Sephora
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The document summarizes the history and business model of Sephora, a major beauty retailer. It traces Sephora's origins back to France in 1969 and its expansion globally, including the first US store opening in 1999. Sephora pioneered an "assisted self-service" approach where customers can touch and try products with the help of beauty advisors. The business model helped transform the industry from hidden cosmetics counters to a more interactive experience. Sephora has continued innovating through new technologies and focusing on diversity and vegan, cruelty-free brands.
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The document summarizes research conducted and website redesign proposed for Sephora to allow for in-store pickup of online orders. Interviews found that while customers prefer online shopping, they want same-day fulfillment, which a pickup option could provide. A user persona of 27-year-old student Tanya was created, who checks online for in-store availability to get items immediately. Proposed redesigns to the product page, cart, and checkout flow included an in-store pickup option to streamline the shopping experience. User testing supported simplifying the checkout process and showing product availability locations.
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Sephora is a global beauty retailer started in 1969 in France that was later purchased by LVMH in 1997. It operates over 2,000 stores globally including 280 in the US and Canada. Sephora pioneered the open-sell retail model and carries over 13,000 products from 250 brands. The company innovates through technology, social media, and services like beauty classes and apps.
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Sephora is a chain of high-end cosmetics stores with a significant digital presence. The document analyzes Sephora's website, target markets, competitors, and social media strategies. It finds that Sephora's website is optimized for speed and its checkout process is customer-friendly. On social media, Sephora excels on Facebook and YouTube but could improve engagement on other platforms by providing more unique and interactive content tailored to each audience. The document identifies opportunities to better showcase products on Sephora's website and attract older audiences through strategic use of Facebook. It recommends optimizing digital strategies to maintain customers as they age.
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This is an academic project for Sephora. This project examines the cosmetics category and the existing consumer. In-depth interviews, shop-a-longs, and other primary researches were conducted to explore more first-hand consumer insights. Based on all the primary and secondary research, new positioning and brand vision were suggested as a conclusion.
The content includes the following:
1. Introduction
2. Research methodology
3. The consumer and the cosmetics category
4. The context – trends affecting the category
5. The consumer and Sephora
a. Key findings about Sephora
b. Key findings about Sephora's major competitors
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7. New brand vision statement and rationale
8. New creative brief
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About the Brand
Ojectives of the project
Milestones
Core Values
Product Categfory & Price Range
Location
Promotions
Integrated Marketing Communication
Competive Analysis
Swot
Pest
Target consumer
Why Agra
Indian consumer
Catergory launching in Agra
Where in Agra
Tertiary Trading Area
Proposed promotions
Supply chain
T& A
Competitor Analysis
Proposed Imc
Target Consumer Agra
Swot of Agra
Conclusion
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The document outlines Sephora's marketing strategy for launching its first store in Mumbai, India. Activities included cladding a bus with branding and hiring dancers to promote the brand, giving out credit card vouchers, digital activations like contests on social media, and press engagements. A blogger collaboration program and influencer event with beauty bloggers and socialites was held prior to the store launch event featuring actress Kangana Ranaut. The objective was to promote Sephora as a one-stop beauty shop and build awareness of the brand's launch in Mumbai through an integrated online and offline marketing plan.
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The document proposes a plan to introduce the cosmetics retailer Sephora to the Irish market. It begins with an overview and background on Sephora as a global brand and the competitive Irish cosmetics market. An analysis of Sephora's internal strengths and external opportunities is presented. The plan recommends establishing flagship stores in major cities and utilizing a multi-channel marketing strategy including promotions, loyalty programs, and digital platforms to position Sephora as an innovative beauty destination. Sephora's unique retail experience and wide product selection are identified as strengths to drive growth in the Irish market.
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- Zara aims to develop a solid position in China and Australia by establishing brand awareness and loyalty to achieve 3% market share. It will enter these markets through wholly owned subsidiaries and flagship stores in Beijing and Sydney.
- Market research shows China has a large population and growing economy while Australia has a strong and stable economy. Both countries offer opportunities for Zara's fashion products but also face threats from competitors.
- Zara will target different demographics in each country by adjusting product sizes and styles to local preferences and climates. Advertising will utilize fashion magazines and events to promote the brand.
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About Sephora
Sephora is a leader in global prestige retail, teaching and inspiring clients to play in a world of beauty. Owned by LVMH Moët Hennessy Louis Vuitton, the world's leading luxury goods group, Sephora has earned its reputation as a beauty trailblazer with its expertise, innovation, and entrepreneurial spirit.
At Sephora, beauty is in our DNA. Our revolutionary beauty-retail concept, founded in France by Dominique Mandonnaud in 1970, is defined by its unique, open-sell environment with an ever-increasing assortment of products from carefully curated brands, featuring indie darlings, emerging favorites, trusted classics, and Sephora’s own, SEPHORA COLLECTION. Today, Sephora is not only the leading retailer of perfume and cosmetics stores in France, but also a powerful beauty presence in countries around the world thanks to its unparalleled assortment of prestige products in every category, unbiased service from experts, interactive shopping environment, and innovation.
Sephora believes every stroke, swipe and dab reveals possibility, and we share our client’s love for the confidence that our products, services, and expertise brings to their life every day. In every store, clients unlock their beauty potential at our Beauty, Skincare and Fragrance Studios through intuitive technology and guidance from the most knowledgeable and professional team of product consultants in the beauty industry.
Sephora stores – Sephora operates approximately 2,300 stores in 33 countries worldwide, with an expanding base of over 430 stores across the Americas. Sephora opened its first U.S. store in New York’s Soho neighborhood in 1998, and its first Canadian store in Toronto in 2004. The Sephora Americas headquarters and Innovation Lab are located in San Francisco, with corporate offices in New York, Mexico City, Montreal, Toronto and São Paolo.
Sephora.com - Launched in the U.S. in 1999 and Canada in 2003, the foremost prestige beauty site on the Internet is also Sephora's largest North American store and is where clients can engage with an inclusive beauty community on our award-winning Beauty Board, and interactive Beauty Talk.
Sephora mobile – Obsessed with teaching and inspiring clients to play in a world of beauty, Sephora has pioneered the use of mobile in beauty, creating groundbreaking content on its intuitive Sephora app and on social media to bring Sephora’s expertise to our clients whenever and wherever they want.
Beauty Insider - In 2007, Sephora launched a client loyalty program to feed their addiction to beauty with unique rewards and experiences. The Beauty Insider program is available in Sephora stores nationwide and at www.sephora.com. In 2009, Sephora launched V.I.B. [Very Important Beauty Insider], and in 2013, added VIB Rouge, two premium levels for Beauty Insiders th ...
PERSONAL SELLING PPT 1.pdf
Sephora started as a small perfumery in France that allowed customers to sample products before purchasing. It expanded to over 12 stores by 1979. In 1997, it was purchased by LVMH and has since grown to over 300 stores globally. Sephora sells nearly 340 beauty brands along with its own Sephora Collection line of cosmetics, skincare, fragrance and other products. The company logo represents beauty and references Moses' wife Zipporah's name. Sephora focuses on customer experience through its mobile app and personalized notifications. It also emphasizes sustainability through eco-friendly packaging and banning mink fur eyelashes. Sephora has received awards for its innovation and expansion of inclusive product lines.
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Chanel is a privately held luxury goods and jewelry company headquartered in Greater New York City. It was founded in 1909 by Gabrielle "Coco" Chanel and is best known for its haute couture, perfumes, fashion accessories, and jewelry. Karl Lagerfeld has served as the creative director since 1983. Chanel targets both female and male customers across generations with products like bags, shoes, dresses, swimwear, watches, and fragrances. The company emphasizes fashion, accessories, and fragrances in its brand and expands globally while protecting its high-cost brand.
Ex-Nihilo - Niche perfumery Business plan
Ex Nihilo is launching a luxury perfume brand that offers customized fragrances. It will initially sell online in France, targeting customers aged 25 and older interested in niche fragrances. The company will offer limited edition perfume collections developed by new talents, as well as a fully customized perfume option where customers select ingredients. It seeks €200,000 in financing to launch and expects to break even within a year.
Dior Addict - Club of Notes
During our CRM class, we participated at the Club of Notes, a competition that asks to develop CRM programs "sticky notes" on a real business problematic, using the media "sticky notes".
Dior Addict’s Perfume was launched in 2012 and hasn’t got the return expected. Two years later they launched the new perfume's version. Based on this issue, we developed a CRM program in line with the company's needs, strategy and brand image.
The project included the innovation, the CRM objectives, the customer journey, a market research and the value added.
fuck u
Shiseido has expanded internationally since 1929, first exporting to the US and Taiwan, then establishing subsidiaries across Asia, Europe and the Americas from the 1950s onward. It entered key markets like the US, Italy, France and Germany through both wholly owned subsidiaries and joint ventures. Shiseido adopted strategies of acquiring foreign brands and transferring knowledge between subsidiaries to support its global expansion.
fashion marketing. luxury brands
The document discusses several fashion brands, including Tommy Hilfiger, Armani, Louis Vuitton, Burberry, Gucci, Aldo, and Diesel. It provides information on their history, leadership, product lines, marketing strategies, and positioning in the luxury fashion market. Key details include Tommy Hilfiger using customer segmentation and Armani's ability to diversify product lines. Louis Vuitton and Gucci focus on exclusivity and celebrity endorsements. Burberry leverages digital platforms and brand ambassadors.
[Case study] Foreign consumers who are fans of French dermo-cosmetics
It’s a trend that’s becoming stronger and stronger in cosmetics: social media is making it possible for foreign brands to attract French consumers who no longer have any hesitation in ordering them from e-commerce sites worldwide. But the opposite is also true! In fact, foreign consumers are envious of French brands and in particular those dermo-cosmetic brands which are not available internationally. The beautyistas, veritable gurus of beauty on social media extoll the merits of our products and thereby influence their followers. That’s the reason why for many foreign consumers, a visit to a para-pharmacy has become an essential part of any holiday in France! Dynvibe has deciphered 2,500 conversations so as to better understand why these brands have come to enjoy above normal visibility on social media and why a foreign market segment finds them so highly desirable.
Marketing Mix 7P's LVMH - Global 500 Co.
LVMH is a global leader in luxury goods known for craftsmanship and heritage. It owns 75 luxury brands across five sectors. LVMH ensures consistency across brands while respecting their identities. It employs a premium pricing strategy and exclusive distribution channels to maintain a luxury image. LVMH promotes brands through social media, fashion shows, and celebrity partnerships. With over 150,000 employees in 80 countries, LVMH's business model focuses on long-term vision and stimulating creativity.
marketing ppt on lakme
Group 6 is working on a live marketing project for Lakme, a leading Indian cosmetics brand owned by Hindustan Unilever. Lakme has a wide range of products from Rs. 99 to Rs. 1300 and is a top brand in India, known for its association with fashion events. The document provides an overview of Lakme, the cosmetics industry and competitors like MAC, L'Oreal, Colorbar, and trends in mineral makeup.
Christian dior - Managing Operations and Information Technology
An Overview of Christian dior and its Operation, SWOT and IT Infrastructure. This slide also give suggestion on where they can Improve themselves.
Strategic Management LVMH
LVMH is a French luxury goods conglomerate that owns 70 brands including Louis Vuitton. Louis Vuitton was established in 1854 and is now owned by LVMH. LVMH's purpose is to profitably provide high-end luxury products while representing Western art de vivre globally. Louis Vuitton's mission is to continue being synonymous with elegance and creativity through tradition and innovation. Its objectives are to financially lead the global luxury market by increasing profits through strong brand management, product design, and the development of its leather goods lines.
Shiseido
Shiseido expanded its international operations throughout the 20th century, establishing subsidiaries in various countries starting in 1929. Some key dates included establishing operations in Taiwan, exporting to the US in 1936, and opening locations throughout Asia, Europe and the Americas from the 1950s through the 2000s. Shiseido entered new markets both through wholly owned subsidiaries and joint ventures with local partners. The company gained consumer insights in different regions and adapted its brand portfolio and strategies accordingly over time.
Marketing Live Project (Lakme)
Lakme is a leading Indian cosmetics brand owned by Hindustan Unilever. It offers a wide range of products including lipsticks, which range in price from Rs. 475 to Rs. 1200. Lakme uses celebrities as brand ambassadors and sponsors the Lakme Fashion Week to promote its products. It focuses on targeting young, urban women and positions itself as a customized beauty brand for Indian customers.
Free marketing plan sample of a French cosmetic retailer targeting men, Sepho...
Free marketing plan sample of a French cosmetic retailer targeting men, Sepho...www.marketingPlanMODE.com
Free marketing plan sample by marketing plan now: www.marketingplannow.com.
A plan of a cosmetic retailer, Sephora France (LVMH group) - targeting menSephoraulta
This document compares the cosmetics retailers Sephora and Ulta. Sephora was founded in France in 1993 and focuses on luxury brands, operating over 500 stores primarily in major cities and JC Penney locations. Ulta was founded in 1990 in the US and has around 400 stores, usually in suburban areas, offering both prestige and mass brands at a variety of price points. While Sephora has a more upscale image, Ulta generates more revenue due to its wider selection at multiple price tiers, making it more affordable and accessible to most American customers. Both companies offer loyalty programs with rewards, though Ulta does not allow customers to roll over points from year to year.
Departmental store Project Class 12 Marketing ( 783 )
Made according to CBSE guidelines . “Visited a departmental store/retail shop or
consumer co-operative store located nearby to
study and report on the functioning of the
store or shop.” . Includes questionnaire , pictures , summaries , conclusion .
Similar to Sephora (20)
Final Project Fashion in Technology and Retailc.docx
Final Project Fashion in Technology and Retailc.docx
[Case study] Foreign consumers who are fans of French dermo-cosmetics
[Case study] Foreign consumers who are fans of French dermo-cosmetics
Christian dior - Managing Operations and Information Technology
Christian dior - Managing Operations and Information Technology
Free marketing plan sample of a French cosmetic retailer targeting men, Sepho...
Free marketing plan sample of a French cosmetic retailer targeting men, Sepho...
Departmental store Project Class 12 Marketing ( 783 )
Departmental store Project Class 12 Marketing ( 783 )
Sephora
- 2. Problem Purchasing makeup is difficult
- 3. Products
- 4. Products
- 5. Products
- 6. 1969 - Dominique Mandonnaud opens Shop 8 in France. Customers encouraged to touch and try on products. 1969 - Sephora founded 1993 - Mandonnaud buys Sephora 1996 - Flagship store opened in Champs- Elysees in Paris 1997 - Mandonnaud sells Sephora to LVMH Moët Hennessy Louis Vuitton 1999 - First Sephora opens in the U.S. 1999 - Sephora launches online store 2007-2013 - Sephora launches and expands loyalty program 2016 - Sephora launched Virtual Artist augmented reality app
- 7. Financial • Sephora is part of the Selective Retailing house of LVMH (Moët Hennessy Louis Vuitton) • Selective Retailing house had 17% increase in profit in 2017
- 8. Business Model • Assisted self service • Before 1969, perfume and cosmetics were hidden behind counters • Not a “store” • Employees are “beauty advisors”, not sales reps
- 17. M.A.C. Department Stores Variety of brands Able to attract young market Focus on diversity Develop technology Vegan & cruelty- free some brands some brands
- 18. Prediction
- 19. References • https://broadly.vice.com/en_us/article/bmwqwq/how- men-are-taking-over-makeup • http://business.financialpost.com/news/retail- marketing/millennials-lust-for-makeup-driving-a- boom-in-the-cosmetics-industry • http://www.byrdie.com/sephora-facts/slide13 • https://community.sephora.com/t5/Men-Who-Makeup/ bd-p/men-who-makeup • https://en.wikipedia.org/wiki/Sephora • https://www.forbes.com/sites/richardkestenbaum/ 2017/06/19/how-the-beauty-industry-is-adapting-to- change/#4e6611023681 • https://www.forbes.com/sites/walterloeb/2013/04/18/ sephora-department-stores-cannot-stop-its-global- growth/#7d16dca22e81 • https://www.glamour.com/story/sephora-holiday-ad- diversity • https://www.huffingtonpost.com/2012/02/28/half- women-need-makeup_n_1306202.html • http://juris-diction.ca/the-sephora-business-model- how-sephora-killed-the-department-store/ • https://www.lvmh.com/houses/#wines-spirits • https://www.lvmh.com/news-documents/press- releases/2017-record-results/ • https://www.maccosmetics.com/our-story • https://www.nytimes.com/2017/05/11/fashion/ sephora-beauty-retail-technology.html • https://www.pinterest.com/pin/ 358317714087854371/?lp=true • https://www.racked.com/2017/10/27/16507620/ sephora-employees-holiday-campaign • https://www.racked.com/2017/3/1/14752102/ulta- doesnt-want-to-be-sephora • https://www.sephora.com/about-us • http://www.sephora-me.com/en/sephora-saga/ pid21.html • https://www.statista.com/topics/1008/cosmetics- industry/ • https://www.washingtonpost.com/news/business/wp/ 2015/03/09/the-sephora-effect-how-the-cosmetics- retailer-transformed-the-beauty-industry/?utm_term=. 1d94c52bea26