The Yanbal logo is a visual image that welcomes and attracts. Its simplicity and expressiveness convey the company’s key characteristics: elegance, confidence, and attention to detail. The emblem reflects the idea that each product brings a unique experience.
Established in Lima, Peru, in 1967, Yanbal was founded by Fernando Belmont Anderson. Coming from a lineage with strong ties to Peru’s cosmetics industry through Botica Francesa, Belmont had an early start. At 19, while representing Helena Rubinstein, he saw the potential in a direct-sales cosmetics company targeting women. His vision wasn’t just to sell cosmetics, but to empower women by giving them an income source.
The brand’s name, Yanbal, combines the names of Belmont’s daughters, Janine and Kimberly. Yanbal began by selling premium cosmetics and personal care products through direct sales. It primarily focused on empowering homemakers to earn income through direct selling.
By the 1970s, Yanbal expanded into several other Latin American markets, including Colombia, Mexico, and Bolivia. Over the years, it diversified its product range to encompass cosmetics, jewelry, apparel, and household goods.
Today, Yanbal is a major direct-selling company with over 450,000 independent distributors. Its sales operations span more than 10 countries across Latin America and Europe. Despite its vast expansion, the brand stays true to its roots: its headquarters are in Lima, Peru, and the Belmont family still owns it. Now, under the leadership of Fernando Belmont’s son, Eduardo Belmont, Yanbal is a key player in Latin America’s direct selling industry, fostering women entrepreneurs and offering quality consumer products.
Meaning and History
What is Yanbal?
Established in 1967 by Fernando Belmont Anderson, Yanbal has become a symbol of Peruvian pride. It is famous for blending high-quality beauty and cosmetic products infused with a unique Peruvian touch. Based in Lima, Peru, Yanbal has carved out a niche as an industry trailblazer, offering customers a distinct experience.

