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Gorgeous Makeup Ideas for Different Salwar Kameez Styles

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Gorgeous Makeup Ideas for Different Salwar Kameez Styles

The salwar kameez is a staple in every woman’s wardrobe and for good reason. It is versatile, glamorous, and comfortable. However, no salwar kameez look is truly complete without the most important aspect– the makeup.

The makeup you choose truly ties the whole look together, and hence, you must be careful with your choice. You need to pick a makeup look that complements the fit, silhouette, color, and fabric of your outfit. For instance, the romantic and flowy Anarkali calls for a soft glam look, while the vibrant Patiala suits look wonderful with bold and flashy makeup.

Whether you are dressing up for a wedding, a festive occasion, or even as you head to work, picking the right makeup will instantly elevate your appearance. So, what makeup goes with which salwar kameez suits? Today, in this blog, we are going to answer this question and more. Read along to know in detail about the best makeup styles for various salwar kameez silhouettes.

Anarkali Suit:

The queen of salwar kameez styles, the Anarkali, is celebrated for its flowy flair and cinched bust. Dramatic and statement-making in nature, Anarkalis are a top pick for weddings and festivals. Makeup for an Anarkali suit is balanced and focuses on either the eyes or the lips. Go for a bold eyeliner with a sharp wing. Touch up your lashes with a mascara. If you are attending a wedding, then you can go bolder with your makeup and try smoky eyes. Always keep the base dewy and fresh using a lightweight foundation or a BB cream. Lightly contour your cheekbones for definition and use highlighter on your nose, brows, and cupid’s bow. Match your eye makeup with a nude or soft pink lipstick.

Patiala Suit:

The Patiala suit, which is renowned for its pleated bottoms, should be your outfit of choice if you want to exude an effortless look. Often paired with a short, structured kurti and a dupatta, this look gives off Punjabi Kudi vibes like a dream. The whole outfit exudes a traditional vibe, and hence, your makeup choices should match the outfit. Think bold eyes and a glowing, dewy base. Prep your base with a lightweight skin tint and add in a bronzer for warmth. Make your eyes pop with traditional shades such as champagne, light gold or soft pinks. Ensure you apply generous quantities of mascara, or you could even go for dramatic faux eyelashes to highlight your eyes.

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Straight Cut Suit:

These suits fall straight from the waist to the ankles and have minimal flare. They are best suited for office wear and informal occasions. The makeup that suits them the best is office or formal makeup. Minimal makeup looks enhance the beauty of these suits with ease. Avoid bold makeup as it may clash with the simplicity of your outfit. Go for a soft glam look instead. You can easily achieve this look with a natural foundation and a simple winged eyeliner. Lips should be understated and go for colors like nude-pink, mauve. A simple tinted lip balm would suffice for this look. Also, don’t forget to define your brows for a truly professional look.

Sharara Suit:

Sharara suits

feature an interesting silhouette that is tight till the knees and then flares down dramatically towards the bottom. These suits are appropriate for wedding guest looks or even bridal wear. For these high-profile events, go all out with your makeup. After all, you don’t want your makeup to pale compared to your outfit. The right makeup look is the one that adds extra glamour to your ensemble. For day events, opt for subtle shimmery eyeshadow, and for the night, go all glam with smoky eyes or crease-cut eyeshadow. Balance your heavy eye makeup with nude lips and shimmering lip gloss. Eye lash extenstions suit the Sharara very well.

Churidar Suit:

Churidar suits are as classic as they come. They feature a tight, structured bottom with ankle gathers (Churis) at the end. They exude subtle elegance, and hence, your makeup look should be understated and not overdone.  Use a luminous foundation for a fresh look. Mascara elongates your lashes and brightens your face. Use soft brown or champagne eyeshadow for definition. Go for shiny pink or nude lip gloss to accentuate your lips. Add a bindi to complete the look.

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Palazzo Suit:

The modern woman’s favorite, the Palazzo suit, exudes contemporary glamor. These suits come with bottoms that are relaxed, and hence are a go-to pick for daily wear as well as work wear. Since the design of this suit is so modern, your makeup should be contemporary as well. Enhance your eyes with a brown or beige eyeshadow. Highlight your lips in bold colors like red or coral. A soft blush will add warmth to the face. Overall, keep it modern, natural, and fresh.

Final Thoughts

The makeup look you choose complements, not competes with, your outfit. Each salwar kameez silhouette has a different vibe to it, and hence, your makeup should change accordingly. However, the most important accessory that you can carry is your confidence; your makeup just highlights it.

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Nike (NKE) earnings Q3 2026

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Nike (NKE) earnings Q3 2026

A Nike logo is displayed at a Nike store in Austin, Texas, Feb. 5, 2026.

Brandon Bell | Getty Images

Shares of Nike fell in extended trading Tuesday after the retailer warned sales will fall for the rest of the calendar year, led by an expected 20% decline in its key China market during the current quarter.

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Chief Financial Officer Matt Friend said during the company’s earnings call that Nike expects sales for its current fiscal fourth quarter to drop between 2% and 4%, compared with Wall Street estimates of a 1.9% increase, according to LSEG.

For the duration of the calendar year, Friend said, the company expects sales to fall by a low single-digit percentage, led by growth in North America and offset by declines in China. That outlook wasn’t comparable to estimates.

Nike CFO: Expect sales down low-single digits from now through end of 2026

Nike beat expectations across the business on both the top and bottom lines for its fiscal third quarter, but its guidance left investors with more questions about how long its turnaround will take. Friend also cautioned that Nike’s guidance was based off of where the global economic picture stands today — and it could change given recent geopolitical volatility.

“We also recognize that the environment around us has become increasingly dynamic, and we could experience unplanned volatility due to the disruption in the Middle East, rising oil prices and other factors that could impact either input costs or consumer behavior,” said Friend. “We are focused on what we can control.”

Shares fell more than 8% in extended trading.

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Here’s how the world’s largest sneaker company did for its fiscal third quarter, compared with estimates from analysts polled by LSEG:

  • Earnings per share: 35 cents vs. 28 cents expected
  • Revenue: $11.28 billion vs. $11.24 billion expected

The company’s reported net income for the three-month period that ended Feb. 28 was $520 million, or 35 cents per share. That’s a 35% decline from $794 million, or 54 cents per share, a year earlier. That plunge came as Nike’s gross profit margin slid 1.3 percentage points to 40.2%, “primarily due to higher tariffs in North America,” the company said.

Sales were flat at $11.28 billion, compared to $11.27 billion last year.

What to know about Nike's road ahead in China

While Nike beat expectations on the top and bottom lines, it posted a mixed picture regionally. Nike’s largest market of North America continued to show steady growth, as revenue climbed 3% to $5.03 billion, but that was just shy of Wall Street’s expectations of $5.04 billion, according to StreetAccount.

Meanwhile, Nike’s Greater China market continued to shrink, with revenue down 7% to $1.62 billion during the quarter. Still, that total beat analyst estimates of $1.50 billion, according to StreetAccount.

Nike is continuing to work through a colossal turnaround under CEO Elliott Hill. About a year and a half into his tenure, Hill has made strides in repairing parts of the business, but has been clear that it’ll take time for the entire company to improve given the retailer’s scale and complexity. 

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He reiterated that expectation on Tuesday, saying in a news release that “the pace of progress is different across the portfolio.”

“The areas we prioritized first continue to drive momentum,” Hill said. “The work is not finished, but the direction is clear, our teams are moving with focus and urgency, and our foundation is getting even stronger to build the future of NIKE.”

Friend said Nike’s turnaround efforts “will continue to impact results over the balance of the calendar year.”

The group’s Frankfurt-listed shares plummeted 8.7% at the open in Europe on Wednesday.

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Nike’s recovery was already coming at a tough time as a global trade war dented its efforts to improve profitability and drive sales from inflation-weary shoppers. But now the athletic company will have to contend with a new war in the Middle East that’s already led to rising gas prices and is expected to send consumer prices even higher, which could push shoppers to cut back on nice-to-haves like new clothes and shoes to save money elsewhere. 

“We continue to be encouraged by the momentum in North America. We’ve got a strong order book for summer,” Friend said. “We’re seeing positive signs and sell through. We’re not seeing a consumer reaction to what’s going on in the Middle East at this point in time, in North America.”

Hill has focused in part on revitalizing Nike’s business with wholesale partners as opposed to direct sales on its website and in stores. Wholesale revenue climbed 5% to $6.5 billion.

Meanwhile, direct sales slid 4% to $4.5 billion.

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UK firms hit by energy and supply shocks but confidence remains resilient

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UK firms hit by energy and supply shocks but confidence remains resilient

More than three quarters of UK businesses are already feeling the impact of the Middle East conflict, as rising energy costs and supply chain disruption begin to feed through into operations, yet confidence at the firm level remains notably resilient.

New research from Barclays, based on a survey of more than 500 business leaders, shows that 66 per cent of companies are experiencing pressure from higher fuel and energy prices, while half report moderate to significant disruption to supply chains.

The findings highlight the speed at which geopolitical instability is affecting day-to-day business activity, with shipping and logistics costs also rising for 43 per cent of firms, adding further strain to margins.

Companies are already responding by adjusting operations and cutting costs. Around 37 per cent have taken steps to reduce energy usage or improve efficiency across their supply chains, while nearly a third have increased prices to offset rising expenses.

Other measures include reducing discretionary spending and tightening overall cost control, with many firms expecting to intensify these actions over the coming months. More than a third are planning further price increases, signalling that cost pressures are likely to continue feeding through to consumers.

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The data suggests that while businesses are adapting quickly, the cumulative effect of higher costs and uncertainty is beginning to reshape decision-making across sectors.

Access to finance is emerging as a key factor in maintaining resilience. Barclays’ research shows that 41 per cent of businesses see support with cashflow management as essential, while 39 per cent highlight the importance of working capital and short-term credit.

Existing cash reserves are also playing a crucial role, with more than 80 per cent of firms identifying them as vital in navigating current conditions. Trade finance and cross-border payment solutions are similarly viewed as important tools for managing disruption in international markets.

Abdul Qureshi, head of business banking at Barclays, said the current environment presents a “convergence of pressures” for UK firms.

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“For SMEs, dependable cash flow and access to working capital are increasingly important, not only to keep operations running, but to safeguard future growth plans,” he said.

The impact of rising costs is already being reflected in consumer spending patterns. Barclays data shows fuel spending rose by nearly 11 per cent year-on-year at the onset of the conflict, driven by higher prices and demand.

At the same time, discretionary spending is beginning to soften, with spending on holidays and travel falling by almost 8 per cent as households adopt a more cautious approach to their finances.

This shift in consumer behaviour is likely to create additional headwinds for businesses, particularly those reliant on non-essential spending.

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Despite these challenges, the research reveals a striking divergence between business-level confidence and broader economic sentiment.

While 78 per cent of firms remain confident in their own prospects and 74 per cent are optimistic about their sector, confidence in the wider economy is significantly weaker. Fewer than half of respondents expressed confidence in the UK economy, with even lower levels for the global outlook.

This suggests that while businesses believe they can manage current pressures internally, there is growing concern about the external environment and its longer-term implications.

Most business leaders expect geopolitical uncertainty to weigh on investment and growth plans over the next year, although the majority anticipate only a moderate impact. A smaller proportion, around one in ten, foresee a significant constraint on their operations.

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Matt Hammerstein, chief executive of Barclays UK Corporate Bank, said firms are being forced to balance immediate challenges with long-term planning.

“Businesses are having to manage disruption today while remaining ready to invest and grow when conditions improve,” he said.

The findings paint a picture of an economy under pressure but not yet in retreat. UK businesses are adapting to rising costs and uncertainty, drawing on cash reserves and financial support to maintain stability.

However, the persistence of energy price volatility and geopolitical risk means the coming months will be critical.

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While confidence at the firm level remains strong, the widening gap with broader economic sentiment suggests that resilience may be tested further if external conditions deteriorate, particularly if cost pressures intensify or demand weakens.


Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

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Wayne Jones named new chair of Greater Manchester Chamber at ‘pivotal moment’ for reborn business group

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‘I’m proud to take on this role at such an important time for the organisation’

The new Chair of Greater Manchester Chamber of Commerce, Wayne Jones OBE

Wayne Jones OBE, the new chair of Greater Manchester Chamber of Commerce(Image: Greater Manchester Chamber of Commerce)

Greater Manchester Chamber of Commerce has appointed past president Wayne Jones OBE as its new chair in a move it says “marks a new chapter for the organisation, but one rooted firmly in continuity”.

The Chamber was sold out of administration last year, with directors vowing a “seamless transition” of its business support services. Now Mr Jones, who has been a Chamber board member for more than a decade, is to succeed Phil Cusack as chair.

Mr Jones serves on the Liverpool-Manchester Railway Partnership Board and was in 2016 named a Global Ambassador for Manchester. He was previously a member of the executive board of MAN Energy (now Everllence).

In a statement, the Chamber said: “His appointment comes at a pivotal moment. Greater Manchester Chamber is entering its first full financial year as a new organisation, and the role of Chair has never carried more weight. With the organisation navigating a period of genuine evolution, the Chair’s responsibilities extend beyond the boardroom: providing leadership, representing the Chamber’s voice externally, and maintaining the confidence of the business community across all ten boroughs of Greater Manchester.”

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Mr Jones said: “Greater Manchester has always been a place that punches above its weight, and the Chamber has a vital role to play in making sure businesses here have the support, the platform and the representation they deserve. I’m proud to take on this role at such an important time for the organisation, and I’m looking forward to getting to work.”

Emma Holt, president of the Chamber, added: “Wayne has been part of the foundation of this organisation for a significant period. He knows what we stand for, he knows what Greater Manchester needs, and he has the credibility and the drive to help us move forward with purpose. We’re delighted to welcome him into this role.”

The Chamber also paid tribute to Phil Cusak’s “service and commitment” to the organisation.

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