store partner simplifies logistics, training and visual merchandising standards, enabling a controlled rollout that preserves product positioning. For Myer, exclusivity drives foot traffic and differentiates its assortment from competitors.

Exclusive launches also permit promotional choreography around events, PR and sampling programs. Swiss Perfection’s clinical narrative pairs well with appointed treatment spaces where consumers can experience treatments in a private, consultative setting. Exclusivity can also encourage cross‑category spend—visitors searching for Swiss Perfection might discover La Mer or Guerlain nearby, boosting overall beauty sales.

Retailers that secure exclusives gain leverage in negotiating favorable margins, co‑op marketing support and first access to limited‑edition launches. For department stores recalibrating their role, exclusives act as attraction points that reinforce store relevance in an omnichannel era.

Why treatment spaces matter: converting interest into investment

Dedicated treatment rooms transform how beauty is purchased. A consumer who experiences a facial or professional consultation exits the interaction with not only product samples but also trust in the efficacy and a personal relationship with the brand and consultant. These interactions increase the likelihood of immediate high‑ticket purchases and long‑term loyalty.

Treatment spaces also provide measurable commercial returns. Appointments can be monetized directly, and services often lead to product take‑home purchases. Treatment bookings create predictable traffic patterns and allow retailers to forecast staffing and inventory needs. Moreover, treatments generate content—before/after images, testimonials and social media moments—amplifying marketing reach.

The broader retail world offers examples of this model working. Specialty beauty retailers and high‑end department stores have long used service offerings to elevate sales floors. The addition of treatment spaces within Myer’s flagships positions the retailer to capture customers who might otherwise purchase expensive skincare online after researching treatments conducted in clinic settings.

How Myer’s move fits into the competitive landscape

Australia’s prestige beauty market is active and competitive. Specialty retailers such as Sephora and Mecca dominate the prestige cosmetics and skincare spaces with large footprints, loyalty programs and strong digital presences. David Jones competes with department store heritage and a luxury focus. Online pure‑play beauty retailers continue to nibble at market share, appealing to shoppers who prioritize convenience and price comparison.

Myer’s strategy is to differentiate on curated luxury assortments and experiential retail, rather than broad assortment or discounting. By unleashing shop‑in‑shops and treatment spaces for ultra‑premium brands, Myer can create a distinct sensory and service advantage that is difficult for online players to replicate. Luxury consumers often seek rituals, premium packaging, and human expertise—dimensions that physical stores excel at providing.

Additionally, Myer’s approach may draw shoppers back into department stores more regularly. Where previously shoppers might visit a specialty boutique for La Mer or a standalone counter for Guerlain, the presence of multiple luxury brands under one roof encourages multi‑brand shopping and elevates the store’s perception as a destination for premium beauty.

Omnichannel integration: connecting in‑store experience with digital tools

To maximize the value of shop‑in‑shops and treatment spaces, Myer will need to integrate digital capabilities that extend beyond the physical experience. Appointment booking through a robust online system, SMS confirmations, post‑treatment follow‑ups and targeted email offers constitute basic best practices. More advanced integrations can include virtual consultations for customers who cannot visit the flagship stores, digital sampling programs, and AR tools that help customers understand product effects or find suitable routines.

Loyalty platforms can capture the long‑term value of treatment clients. Linking treatment purchases and product spend to loyalty points encourages repeat visits and creates data about preferences and buying patterns. That data, when responsibly used, can fuel personalized marketing: restock reminders for serums, targeted treatment offers around life events, and curated product recommendations.

Omnichannel execution also includes buy‑online‑pick‑up‑in‑store (BOPIS) for premium products, seamless returns, and the option to convert online interest into in‑store appointments. Combining online touchpoints with high‑quality in‑store service will be critical to converting luxury shoppers who are used to researching heavily before purchase.

Training, staffing and service consistency: the operational realities

Opening shop‑in‑shops with treatment spaces requires operational rigor. Department stores must recruit and train staff to deliver branded treatments to global standards. For brands like La Mer and Swiss Perfection, training extends beyond product knowledge to encompass specific treatment protocols and client experience guidelines.

Staffing models must account for appointment demand, peak foot‑traffic times and treatment lengths. Treatment rooms that sit idle are costly, so scheduling must be optimized. Cross‑training floor staff to handle consultations and retail transactions while maintaining treatment quality is an efficiency lever.

Quality control is another challenge. Brands will want to maintain a consistent customer experience across different retail partners and geographic locations. Myer must therefore set up governance structures—training certifications, mystery shopper programs and regular audits—to protect brand equity and ensure customer satisfaction.

Inventory and forecasting also become more complex when services lead to immediate product takeaways. Stores need reliable supply chains to prevent stockouts of hero items that often drive treatment‑to‑purchase conversion.

Marketing and merchandising: telling the brand story in a department store

Effective merchandising will be critical. Shop‑in‑shops should replicate elements of the brands’ own boutiques to convey authenticity—signature displays, testers organized for hygiene, and well‑trained beauty advisors visible and approachable. Visual merchandising that tells a consistent story across packaging, signage, and staff uniforms helps consumers trust the offering.

Marketing the launches can follow a tiered approach: invite‑only events for high‑value clients and influencers, press previews that highlight the treatment experiences, and consumer promotions that encourage first‑time bookings. Sampling programs distributed in‑store after treatments are an enduring way to secure follow‑up purchases.

Collaborations between Myer and the brands are likely to involve co‑funded campaigns, launch exclusives and limited‑edition assortments. These activities drive traffic and provide moments of urgency that compel customers to visit physical stores.

Real‑world examples of experiential beauty retail

Experience‑driven beauty retail has been a successful playbook for several global players. Specialty chains have built reputations by merging product with service. Flagship stores that offer diagnostic tools, bespoke formulations and in‑store treatments consistently report higher spend per customer than traditional counters.

In Australia, specialty retailers have shown how appointment‑driven services and trained consultants can build loyalty and frequency. Internationally, department stores that reinvented their beauty floors into immersive spaces increased customer dwell time and average purchase value, validating the investment in design and staffing.

Myer’s move mirrors these strategies but adapts them to the local context: concentrating multiple luxury brands in a single destination, offering treated services, and creating an environment that encourages discovery across brands.

Pricing and consumer expectations

Luxury skincare commands premium prices. Consumers who purchase at this tier expect not only product efficacy but also service, packaging, and aftercare. Treatment spaces help justify the price points by delivering tangible results and a sense of pampering. Transparency about ingredients, clinical data and realistic expectations will be essential to avoid disillusionment.

Given the premium nature of these offerings, Myer’s pricing strategy needs to balance exclusivity with accessibility to drive sufficient trial. Promotions should be tactful—sampling, gift‑with‑purchase and invitation‑only events are better suited to prestige positioning than outright discounting, which can erode brand value.

Potential risks and operational challenges

Expanding into high‑touch luxury services involves risks. Real estate and construction costs for creating bespoke shop‑in‑shops and treatment rooms within city flagship stores are substantial. If treatment demand underperforms or staffing turnover is high, the return on investment can be slow.

Another risk is brand mismatch. Luxury houses maintain strict control over presentation and service. A department store environment must meet those standards or face reputational risk. Myer will need to navigate contractual obligations and brand governance while retaining operational flexibility.

Market dynamics also matter. If consumers shift more rapidly to online purchase for prestige items or to boutique brand stores, department stores may face threats to traffic. Myer’s experience with other luxury beauty initiatives—like its expanded partnership with MAC—provides a playbook, but execution must be flawless across customer service, inventory and digital integration.

Finally, economic cycles affect luxury spend disproportionately. Consumers often trade down from premium to mid‑range options during downturns. Myer should therefore plan for resilience: nurturing loyalty among its highest‑value customers, offering payment flexibility, and maintaining a balanced mix of price points within the beauty floor.

What customers can expect: services, bookings and product access

Customers visiting Myer’s Sydney and Melbourne flagships can expect immersive brand spaces and the opportunity to book treatments. Services will likely range from express consultations to fuller signature facials that highlight hero ingredients. Product portfolios will include hero SKUs, targeted serums, treatment devices where appropriate, and select fragrance and makeup complements for the fashion brands.

Bookings are expected to be appointment‑based for premium treatments. Walk‑ins may be accommodated depending on availability. Customers should anticipate that some lines—particularly Swiss Perfection—may be available exclusively at Myer for a period, and that launch activations will feature limited‑edition sets and sampling opportunities.

For shoppers who cannot visit the flagship stores, brands and Myer are likely to offer online ordering, virtual consultations and robust shipping or click‑and‑collect options. Loyalty program integrations may provide incentives such as priority booking windows, exclusive events invitations, and gifting options that foster repeat purchases.

Implications for brands and suppliers

For brands, partnering with Myer brings scale, visibility and a route into department‑store shoppers who value curated, premium retail experiences. Department stores can introduce brands to a wider audience through cross‑category exposure—fashion shoppers often convert to beauty purchases when both are presented together.

Suppliers should anticipate deeper collaboration in areas such as training, marketing, inventory forecasting and launch planning. Brands that succeed will be those that invest in localized marketing, rigorous staff education and product assortments tailored to local consumer preferences.

For smaller prestige suppliers, Myer’s push demonstrates that department stores remain relevant partners for scale and distribution. It also suggests that department stores can offer an effective alternative to single‑brand boutiques or online channels for certain luxury launches.

Broader market implications

Myer’s expansion of luxury beauty brands into dedicated shop‑in‑shops with treatment spaces reflects a larger retail recalibration. Department stores that reimagine themselves as lifestyle hubs—where fashion, beauty and services intersect—stand a better chance of competing with both specialty retailers and e‑commerce platforms.

Other department stores in Australia and the region will likely watch closely. Successful execution could spur similar investments across the sector, while missteps would serve as cautionary tales about the complexity of marrying luxury service standards with the department store model.

The move also underlines the evolving role of physical retail in the beauty category: not only as a place to transact, but as a site for education, trial, and elevated brand storytelling. When brands and retailers align on service quality, design and omnichannel integration, the physical store regains strategic importance.

What this means for loyalty and customer data

Treatment bookings and in‑store consultations generate valuable first‑party data. When customers agree to follow‑ups or join loyalty programs in exchange for services or samples, retailers collect insights—skin concerns, product preferences, and response to treatments—that can be used to personalize future offers.

Loyalty members who experience premium treatments are likely to become high‑value repeat customers. Myer can use these relationships to craft tiered offers, exclusive events and concierge services tailored to affluent beauty shoppers.

However, data must be handled with care. Respecting customer privacy and offering clear opt‑ins for communication will be crucial to build trust and ensure compliance with local regulations.

Where Myer might go next

The initial rollout in Sydney and Melbourne flagships is a logical starting point given foot traffic and visibility. If the model proves successful, scaling to other major stores—either as full shop‑in‑shops or hybrid counters—would be a natural progression. Myer might also expand its portfolio with adjacent luxury brands, specialty tools (like LED devices or microcurrent devices), or partnerships with clinical providers for more advanced treatments.

Expansion could also include enhanced digital services: virtual skin diagnostics, subscription services for routine products, or loyalty integrations that span across Myer’s broader merchandise categories. Each extension would require careful planning to preserve the premium experience that underpins these offerings.

Conclusion: a deliberate bet on premium experience

Myer’s signing of La Mer, Swiss Perfection and Guerlain, alongside Helena Rubinstein and new fashion‑beauty entrants, represents a deliberate shift toward experience‑led retail. By dedicating physical space to treatments and brand storytelling, Myer positions itself to capture a greater share of the premium skincare market—a category with structural advantages in repeat business and higher margins.

Execution will determine the outcome. The retailer must deliver consistent training, seamless omnichannel touchpoints, and marketing that directs the right customers to its new environments. If Myer achieves that balance, the new shop‑in‑shops could become a blueprint for department stores aiming to reclaim prestige in a competitive beauty market.

FAQ

Q: Which brands are being introduced at Myer? A: Myer is introducing La Mer, Swiss Perfection and Guerlain to its store portfolio, joining Helena Rubinstein which launched earlier this year. Additionally, Carolina Herrera Beauty and Rabanne Beauty will make their Australian department store debuts with Myer.

Q: Where will the new shop‑in‑shops be located? A: The new dedicated shop‑in‑shop concepts and treatment spaces are planned for Myer’s flagship stores in Sydney and Melbourne.

Q: Will Swiss Perfection be available elsewhere in Australia? A: Swiss Perfection will make its Australian debut exclusively at Myer and this marks the brand’s first department store partnership in the market. The exclusivity period and scope may vary over time, depending on agreements between the brand and retailer.

Q: What services will these new spaces offer? A: The shop‑in‑shops will include treatment spaces designed to deliver in‑store skincare experiences and consultations. Services are likely to range from express consultations to fuller signature treatments and facials, though specific offerings and pricing will be announced by Myer and the individual brands.

Q: How can customers book treatments? A: Myer is expected to offer appointment bookings, which may be available via the retailer’s website, in‑store booking desks, or brand‑specific booking channels. Details on booking mechanisms will be published closer to each brand’s launch.

Q: Are these brands being launched exclusively with Myer? A: Swiss Perfection is launching exclusively at Myer as its first department store partner in Australia. La Mer, Guerlain, Helena Rubinstein, Carolina Herrera Beauty and Rabanne Beauty are being introduced through Myer but may also have other distribution channels.

Q: How does this affect Myer’s loyalty program and offers? A: While specifics have not been disclosed, loyalty integration is a common practice for premium launches. Customers who book treatments or purchase hero products may receive loyalty points, exclusive event invitations, or targeted offers. Confirm details with Myer’s loyalty communications at launch.

Q: Will products be available online? A: Products are expected to be available through Myer’s online channels, with possible options for click‑and‑collect and home delivery. Virtual consultations or online booking for in‑store treatments may also be offered.

Q: How does this move compare to other retailers? A: This strategy aligns with global trends where physical retail emphasizes experience and service to differentiate from online competitors. Myer’s addition of multiple luxury brands and treatment spaces positions it to compete with specialty beauty retailers and other department stores by offering a curated, service‑led luxury experience.

Q: When will the new shop‑in‑shops open? A: Myer has announced the partnerships and the brands’ arrival at its Sydney and Melbourne stores; specific store opening dates and launch events will be provided by Myer and the brands in subsequent communications.