So we are making sure also that within the SG&A, we have productivity on cost well, we don’t see value for the business, but we are also investing on SG&A capabilities, which are creating value for the business. So that is the way we are driving also our SG&A question. So now on the consumer beauty question, regarding what is the trajectory of the division in terms of growth. Two things. The first one is that we are diversifying our sources of growth in consumer beauty. The majority of our sales are coming today from color cosmetics, and I will say a few words about this in a few minutes. But we are also building the machine to make consumer beauty a maker of mass fragrances. Here in China, we just had a meeting, and what we see is that there is potential all around the world.
In every country, people are craving for fragrances from the lowest price possible to the highest price possible. So this is an area that is very important for the division is to diversify the sources of growth and to diversify ideally in categories that are highly relative. And fragrances are highly relative to the gross margin of the consumer beauty division negative quite high also in the 60s, it is not higher. And this area, what we are doing, as I said it several times, is that we are accelerating the pace of innovation, specifically what I call premiumized innovation. So you have seen recently some innovation coming under CoverGirl and now platform quite instantly, I have to say, because this is coming 6 months after, 8 months after, now under email, we are platforming this premiumized innovation, and this is going to help us a lot to drive the profitability higher, but also to attract this younger generation.
So what we have done so far, if I take example of CoverGirl is that we have solidified the foundations of the company of the brand, sorry, towards, I would say, millennials and genics and boomers, this is something that is not seen in other indie brands. They have mainly a Gen Z business. The one we have is big and now we are going to build on top of this a more younger Gen Z, mainly digital influencer an advocacy driven business behind this innovation. So the things I can share with you and which will take me to the shelf space is that CoverGirl is closing the gap versus the market. We are closing the gap while growing quite strongly. It happens that someone is growing much stronger, but the reality is that we are part of those who are still growing but closing the gap versus the market.
In brick and mortar, the gap was of 8 points in the last nine-months and it is 6 points in the last three-months, and now it is less than 3 points. On Amazon, the brand is driving the growth of the category. The gap was 1.4 for CoverGirl above the category at Amazon in the last nine-months. In the last three-months, CoverGirl is 20 points above the category at Amazon. And in the last month, it is still 20, 18, 19 points above the category. So it is clearly there that it is happening. It is see there that the advocacy influence our marketing plans signs, and we hope to see this translating also on the brick-and-mortar side of the market. Given regarding the shelf space, we believe that the shelf place resets of spring, the shelf place of our brands will be stable.
Hopefully, it will grow in 2025 as you are suggesting it, thanks to our very, very strong plan of innovation, more innovation quicker, beat by a strong influencer and advocacy teams around the world, which hopefully will give us the ability to start to increase our shelf space again. But keep in mind that it is expected to be stable.
Operator: Our next question will come from Charles Louis Scotti with Kepler. Please go ahead. your line is open.
Charles Louis Scotti: I have three actually. The first one, I was pretty impressed by your performance in Asia Pacific. What was behind the trends of your business there unlike most of your competitors? And more specifically, in the travel retail channel, it was apparently very strong everywhere for you and also if you could give us an idea of the breakdown of the travel retail business by geography? Second question on inventories, one of your Paris listed competitors said that retailers have now rebuilt their inventory with the supply chain tensions easing, do you have any view on the level of inventories in the trade in Europe and in the U.S.? And is the expected deceleration of the growth in Q2 related to potential destocking impact?
And finally, just a follow-up question on the question of one of my peers. Your H1 guidance suggests 5% to 8% organic growth in Q2. I guess you may have been cautious again, but so why will growth deteriorate so much going forward? And do you have already some indication on the sellout in October and early November pointing to a deterioration?
Sue Nabi: Yes. Hi Charles. This is Sue speaking. So again, regarding the performance that you are referring to in APAC, and indeed, the travel retail part has been very, very strong. To answer in smaller specifically in travel retail this company was mainly an entry prestige fragrance seller two or 3 years ago. And we have decided that we are going to play on the full scope of what fragrance market is about and free prestige fragrances where the company has always been very strong, and this is continuing to grow very, very fast. One of our fastest growing brand in this channel is Calvin Klein, which is an entry prestige brand that is doing very, very well. We have added on top of these premium brands like recently Burberry Goddess, Chloe, etcetera, and we added also niche offering on top of this.
Next to this, I would say, full lineup of brands occupying all the different five tiers, of the fragrance market. We have also three makeup brands. We have Kylie Cosmetics, Gucci makeup, Burberry makeup, and these are doing very, very well. So this is a second leg of growth engine. We have added to this channel. Number three, last but not least, it is also about skincare. And there we have Lancaster that is quite doing very well in the area, I said to you that the brand is having double-digit growth, for example, in Hainan, but we are also starting in, mainly in domestic market in the southeast part of the Asian continents with philosophy skincare. That is a brand that is present in a Sephora environment, which we believe has a role to play in the skincare market.
