Công ty săn đầu người Headhunt Vietnam được thành lập vào năm 2011 bởi ông Hoàng Văn Nam với một niềm tin kiên định: “Con người là tài sản quý giá nhất trong bất kì tổ chức nào”.
Cách đây hơn 10 năm, với sự kiên trì học hỏi và không ngừng tích lũy kiến thức với tư cách thợ săn đầu người chuyên nghiệp cho một số công ty đa quốc gia, ông Hoàng Văn Nam – Tổng giám đốc Công ty săn đầu người Headhunt Vietnam đã khẳng định được niềm đam mê nhân sự và đánh giá đúng vai trò cũng như tiềm năng to lớn của ngành săn đầu người ở Việt Nam và trên thế giới. Niềm tin đó đã trở thành triết lý dẫn đường và kim chỉ nam hành động cho toàn bộ nhân viên công ty Headhunt Vietnam ngày nay.
Là một trong những công ty săn đầu người hàng đầu Việt Nam trong lĩnh vực tìm kiếm nhân sự cao cấp, chúng tôi có trách nhiệm kết nối những tài năng nổi bật nhất trong lĩnh vực nghề nghiệp của họ với những công ty hàng đầu trong thị trường nhằm vươn tới sự thịnh vượng của mỗi tổ chức và tỏa sáng những tài năng còn ẩn dấu.
Với chỉ 2 thành viên vào lúc ban đầu, giờ đây, trải qua hơn 8 năm phát triển, công ty săn đầu người Headhunt Vietnam đã tiến hành hàng trăm cuộc tìm kiếm ở Việt Nam, cũng như hầu hết các khu vực Châu Á – Thái Bình Dương; thành công có, thất bại có, nhưng cũng từ đó, đội ngũ những chuyên gia săn đầu người của chúng tôi cũng đã không ngừng trưởng thành và mang đến cho các khách hàng của chúng tôi những dịch vụ ngày càng chuyên nghiệp và chu đáo, đa dạng hơn để không ngừng đáp ứng những yêu cầu khắt khe và đòi hỏi ngày càng nghiêm khắc của thị trường nhân lực năng động và không ngừng thay đổi của một thế giới phẳng và cạnh tranh khốc liệt của các công ty mà chúng tôi cũng có phần trách nhiệm trong đó.
Định vị và thị trường mục tiêu của Headhunt Vietnam tập trung vào 3 lĩnh vực chính: Dầu khí, Hàng tiêu dùng nhanh và Hàng hóa sản xuất. Khách hàng của chúng tôi bao gồm: Cargill, CGV, BNP, DEUTSCHE, TNS, 3M, JVPC
Để phục vụ khách hàng tốt hơn, ở cả trong nước và quốc tế, chúng tôi đã có một mạng lưới đối tácrộng lớn ở khắp Châu Á – Thái Bình Dương, Singapore, Thailand, Malaysia và Việt Nam – để khẳng định uy tín và vị thế của một công ty săn đầu người hàng đầu Việt Nam – để có thể xứng tầm và cạnh tranh với các công ty săn đầu người hàng đầu của Nhật và Úc như RGF hay Robert Walters.
Dịch vụ của chúng tôi bao gồm:
1. Tìm kiếm nhân sự cao cấp : Những thợ săn đầu người (head hunter) của Headhunt Vietnam là những chuyên gia trong việc phát hiện và thu hút những ứng viên hiếm có khó gặp trên thị trường mà chắc chắn họ sẽ mang lại thành công to lớn cho bất cứ doanh nghiệp nào. Chúng tôi tự tin làm được điều đó dựa trên những phương pháp tìm kiếm hiện đại, chuyên nghiệp, sự hiểu biết sâu sắc về đa dạng các ngành nghề và những mối quan hệ rộng lớn ở khắp mọi nơi.
Hotline tuyển dụng nhân sự cấp cao (dịch vụ headhunter) 028 3824 4745 028 7300 1519
2. Tư vấn chiến lược nhân sự: Chúng tôi sẽ giúp các bạn xây dựng một bộ phận nhân sự chuyên nghiệp hoàn chỉnh với các mô hình mẫu, chiến lược quản lý nhân sự, quy trình tuyển dụng tiêu chuẩn, cách đánh giá và khen thưởng thành tích nhân viên chính xác, xây dựng chính sách công ty, bồi thường hợp đồng, cấu trúc tiền lương, bảo hiểm, phúc lợi và tư vấn, giải quyết mọi vấn đề nhân sự khác bất cứ khi nào bạn gặp khó khăn.
3. Thuê ngoài tuyển dụng (RPO): Trong giải pháp RPO, công ty chúng tôi sẽ thực hiện toàn bộ quy trình tuyển dụng đối với một số hoặc tất cả các chức danh mà công ty các bạn có nhu cầu tuyển dụng. Chúng tôi sẽ tự thiết lập và quản lý các chương trình tuyển dụng một cách hiệu quả nhất cũng như thực hiện toàn bộ các công việc của quá trình tuyển dụng, từ xây dựng chiến lược tuyển dụng, tìm kiếm nguồn ứng viên, sàng lọc ứng viên, thỏa thuận ký kết hợp đồng lao động đến khi ứng viên bắt đầu làm việc. Điều này chắc chắn sẽ giúp các bạn cắt giảm chi phí và thời gian dành cho tuyển dụng tới hơn 50% – vừa có thời gian tập trung phát triển kinh doanh nhưng vừa mang lại hiểu quả cực cao vì nguồn ứng viên của chúng tôi cung cấp sẽ làm hài lòng bất cứ doanh nghiệp nào trên thị trường hiện nay mà có thể bạn không bao giờ tìm thấy.
If you can’t find new talent externally, consider using reskilling to build your new employees in-house.
“Adaption is better than specializes in one skill”
It doesn’t matter how talented your new hires are, or what stellar technology training they’ve received. Chances are within a few years those skills will be obsolete.
Technology evolves so quickly that it is no longer enough to hire for the skills needed today. To stay relevant, companies need to hire people who have the ability to constantly learn new skills that may not yet exist.
This focus on reskilling as a talent management strategy is already taking place, said Art Mazor, principal of Deloitte’s human capital management consulting practice, in Atlanta. “Most big companies today are focused on reskilling, and for good reason: The half-life of skills is two to five years,” he said. “That has huge implications for recruiting.”
With demand for talent at an all-time high, companies can’t expect to pluck these skills ready-made from the talent pool. They will have to create them in-house by providing employees with constant access to training, and incentives to continuously reskill.
Research from McKinsey found 82 percent of executives at large organizations believe retraining and reskilling must be at least half of the answer to addressing their skills gap, with 27 percent calling it a top five priority. And 74 percent of global recruiting firms say reskilling workers represents an effective strategy to combat the perennial skills shortage, according to Bullhorn’s 2019 “Staffing and Recruiting Trends” report.
“Reskilling is an important solution to the talent shortage,” said Vinda Souza, vice president of marketing for Bullhorn. She said that as long as there is low unemployment, companies need to consider what training they can provide to new and existing talent to constantly close new skill gaps.
To reskill someone, look for people with “adjacent skills,” said Jesper Bendtsen, head of recruiting for Thomson Reuters in Toronto. “Don’t just look for people who know blockchain or AI,” he said. “Look for people who work with related technologies that will lend themselves to your future needs.”
That talent pool may already be on staff. Bendtsen noted that employees who have been with the company for years may not have the exact skills you are looking for, but they know your culture, your customers and your way of doing business. “Start by looking internally at who might be interested and able to transition to a new role through retraining,” he said. An internal upskilling program can help companies close talent gaps while reinforcing their commitment to the existing workforce.
When recruiting externally, companies need to consider what skills they are looking for and how that impacts the recruiting process. New hires need to be willing and able to learn new skills and to tackle nebulous workplace challenges. Identifying these skills requires more thoughtful assessments of candidates’ soft skills and personality, not just their past history, Mazor said.
Some organizations are adding virtual reality, automated simulations and gaming tools to the recruiting process to observe how candidates handle unknown situations and learn new information to solve problems.
“These tools test their predisposition for handling challenges while creating a compelling candidate experience,” Mazor said.
Companies are also integrating hiring managers into this assessment process. At Thomson Reuters, for example, software engineers oversee candidates as they complete coding challenges, while asking questions about their process.
“The goal isn’t to see if they get the right answers, but to see how they tackle problems and use information,” Bendtsen said. “It’s an objective way to assess a candidate’s skills and ability to learn.”
This new approach to recruiting could make it easier for companies to look further afield for candidates who show an aptitude and interest in learning, even if they don’t follow a traditional academic or career path, said Tara Cassady, senior vice president at Cielo, a global recruitment process outsourcing provider in Milwaukee. “You want people who are curious, have an aptitude to troubleshoot, and who use technology to solve problems,” she said. These lifelong learners could just as easily come from tech schools, boot camps and online universities as from traditional college campuses.
Once they do find or retain these candidates, they are also investing more effort into retaining them, she said. From ensuring that interns have a clear path to employment, to making sure newly trained talent are given new assignments and competitive salaries, engagement and retention must be part of the reskilling trend, she said. “If you are going to invest in training talent, you don’t want to lose them to a competing firm.”
Human resource management is an important functional activity that has a great impact on the success or failure of businesses, especially start-up businesses.
However, start-up businesses with limited resources, especially the limitation of financial resources, are not really interested in human resource management
In this article, the author will discuss some important issues that entrepreneurs should be noted during the start-up period.
1. Human resource management based on personal experience and subjectivity
In the early start-up years, business owners often focus on technology and market. Business owners in the start-up phase must simultaneously take care of multiple tasks from strategic issues to technology, market, finance, accounting, personnel, etc.
This process suitable for the requirements of fast, flexible, low-cost, appropriate handling of problems with organizational structure and uncompleted personnel.
But in return, in the start-up phase, the enterprise management capacity of the business owner is considered as a too tight shirt compared with the goal and development ambition of the business owner himself. Therefore, a lot of business problems arise and it’s hard to breakthrough or have a systematic solution because business owners face difficulties in making decisions.
The most remarkable thing here is that very few business owner recognize the limitations of them-self and take action to solve it like learning, hiring expert, etc.
If the business owner overcomes himself to learning and has a reasonable solution to complement his own limitations on human resource management, the success probability of the business will be much higher. Because after all, all the causes of business failure also come from the lack of qualified personnel to run and drive businesses with lead to unadaptable to market changes.
2. Unclear in roles and weak in manage conflicts between co-founders
Many people choose to start a business together. Group start-ups help business owners deploy ideas, promote each other’s strengths, mobilize resources and share risks. According to “Startup Insider”, most successful private enterprises have a starting point from a start-up group.
But everything has the other side of the coin. Risk comes from conflicts between co-founders because of differences in views, disputes about benefits and failure to manage changes in decision-making methods appropriate to development period.
In the beginning, when things were difficult, co-founders were quite united and bite the bullet together; but when the business is prosperous, having good financial results is also the time when conflicts arise. Many co-founders have to part ways in the early years because of personal conflict in executive management.
This problem comes from the basic reason is that the management system is not running well. Co-founders not assigned roles and clear agreement with each other to management. The management process does not change from “instinct” to the “system”.
This issue requires co-founders to agree with each other right from the beginning days when starting a business about management method to prepare for future periods. Because when businesses go into orbit, the company needs to have a leader who has ability and capable of making decisions.
3. Lack of solutions to retain talents
The reason usually given is that the start-up period is lack of resources, especially with finance, so it’s difficult to attract talents. Therefore, enterprises tend to hire and use manpower with low salary, and with capacity sometimes not meet the requirements.
This is a big mistake for ambitious start-ups want to have fast growth due to innovation, and want to attract investors.
Attracting talents is one key point for a successful start-up. There are two elements that impact the ability to attract talents:
Owner do not have capacity to use talents:
When working with an expert employee, owner easily loses their vision and cannot control the talent. Moreover, lack of HR management skill can also make personnel to discouraged with their job and soon will lead to giving up.
The attractiveness of the start-up idea:
When the start-up idea is clear and has a high potential to succeed, this is the key to attract talents. In opposite, if you are not sure about your vision and future, candidates will feel not stable and hard to attract talents to become your companion.
There are diversity solutions for this issue, most start-up use company’s stock to attract talent employee to join them in running business. With creative or technology start-up, the company’s value after 5 years may multiply a thousand or million times the present value.
Another regular solution is to hire or collaboration with experts. This will help start-up to use the expert skills and knowledge with a very low fee. Vision and passion of startups also receive assistance and support from experts.
4. Lack of invest in system and building corporate culture
Due to the size of small businesses, many businesses do not focus on recruiting specialized personnel to manage human resources; as well as lack of attention to standardization of processes and human resource management systems.
Inadequately focused activities include recruitment, assessment regulations, application of KPI systems, wages and benefits, labour regulations and corporate culture … Due to lack of systematic, works are handled much according to the affair and affection.
In particular, common problems arise in terms of employment contracts, job vacancies, intellectual property violations, loss of business secrets due to employee quit. On the other hand, company culture is also a strong weapon to keep talents by your side.
5. Loss the control of the business due to lack of understanding of corporate governance
Enterprises in the start-up period have a large growth and high investment demand. The main capital mobilization solution of enterprises in the start-up phase is by calls for funding to increase capital and expand owners.
However, many business owners refuse to develop and accept strategic investors because of the risk of losing control of the business. In contrast, many business owners chose wrong strategic investors, so they quickly have to transfer control of their own business, losing their “spiritual children”.
The solution is that business owners need to consult from legal, human resource experts, and study about corporate governance.
There are many possible solutions. First of all, you need to choose the right investor.
The right strategic investor often does not require control of business management because they respect the holder of the business idea and believe that only when this person continues to run the business than the business can succeed.
And finally, there are many forms of investment contracts to attract more shareholders to contribute to capital. Shareholders enjoy preferential dividends, but still, can maintain voting and veto rights.
Nowadays, people are wrapped up in work too much that they forgot “you are more than your job”.
Looking for a new job but having zero luck getting hired can be, put it lightly, incredibly demoralizing.
As it turns out, “the data supports the conventional wisdom,” said Dan Witters, a principal and research director at the Gallup National Health and Well-Being Index.
While research shows that people experience an increased sense of well-being just after losing their jobs, that trend reverses if they’re still hunting after 10 to 12 weeks. On top of the obvious financial stress that comes with being unemployed or underemployed, these groups also suffer from worse physical health, with rates of depression rising among the unemployed the longer they go without finding work.
The solution to job-search depression isn’t as easy as hitting the pavement and sending out more résumés. Even strong candidates aren’t guaranteed success, creating “this constant uncertainty of not knowing when the job search will end,” said Michelle Maidenberg, an adjunct graduate professor of cognitive behavioural therapy and human behaviour at the Silver School of Social Work at N.Y.U. with a private practice in Harrison, N.Y.
Dealing emotionally with this sort of adversity is a skill few of us have been taught, and it requires building new habits in our personal lives.
If it feels as if your well-being is on hold while you focus on bigger things — like a job hunt — consider this: The emotional and mental health outcomes of unemployment can create “a feedback mechanism where the longer you go, the harder it is on your emotional health,” Mr. Witters said. “The worse your emotional health is, the harder it is to find a job.”
Whether you’re suffering from job-search depression or happily employed, learning the coping mechanisms needed to deal with things like uncertainty and loss of control will always come in handy, Dr. Maidenberg said.
1. You are more than your career
“So much of who we are is wrapped up in work, but you are more than your job,” said Alison Doyle, a job search expert at the Balance Careers, part of the Balance family of sites, which offer advice on such topics as personal finance, careers and small business.
When people imagine job-search depression, they often attribute it to financial instability and frequent rejection, but it turns out that “identity is a much bigger piece of the puzzle than people had previously thought,” said Dawn R. Norris, an associate professor of sociology at the University of Wisconsin-La Crosse and the author of “Job Loss, Identity, and Mental Health.”
“In fact, many of the people in my study said it was the most important thing to them, even beyond financial problems,” she said. Those who listed financial concerns as their top source of stress often cited a perceived loss of identity as a close second.
The perception that we are our work is a major reason the job search, and receiving constant messages that we aren’t who we think we are, is so distressing.
“If your identity is threatened, you need an identity-based solution,” Dr. Norris said.
The solution: Recognize that your personality is made up of a diverse range of experiences, interests and values — not just your employment status — and “have other areas in your life that you can lean on as a source of joy and confidence.” This is pivotal to coping with job loss, Dr. Maidenberg said.
2. Treat job hunting like a job
Besides the loss of income and identity that can come with being out of work, there’s also the loss of day-to-day structure. Sending out emails while wearing sweatpants on the sofa might seem like a fantasy to some, but after a while, the loss of scheduled time can lead to feelings of anxiety, depression and disconnection, Dr. Norris said.
The solution: Create structure for yourself, both inside the job hunt and out. Setting strict office hours can help keep the search from bleeding into every area of your life, with deadlines pushing you to work more efficiently. Simple rules, like a “No LinkedIn after 6 p.m.” policy, or a mandatory lunch hour, will give you the space to focus on other interests and relationships and mentally recharge.
The stress of a job search can also make people feel as if they don’t deserve down time, but working overtime and pushing to the point of burnout will only exacerbate feelings of isolation and negativity. This can have an impact on both your mental health and your job prospects, Mr. Witters said.
“It’s a feedback mechanism where the longer you go, the harder it is on your emotional health,” he said. “The worse your emotional health is, the harder” it can be to successfully chase down job leads and dazzle interviewers.
3. Set yourself up for some wins
Mr. Witters said research showed that setting and reaching goals had a strong inverse relationship to depression.
“If you’re out of a job, one of your goals is going to be to find one,” he said. “That is a goal that is going unrealized.”
The solution: Whether you plan to send out a certain number of cover letters, or accomplish something that’s totally unrelated to your job search, try to “do a few things outside your comfort zone that are still achievable,” Ms. Doyle said. Doing so, she added, can make you “feel much better about yourself.”
Avoiding the temptation to set overambitious goals is especially important, she said, since failing to accomplish them will negatively affect your well-being and can even slow your overall progress.
While it might feel hard to appreciate smaller successes, especially if they seem mundane or aren’t directly connected to the job hunt, the power of small wins means these moments can have a major impact on our mental and emotional health.
4. Learn new skills
The stress of the job hunt can make it easy to miss out on the benefit of unemployment: more free time.
The solution: “Look at the time in a way as a gift,” said Ms. Doyle, who recommended volunteering or taking free online classes.
Though using your free time to pursue new hobbies and skills “tends to bite the dust when you’re focused on finding a job,” Mr. Witters said, “there is a good inverse corollary to depression and learning new and interesting things.”
This can also be an opportunity to explore hobbies that you were too busy to nurture and probably won’t have time for once you land a job, Dr. Maidenberg said. Trying out new things and discovering other talents and interests can help us strengthen our identities and enjoy new sources of fulfilment.
If you’re interested in pursuing activities that relate to your professional skills, keeping your résumé up-to-date isn’t the only benefit, Dr. Norris said. “Depending on what aspect of your identity is threatened, finding something to do that’s similar enough” — a former manager could coach children’s sports, for instance; a laid-off E.M.T. might take a public safety course — can help reinforce the feeling that you are still the same person you were before, she said.
5. Stay social
One of the best ways to take a mental break from the job search, and to reaffirm the parts of your identity that don’t have anything to do with your career, is to spend time with family and friends, Dr. Maidenberg said. It’s also a good way to combat the isolation that many job seekers face.
Putting yourself out there isn’t always easy, especially given that there’s “definitely a stigma” around unemployment, Dr. Maidenberg said. Research shows that the long-term unemployed spend less time with family and friends, and embarrassment can contribute to people avoiding social interactions, Mr. Witters said.
If you’re finding it hard to socialize, start small, Dr. Norris said. Online communities and support groups are good places to start, as are clubs and networking events in your area. Just asking a friend to join you for coffee can help.
If you’re having a hard time prioritizing your health during your job search, go one step further and ask a loved one to act as your accountability partner, Mr. Witters suggested.
“Having someone who’s encouraging you to pursue a healthy lifestyle and to be a better version of yourself,” he said, “helps alleviate the sense of loneliness and isolation and pessimism and despair that can come from prolonged unemployment.”
And if people ask what you do for a living?
“It’s fine to say, ‘I’m looking for my next opportunity,’” Ms. Doyle said. “The average person changes jobs nearly 12 times in their career, and not all of those changes are voluntary.” She added that “almost everyone’s lost a job, and people love to help people.”
Most importantly, she said: “Don’t feel bad that you’re unemployed, even if it’s your fault. It can happen to the best of us. You are not alone.”
On 16 May 2019, after 5 years entering Vietnam, the France biggest retailer Auchan has officially announced to withdraw from Vietnam. The brand will sell all of its stores to an unpublished partner after a long period of time not making profit.
Beside of some “not very good” image of Vietnam’s consumers in the last days of this supermarket chain. The act of this brand with their employees in the transition times has made the public to think back about company culture in general and ethical of the HRM in particular.
So, what happened?
Reasons leading to Auchan’s fail in Vietnam?
Founded in 1961, with headquarter in France and working in many industries include FMCG, commercial retail, real estate, banking, e-commercial, etc.
In general, there are three main reasons lead to the fail of Auchan in Vietnam.
Since 2012, Vietnam witnessed the invading of a series of retailers and large brand entering Vietnam.
The competition for market share in Vietnam become more brutal with the strong investment of brands from Japan (AEON), Korea (Lotte), Thailand (TCC Holding – Mega Market), Vingroup (Vinmart), etc.
This leading to a decreasing in sales revenue and brand’s awareness when Auchan have to change their brand’s name 2 times (from S.mart to Simply and final is Auchan) before closing.
In 2014, Auchan entering Vietnam and starting their business by collaborating with big real estate company to build supermarket inside their building, apartment.
At the beginning, this seems to be a very smart move when Auchan can take advantages from the residents of the building. But in return, when located inside apartments, it’s will be very difficult to approach consumers in a far distance.
Moreover, the customer segment of Auchan is middle to high level. While GDP of Vietnam is still low (below 2.500 USD/ people), if Auchan comes to Vietnam in 7 -10 years later, when the GDP increased to 5.000-7.000 USD/ people, that would be a different story.
One more reason, is Auchan’s brand awareness. With Vietnamese, products from U.S or Europe are earn the hashtag of “best quality”. But Auchan cannot take advantage of their country’s brand name. Which has been used very well by Thailand, Japan and Korea brands.
The retail trending of Vietnam is combination forms of entertainment, eating and shopping in one place like AEON Mall, Lotte Mart, Vincom.
The individual market will hard to compete, one realistic example is Parkson Mall of Malaysia which have to withdraw from Vietnam in 2018 after 13 years entering this market.
Humanity and integrity withdraw
In recent days, the “online community” of Vietnam has had very good feedback on the action of Auchan leaders board when they are helping their employee to redirection their job after the announcement to close the company.
Particular, the Human Resources Director of Auchan – Tran Phuoc Tuan has written a letter on LinkedIn – the biggest social network for job search and recruitment – to call for assistance in looking for job for his employee. Mr.Tuan also posted a Google docs link to help employers to share their recruit positions.
The Auchan’s director – Arnaud Bouillet – also give his feedback and recommendation for his employee and sharing their CV to his network.
This kindly act had lead to the call to support Auchan’s three remained supermarkets. Although all of the brightness situations, the sadness is that they still keep the plan to withdraw from Vietnam in June.
For people who following the “value investment” style of Warren Buffet, then in Auchan case, the brand value of them has shown through the way they treat their employee when it comes to an end. Because it is more important than the way the company treat their employee when it’s on the growing peak.
If Auchan comes back to Vietnam one day, I believe they will be very welcome by customer and candidates who looking for job.
Recently, Forbes 100 has recorded the world’s youngest ever self-made billionaire title is just swapped from Mark Zuckerberg (CEO, Founder of Facebook) to Kylie Jenner (21 years old).
According to Forbes estimated Kylie’s Cosmetics (a cosmetics company of Kylie’s) value is over $900 million based on the last year grew revenue and market cap of the booming makeup industry. And Kylie Jenner owns all of it, add with the cash she already pulled from the profitable business. The 21-years-old is now the billionaire, with an estimated fortune of $1 billion.
So, who is Kylie Jenner? What made her a billionaire?
Making money from 10 years old
Kylie Kristen Jenner was born on August 10, 1997, at Los Angeles, California, U.S with parents are both television personality. Kylie is a model, celebrity, television personality, fashion stylist, creator, designer, actor, singer and entrepreneur.
Kylie Jenner starting her career very soon when she first started her reality television series “Keeping up with the Kardashians” (one of the longest-running reality television series in the U.S ) on E! (an American pay television channel) in 2007 when she’s only 10 years old.
From 2007 – present, Kylie has participated, performed and starred over 11 television reality show, with over 187 episodes present, and is the main cast in 158 episodes. Kylie also joined in 8 music video, and play a role in the “Ocean’s 8” movie in 2018.
All those activities are a premise for Jenner to build up her businesses based on her reputation.
Kylie’s business career started in 2012 when she’s 15 years old. Kylie collaborating with the clothing brand PacSun (Pacific Sunwear of California Inc.), along with her sister Kendall they create a clothing line name “Kendall & Kylie”.
In July 2013, the Jenner sisters launched a jewellery line with Pascal Mouawad to create the Metal Haven by Kendal & Kylie jewellery collection.
In February 2014, she and Kendall launched a shoe and handbag line for Steve Madden’s Madden Girl line.
Although pretty success with her businesses, but all of these brands are not bring her to the title of “world’s youngest billionaire”.
In August 2015, Jenner announced she would be launching her lipstick line under the name Kylie Lip Kit and renamed to Kylie’s Cosmetics in February 2016. Also in this year, the number of kits produced rose from an initial 15,000 to 500,000.
Jenner invests more on the marketing and brand awareness of her brand beside of her reputation. In March 2016, Jenner released a 3 minutes promotional video directed by Colin Tilley and starring models Karin Jinsui, Mara Teigen, and Jasmine Sanders.
She also introduce her brand through many reality show with a million of audiences (both online and offline) with a fee of $0 for she is invited.
In June 2017, Jenner released 2 new cosmetics sets in collaboration with her sister and unceasing cooperation to launch a new product line with other celebrity, designer, model.
In 2018, Kylie’s Cosmetics recorded the sold of over $630 million worth of makeup product. Which rise the company value up to $900 million and making Jenner into the Forbes 100 list.
Kylie Janner may only 21 years old, but Up to May 2019, she has presided a business portfolio of 66 product line, brand, show, and music. And this number is constantly increasing over year.
Although there are disagreements about the “self-made” title of Jenner because of her background. But there are points that we can not deny: She is brilliant, and have to work very hard to earn this result.
More over, how many people of us can make $1 billion when we at her age without inheritance?