The global skincare market, valued at an estimated $135.83 billion in 2022, is projected to grow at a CAGR of 4.7% from 2023 to 2030, according to Grand View Research, and is a powerhouse of consumer spending. However, this robust growth has been overshadowed by inflationary pressures, geopolitical instability, and disrupted supply chains. Even the luxury beauty segment, historically buoyed by affluent consumer bases and resilient to economic downturns, is now showing signs of vulnerability. According to Bain & Company, the recently ended 2024 was not a prosperous year for luxury goods, as sales were projected to grow only between 0-4%, a sharp slowdown from the expansion seen in previous years. As the cost-of-living crisis deepens globally, discretionary spending has tightened, forcing brands to rethink their strategies.
Amid these challenging economic conditions, one-year-old biotech beauty brand Deinde is making a bold move—reducing prices on its hero products. This decision, which makes its debut on January 22, stands in stark contrast to widespread price hikes across the industry, as many brands grapple with pressures of political instability, rising raw material costs, tariffs, and manufacturing expenses. Deinde’s approach is not just a pricing adjustment, but a strategic shift aimed at democratizing access to cutting-edge skincare without compromising quality. “We’re here to bring the benefits of biotechnology to everyone, not just a niche audience,” says CEO and Founder Joshua Britton to BeautyMatter. “Lowering the price of our best-selling SKUs is both a mission-driven and strategic decision.”
The Decision to Lower Prices: Strategic and Mission-Driven
Deinde was founded in 2024 with a vision to close what Britton calls the “product innovation gap” in skincare. While many beauty brands may emphasize marketing over substance, Deinde’s approach is rooted in science. Its proprietary biotech ingredient, naringenin, is produced through a biofermentation process that achieves 99% purity while using 99% less water and land than traditional agricultural methods. This commitment to sustainability and efficacy has earned the brand early acclaim.
Britton’s emphasis on operational agility has been key to the brand’s ability to reduce costs without sacrificing quality. Unlike most traditional beauty brands that rely on complex global supply chains, Deinde reveals to BeautyMatter that it employs a vertically integrated model. “We control the entire process, from ingredient production to final packaging,” Britton explains. “This independence shields us from external volatility and allows us to innovate at scale.”
This approach is exemplified by Deinde’s Barrier-Building Moisture Cream and Skin-Strengthening Serum, the brand’s best-selling products. Previously priced at $55 and $68 respectively, these products will see reductions—with the former tethering towards a 14% reduction, and 23% for the latter. We project our price drop will increase sales by nearly 50% while also driving up volume by 500%,” Britton says. “As a year one brand, we sold a product every ten minutes and our goal is to continue to spark curiosity and drive trial around biotech beauty,” he adds.
Deinde’s marketing approach is as calculated as its pricing strategy. The brand is leveraging digital platforms, out-of-home campaigns, and media partnerships to communicate the rationale behind its decision. Britton believes this transparency will resonate with consumers, particularly those who are skeptical of luxury brand’s motives. “We’re operating on a 360 degree marketing and communication approach,” Britton asserts. He also says that this reflects both operational efficiencies and the brand’s mission to make biotech beauty accessible to a broader audience. “Our mission is bigger than sales. It’s about making biotechnology accessible to everyone, not just a select few,” he emphasizes.
This philosophy underpins Deinde’s recent announcement to reduce prices on its two hero SKUs. Its ability to lower prices while maintaining quality lies in its vertically integrated model. Unlike most brands that depend on third-party manufacturers and suppliers, the brand handles its own biomanufacturing. This model not only reduces costs but also ensures consistency and scalability. “Our biofermentation process is a game-changer,” Britton explains. “It eliminates reliance on agricultural crops, which are vulnerable to climate change and supply chain disruptions. By producing key ingredients like naringenin in-house, we’re able to achieve significant cost efficiencies and pass those savings on to consumers,” he continues.
This level of control also allows Deinde to respond swiftly to market demands. “Vertical integration means we can go from discovering a new ingredient, to having a product on shelves much faster than traditional brands,” Britton adds. “That speed is a competitive advantage, especially in a volatile market.”
By producing its hero ingredient in-house, Deinde avoids the volatility associated with external suppliers. Britton points out that traditional beauty brands often face fluctuating costs for raw materials due to geopolitical and environmental factors. “With biotechnology, we’re not at the mercy of global supply chains,” he says. “We can produce what we need with precision and predictability, and that’s a game-changer.”
Economic Context: Navigating Risks and Balancing Growth
Deinde’s pricing strategy also reflects a keen understanding of the current economic climate. As the cost-of-living crisis deepens, consumers are reevaluating their spending habits. According to KPMG, in 2023, 55% of consumers say they have reduced their spending on nonessential products. This shift is particularly pronounced in the luxury segment, where high price points are increasingly seen as barriers rather than indicators of value.
Britton acknowledges these dynamics, citing affordability as a critical driver for the brand’s strategy. “In today’s market, pricing isn’t just a financial decision—it’s a statement of intent,” he says. “We could charge $200 for our serum, and some consumers would pay that. But that’s not the future of beauty for us. The future is about delivering clinically backed, affordable solutions that genuinely make a difference,” he continues.
However, lowering prices is not without its challenges. Britton acknowledges these risks, particularly as the brand scales operations. “Supply chain complexities increase as you grow,” he notes. “However, our ability to produce key ingredients in-house gives us a level of control that mitigates many of these risks.”
This control extends to environmental considerations. Britton highlights the advantages of biotechnology in addressing sustainability challenges. “Traditional ingredient sourcing is filled with unpredictability, from climate-related crop failures to geopolitical disruptions,” he explains. “With biotech, we can replicate the same ingredient at scale without depleting natural resources. It’s not just cost-effective—it’s the future of sustainable beauty.”
The Road Ahead
As Deinde enters its second year, the stakes are high. The brand plans to expand its retail partnerships, currently limited to North America, and introduce new products, such as the Line Smoothing Eye Cream, set to launch in February, which combines naringenin with optimized formulations for delicate skin. “We want people to understand that this isn’t a gimmick,” Britton says. “It’s a strategic decision rooted in our mission to make biotech accessible. By lowering prices, we’re inviting more people to experience the efficacy of our products and, hopefully, become lifelong advocates for the brand.”
Britton also remains optimistic about the future. “We’re in a unique position to set a new standard for biotech beauty,” he says. “By staying true to our mission and adapting to the needs of our consumers, we’re not just building a brand—we’re building a movement.” In an industry grappling with economic uncertainty, Deinde’s approach offers a compelling blueprint for resilience and innovation. By prioritizing accessibility without compromising on quality, the brand is proving that luxury and inclusivity can coexist.
