1310Report on LOreal文档格式.docx
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1310Report on LOreal文档格式.docx
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TableshowingbranchesofL'
Oré
alGroup…………………………5
L'
alSWOTAnalysis…………………………………………5
P&
GSWOTAnalysis……………………………………………6
alPESTAnalysisinChina……………………………………7
alinChina…………………………………………………7
al’s4PSTRATEGY…………………………………………8
al’sOperationForminChina…………………………………9
StrategicChoicesofL'
al’………………………………………9
ExportMarketingPlan…………………………………………11
ProblemsfacingL'
al’inChina………………………………12
CompetitiveAdvantageofL'
al………………………………12
References………………………………………………………13
Background&
History
TheL’Oré
alGroupistheworld’slargestcosmeticandbeautycompany.Itwasfoundedin1909byEugè
neSchuelle,whostartedtodevelopahairdyeformulacalledAureole.Toselltheproductsformulatedandmanufacturedbyhimself,heregisteredhiscompany,theSocieteFrancaisedeTeinturesInoffensivespourCheveux(SafeHairDyeCompanyofFrance).ThisistheoriginalL’Oré
al.
L’Oré
alstartedinthehair-colorbusiness,andsoonbranchedoutintoothercleaningandbeautyproducts.Concentratingonhaircolor,skincare,sunprotection,make-up,perfumesandhaircare,thecompanyisactiveinthedermatologicalandpharmaceuticalfieldandisthetopnanotech--nologypatent-holderintheUSA.In1920,thesmallcompanybeganitsinternationalbusiness,andthemarketreachedUSA,Canada,EnglandandBrazil.In1963,L’Oré
albecamealistedcompany,thusprovidinganewwayoffinancing.Inthefollowingyears,itpurchasedmanycosmeticcompanies,includingMaybelline,Lancô
me,Biothern.TheBodyShopandsoon.
L’Oré
alcurrentlymarketsover500brandsandmanythousandsofindividualproductsinallsectorsofthebeautybusiness.Thecompany'
sproductsarefoundinawidevarietyofdistributionchannels,fromhairsalonsandperfumeriestohyper-andsupermarkets,health/beautyoutlets,pharmaciesanddirectmail.
alhasfiveworldwideresearchanddevelopmentcenters:
twoinFrance:
AulnayandChevilly;
oneintheUS:
Clark,;
oneinJapan:
Kawasaki,KanagawaPrefecture;
andin2005,onewasestablishedinShanghai,China.AfuturefacilityintheUSwillbeinBerkeleyHeights,NewJersey.
InChinaintheyear1996,L’Oré
alcooperatedwithSuzhouMedicalSchoolestablishingL’Oré
alSouzhoucoltd.Alsointhesameyear,L’Oré
alsetupafactorytomanufacturetheproductsofMaybelline.In1997,L’OrealestablisheditsrepresentativeofficeinShanghaitochargetheaffairsinChina.AndnowL’Oré
alistheleadingbrandinChina’sbeautybusiness.
TheMacroEnvironmentforL’Oré
al
Economictrends:
theglobalmarketisrecoveringfromthelasteconomicrecession.
Politicaltrends:
ashifttowardsgreenerpolicies,indicatingthatthecosmeticsindustryshouldupdatetechnologytoprovidesaferandcleanermake-ups.
Technologicaltrends:
newtechnologieshavebeenappliedtomorecosmeticproducts,andcosmeticproducersarecompetingagainsteachotherinproductinnovationandservice.
Legaltrends:
thegeneralthemeisthebeautyindustrywillbechargedofhightaxes,asit’saindustryofhighprofits
Social/Culturaltrends:
moreandmorepeoplepursuebeautygloballyanditiscommontohavemoreopportunitieswhentheskinismorecharming
Demographictrends:
thewesternparttendstobeagingwhiletheeastisgrowingfastandhasalargebasis.Resultsindifferentproductsshouldbedesignedfordifferentplaces,e.g.anti-aginginwesterncountriesandwhiteningineasterncountries.
TheCompetitorsofL'
alGroup
Listoftoptencosmeticscompanies:
1.L'
2.TheProcter&
Gamble(Maxfactor,ANNASUI,HugoBossetc.)
3.EsteeLauderCosInc(Clinique,BobbiBrown,M.A.C.etc.)
4.Shiseidocoltd(CDP,Shiseidoetc.)
5.Unilever
6.LVMHGroup(Guerlain,ChristianDior,Givenchyetc.)
7.Johnson&
Johnson
8.WellaGroup
9.KAOGroup
10.RevlonInc
Inthefollowingpassage,adetailedSWOTanalysisofP&
Gcompanywillbeshown.P&
GcompanyownscosmeticsbrandssuchasOLAY,COVERGIRL,andSK-Ⅱ.AndinChinaP&
GisthebiggestrivalthatL'
alGroupfaces.BrandssuchasShiseidoandLVMHGrouparemoreofaluxuryproductanddon’thavemuchmarketshareintheaveragemarket.Thisisbecausetheyareaimedatprovidinghighqualityproductswithconsiderablepricefromthebeginning,thusifenterthelowermarket,therewillbeside-effectsonthecurrenthigh-endmarket.Becauseit’shardtoreorganizethebrandimageandbringsdowntheprestige.Peoplewhobuythesebrandsliketobeseparatedfromthemajority,andprovidingproductsfortheaveragepublicissomethingtheywouldnotliketosee.
TableShowingBranchesofL'
CosmeticsBranch
ProfessionalProductDivision
alProfessionnel•L'
alTechnique•Ké
rastase•Redken•Matrix•Mizani•ShuUemuraArtofHair
ConsumerProductsDivision
alParis•Garnier•MaybellineNewYork•SoftSheen-Carson•CCBParis
LuxuryProductsDivision
Lancô
me•Biotherm•Kiehl'
s•HelenaRubinstein•ShuUemura•YSLBeauté
•GiorgioArmaniParfumsandCosmetics•Cacharelcosmetics•RalphLaurenFragrances•DieselFragrances•PalomaPicassofragrances•Victor&
Rolfparfums
ActiveCosmeticsDivision
VichyLaboratoires•LaRoche-Posay•SkinCeuticals•Inné
ov•Sanoflore•Ombrelle
TheBodyShop
DermatologyBranch
GaldermaLaboratories
alSWOTAnalysis
Strengths
•Thelargestsellerofhair-careandbeautyproductsintheworld.
•Productsarediversificatedbypriceorculturalimage,andtargetgroupsarelarge.
•Investmentinresearchanddevelopment,whichenablescontinuingproductinnovation
•Scaleeconomyinpackagingandadvertising
•Reputationforquality
•Successfulbrandingstrategy.Manypeopledon’trealizealltheabovebrandsbelongtoL'
al,andthisistheirstrategy.L'
alitselfisamiddleclassbrandandifassociatedwithHRorLancô
me,peoplewouldclassifythemintomiddleclasstoo.Alsowhenonebrandfallsout,it’slikelythatpeoplestillsupporttheremainingbrands.
•Middleclassproductsespeciallydesignedformen
Weakness
•Decentralizedorganizationalstructuremakesitdifficulttocontrolandcoordinateglobally,especiallywhendealingwithbrandimage
•Lackproductsforbelowaveragepeople
•Profitmarginsareslightlybelowsomeofitssmallerrivals
•Lessfocusedondailyconsumergoodssuchasshampoo
Opportunities
•Potentialofthetargetedmarketsishuge.L'
alhasconcentratedonhair-stylingandcolor,skincare,cosmeticsandfragrances,thefastestgrowingfiledinthebeautybusiness.Andinthedevelopedcountries,thenumberofpeoplepursuingbeautyproductsisgrowing.
•Numerouspatentregisteredproducts,whichdiffersgreatlyfromothers.
Threats
•Thegrowingcompetitioninthecosmeticsfield
•Theinstabilityofcustomers’preferences
•Localbrandsmakingjointventurewithcompetitors,orinternationalcompetitorsmakingacquisitions
•L’Orealitselfhastoomanybrandsthatit’shardtofocusresources
Procter&
GambleSWOTAnalysis
•Oneofthebestmarketersintheworld
•TightlyintegratedwiththelargestretailersintheUSandaroundtheworld
•Adheretothesuperiorbrandmanagementsystem,creatingauniquebrand
•Hasastrongcorporateculture-PVP(purpose,corevalues,principles)
•Strongmarketingexpertise
•Theestablishmentofaworldwideorganizationwithabundantresource
•Productinnovation
•Distributionchannelsallovertheworld
•Theshortageofeconomicdevelopmentandgrowthinateamenvironment
•Thelackoffaceproductmanagementexperienceintheeraofexcess
•Therapidevolutionofretailformats,insufficientunderstandingofmediaforms
•Healthandbeautywomenonly
•UsingWesternmarketingtheory,inordertooperatetwoorthreefive-starwayintothemarket
•Expansionforbrandsislimited
•Consumers’livinggoodsincrease,tendtopersonalized,innovative,affordable,goodeffectoftheproduct
•Thegeneralpublicoutdoorhealthconsciousness,rapidlygrowingtissuemarket
•Consumersbecomemoresophisticated,knowhowtochoosethebrand
•TheincreasingpopularityoftheInternet,makinginformationandcommunicationchannelstoincrease
•Dailyconsumergoodsisinanfiercecompetition
•AstrongattackfromUnilever
•Fightwiththefullrangeofindustriesandenterprises
•Consumerawarenessofenvironmentalprotection,productsafety,environmentalrequirementsincrease
•Keycompetitorsexpandingtheirproductportfoliosthroughacquisitions
•Increaseinrawmaterialprice
alINCHINA
IntheChinamarket,L'
alGroupprovidesmostofabovebrands(showninthetable)andtookoverChinesebrandsYuexiandLittleNursetoenterthelowerendmarket.Thetargetedgroupisvariedfromhigh-consumingrichtothegeneralpublic.Intheyear2008,L'
alGrouphasrealizedsalesof6.952billionYuaninChinaandwasgrowingattherateof27.7%comparedtothesameperiodlastyear.BrandsuchasMaybellineevenaimsatprovidingsomethingthateveryChinesewomanshouldbeabletohaveandwouldliketohave.
PESTAnalysis——China’sCosmeticsMarket
PoliticalFactors:
•EversinceChinajoinedWTO,wehavebeencomplyingwithourpromisetoreduceimporttariffsforforeignbrands,andprovideconvenienceforthemtoenterChina’smarket.Withtheenteringoflarge-scaleinternationalbrandstoChina'
scosmeticsmarket,ourcosmeticsmarketshavebecomemoreglobalize.
EconomicF
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