L'Oreal Thailand transformed itself in the late 1990s and early 2000s by addressing key issues in its products, marketing, finances, operations and management. It focused on understanding local consumers better, improved product positioning and launched a whitening skin care line. It hired popular local celebrities as ambassadors, increased media spending and improved retailer engagement. Financially, it paid down debt, improved cash flow and increased sales by 80%. Culturally, it developed local talent into leadership roles and improved staff motivation, reducing turnover. As a result, L'Oreal Thailand achieved outstanding financial and business performance.
L'Oréal aims to become the #1 beauty company in Thailand within six years by understanding the market better than competitors. They increased focus on popular whitening products and shelf space for hair colors. L'Oréal also uses well-known local brand ambassadors and tailored strategies for different retailers to communicate effectively with their target audience of female university students and working adults seeking to brighten their skin and increase confidence.
L'Oreal is a France-based global cosmetics company that has achieved over 18 consecutive years of double-digit profit growth through its presence in 130 countries with 23 global brands, due to strategies like acquiring unknown brands and repositioning them globally, maintaining brand diversity through separate images and products for each brand to prevent cannibalization, and investing heavily in research and celebrity endorsements.
marketing plan for Inglot Cosmetics- from Poland to TurkeyBüşra Yılmaz
This document provides information about INGLOT Cosmetics, a Polish cosmetics company. It discusses INGLOT's history and international expansion, with stores now in over 450 locations across 57 countries. The company produces over 1,500 eye shadows, lip products, and nail polishes using high-quality ingredients. The document also outlines INGLOT's marketing plan, including their product range, pricing, distribution strategy, and promotional activities to enter the Turkish cosmetics market.
Unilever is a multinational consumer goods company with strong brand recognition and a diversified product portfolio. A SWOT analysis identified Unilever's strengths as its strong cash reserves, global scale and purchasing power, recognized brand portfolio, and organized divisions. Weaknesses include lack of innovation, high labor costs, and outdated IT systems. Opportunities lie in appealing to diverse demographics, using new technologies, and expanding globally. Threats include low product differentiation, technology innovations by competitors, economic turmoil, and increasing regulations.
Jawed Habib Hair & Beauty Salon presentationjawedhabib
Jawed Habib Hair & Beauty offers affordable franchising opportunities in the hair and beauty industry with high potential returns. Franchisees can expect returns up to 4 times higher than a bank fixed deposit. Franchisees are provided support in obtaining loans, site selection, staffing, training, marketing, and product supply. The brand aims to help franchisees earn a profit of Rs. 100,000 per month within 18 months of opening.
L'Oreal caters to consumers across all income levels using a variety of brands. It has strong brand positioning, especially with middle-aged women and teenage girls. L'Oreal Paris uses the philosophy "Because You're Worth It" and provides affordable luxury products. The company relies on celebrity endorsements and events to promote its brands globally. It launched successful campaigns like "Because I Am Worth It" and uses precise target marketing to engage the right audiences. L'Oreal invests in research and development and acquisitions to expand its brand portfolio worldwide.
The document provides an overview of Oriflame's business operations including its history of growth, product categories, sales by region, and organizational structure. It discusses Oriflame's vision, mission, offerings, and strategic direction to better align its supply chain and increase in-house manufacturing. The final section outlines Oriflame's purchasing organization and key roles.
This document provides a marketing plan for L'Oreal's new "Double Effect eye makeup cleaner". L'Oreal is a large international cosmetics company known for brands like L'Oreal Paris, Maybelline, and Lancome. The new eye makeup cleaner product aims to meet the need for an effective eye makeup remover, as dark eye makeup has become increasingly popular but can be difficult to fully remove. The marketing plan analyzes the target market, competitors, and recommends focusing initial sales in Europe, America, and Asia.
L'Oréal aims to become the #1 beauty company in Thailand within six years by understanding the market better than competitors. They increased focus on popular whitening products and shelf space for hair colors. L'Oréal also uses well-known local brand ambassadors and tailored strategies for different retailers to communicate effectively with their target audience of female university students and working adults seeking to brighten their skin and increase confidence.
L'Oreal is a France-based global cosmetics company that has achieved over 18 consecutive years of double-digit profit growth through its presence in 130 countries with 23 global brands, due to strategies like acquiring unknown brands and repositioning them globally, maintaining brand diversity through separate images and products for each brand to prevent cannibalization, and investing heavily in research and celebrity endorsements.
marketing plan for Inglot Cosmetics- from Poland to TurkeyBüşra Yılmaz
This document provides information about INGLOT Cosmetics, a Polish cosmetics company. It discusses INGLOT's history and international expansion, with stores now in over 450 locations across 57 countries. The company produces over 1,500 eye shadows, lip products, and nail polishes using high-quality ingredients. The document also outlines INGLOT's marketing plan, including their product range, pricing, distribution strategy, and promotional activities to enter the Turkish cosmetics market.
Unilever is a multinational consumer goods company with strong brand recognition and a diversified product portfolio. A SWOT analysis identified Unilever's strengths as its strong cash reserves, global scale and purchasing power, recognized brand portfolio, and organized divisions. Weaknesses include lack of innovation, high labor costs, and outdated IT systems. Opportunities lie in appealing to diverse demographics, using new technologies, and expanding globally. Threats include low product differentiation, technology innovations by competitors, economic turmoil, and increasing regulations.
Jawed Habib Hair & Beauty Salon presentationjawedhabib
Jawed Habib Hair & Beauty offers affordable franchising opportunities in the hair and beauty industry with high potential returns. Franchisees can expect returns up to 4 times higher than a bank fixed deposit. Franchisees are provided support in obtaining loans, site selection, staffing, training, marketing, and product supply. The brand aims to help franchisees earn a profit of Rs. 100,000 per month within 18 months of opening.
L'Oreal caters to consumers across all income levels using a variety of brands. It has strong brand positioning, especially with middle-aged women and teenage girls. L'Oreal Paris uses the philosophy "Because You're Worth It" and provides affordable luxury products. The company relies on celebrity endorsements and events to promote its brands globally. It launched successful campaigns like "Because I Am Worth It" and uses precise target marketing to engage the right audiences. L'Oreal invests in research and development and acquisitions to expand its brand portfolio worldwide.
The document provides an overview of Oriflame's business operations including its history of growth, product categories, sales by region, and organizational structure. It discusses Oriflame's vision, mission, offerings, and strategic direction to better align its supply chain and increase in-house manufacturing. The final section outlines Oriflame's purchasing organization and key roles.
This document provides a marketing plan for L'Oreal's new "Double Effect eye makeup cleaner". L'Oreal is a large international cosmetics company known for brands like L'Oreal Paris, Maybelline, and Lancome. The new eye makeup cleaner product aims to meet the need for an effective eye makeup remover, as dark eye makeup has become increasingly popular but can be difficult to fully remove. The marketing plan analyzes the target market, competitors, and recommends focusing initial sales in Europe, America, and Asia.
PERFORMANCE APPRAISAL OF COCA COLA EMPLOYEESbhawna yadav
The document summarizes the performance appraisal process of Coca-Cola employees. It discusses that Coca-Cola conducts annual performance appraisals to evaluate employees based on goals set at the start of the year. The appraisal process includes defining job responsibilities, assessing performance against standards, and providing feedback. Coca-Cola uses parameters like sales, safety, and training to determine rewards. It recognizes top, solid, and bottom performers and outlines development or improvement plans accordingly. The document recommends ensuring the appraisal system is unbiased and getting anonymous feedback to continuously improve personnel practices.
L'Oreal faces several strategic global marketing challenges. These include greater competition in emerging markets like China, India, and Brazil, which are expected to account for three-fourths of the company's growth. L'Oreal must also adapt to changing cultural tastes and economic conditions in markets like the US and Europe where growth has slowed. Additionally, the company aims to double its consumer base to 2 billion by 2020, requiring innovation and strong branding on a global scale while still meeting local needs and tastes in different regions.
This was created by Aritra Mondal, VIT Mumbai during a Marketing Management Internship under Prof. Sameer Mathur, Indian Institute of Management, Lucknow
Unilever employs over 223,000 people worldwide and generates over 40.4 billion euros in annual revenue. The document examines Unilever's strategic human resource practices around succession planning, restructuring, and downsizing. It finds that Unilever takes a strategic approach to succession planning by identifying future leadership needs and developing a pipeline of internal candidates. When restructuring and downsizing, Unilever aims to support impacted employees through redeployment, job placement, counseling, and protecting their terms of employment to minimize negative impacts.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
L'oreal Consumer Buying Behaviour - MET STUDENTSRajesh Shetty
L'Oreal was founded in 1909 by a French chemist and is now the world's largest cosmetics company. Headquartered near Paris, L'Oreal started in the hair color business but expanded into skin care, makeup, perfumes, and hair care. It has a portfolio of brands like L'Oreal Paris, Maybelline, Garnier, Lancome, and Vichy. L'Oreal is the top patent holder in nanotechnology in the US. While cosmetics are its main revenue driver, it also operates in dermatology and pharmaceuticals.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
L'Oréal brand La Roche Posay Brand Marketing Strategy Krishni Miglani
A presentation developed for a case study competition in 2012 for L'Oréal's brand La Roche Posay. Covers customer insights, barriers and a brand communication plan along with channel level strategy
These slides talk about the major keys that lead to the success of L'Oreal as a global leader in beauty and cosmetics.
Prepared during a Marketing Internship under the guidance of Prof. Sameer Mathur, IIM Lucknow. Reference taken from book - Kotler-Keller: Marketing management
The beauty company Glossier has gained enormous popularity among millennials and Gen-Z since its launch in October 2014. Glossier celebrates the idea of real beauty in real life, providing its customers with customized affordable luxury beauty products. As a tech-savvy company, Glossier understands the power of social media in terms of product sales and promotion. The company also aims to lay foundation for a beauty movement of real women and real beauty. The recently launched Body Hero campaign is a great example reflecting Glossier’s mission.The global cosmetics industry is led by beauty conglomerates including Chanel, Coty, Estée Lauder, Kao, L’Oréal, LVMH and Shiseido. The growing middle class, product innovation and influencer marketing are listed as the three market drivers in the industry; while affordability, counterfeits, and toxic chemicals are part of the market challenges. This marketing plan aims to help Glossier settle key issues hindering the growth of the company.
A.T. Kearney is a global management consulting firm with over 3,500 employees in more than 60 offices across over 40 countries. Since 1926, it has provided strategic advice to major organizations. It aims to deliver immediate impact and long-term advantage for its clients through expertise in various industries and services. A.T. Kearney also focuses on its people and culture, emphasizing values like collaboration, authenticity, and lifelong learning.
L'Oreal is the world's largest cosmetics company, headquartered in France. It develops and markets cosmetic products across hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal aims to provide the best quality cosmetic products to consumers worldwide through innovation and research. It currently markets over 500 brands across the beauty industry. With over 77,000 employees globally, L'Oreal invests heavily in research and development, with a budget of over $857 million in 2013. The company's core strategies include broadening its customer base, changing business operations, and increasing spending on research, promotion and advertising.
This document provides a comprehensive strategic management model for Vodafone Group. It begins with defining Vodafone's vision, mission and values. It then analyzes the external remote, industry and operating environments. An internal SWOT and financial analysis is also provided. Key strategic areas are identified including profitability, productivity and technology leadership. Generic and grand strategies of differentiation, horizontal integration and turnaround are discussed. Short term objectives and a balanced scorecard for implementation and monitoring are also outlined. In conclusion, while Vodafone has implemented differentiation, it needs to focus more on value-added services to maintain growth in competitive markets.
Loreal Paris Presentation based on Designing and managing Integrated Marketing Communication
1) About
2) History
3)Company’s target
4) Brand operation
5) Subsidiary brand
6) Brand ambassador
7) Partnerships
8) Competitors
9) IMC marketing strategy
10) Reason for success
11) Approach in the middle east countries
12) Challenge
13) Today’s position
This document provides an overview of Johnson & Johnson (J&J), a large multinational company that operates in the consumer goods and pharmaceutical industries. It discusses J&J's founding, operations in over 60 countries, vision to advance health and well-being, and major product segments. The document also summarizes J&J's financial performance, competitors, marketing strategies, recruitment processes, training programs, and efforts to create an engaging environment for employees.
The document discusses performance management systems at Hindustan Unilever Ltd. It provides context on the Indian FMCG sector and HUL's position as the largest FMCG company. It then describes the purpose and methods of PMS at HUL, including 360 degree appraisals and management by objectives. The process involves establishing standards, measuring performance, comparing to targets, and following up. Some common problems with PMS are also noted such as rating biases.
Loreal HBR case analysis- Global brand local knowledgeJibin Joseph
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
3M is an American conglomerate corporation based in St. Paul, Minnesota. It was founded in 1902 and employs 88,000 people worldwide producing over 60,000 products. 3M targets a wide range of customers through its five business groups and focuses on identifying and meeting customer needs. Evidence of 3M's market orientation includes its long-standing relationships with customers like Boeing and Ford where it develops specialized products. Recent additions include anti-theft devices and privacy filters developed based on customer requirements.
We continuously keep a track of successful digital campaigns carried out in the industry and try to create innovative and creative strategy for our clients that help them grow & multiply.
L'Oréal - History, Evolution, Present and the FutureGreg Thain
A comprehensive background of L'Oréal containing its History and Origins, Early Evolution, Modern Business, Global Expansion, Company Structure, Recent Efforts and Company DNA. As one of the chapters of the book FMCG: The Power of Fast-Moving Consumer Goods by authors Greg Thain and John Bradley. For more details on their success story and that of other leading FMCG companies, check www.fmcgbook.com or Amazon http://amzn.to/1jRyd20.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
PERFORMANCE APPRAISAL OF COCA COLA EMPLOYEESbhawna yadav
The document summarizes the performance appraisal process of Coca-Cola employees. It discusses that Coca-Cola conducts annual performance appraisals to evaluate employees based on goals set at the start of the year. The appraisal process includes defining job responsibilities, assessing performance against standards, and providing feedback. Coca-Cola uses parameters like sales, safety, and training to determine rewards. It recognizes top, solid, and bottom performers and outlines development or improvement plans accordingly. The document recommends ensuring the appraisal system is unbiased and getting anonymous feedback to continuously improve personnel practices.
L'Oreal faces several strategic global marketing challenges. These include greater competition in emerging markets like China, India, and Brazil, which are expected to account for three-fourths of the company's growth. L'Oreal must also adapt to changing cultural tastes and economic conditions in markets like the US and Europe where growth has slowed. Additionally, the company aims to double its consumer base to 2 billion by 2020, requiring innovation and strong branding on a global scale while still meeting local needs and tastes in different regions.
This was created by Aritra Mondal, VIT Mumbai during a Marketing Management Internship under Prof. Sameer Mathur, Indian Institute of Management, Lucknow
Unilever employs over 223,000 people worldwide and generates over 40.4 billion euros in annual revenue. The document examines Unilever's strategic human resource practices around succession planning, restructuring, and downsizing. It finds that Unilever takes a strategic approach to succession planning by identifying future leadership needs and developing a pipeline of internal candidates. When restructuring and downsizing, Unilever aims to support impacted employees through redeployment, job placement, counseling, and protecting their terms of employment to minimize negative impacts.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
L'oreal Consumer Buying Behaviour - MET STUDENTSRajesh Shetty
L'Oreal was founded in 1909 by a French chemist and is now the world's largest cosmetics company. Headquartered near Paris, L'Oreal started in the hair color business but expanded into skin care, makeup, perfumes, and hair care. It has a portfolio of brands like L'Oreal Paris, Maybelline, Garnier, Lancome, and Vichy. L'Oreal is the top patent holder in nanotechnology in the US. While cosmetics are its main revenue driver, it also operates in dermatology and pharmaceuticals.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
L'Oréal brand La Roche Posay Brand Marketing Strategy Krishni Miglani
A presentation developed for a case study competition in 2012 for L'Oréal's brand La Roche Posay. Covers customer insights, barriers and a brand communication plan along with channel level strategy
These slides talk about the major keys that lead to the success of L'Oreal as a global leader in beauty and cosmetics.
Prepared during a Marketing Internship under the guidance of Prof. Sameer Mathur, IIM Lucknow. Reference taken from book - Kotler-Keller: Marketing management
The beauty company Glossier has gained enormous popularity among millennials and Gen-Z since its launch in October 2014. Glossier celebrates the idea of real beauty in real life, providing its customers with customized affordable luxury beauty products. As a tech-savvy company, Glossier understands the power of social media in terms of product sales and promotion. The company also aims to lay foundation for a beauty movement of real women and real beauty. The recently launched Body Hero campaign is a great example reflecting Glossier’s mission.The global cosmetics industry is led by beauty conglomerates including Chanel, Coty, Estée Lauder, Kao, L’Oréal, LVMH and Shiseido. The growing middle class, product innovation and influencer marketing are listed as the three market drivers in the industry; while affordability, counterfeits, and toxic chemicals are part of the market challenges. This marketing plan aims to help Glossier settle key issues hindering the growth of the company.
A.T. Kearney is a global management consulting firm with over 3,500 employees in more than 60 offices across over 40 countries. Since 1926, it has provided strategic advice to major organizations. It aims to deliver immediate impact and long-term advantage for its clients through expertise in various industries and services. A.T. Kearney also focuses on its people and culture, emphasizing values like collaboration, authenticity, and lifelong learning.
L'Oreal is the world's largest cosmetics company, headquartered in France. It develops and markets cosmetic products across hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal aims to provide the best quality cosmetic products to consumers worldwide through innovation and research. It currently markets over 500 brands across the beauty industry. With over 77,000 employees globally, L'Oreal invests heavily in research and development, with a budget of over $857 million in 2013. The company's core strategies include broadening its customer base, changing business operations, and increasing spending on research, promotion and advertising.
This document provides a comprehensive strategic management model for Vodafone Group. It begins with defining Vodafone's vision, mission and values. It then analyzes the external remote, industry and operating environments. An internal SWOT and financial analysis is also provided. Key strategic areas are identified including profitability, productivity and technology leadership. Generic and grand strategies of differentiation, horizontal integration and turnaround are discussed. Short term objectives and a balanced scorecard for implementation and monitoring are also outlined. In conclusion, while Vodafone has implemented differentiation, it needs to focus more on value-added services to maintain growth in competitive markets.
Loreal Paris Presentation based on Designing and managing Integrated Marketing Communication
1) About
2) History
3)Company’s target
4) Brand operation
5) Subsidiary brand
6) Brand ambassador
7) Partnerships
8) Competitors
9) IMC marketing strategy
10) Reason for success
11) Approach in the middle east countries
12) Challenge
13) Today’s position
This document provides an overview of Johnson & Johnson (J&J), a large multinational company that operates in the consumer goods and pharmaceutical industries. It discusses J&J's founding, operations in over 60 countries, vision to advance health and well-being, and major product segments. The document also summarizes J&J's financial performance, competitors, marketing strategies, recruitment processes, training programs, and efforts to create an engaging environment for employees.
The document discusses performance management systems at Hindustan Unilever Ltd. It provides context on the Indian FMCG sector and HUL's position as the largest FMCG company. It then describes the purpose and methods of PMS at HUL, including 360 degree appraisals and management by objectives. The process involves establishing standards, measuring performance, comparing to targets, and following up. Some common problems with PMS are also noted such as rating biases.
Loreal HBR case analysis- Global brand local knowledgeJibin Joseph
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
3M is an American conglomerate corporation based in St. Paul, Minnesota. It was founded in 1902 and employs 88,000 people worldwide producing over 60,000 products. 3M targets a wide range of customers through its five business groups and focuses on identifying and meeting customer needs. Evidence of 3M's market orientation includes its long-standing relationships with customers like Boeing and Ford where it develops specialized products. Recent additions include anti-theft devices and privacy filters developed based on customer requirements.
We continuously keep a track of successful digital campaigns carried out in the industry and try to create innovative and creative strategy for our clients that help them grow & multiply.
L'Oréal - History, Evolution, Present and the FutureGreg Thain
A comprehensive background of L'Oréal containing its History and Origins, Early Evolution, Modern Business, Global Expansion, Company Structure, Recent Efforts and Company DNA. As one of the chapters of the book FMCG: The Power of Fast-Moving Consumer Goods by authors Greg Thain and John Bradley. For more details on their success story and that of other leading FMCG companies, check www.fmcgbook.com or Amazon http://amzn.to/1jRyd20.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
This document provides information about L'Oreal, including:
- L'Oreal has a culture of excellence and is a global success with sustained growth and healthy profits.
- It has an exciting business model that is universal, nimble, innovative, and entrepreneurial.
- Research and science are at the heart of L'Oreal's growth, with significant investments in research and development.
- L'Oreal's mission is to offer beauty to all through its commitment to responsible and sustainable growth.
L'Oreal is a France-based global cosmetics company founded in 1909. It has achieved consistent double-digit profits for 18 years through a global presence in 130 countries with 23 major brands. L'Oreal utilizes regional brand ambassadors and focuses on hair color, skin care, hair care, fragrances, and color cosmetics. The company's strategies of global brand management, strategic acquisitions and makeovers of existing brands like Maybelline, extensive research and development, and regional product customization have contributed to its long-term financial success.
L'Oreal is a French cosmetics company founded in 1909. It has over 500 products and focuses on hair color, skin care, sun protection, makeup, perfumes, and hair care. L'Oreal targets younger people and older women with its "Because you're worth it" slogan. It has 41% of the global beauty market share. When it entered India, L'Oreal segmented the market based on gender, age, income, and psychology to target young, affluent middle class women. It positioned itself as a premium brand and differentiated itself from local brands by investing in beauty education and training.
This document provides information about the World Beauty Innovation Summit taking place in Vienna on June 9-10, 2016. It will be an exclusive gathering of around 100 senior marketing and innovation executives from leading beauty companies. The summit will feature presentations from executives of companies like Amorepacific, Unilever, and Amway on topics related to beauty innovation, including diversity, disruptive innovation, augmented reality, and expanding into Asian markets. It will also include networking activities and discussions. Registration information is provided at the end.
Cosmetic giants segment the global cosmetic marketSuman Bhattarai
this case is about the market segmentation of great market leader for the cosmetic product; they are targeting emerging market of the world. This case study also analyse which marketing strategies they used and how they survive and win the market.
The document discusses the Indian beauty products market. It notes that the market size is currently around $1.5 billion and projected to reach $3 billion by 2014, growing at an annual rate of 20%. It then examines the skin care market and major players like Fair & Lovely, Garnier, and Olay. Fair & Lovely has been a market leader since 1976 using low pricing and advertising focusing on fairness. Garnier targets a wider range with moderate prices. Olay is a premium brand targeting older urban women, with higher prices and exclusive showrooms with dermatologists.
Market Entry Strategy - Etude House Research in Canadian marketIshita Grover
The presentation analyzes Etude House's entry into the Canadian market. It provides an overview of Etude House as a South Korean cosmetics brand and its expansion internationally. A SWOT analysis is presented and comparisons are made between cosmetic cultures in Canada and South Korea. A one page business plan and references are included that propose an indirect export entry strategy focusing on lip and mascara products sold through drugstores and retailers to target young female consumers.
The document provides a marketing plan for Pond's face wash. It includes a market and competitor analysis, objectives to gain 35% market share by 2020, and a strategy to position Pond's as a gentle yet effective face wash. Key tactics include line extensions, penetration pricing, promotions through colleges/malls, and a budget that aims to convert 40% of the target segment to purchasers.
The document provides an overview of the Indian salon industry, including its scope, major brands, market share and growth trends. It discusses the changing needs of consumers and challenges in the industry. Statistics on market size and segment breakdown are presented. Strategies of major players like L'Oreal are examined, including dual pricing in India. The presentation covers market research, marketing plans, pricing approaches, brand management, distribution channels and integrated communication practices in the industry.
The document discusses various aspects of marketing such as its evolution from a product-centric to a customer-centric approach. It distinguishes between sales and marketing, noting that marketing identifies customer needs while sales focuses on existing products. The document also outlines the traditional 4Ps of marketing (product, price, place, promotion) as well as expanded frameworks such as the 4Cs that focus more on the customer. Additional topics covered include the importance of understanding one's unique selling proposition, the scope of marketing, and strategies for success in rural markets.
INDUSTRY- perfume and fragnance
PRODUCT NAME- Soliflore
Marketing management project(BBA)
Perfume is a mixture of fragrant essential oils or aroma compounds, fixatives and solvents, used to give the human body, animals, food, objects, and living-spaces an agreeable scent. It is usually in liquid form and used to give a pleasant scent to a person's body.
The word perfume derives from the Latin perfumare, meaning "to smoke through".
Many ancient perfumes were made by extracting natural oils from plants through pressing and steaming. The oil was then burned to scent the air. Today, most perfume is used to scent bar soaps. Some products are even perfumed with industrial odorants to mask unpleasant smells or to appear "unscented."
This document summarizes a webinar on launching products in India. It introduces representatives from Becton Dickinson India and Apollo Hospitals who discuss their perspectives on distribution and working with hospitals. Key challenges of the Indian market include its large size and fragmentation requiring multi-tier distribution networks. Success requires understanding customer needs, having the right KPIs, building relationships with distributors, and commitment to adapting to the local market. The hospital perspective emphasizes landscape research, solving clear problems, considering alternatives, and adapting to the market.
The document discusses supply chain management for cosmetics company Maybelline. It provides an overview of Maybelline as the number one global cosmetics brand available in over 129 countries. It then examines Maybelline's sales, digital presence in India, target audience, and processes for logistics, procurement, sales, and managing demand and supply for retail outlets. A SWOT analysis identifies strengths like brand segmentation and innovation, as well as weaknesses, opportunities, and threats. The document also covers risk management and an example of Maybelline developing a new product for specific markets. Financial projections are given for the Indian brand Lakme.
LeadCap Ventures is a leading market research and consulting firm with offices in India, the Middle East, and Africa. It has completed over 2,000 projects in the last 7 years for clients such as the World Economic Forum, Microsoft, Google, Coca-Cola, Unilever, and Toyota. The firm's consultants have degrees from top schools like Harvard and the London School of Economics and specialize in areas like consumer market research, branding strategy, and media research.
Hindustan Lever Limited (HLL) faces business challenges in India's detergent industry from new entrants and changing customer needs. HLL implemented strategies like modifying its business model to target rural customers, using innovative distribution methods, and training employees. HLL also launched brands in different price segments to counter competitors. A SWOT analysis found HLL's strengths are its large distribution network and brand portfolio, while weaknesses include a wide portfolio that is difficult to manage. Opportunities exist in further tapping the rural market and shifting customer preferences. Threats come from industry clutter and competition.
Pond's aims to gain 35% market share in facial care products in India by 2020. Currently it has a 10.13% market share. Face washes constitute the largest segment within personal care with Pond's having an 85% share of the 400 crore rupees face wash market. Market research shows consumers prefer products with good price, freshness, fragrance, cleansing action and lather. Pond's is positioned below competitors on cleansing action. The document outlines strategies to improve Pond's positioning and increase sales.
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L'Oreal is a France-based global cosmetics company founded in 1909. It has achieved double-digit profit growth for 18 consecutive years through its presence in 130 countries generating €13.7 billion in annual revenue. L'Oreal owns multiple beauty brand franchises and remains the global cosmetics industry leader with a 16.8% market share. The company focuses on cosmeceuticals and nutraceuticals due to increased wellness focus. L'Oreal's successful acquisition and rebranding of Maybelline demonstrated its strategy of acquiring unknown brands, giving them a makeover, and marketing them globally.
Similar to The assessment of Loreal Thailand Case Study (20)
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2. AGENDA
2
Introduction
• Country Profile & Company
background
• L'Oreal Thailand : Case study
background
• Consumer profile
Situational
Analysis
• Business Segmentation & Competitors
Analysis
• L'Oreal Thailand SWOT Analysis
Problem
Analysis
• Key Issues
• Action Plan and Implementation
• Result
Conclusion
• Evolvement of L'Oreal Thailand
: 2001 and beyond
• Now & Beyond
3. The Kingdom of ThailandThe Kingdom of Thailand
Floating Market
3
4. Quick Facts: Thailand
Source : The World Factbook (Central Intelligence Agency), doingbusiness.org
67.0 mil
8.642
mil
Bangkok
18th ease of doing business
119th real GDP growth 6.5%
120th GDP percapita USD5390
37th economic competitiveness
1 of two SEA not taken over by
Western power
4
6. L’Oreal Thailand Ltd
Company background - L'Oreal Thailand
1950s’
early 1990s’
1992
1998
1999
Distribution through
local agents
• JV with local conglomerate
• Manufactured some Lancôme
product
• Lancôme products distributed
through counter (department stores)
with other luxury L'Oreal brands.
Siampar
• Directly manage import and
distribution (mass consumer &
professional hair salon products)
• Other product line – hair color,
makeup, skin care products
• Merging of Siampar and
Thailor
Thailor
Different locations
Different internal
cultural
Different process
Different policies
• Discontinuation of Lancôme local
production by JV partner share
buy out (Siampar)
6
7. Case Background – L'Oreal Thailand
Under
capitalized
"Thai
Exception"
management
Cash
Management
Problem
Zero Brand
Image
Pressured
market share,
sales &
profitability
Excessive Fixed
Asset
Investment
Reckless
Borrowing
Undiscipline
Financial
Institution
Asian Crisis
1997
7
9. Skin care
12%
Make-up
29%
Coloration
33%
Fragrance
26%
The Thai Beauty Market (Year 2000)
L’Oreal
7%
BT 26.6
billion
Target
Group 20 – 44 years old
Central Thailand & Greater Bangkok
Average monthly – Bt 7,000
Expenditure (personal care & health) Bt 650
9
10. 30%
22%21%
14%
9%
4%
Skincare Make-up
Haircare Hair Colourants
Fragrances Others
Business Segment vs. Competitors
36%
27%
19%
18%
Personal Care
Foods
Refreshment
Home Care
25%
10%
9%32%
24%
Beauty
Grooming
Healthcare
Fabric Care & Home Care
Baby Feminine and Family Care
10
11. Operating before World War II
Involved in beauty and non-beauty sections
Thai is the key innovation center
Factory as export hub supplying to Asian market
Products variety and diversification
Leading market position
Products appeal to wide range of population
Go Green Campaign
COMPETITOR ANALYSIS - UNILEVER
11
12. Involved in beauty and non-beauty sections
Has relocated hair care R&D Center from Japan to Thailand with
USD 150m
Procter & Gamble has strong brands.
Take advantage on high-growth markets in hair care and skin
care
Opportunity in health and beauty product for men
COMPETITOR ANALYSIS – P&G
12
16. SWOT ANALYSIS - WEAKNESS
16
Lack of media support
– ranked no. 35 in overall media spending in 1999.
– ranked no. 4 in media spending in beauty industry.
25. Hiring High Profile International, Local Ambassador And
Experts (Make Up, Hair Care And Skincare) as product ambassador
SWOT ANALYSIS - STRENGTH
25
26. Focus only in beauty section
SWOT ANALYSIS - STRENGTH
26
32. • Poor Product Positioning
• Product Overlapping
• Lack of product localization
• Not focus on whitening
products for skin care
Loreal Thailand Key Issues in 1999
Product
Marketing
Financial
People
Operations
Management
Brand and
Communication
• Negative cash flow
• Flat sales – declining sales
• Poor financial performance
• No budget to increase
marketing spending
• Traditional promotions
• Using international celebrities to
be ambassador
• Not understanding the local
market
• Poor engagement with retailers
• Low brand awareness – Ranked
8th
• Zero visibility in print media
• No budget to advertise on TV
• Poor image and reputation
• Rank 4th in media spending
(beauty industry)
• Limited media support
• No convincing ambassadors
• Poor inventory control
• Account receivable increased to 203
days -6.7 months
• Problem of overstocking
• Clash cultures – Siampar and Thailor
• Managed by expatriates
• Perceived as a Company that has no
vision, no results and no rewards
• Under utilized of local talent
• Low morale among staff
• High labor turnover – 2nd highest
32
33. Loreal products are being segmented by price and
distribution channel
33
LOREAL PARIS
• Loreal Feria Brands
• Loreal Plenitude
• Loreal Make up
• Maybeline
• Garnier
LOREAL PROFESSIONAL
Hair colour
Hair Colour Treatment
Other Products :-
Excellence and Natea
LOREAL LUXURY
• Bioterm
• Kerastene
• Helena Rubinstein
• Lancome
• PCI- Perfumes
Loreal Paris – 1,200 outlets
Maybeline& Garnier -5000 stores
Leading brand – Skincare-
Plenitude
65% 15% 20%
2000 Top professional salons
Market leader for Hair
Products – rapid innovation
and true technical superiority
Helena – 6 major dept stores
Lancome – 34 outlets
Target market :
Teenagers and Women
Target market :
Hair Salon
Target market :
Men and Women
High end market
34. 34
Turn around L’oreal Thailand by transforming the
following …
PEOPLE
FINANCIAL AND OPERATIONS
MARKETING
35. PEOPLE – CULTURE REVOLUTION
• Change of culture – banned employees from using the
names Siampar and Thailor – formed new entity Loreal
Thailand Ltd
• Restructuring of HR Department – 2 units set up :
1) Focus on HR and systems,
2) Focus on training and retention
• Relocate to a brand new office, prestigious building (but
cheaper)
• Offer interdivisional transfer – widen opportunities
• Talent Spotting – Key Personnel : Government Relation
Manager, Head of IT, Warehouse Manager (Local)
• Talent mobilization –Groom potential local talents to
become the next generation leaders
• Use persuasive and creativity method to motivate the
talent to stay with L’oreal
• Revisit reward system – Hard work and dedication will be
rewarded i.e. Bonus
35
36. FINANCIAL
• Subsidy grant from Loreal HQ in Paris – Bt 50
million – money to exclusively spend on
COMMUNICATIONS only
• Restore cash flow and profitability
• Loreal luxury products – Stock coverage at
counters reduced from 5.2 months in Dec 1999 to
2.5 months a year later
Improve account receivables from 203 days
to 130 days
Improve cash flow
• Focus investments on 2 major outlets, and getting
designers from Paris and London to develop the
best beauty counters
6 months after – Sales up more than 50%
36
37. 37
MARKETING – UNDERSTANDING THE MARKET -RETAILERS
• Listen and engage with the retailers – tailor made strategies
Drug stores – consumer would find rational and highly emotional
benefits from beauty products
Carrefour vs Tesco – Carrefour – revamp beauty space, whilst Tesco
concerns on Category Management
• Help retailers to create a better understanding the emotional values of
beauty products
• Be more professional in dealing with retailers
• Clearer ideas for product positioning
• Understand market better when launch products
• Support the right communications strategy
38. 38
MARKETING – UNDERSTANDING THE THAI CONSUMER
• Skincare products are the most preferred and
popular. Most Asean consumers are looking for skin
whitening products.
• Thai Skin is unique – Not Caucasian, Indian, Oriental
Hispanic or Black
• Consumers like to see the products further
segmented for different age groups and skin types
• Motivation and needs – Brighten skin, fulfilling
emotional needs and uplifting self esteem –
Brighter skins means high status
• Thais often associate the made-in Japan image
with high-quality or premium products, which
encourages Thai consumer’s willingness to pay a
premium price
• Factors to purchase cosmetics – Quality and Price
• Preferred means of cosmetic info – Magazines
(79%), TV (64%) and friends (58%)
39. 39
MARKETING – PRODUCT POSITIONING
• Reposition of Loreal Paris, Maybelline and
Garnier, by redefining pricing strategy
• Increase SKUs of hair colour products from
15 to 20 compared to 7 of Sunsilk’s (Main
competitor)
Increase shelf space from 50 to 90% at
Watson
Matching the hair color demanded by
consumers
• Consider Whitening Skin Product as one of
the killer skin care product
40. 40
MARKETING - COMMUNICATION
CONVINCING LOCAL AMBASSADOR
Before - The boring and lacking in self
confidence ambassadors
After - The WELL KNOWN LOCAL STAR – enjoys
widespread respect and credibility achievement
at international level – represents as Thai icon
Laila Boonyasak
(White Perfect Laser
Ann Thongprasom
(Revitalift / L’Oreal
Excellence)
Araya Alberta Hargate
(Total Repair / Revitalift
white / UV perfect /
Areeya Sirisopa
(Fall Repair)
PRINT MEDIA AND POINT OF SALE
Print media – Use to explain technical innovation
Point of sale and Merchandising – Use for product innovation i.e product testing
Communication message - Thai women are highly sophisticated and understand
beauty!
41. ARAYA ALBERTA HARGATE
41
Choompoo as a nickname
Famous Thai Superstar
Born in 1981
A Thai-British born
Model, Actress, TV Host
and Singer
A graduate in Bachelor in
Arts
Won many awards i.e
FHM Sexiest Actress in
Thailand Awards 2007 –
2010, W Style Awards,
Siam Dara Stars Awards,
and The Best Actress
Awards
43. 43
AS A RESULT, FINANCIALLY BOOSTED UP
1.
1.Customer credit cover days improved for all product lines
especially the Luxury Product Division!
2. NEGATIVE Cash Flow has turn into POSITIVE!
3. Sales improved tremendously by 80% up!
44. 44
• Change in organizational capability and morale
• No. of talents of recruited increased
• Job distribution was more structured
• The brand - the asset in attracting new talent
• Lower labor turnover rate averaged around 4%
• Local “real stars” developed to run the division
• Engage with retailers closely – focusing extra
value that Loreal tailor made strategies would
bring them – win-win situation
• Strong and aggressive marketing & sales team
contributed to the faster turnaround – move fast
in the market with good innovations
• Launched of the 4th Division - Active Cosmetics
(for sensitive skins or affected by dermatological
conditions)
Local talent being recognized…
Better engagement with retailers and strong sales and marketing team led to Loreal’s success in winning the
heart of Thais. Launching of Active Cosmetics has strengthen Loreal’s market position.
CULTURAL CHANGED AND MOTIVATED EMPLOYEES CONTRIBUTED
TO THE LOREAL THAILAND OUTSTANDING PERFORMANCE
45. 45
ALL IN ALL, LOREAL THAILAND HAS SUCCESSFULLY
TRANSFORMED…
Understand the Market
Get the right products
Communicate Effectively with
Consumers
Get the right resources to implement
WINNING STRATEGY
50. COMMITMENTS
& TARGETS FOR
2020
PRODUCING
Reduce their
footprint by 60%
- CO2 = -60%
- H2O = -60%
LIVING
Make social profile of 100%
of the products. This is to
allow consumers to take
right choice while buying
DEVELOPING
COMMUNITIES
Enables 100K people
from underprivileged
communities to
access work
SUPPLIERS
Evaluate & select on
social and
environmental
performance
EMPLOYEES
Access to health care,
social protection &
training
INNOVATING
100% of the products:
Natural materials with
social and environmental
benefit
50
51. 51
MISSION
(OFFERS
BEAUTY TO
EVERYONE)
BEAUTY IS ITS
- Create products that
meet needs & desires
Deliver innovative & quality
cosmetics
BEAUTY IS UNIVERSAL
- Different researches
explore new ideas
- Innovative products
inspired beauty
BEAUTY IS SCIENCE
- Brainstorming to
innovate & inspire
creativity
- Suit the local community
BEAUTY IS THE
COVENANT
- Diversify
universalization the
brand perfectly
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AIM
To reach 1B
new
consumers
around the
world
Beauty 4 everyone
Beauty 4
Individual
Opportunity to
reach beauty
Accelerate
regional
specialization
Local Observers
on innovation
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• Support by L'Oreal, France Foundation with MoE, government agencies and private
organizations
• Provide training with great facilities, learn professional skills
• For ages of 15 - 40 years, have insecure income
• Creating beautiful and social equality
• After project, participants stand on their own with skills
SPECIAL PROJECT
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“A diversified workforce in every
function and on all levels strengthens
our creativity and our understanding of
consumers and it enables us to
develop and market products that are
relevant”
JEAN-PAUL AGON, CHAIRMAN AND CEO OF
L’ORÉAL