33.1.021 LOreal Global Brand Local Knowledge Case Study

LOreal: Global Brand, Local Knowledge
LOreal: Local Knowledge, Global Brand Case Study: What are Some of LOreals Ways? Author: Ted Landgraf
The purpose of this case study is: Show how important market analysis is in all business areas; Know your competition; To strive and prosper, be an ABC Organization; Think outside of the box; Innovation is powerful; Branding is necessary; Global strategy is fundamental; Know Your SWOT; and Much more.
Above the Standard Procurement Group, Inc., www.ATSPG.com
Wednesday, March 13, 2013
Four Major Sections

Section One:
Section Two:
Statement of the Marketing Challenge Slide Three through Slide Ten. Analysis of their Current Situation Slide Eleven through Slide Eighty-Five. Alternative Strategic Marketing Solutions Slide Eighty-Six through Slide Ninety- Nine. Recommendations Slide One-Hundred through Slide OneHundred and Eight.
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Section Three: Section Four:
Section One: Statement of the Marketing Challenge

Before identifying the primary global marketing challenge, strategic must be understood. Strategic means: Decisions or plans designed to impact favorably the key factors on which the desired outcome of an organization depends (Business Dictionary). The primary strategic global marketing challenge for LOreal, according to the case study has many areas. Slides four through six outlines some of them.
(Henderson R., Johnson R).
Section One: Statement of the Marketing Challenge (continued)

According to the case study and Forbes, the primary strategic global marketing challenges for LOreal are:
Greater competition and growth in countries / developing markets, such as China, Russia, India, Brazil and Mexico; LOreal expects three-fourths of growth from these countries; U.S. and Europe markets have slowed down; Competition from Unilever and P&G; Most dynamic markets for LOreal are Asia (China and India) and Latin America;
(Henderson R., Johnson R and Forbes.com).

The primary strategic global marketing challenges for LOreal are:
Advertising costs $5 Billion+ (heavily invested and internet); Growth goal of 2 billion customers by 2020 and increase share from 30-50% from emerging markets; L'Oreal's marketing approach and challenge is to continue to match each countries and regions consumers tastes at the right price; Fight strong domestic incumbents in emerging markets; and Develop brands in the low, medium, and high end markets.
(Henderson R., Johnson R and Forbes.com).

A very important and true statement about large companies that can become the largest obstacle, as stated by the CEO of LOreal in 1999: Many requirements for survival in the next century are going to be size related. The most imperative for size is balanced by the need for genuine innovation, creativity, flair, imagination, taste, a sense of what is cool and what is not, and those are not qualities that go with huge companies.
(Henderson R., Johnson R).
Marketing Challenge Statement Support & Evidence

According to the Wall Street Journal, even though Brazilian women spend more on beauty products than anywhere else, L'Oreal SA has faltered. Why? These women purchase their products from direct sales, like Avon representatives. L'Oreal is betting that as the market develops, direct sales will become less relevant. From 2011 to 2015, the global skin market is expected to grow at 4.4% because of the aging population and popularity of natural and organic skin care products, yet the market growth could be stunted from the intense competition (Reuters).
(Wall Street Journal and Reuters).
Marketing Challenge Statement Support & Evidence (continued)

Less expendable income of the middle class in the U.S. has caused the margins to shrink for companies like P&G. The Consumer Packaged Goods (CPG) industry has avoided price wars and it is unclear as to the road ahead. The Prediction from Adage is: "The U.S., having lost its luster compared to developing markets in recent years, will get renewed focus from CPG marketers L'Oreal has shown there's plenty of growth to be had in the U.S., and P&G is highly motivated to shore up market shares in its biggest, mostprofitable market.
(Advertising Age).

Some more facts about LOreal that support their global marketing, according to the New York Times are:
Posted a record 20 billion euros in global sales in 2011; Conquer their rivals by expanding to 1 billion consumers; L'Oreal is the number one beauty brand in China; LOreal has six labs and 3,500 researchers around the world; and Posted an operating profit of an estimated $4.35 billion.
(New York Times).

One of the areas, according to Macedo-Soares and Lyra da Silva, is:
L'Oreal must engage in more strategic alliances from the opportunities presented to them. Also, the dynamic market changes taking place are posing challenges for all competitors. In other words, LOreal has a global marketing approach and goal to overtake cultures. The CEO of LOreal believes that this will overtake the way things have been conducted in the Brazilian market for the cosmetic industry (only time will tell).
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Section Two: Analysis of Current LOreal Situation
Section two is the analysis of the current situation at LOreal. This includes many areas, as outlined in the slides below this section, with a SWOT and relevant conclusion. The slides for this section start with slide 11 and end with slide eighty-five.
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Macro-Environmental Factors Affecting the LOreal Case

Before identifying the Macro-Environmental Factors, it is important to know the meaning. According to Business Dictionary:
"The major external and uncontrollable factors that influence an organization's decision making, and affect its performance and strategies. These factors include the economic factors; demographics; legal, political, and social conditions; technological changes; and natural forces. "Specific examples of macro environment influences include competitors, changes in interest rates, changes in cultural tastes, disastrous weather, or government regulations.
(Business Dictionary)
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Macro-Environmental Factors Affecting LOreal Case (continued)

Competitors P&G, Unilever, and many local brands around the world. Competition is definitely a factor and will become even more so. Cultural Taste Changes LOreal is very strong with designing brands / products that meet what regional and country demands are. They need to continue with this practice for continued growth. Economics the U.S. and European middle class market decline has caused less profit margins (refer to Exhibit A). Supply Chain Disruption the amount of natural disasters have affected many companies in the last few years. LOreal will need to prepare for these potential risks.
(Above the Standard Procurement Group and HBS Case Study). 13 Wednesday, March 13, 2013
Macro-Environmental Factors Affecting LOreal Case (continued)

Governments Even though LOreal has grown to be the marketing giant in China for cosmetics, there can be risk depending on Intellectual Property (IP), supportive laws to protect patents and IP, and ethical policies. It will be important for LOreal to cover their risk as they want to be the number one company for consumers by 2020. Interest Rates Interest rates help companies and individuals have more expendable income. If a credit crisis takes place, as shown in the U.S. and Europe, many middle class people around the globe will not have the same expendable income to purchase cosmetics and other consumable goods as they have in the past.
(HBS Case Study).
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LOreal Economic Considerations
What drives LOreal?

It is their savvy global marketing. To continue to feed the products that are developed, the manufacturing facilities, the supply chain, the staff that sell, and the infrastructure, marketing must continue to listen in all markets and make correct decisions to keep the global growth plan moving forward. Some of the overhead LOreal has that affects their economics as of 2010, are: 66,600 Employees 23 Global Brands 130 Countries 38 Factories 5.7 Billion Units
(HBS Case Study)
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LOreal Economic Considerations (continued)

Some of the economic considerations are:
Advertising Costs The amount of funds being spent for advertising ($4.56 Billion in 2009). Sustainable Growth Can LOreal sustain their growth of doubling its consumer base to 2 billion by 2020 without affecting economics, their quality, financial stability, and what the consumer wants in their region? Emerging Markets Can LOreal continue increasing sales in emerging markets like India, China, Brazil and so forth? There are major competitors like P&G and Unilever.
(HBS Case Study)

Direct Selling Avon and similar direct selling (door-to-door) cosmetic organizations provide their products with great success in Latin America because this is the way their culture is. LOreal want into the market with their retail products and did not do well. Yet, the CEO of LOreal thinks this will change as the global market changes. Is this true? Will the culture change? LOreals Global Marketing Even though LOreal has an approach to customize each brand as its own, market to certain regional and country demands, they still have a global approach of conquering the global cosmetic industry that could put them at risk. Are there marketing channels effective in every market?
(HBS Case Study)
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Nestle Ownership Nestle owns the largest percentage share of LOreal. Will this affect LOreal in 2014 when Nestle has their options to exercise? Nestles states that LOreal does not fit into their branding and core competency of beverage and food. Still, this could pose a risk as to the economics of what economic resources LOreal has. Country / Regional Economics If a countries economics change for the worse, what does this do to the middle class? This means that individuals have less money to spend, which means less sales for LOreal.
(Alderman, L. New York Times / Above the Standard Procurement Group)
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Some of the economic considerations for emerging economies can be a risk because LOreal is going after these markets. Yet, some other markets are outdoing some of them.
BRICs According to the Economist, Brazil, Russia, China, India, and China (known as BRICs), did not have a good year in 2012. Growth Most of the forecasts were too much, as growth did not meet the forecasts. IMF The International Monetary Fund (IMF) cut the growth forecast by more than 1.5 percentage points on average for 2012.
(Refer to Exhibit B to view the Philippines and Indonesia for how these two countries are performing compared to the BRICs) (Economist).
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LOreal Political and Regulatory Considerations

With LOreal having many locations and markets in many countries, there are many political and regulatory areas that LOreal must deal with. Some of the political and regulatory considerations are:
LOreal subsidiaries in 68 countries. They have New Markets Zone (representing 37% of cosmetic sales). The economic, political, exchange risk, and compliance, regulatory, and market turnover is a significant risk and must be managed.
(LOreal Gri Data Sheets)
LOreal Political and Regulatory Considerations (continued)

Some of the political and regulatory considerations are:
Food and Drug Administration (FDA) Cosmetics are regulated in the U.S. by the FDA.
The immense amount of steps that LOreal must go through for each of material, process, labeling, document, and so forth to create each product in each country is time consuming and complex at the least.
Each Country Product Regulation Each country has their own government regulation body and procedures for products that are produced / manufactured by LOreal.
(Semet, E. and Grieve, J.)
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LOreal Cultural and Social Considerations

According to the Cultural Environment of International Business, as outlined in Chapter Five, LOreal has some interesting considerations as it relates to cultural and social considerations.
L'Oreals global influence within many countries, combined with world culture and managements receptiveness to it, has shaped LOreal into a unique organization that is distinctive within French culture. Thus, as we review L'Oreal as an international business, to attribute all differences is simple as it relates to their French national culture.
(The Cultural Environment of International Business).
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LOreal Cultural and Social Considerations (continued)

Sustainable innovation was boasted about by L'Oreal in their 2012 sustainable development report. Their report outlined ideas about how they could improve governance performance, social performance, and environmental improvement. Some of the changes include:
Clean energy. Holistic approach in Brazil. Reconstructed biological tissue. Return to plants. Waste reduction.
(Kaye, L.).
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As presented in the LOreal: Global Brand, Local Knowledge Harvard Business School Case Study, the LOreal culture is encapsulated by the Agon, LOreal CEO:
It is clear that people on different continents have their own specific needs, habits, dreams, and desires so one product, or even formula, does not fit all. We can conclude the LOreal culture and social considerations empowers their product development to each market as they continue to develop new manufacturing facilities and offices in each market.
(Henderson R., Johnson R.).

An important area as it relates to cultural and social understanding within LOreal and their consumers is Local Consumer Understanding. This is important in any business success.
LOreals focus on emerging markets has driven them to have to understand the cultural and social diversity in that region / country; and Their website statement backs these actions with their statement teams enriched by their cultural diversity, a portfolio of international brands present in the different distribution channels, and research that is capable of grasping the worlds complexities.
(Henderson R., Johnson R., p. 113, Above the Standard Procurement Group).

The summary of LOreals many different faceted parts of their cultural mission internally and externally are driven by their global products at each local level:
Understand consumers at local level (e.g., creation of geocosmetics); Emerging markets (e.g., Brazil); Different approaches (e.g., Redken); Traditional markets (e.g., Inoa); Cater to diverse customer base (e.g., ethnic groups, East aspiring customers, and mens health and care beauty). As Agon, says we are in transition.
(Henderson R., Johnson R., p. 113, p. 115).
LOreal Product Review
LOreals organization is broken down into three major groups, which are dermatology, cosmetics, and the body shop. From this 93% of all revenues came from cosmetics as of 2010. From these three groups, the company has four divisions which are: Consumer Comprised bands distributed through mass market channels. Luxury Prestigious international brands distributed through duty-free shops, perfumeries, and department stores. Professional Hair care products used by professional hairdressers (sold through hair salons exclusively). Active Cosmetics products created and marketed through beauty outlets, pharmacies, and specialty health.
LOreal Product Review (continued)
Some information about LOreal Product Review is listed below: Professional Products Division Sales (page 119) Western Europe 35.5%, North America 36.2%, and New Markets 28.3%; Consumer Products Division Sales (page 119) Western Europe 38.5%, North America 22.7%, and New Markets 38.8%; Luxury Products Division Sales (page 120) Western Europe 32.9%, North America 22.6%, and New Markets 37.5%; Active Cosmetics Division Sales Western Europe 54.3%, North America 9%, and New Markets 36.6%.
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Below is some more information about LOreal Products that are tailored to each region of the world (page 120):
Garnier Men New mens skincare range in India; Caffeine Eye-Roll-on Asia; Mineral Deodorant Eastern Europe; Ultra Doux Western Europe; and Fructis Stop Caida Mexico.
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Below is some more information about LOreal Products as it relates to their brands around the world (page 121):
Professional Channels LOreal PROFESSIONEL PARIS, KERASTASE PARIS, REDKEN, and MATRIX; Food, Drug, and Mass LOREAL PARIS, GARNIER, MAYBELLINE, and SOFTSHEEN CARSON; Perfumeries and Department Stores LANCOME, BIOTHERM, HR, GIORGIO ARMANE, and Kiehls; Pharmacies VICHY, LA-ROCHE-POSAY, SKINCEUTICALS, SANOFLORE, and inneov; and The Body Shop THE BODY SHOP and dm LOREAL.
LOreal Price Review
One of the most important marketing and pricing methods is LOreals brand diversity that drives sales from their low price brand products to their highest price brand products. As stated on page 113 of the HBS Case Study, LOreal: Global Brand, Local Knowledge.
They develop brands from the low end to the high end; They provide a portfolio of brands / products that cover all distribution channels and price points; and
Focus on catering to diverse populations which means different products at different prices.
(Henderson R., Johnson R., p. 113).
LOreal Price Review (continued)
Below is some more information about how LOreal has conducted and conducts their global Pricing strategies and methods.
Masstige One of their methods is known as masstige. This is known as a combination of mass and prestige or prestige to the masses to those at LOreal (page 114). LOreal Premium Products Known as premium but attainable. Price Points Between mid-market and super premium products.
Below are some LOreal brand examples that identify and show pricing methodologies within LOreal.
LOreal Paris Leading masstige global brand offered at affordable pricing. Lancme Best known and largest LOreal premium brand. Genifique Youth activating concentrate.

An interesting graph found on page 119 of HBS shows GDP Growth and Per Capita Cosmetics Consumption in U.S. Dollars.
See Exhibit C that mirrors the LOreal 2010 Annual Report.
(Henderson R., Johnson R., pg. 119).
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LOreal Distribution Review
Before reviewing LOreals distribution abilities, network, and strength, this part of their business is very important to understand. In other words, distribution is a huge part of their core competency and success. Business Dictionary states:
Commerce: The movement of goods and services from the source through a distribution channel, right up to the final customer, consumer, or user, and the movement of payment in the opposite direction, right up to the original producer or supplier.
(BusinessDictionary.com)
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A very important and integral part of LOreals distribution of products / brands is their supply chain. In fact, they have one of the best outsourced networks in the world.
As outlined on their website, they directly collaborate with their suppliers to continuously optimize the management of the supply chain (distribution), from the source to the consumer. Some of these areas are listed on the next slide.
(Loreal.com)
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LOreal Distribution Review (continued)

Some of these areas of the supply (distribution) chain mission are :
Improve responsiveness; Optimization of production facilities and logistical means; and Cut time-to-market, reduce costs, and stock, in a comprehensive policy by applying international standards. Their purpose is to meet the needs of distributor clients and consumers.
(Loreal.com)

Distribution is a strong area that LOreal has developed over the years within their network. Why?
They have developed methods to roll out products regionally when appropriate. Their global roll out methods have been developed when needed. They have innovated to be able to adapt their global products to local markets. In other words, they have scalability and flexibility in the market place to meet the global and local need. An example of this is their new manufacturing plant in Prune, India, which further secures their Asian market presence.
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LOreals Distribution approach involves many areas, such as the Environment, Sustainable Development, Management, and 0f course Distribution. LOreals overall management approach in regards to Distribution is outlined very well by LOreals Gri-Data Sheets from 2011. To manufacture and distribute products while respecting the environment and people is an essential element of the vision of LOreals sustainable development (this involves their environmental standards). The groups environmental policy relies on strict compliance and regulation, internal standards applicable to each location, preventive business processes, and reduction and reuse.
(2011 LOreal Gri-Data Sheets)

L'Oreal's policy is accompanied by a detailed monthly report of indicators which monitor the development of the results. In addition, LOreal managers are responsible for implementing environmental policy, practical activity, and achievement of objectives.
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LOreal has 41 factories and 74 distribution centers globally. In 2011, the group manufactured and distributed more than 5.78 billion products. The factories and distribution centers have environmental targets, such as:
50% absolute reduction in greenhouse gas emissions; 50% reduction in waste generated per finished product; 50% reduction in water consumption per finished product; and Reductions are calculated on a like-for-like basis for their 20052015 period.
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LOreal Marketing and Communications Review

You cannot have effective marketing without communications. To understand LOreals success, both terms are defined in this slide and the next slide. Merriam-Webster defines marketing as:
The act or process of selling or purchasing in a market and the process or technique of promoting, selling, and distributing a product or service. Secondarily, as an aggregate of functions involved in moving goods from producer to consumer.
(Merriam-Webster.com)
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LOreal Marketing and Communications Review (continued)

Effective marketing starts with founded communications. Communications can only happen with the right internal business and cultural environment.
Merriam-Webster defines communication as:
1-an act or instance of transmitting; 2-information transmitted or conveyed (a verbal or written message); 3-a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior; also: exchange of information - personal rapport; and 4-technique for expressing ideas effectively; the technology of the transmission of information (as by print or telecommunication).
(Merriam-Webster.com, ATSPG.com)

How does L'Oreal market and communicate? With any effective marketing, you must have effective communications. LOreal has both. LOreal's communications are divided into four areas. They are:
Brand Communication; External Communication; Corporate Communication and Information; and Philanthropy.
(Loreal.com)

A LOreal statement shows their strength with their communications and marketing and how they work these two areas to benefit all their stakeholders.
"In each of these fields you will be part of an environment which changes rapidly due to the number of information sources, changing priority in the media, stiff competition with other brands, and consumers who are better informed and more demanding. LOreal Consumer Products President: tailoring product performance and price to local needs.
(Loreal.com, Henderson R., Johnson R., p. 115)
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Ernst and Young (E&Y) conducted an interview with JeanClaude Le Grand, LOreals Consumer Products and Corporate Diversity Director. E&Y asked the question and the answer summarizes how LOreal communicates and markets from their core belief:
Why are diversity and inclusiveness such important issues for LOreal? Were in the beauty business, and the concepts of beauty and diversity are intertwined. There is no single global standard of beauty; instead, there are different perspectives and different histories. The beauty market is diverse by definition. To lead in that market, LOreal has to be diverse from within.
(Ernst and Young)

As LOreals marketing and communications methodologies are further reviewed, some very relevant processes come to surface as to why they are a global success.
They have a strict brand policy where they cannot sell outside of specific designated channels. LOreal is very good at acquiring brands, providing them a makeover with a shifted image, and launching these brands globally with success (e.g., Maybelline). One LOreal executive stated, we can apply our expertise and technology to improve Maybellines products, its marketing, its brand image, and increase its share of U.S. sales.
(Henderson R., Johnson R., p. 113, p.114)
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LOreal has many ways of marketing their brands to the global and local market place. Behind Unilever and P&G, LOreal is third in global advertising spend. LOreal is going more towards digital as the world is changing. Some of the areas they utilize are:
Television, Print, Retail, and Billboards (e.g., magazines); Celebrity Endorsers (spokespeople); Sponsors, Films and Media (e.g., Cannes Film Festival); Digital and Internet (e.g., YouTube / Destination Beauty, Facebook / How to Videos filmed by Beauty Bloggers, User Generated Websites, and Utilization of Web Personalities); and Brandstorm (competition between students for new marketing concepts); and Grassroots Campaigns (e.g., provide help to salons).
(Henderson R., Johnson R., p. 116, p. 117, p. 118)
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Competitive Analysis - Direct Competitor Analysis

LOreal has an interesting view about competition which states with Agon, the CEO. He states, The more the market develops, the less relevant direct sales will be. He said this in regards to how Brazil makes purchases from direct sales. Agons belief is that this will change, even though many Latin countries do business this way.
He also goes onto say, the number of options is infinite people will become used to this new world right tools of communications for the right purpose. In other words, Agon believes the world is changing and will change, there will be more choices, and those companies that are there to offer these choices will come out ahead if they are positioned right.
(Henderson R., Johnson R., p. 115, p.116)
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Competitive Analysis - Direct Competitor Analysis (continued)

One of the foundational pieces that continues to drive LOreal to new achievement heights, profitability, and market share are the global products, sold at the local level, through all types of markets to meet the local consumer diversity. Some of the LOreal competitive ways are:
Department Stores; Other Retail Locations; The Internet; Director Marketing (beauty industry professionals); and dutyfree shops.
(Henderson R., Johnson R., p. 111)
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Jean-Paul Agon, LOreals CEO, made a statement in 2010. His words outline LOreal, their marketing, global business, and competition.
You need a global brand, which is then adapted to the key markets on the key continents in order to offer consumers the right and relevant products, which is what universalization is all about.
(Henderson R., Johnson R., p. 111)
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Who are L'Oreal's competitors?
LOreal competes with companies like Avon, Revlon, Estee Lauder, and Proctor & Gamble (P&G). As of 2011, Forbes estimates their current market price above the $22.74. L'Oreal's broad portfolio and global presence of brands makes them well positioned. Some of their brands range from: Professional Salon Brands - such as Redken and Kerastase; Retail Brands - such as Garnier, LOreal Paris and Maybelline; and Luxury Brands - such as Lancme and Biotherm.
(Forbes.com)

L'Oreal's Brands Broad Portfolio & Global Presence This has helped LOreal benefit from the gradual recovery in macroeconomic conditions. And, they are positioned to gain from rising income levels and double-digit growth rates in emerging economies such as India and China . Another area that benefits the bottom line and future success of L'Oreal is their 9% stake in Sanofi-Aventis, which contributes for 10% more to L'Oreal's stock. One of the potential actions that could take place is from Nestle, who owns close to 30% of L'Oreal. The reason: L'Oreal's promising business outlook, a healthy balance sheet, and business fundamentals that are sound.
(Forbes.com)

L'Oreal's Competition: Leader in Several Market Segments
LOreal's skin care accounts for 12% of the market share, a growing share in the beauty care area which accounts for $90 Billion globally, 9% of the fragrance and 19% of makeup segment which makes L'Oreal the leader in these two areas, and a 22% market share in hair care, which places them in second behind P&G and double the share over Unilever, who is third.
(Forbes.com)
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Product Analysis - Market Analysis (country and consumer markets)

L'Oreal Market Summary (April, 2012)
Forbes L'Oreal's Market Share, Numbers, and Information: Industry: Household/Personal Care; Founded: 1907; Country: France; CEO: Jean-Paul Agon; Website: www.loreal.com; Employees: 68,886; and Sales: $26.35 Billion.
(Forbes.com)
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L'Oreal Market Summary (April, 2012)
Forbes Lists L'Oreal as: #25 World's Most Powerful Brands; #34 Innovative Companies (#26 in 2011); #209 Global 2000; #341 in Sales; #185 in Profit; #670 in Assets; and #92 in Market value.
(Forbes.com)
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What is L'Oreal's country markets and consumers markets? LOreals China CEO is committed to the Chinese market.
In 2011, L'Oreal's Annual Report stated the following their target is: "to conquer one billion new customers in the next decade". In forecast and planning, this means L'Oreal will double their numbers if they accomplish this. They believe that China will play a vital role in accomplishing their numbers and goals. L'Oreal's CEO for China, Alexis PerakisValat, said: "Right now, China is the third-largest market for L'Oreal worldwide." Also, he says, "we are sure that China will be number 1 one day. There is no doubt about it."
(Jing, Y., China Daily)
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Product Analysis - Market Analysis (country & consumer) (continued)

What is L'Oreal's country markets and consumers markets? L'Oreal's sales in the Asia-Pacific region rose more than last year (12.5%, $1.7 Billion), while European sales rose by a meager 1.9 percent.
What are the main areas propelling the Chinese market?

The upmarket shift of its consumers; and The potential for geographic expansion.
(Jing, Y., China Daily)
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What is L'Oreal's country markets and consumers markets? LOreals markets include the following:
Understand Consumers at Local Level (globally); Emerging Markets (Brazil, China, etc.); Different Approaches (U.S., Europe, etc.); Traditional Markets; and Cater to Diverse Customers (Ethnic groups, East Aspiring Customers, and Mens).
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What is L'Oreal's country markets, consumer markets, and products? LOreals products include the following:
Consumer; Luxury; Professional; and Active Cosmetics.
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What is L'Oreal's country markets, consumers markets, and products? LOreals product review percentages, include the following:
Professional Products Division Sales (page 119) Western Europe 35.5%, North America 36.2%, and New Markets 28.3%; Consumer Products Division Sales (page 119) Western Europe 38.5%, North America 22.7%, and New Markets 38.8%; Luxury Products Division Sales (page 120) Western Europe 32.9%, North America 22.6%, and New Markets 37.5%; Active Cosmetics Division Sales Western Europe 54.3%, North America 9%, and New Markets 36.6%.

What is L'Oreal's country markets, consumers markets, and products? LOreals products and consumer markets review, as it relates to what is sold in certain countries and regions around the world are:
Garnier Men New mens skincare range in India; Caffeine Eye-Roll-on Asia; Mineral Deodorant Eastern Europe; Ultra Doux Western Europe; and Fructis Stop Caida Mexico.
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What is L'Oreal's country markets, consumers markets, and products? LOreals global brand mission, as it relates to products and consumer markets review, are:
Develop brands from the low end to the high end; Provide a portfolio of brands / products that cover all distribution channels and price points; and
Focus on catering to diverse populations which means different products at different prices.
SWOT Analysis
What is the SWOT for L'Oreal?

A SWOT analysis, according to business dictionary is defined as: "Situation analysis in which internal strengths and weaknesses of an organization, and external opportunities and threats faced by it are closely examined to chart a strategy. SWOT stands for strengths, weaknesses, opportunities, and threats. In other words, LOreals SWOT can be broken down into:
Strengths; Weaknesses; Opportunities; and Threats.
(Business Dictionary)
SWOT Analysis (continued)
What are some of the L'Oreal strengths?
Ability to create proprietary products patented and owned by L'Oreal (cutting edge); Advertising Budget; Brand Development from Low to High End Markets; Communication Practices that Build Trust; Continued Expansion in New Markets (South East Asia, China, and India); Diversity Driver (Strengthen L'Oreals Performance); Ethics and Trust for Financial Health; Formula and Packaging Renewal for Certain Products;
(2011 LOreal Annual Report, Case Study Bibliography)
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Global / International Brands (Three Business Segments: Fragrances, Make-up, and Skincare. Selective distribution, through Department Stores, Perfumeries, Travel Retail Outlets, Free-Standing Stores, and E-commerce); Global Growth and Sales with Profitability (Strengthening their Core Products Refer to Exhibit D); Hairdresser Partnership Development and Enhancement (Continuation of Current Relationships and Strengthening of New Partner's, like Salonworld in France); Increased and Interactive Training (Cosmetic and Hair Care Professionals);
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Internet and Digital World (L'Oreal has Implemented Successful Practices through Websites, Twitter, Social Networks, Facebook, and the Combination of their Entire Social Media Plan); ISO Certified Locations; Leader in Several Market Segments; Local Supplier Development (L'Oreal Initiated a Local EcoSystem / Close to Consumer Needs for Each Market) / L'Oreal's Group Divisions provides an expert platform in each distribution channel (provides the needs to each consumer as it relates to their lifestyle, behavior, local market, and purchasing power);
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Market Leader (continues to strengthen); Marketing, Cultural, and Social Abilities; Mature Market Strengthened due to Innovative Retailer Partnerships (Germany, United States, and France); New Markets (Emerging Markets South East Asia, China, India, Russia, and Latin America / Refer to Exhibit E) New Market Industrial Facilities (Be Close to Consumer Needs and the Growth of Each Market); No More Clinical Trials Potentially (L'Oreal Prediction Evaluation);
Offerings to all women and men beauty opportunity in all markets (emerging, developed, niche, and so forth); Open Research Development (L'Oreal is Open to Local Scientific Expertise); Profitable growth with sustainability; Research (Creativity and Innovation / Rated 100 Most Innovative Companies in 2011 by Reuter's); Successful Acquisition Methodologies and Processes of Companies;
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Supply Chain / Distribution Global and Local Ability; Sustainable and Environmental Practices (Monitor Environmental Targets); Thorough Knowledge of Latest Trends and Customers; and Trust Relationship for the Administration, Controlling, and Finance Teams (partners: bankers, suppliers, customers, market authorities, shareholders, and rating).
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What are some of the L'Oreal weaknesses?

Accountability of Divisions because L'Oreal is Large; Control Difficulty; Decentralized organizational Structure (Many Sub Divisions); Ethical Advertising Issues (use of beautiful woman and product testing policies); Handling Local Cultural Markets (Brazil / Direct Selling Provided by Avon); High-End Cost of Advertising and Large Budget Amount;
(SWOT Analysis LOreal, Premium Beauty News, Bloomberg, Case Study Bibliography)
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LOreal Product Campaigns (can affect project image); Lower Sales from Developed Markets in 2011 (the U.S. and Europe); Negative Results / China Slowdown and Trading Conditions in Taiwan and South Korea (2012); Nestle Ownership (2014 Decision of Takeover?); Possible Future Global Economic Slowdown for Cosmetics and Luxury Items; Production Slowdown (Due to Reference and Decision by Directors and Board Members);

Profit Margins are Lower Compared to Smaller Sized Rivals; Size (Lose the Communication, Trust, Innovation, and Marketing Internally); Slow Growth of Kiehl's Product (Decelerated Revenue in Western Europe and Asia / L'Oreal cut Prices in 21 Markets in the past two years); Stiff Competition from Unilever, P&G, and Revlon;
73

Volatile Currency in the Markets; Vulnerable to Global Demand Weakness (Last Quarter 2012); and Worldwide Market Image (due to worldwide marketing strategy where coordination and control of activities can be more difficult).
74
What are some of the L'Oreal opportunities?

6% Growth in 2012 Beat 4.5% Forecast; Acquire One Billion New Consumers; Baby Boomers are Working Longer (Active Consumers with Expendable Income); Consumers Driven by Health and Well-Being More as Their Objectives;
(PR News Wire, CPP-Luxury, LOreal, Daneshkhu S., and Brummelhuis S.)
75

Corporate Responsibility (Underprivileged Children, Support of Ailing Individuals, Assistance Provided to Vulnerable Populations, and Science Promotion); Diversify Into New Product Categories; Driving Growth (Emerging Markets); Effective Distribution and Supply Chain (L'Oreal is Best in Class);
76
Electronic Beauty (Product Synergies); Emerging and New Markets; Global Branding that Applies to Local Knowledge (Global Brands Adapt to Key Markets); Global Citizen Projects (Different Projects that Help Young People from Underprivileged backgrounds in such places as Vietnam, Germany, Israel, Lebanon, Korea, Switzerland, Turkey, Norway, and Morocco);
77

Global Skin Market Expected to Grow 4.4% through 2015; Grants ($10,000 to $100,000 Funding by L'Oreal for Women who are accepted in "The Next Lab", an Experimental Testing Fund for Digital Innovation); L'Oreal Global Corporate Office Moving to a New Location (New Sports Center, Restaurant... Everything);
78
L'Oreal has Best in Practice Communications, Marketing, and Channels; L'Oreal Knows How to Compete (Stay with or Ahead of Competition); L'Oreal Owns 8.8% Holding of Sanofi; L'Oreal Provides Products that Provides New Strength to the Skin; Market Position (Low End to High End Products);

Net Debt has turned into Net Cash in Four Years (Agon, L'Oreals CEO, Wants to Use Cash for Acquisitions); People are Living Longer (Market Increase 50+); and Sustainable Clean Energy and Strong Environmental Policy is Driving L'Oreal (More Demand in the Marketplace).
80
What are some of the L'Oreal threats?

Acquisition of the Right Companies and Brands (Fit L'Oreal's Brand, Mission, and Market); Advertising Budget (More than $5 Billion Per Year); Consumer Spending Habits (Directed by Economics); Cultures (e.g., Brazil - Local Culture Enforces Avon Direct Selling Method / L'Oreal's Performance Did Not Meet Expectations); Economic Downturn in Some Countries in 2012;
(L'Oreal, China Daily, AFP Relax News / NY Daily News)
81

Growing Competition (Cosmetic Brands); Keeping up with Research and Innovation; Local Brand Growth; L'Oreal Become Too Large (Lose Internal Communications, Marketing, Innovation, and Creativity As Many Large Companies Do);
82

L'Oreal Lower Profit Margin (Compared to Local Brands); L'Oreal may Face Problems Reaching Average People in Underdeveloped Countries (Distribution and Cost); Nestle (2014); and Worldwide Global Changes (Raw Material Demand, Manufacturing Location, Natural Disasters, Supply Chain Disruption, Compliance, etc.).
83
Current Situation Conclusions
Below are some overall conclusions as it relates to the data and information collected about LOreal.
LOreal has done a brilliant job creating a global system, supply chain, distribution, marketing, and communication platform where they can deliver local products and brands desired by the local market. LOreal, from a financial stand-point, has a lot of cash. LOreal is acquiring a lot of companies around the globe that fits their global model. LOreal practice an environmental standard and eco-friendly foundation in their practices that are actually audited and tracked.
Current Situation Conclusions (continued)

Below are some overall conclusions as it relates to the data and information collected about LOreal.
LOreal is one of the largest cosmetic companies in the world, behind P&G and Unilever. LOreal has stopped conducting testing on animals. LOreal is going more towards digital and away from print. Nestle has a large part of LOreal stock and in 2014, Nestle will be able to decide how they exercise this ownership. LOreal has incredible talent, spends a lot of money on research, development, and innovation. LOreal is very innovative in their thinking, teams, and outreach for market development, marketing, and consumer brands.
Section Three: Alternative Strategic Marketing Solutions

Section three identifies three strategic alternative solutions that LOreal can take to enhance their global marketing. Section three starts with slide eighty-six and goes through slide ninety-nine.
86

Marketing Strategy Recommendation One: Direct Sales
Pricing is a big problem based on how markets fluctuate, how an economy does, and how much of a luxury item is purchased or not (L'Oreal products, even on the low end, are considered luxury for many consumers). L'Oreal's budget for advertising is massive. Even though they are trying to go more digital and provide an environment of word-of-mouth, this area needs to be developed more, as this would help not only grow their business, but for less advertising dollars. Avon has done an incredible job and L'Oreal could create a division hybrid of this.

Products/Markets
Offer products that could be manufactured in the region/country, in those cultures where direct selling is a part of the culture (e.g., Brazil), and grow one area at a time.
Mode of Entry
Start with Direct Selling. Learn from other companies, like Avon and Coca-Cola. Avon has done great in Brazil and Coca Cola did some amazing things in India. Avon utilized the Brazilian culture and Coca Cola saw a marketing opportunity to reach the rural areas they could not reach otherwise - Coca Cola set helped women to own their own Coca Cola business to sell Coca-Cola to the distant areas in India outside of their distribution abilities bringing great success.

Country Markets
Start with Brazil
Price and Distribution Strategies
The product needs to be priced at a range where the masses can access L'Oreal without jeopardizing quality and profit margin. Also, the product needs to be able to be manufactured in the country market being developed for this new strategy.
Product/Marketing Communication Strategy
Continue with L'Oreal's marketing and communication strategy of Luxury and Quality and Image at a price that everyone can afford.

Advantage L'Oreal will increase more market share, increased consumers, and some of the populations in these countries that they would not have reached any other way. Disadvantages Might hinder the image of L'Oreal's Luxury Image if not conducted right as well as what L'Oreal's CEO has said about Direct Selling in Brazil (the market will change the way people buy). There is not as much quality control and training in how products are used with Direct Selling Representatives as with Hair and Cosmetics Professionals.

Marketing Strategy Recommendation Two: Acquire Companies that Fit L'Oreal's Culture, Distribution, and Mission
Products/Markets Through acquisitions of companies by L'Oreal, ensure that any products these companies provide fit within the guidelines, high standards, and regulatory compliance. Also, ensure that the products of these acquired companies are in-demand or have the potential of consumer demand within the portfolio of L'Oreal.

Mode of Entry
Purchase only those companies that fit the product, market, regulatory, and mission guidelines of L'Oreal. After the country/region has been analyzed, ensure that the company being analyzed is sound and meets these L'Oreal guidelines.
Country Markets
Entrance of country markets should only take place where L'Oreal can support the new acquired company, as well as production of the brand.
92

The price and distribution of the company being analyzed would be thoroughly reviewed as to the viability, soundness, and consumer feedback realities of the product, the brand, future growth, how the local economy effects the buying decision of the product, and whether the product price is low, medium, or high priced valued. As far as distribution strategies, if the acquisition analysis is conducted correctly, the distribution of the product will work well. L'Oreal likes to be self-sustaining so they will need to ensure one of two things: (1) Does the company they are reviewing manufacture their own product; or (2) Does the company own the proprietary rights, patents, and formula for the product so that L'Oreal can manufacture in their own facilities and distribute?
93

Product/Marketing Communication Strategy
Upon successful acquisition of the company L'Oreal has purchased, ensure proper press release, news, and strength of the company becoming a part of the global L'Oreal Local Family. Create news that shows how L'Oreal creates jobs, provides plants, R&D, and local opportunities to the local area, with a show of all their operations in each specific market and how they will do the same. In other words, guide current consumers and prospective consumers into the understanding that L'Oreal is not this huge company that only will take jobs, cares only about profits, and so forth.
94

Advantage
L'Oreal will be able to bring on new products, enter new markets, and grow into areas they may not have been able to access before.
Disadvantages
If L'Oreal does not take their time and conduct a complete analysis of the companies they endeavor to acquire, this would end in L'Oreal acquiring more problems and could harm their brand.
95

Marketing Strategy Recommendation Three: Franchise Ownership
Products/Markets
Provide products that meet the masses, from low to high end, with stores that are located in upscale malls
Mode of Entry
Test the Franchise Ownership model where franchising is in demand (e.g., U.S.). Set up all of the legal documents, structure, and create a division just for this that will protect the L'Oreal brand during the test phase of this marketing strategy. Research the areas and find three malls that are upscale in locations where cosmetics are in great demand and would not compete with L'Oreal's other marketing channels of their products.
96

Marketing Strategy Recommendation Three: Franchise Ownership Country Markets
United States
Utilize current pricing and distribution strategies for the three selected Franchise Owners. Once the model proves itself, the infrastructure for distribution and pricing methodologies can be customized and changed in accordance to the Franchise Model results.

Product/Marketing Communication Strategy In the initial phase of this division, one person will oversee the process that understands cosmetics, knows franchising, takes ownership of this new program, and can communicate with management about what is working and what is not. Marketing will take place to recruit the three Franchise Owners and through advertising dollars that the Franchise Owners have agreed to, L'Oreal will bring community awareness to the new stores in these three upscale mall locations.

Advantage
Most of the cost will be the responsibility of each Franchise Owner. If the model works, more and more Franchise Owners will have the opportunity to open stores that they own, representing L'Oreal, while carrying most of the costs. In other words, L'Oreal will not have to spend as much money over the long-term for the advertising, promotion, and sales of products. There is a lot more control with quality control, training, requirements, and goals than any other sales models. If L'Oreal does not position the stores and markets in the right place to begin with (by doing their due diligence), the model will not work as well which could hurt L'Oreal's image. Also, L'Oreal will lose some of their control, as they will allow the Franchise Owner to take some of the control in owning their business with L'Oreal.
Disadvantages
Section Four: Recommendation
The Recommendation from the Three Alternative Marketing Solutions is: Franchising. Section four goes from this slide through slide onehundred and eight.
100
Section Four: Recommendation
Why Franchising?
Greater Quality Control; Tighter Grasp on Entire LOreal Branding; Franchise Owner of the LOreal Shop Pays for Most Costs (Training, Shop/Building, Products, Insurance, Employees, Expansion, Etc.); Franchising is a Proven Model Over Traditional Business Models (Turnkey System and Company Support); With the LOreal Franchise Division, More Revenue Will be Generated; Profit Margins are typically Higher with most Franchise Models (as compared to other models);
Section Four: Recommendation (continued)

Why Franchising?
Franchise Owners Not Employees (No Overhead); Franchising Can Be Scalable and Flexible; Franchising is Globally Accepted; More and More Companies are Adapting to this Model; By 2020, 50% Sales Through Franchising (Estimated at Current Growth Rates that 50% of Business will take place through Franchising); and Seamless Marketing and Branding with the Franchise Model from LOreal Corporate.

Suggested Marketing Mix Tactics for Implementing the Strategy:
Franchise Division Head and Team Identified and Empowered; Marketing, Expansion, Distribution, and Compliance Goals Outlined; Business Plan Outlined, Created, Finalized, and Implemented for Each Area of the NEW Franchising Model for LOreal
What Market Area in the U.S. The Franchise Team Who is Responsible for What? Available Resources Timelines, Goals, Revenues, Product Distribution, Available Brands, Accountability, etc. Legal Finalize Franchise Disclosure Document (FDD) and Franchise Agreement (FA) Implement Franchise Owners Identify Three Top Candidates (fit profile) Store Openings After Three Join, Train, Develop, and Build
103

Suggested Marketing Mix Tactics for Implementing the Strategy:
Ensure that Each Franchise Owner Opens their Store with LOreals Entire Support for Success; LOreal Franchise Team Know Exact Responsibilities (throughout the entire process to LOreal Corporate, the Franchise Owner, and to the LOreal Consumer at the Franchise Owners Store); and Scalable / Flexible Understand and Change Any Area through the Development Stage of the New Franchise Owners (make any changes that are better for all LOreal Stakeholders).

Product Suggestions:
Because of the immense research conducted by LOreal with current consumers, different LOreal marketing and advertising channels, LOreal would know and understand the product offerings. From this understanding, we would recommend the products that are available to the three Franchise Owners in the region that could be marketed. From the initial sales of each brand, we would monitor numbers, outcomes, and what consumers want. Then, changes would be made based on the updated information to meet the desires of the local area.

Pricing Suggestions:
The same methodologies would be utilized as the product suggestions. Even though LOreal has some great data about each market, the continuation of feedback data, consumer need, and new product availability would contribute to pricing and outcome. Because the Franchise Owners would establish their stores in upscale malls, not only would the consumer profile have already been analyzed by LOreal, but the spend habits during a good economy and a slow economy would be taken into account (for the impact of how luxury items are purchased).

Marketing and Communication Suggestions:
It will be important that LOreal Corporate and the Franchise Division Team Communicate Seamlessly; Marketing Will Need to Be Standalone from Corporate
The Franchise Division and the Franchise Owners will Market as a Team that meets the Local Consumers;
The Stores / Franchise Owners will Have their Own Store, with LOreal as the Brand, and Unique Branding that Focuses on the Entire Package (Store, Brand, Products, Consumer Need, Area, Marketing, and Communications).

On Going Issues (to Monitor in the Implementation):
Franchise Division Team Communicates Regularly and Understands LOreal Corporate Directives; Franchise Division Team Communicates Consumer Feedback from Franchise Owners / Stores; Stores Set-up to Compliance, Regulation, and Blue Prints; Constant Feedback from Franchise Owners to Franchise Division Team (so that any changes that need to be changed for the better takes place); Operations Manual Followed; Regular Audits to Ensure Cleanliness, Customer Service, Upselling, Proper Retailing, Professionalism, Etc.
Bibliography
Above the Standard Procurement Group, Inc. 2013. Retrieved from: http://www.ATSPG.com Advertising Age. 2013. Look Ahead 2013: What to Expect in the Ad and Marketing World by Category. Retrieved from: http://adage.com/article/news/ahead-2013challenges-predictions-marketers/239008 AFP Relax News. 2012. L'Oreal buys beauty brand Urban Decay in a deal estimated at $300 to $400 million. NY Daily News. Retrieved from: http://www.nydailynews.com/life-style/fashion/oreal-buys-beauty-brand-urban-decayarticle-1.1208049 Alderman, L. 2012. Le Petit Prince of L'Oreal. New York Times. Retrieved from: http://www.nytimes.com/2012/05/06/business/jean-victor-meyers-the-new-prince-ofloreal.html?pagewanted=all&_r=0 Brummelhuis, S. 2012. L' Oreal Supports Women in Digital with up to $100.000 in Grants. The Next Women Business Magazine. Retrieved from: http://www.thenextwomen.com/2012/04/27/l-oreal-supports-women-digital-100000grants
109
Bibliography (continued)
Business Dictionary. 2013. Definition of Distribution. Retrieved from: http://www.businessdictionary.com/definition/distribution.html Business Dictionary. 2013. Definition of SWOT Analysis. Retrieved from: http://www.businessdictionary.com/definition/SWOT-analysis.html Business Dictionary. 2013. Definitions of words. Retrieved from: http://www.businessdictionary.com CPP-Luxury.com. 2012. LOreal affected by the slowdown in China. CPP Luxury. Retrieved from: http://www.cpp-luxury.com/loreal-affected-by-the-slowdown-in-china Daneshkhu, S. 2012. Glamorous and rich, L'Oreal goes shopping. FT.com. Retrieved from: http://www.ft.com/cms/s/0/694bd05c-07ec-11e2-9df200144feabdc0.html#axzz2NGNXNQZW Daneshkhu, S. 2012. Glamorous and rich, L'Oreal goes shopping. FT.com. Retrieved from: http://www.ft.com/cms/s/0/694bd05c-07ec-11e2-9df200144feabdc0.html#axzz2NGNXNQZW
110
Ernst and Young. 2013. Leading across borders: inclusive thinking in an interconnected world. The eye of the beholder: where LOreal finds beauty. Retrieved from: http://www.ey.com/GL/en/Issues/Business-environment/Leading-across-borders-inclusive-thinking-in-an-nterconnected-world---The-eye-of-the-beholder--where-LOrealfinds-beauty Forbes. 2012. L'Oreal Group. Retrieved from: http://www.forbes.com/companies/loreal-group Grieve, J. 2010. LOreal USA. Submitted Letter and Document to the Food and Drug Administration Process, Materials, Tasks, Time. Jean Grieve, Assistant V.P., Drug Approval Group. Retrieved from: http://www.elsevierbi.com/~/media/Images/Publications/Archive/The%20Rose%20Sheet /32/3/02110117002/110117lorealteaestimatecomment.pdf Henderson R., Johnson R (HBS). 2012. LOreal: Global Brand, Local Knowledge. Harvard Business School (HBS). University of Maryland University College. MRKT 454 Global Marketing. Articles and Cases. Pearson Custom Business Resources.
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Jing, Y. 2012. L'Oreal's Alluring Number: 1 Billion. Retrieved from: http://usa.chinadaily.com.cn/weekly/2012-11/23/content_15952435.htm Kaye, L. 2012. LOreals Reconstructed Biologic Tissue May Make Animal Testing Obsolete. Retrieved from: http://www.triplepundit.com/2012/04/loreal-csr-report-2011sustainability L'Oreal - Gri Data Sheets. 2011. Environment, Sustainable Development, Management, and Distribution. Retrieved from: http://www.sustainabledevelopment.loreal.com/DD/media/pdf/LOrealRDD2011_GRI_E nvironment.pdf L'Oreal Gri Data Sheets. 2011. Organizational Strategy. Retrieved from: http://www.sustainabledevelopment.loreal.com/DD/media/pdf/LOrealRDD2011_GRI_D ataSheets_GB.pdf L'Oreal. 2008. SWOT Analysis LOreal. Retrieved from: http://loreal.exteen.com/20080805/swot-analysis-l-oreal L'Oreal. 2009. L'Oreal Celebrates 100 Years. PR Newswire. Retrieved from: http://www.prnewswire.com/news-releases/loreal-celebrates-100-years-62005542.html
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L'Oreal. 2009. L'Oreal Celebrates 100 Years. PR Newswire. Retrieved from: http://www.prnewswire.com/news-releases/loreal-celebrates-100-years-62005542.html L'Oreal. 2011. Annual Report 2011. Retrieved from: http://www.loreal.com/_en/_ww/html/company/pdf/LOREAL_RA2011_HD_27032012_E N.pdf L'Oreal. 2013. Communications. Retrieved from: http://www.loreal.com/_en/_ww/html/careers/A-passion-for-thejob/Communication/Description.aspx?profile=&profileExcl L'Oreal. 2013. The New Seniors - A Strategic Opportunity for L'Oreal. Retrieved from: http://www.lorealfinance.com/site/us/contenu/rapport/rapport2006/Markets_trends.pdf L'Oreal. 2013. The New Seniors - A Strategic Opportunity for L'Oreal. Retrieved from: http://www.lorealfinance.com/site/us/contenu/rapport/rapport2006/Markets_trends.pdf L'Oreal. 2013. Values. Retrieved from: http://www.loreal.com/_en/_ww/html/suppliers/values-partnership/valueslogistic.aspx
Merriam Webster Dictionary. 2013. Definition of Communication. Retrieved from: http://www.merriam-webster.com/dictionary/communication?show=0&t=1362858770 Merriam-Webster. 2013. Definition of Marketing. Retrieved from: http://www.merriamwebster.com/dictionary/marketing Passariello, C. 2011. To LOreal, Brazils Women Need New Style of Shopping. The Wall Street Journal. Retrieved from: http://online.wsj.com/article/SB10001424052748703951704576091920875276938.html Premium Beauty News. 2013. After 2012 sales grow, LOreal expects to outperform market in 2013. Retrieved from: http://www.premiumbeautynews.com/en/after-2012sales-grow-l-oreal,5083 Reuters. 2012. Research and Markets: Global Skin Care Market 2011-2015. Retrieved from: http://www.reuters.com/article/2012/11/22/idUS99151+22-Nov-2012+BW20121122 Roberts, A. 2012. Kicumber Toner at 18 Euros Shows Luxury Weakness: Retail. Bloomberg. Retrieved from: http://www.bloomberg.com/news/2012-12-13/kiehl-scucumber-toner-at-18-euros-shows-luxury-weakness-retail.html
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Semet, E. 2011. Toward National Uniformity for FDA-Regulated Products. Retrieved from: http://dash.harvard.edu/bitstream/handle/1/8965573/Semet,_Amy_00.rtf?sequen ce=3 T. Diana L. van Aduard de Macedo-Soares, Barbara Braga Lyra da Silva. 2012. Assessing the strategy of firms that compete globally in alliances in the cosmetics industry: The case of LOreal in Latin America http://virtusinterpress.org/IMG/pdf/T-_Diana_L-_van_Aduard_de_MacedoSoares_Barbara_Braga_Lyra_da_Silva_paper.pdf The Economist. 2012. The New Neighborhood Heavyweights. Retrieved from: http://www.economist.com/news/21566393-new-neighbourhoodheavyweights?zid=295&ah=0bca374e65f2354d553956ea65f756e0 The Cultural Environment of International Business. 2007. Chapter 5. Retrieved from: http://www.prenhall.com/behindthebook/0131738607/pdf/Ch.%205%20revised.pdf
115
The Economist. 2013. Retrieved from: http://www.economist.com Trefis Team. 2011. LOreal Beautifies Emerging Markets, Stock Looks Pretty. Forbes. Retrieved from: http://www.forbes.com/sites/greatspeculations/2011/10/21/loreal-beautifiesemerging-markets-stock-playing-make-up Trefis Team. 2011. L'Oreal: Acquire to Survive? Forbes. Retrieved from: http://www.forbes.com/sites/greatspeculations/2011/01/18/loreal-acquire-tosurvive
116
Bank Loans and Deposits (Exhibit A)
117
Indonesia & Philippines (Exhibit B)
118
GDP Growth & Per Capita Cosmetics Consumption (Exhibit C)

GDP Growth & Per Capita Cosmetics Consumption 200 Switzerland Japan Italy France Spain Norway
150 Italy Germany 100 Portugal South Korea Brazil Russia 50 Thailand Philippines China Vietnam Indonesia 0 India South Africa Argentina Mexico Poland Czech Republic UK US
10
100
119
Consolidated Group Sales (Exhibit D)
120
New Markets (Exhibit E)
121
122
123

33.1.021 LOreal Global Brand Local Knowledge Case Study

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What are L'Oreal's primary strategic global marketing challenges?

What are L'Oreal's primary strategic global marketing challenges?

What are the four major sections discussed in the document?

What are the four major sections discussed in the document?

LOreal: Global Brand, Local Knowledge

Wednesday, March 13, 2013

Four Major Sections

Section Three: Section Four:

Section One: Statement of the Marketing Challenge

Section One: Statement of the Marketing Challenge (continued)

Section One: Statement of the Marketing Challenge (continued)

Section One: Statement of the Marketing Challenge (continued)

Wednesday, March 13, 2013

Marketing Challenge Statement Support & Evidence

Marketing Challenge Statement Support & Evidence (continued)

Marketing Challenge Statement Support & Evidence (continued)

(New York Times).

Wednesday, March 13, 2013

Marketing Challenge Statement Support & Evidence (continued)

Wednesday, March 13, 2013

Section Two: Analysis of Current LOreal Situation

Wednesday, March 13, 2013

Macro-Environmental Factors Affecting the LOreal Case

Wednesday, March 13, 2013

Macro-Environmental Factors Affecting LOreal Case (continued)

Macro-Environmental Factors Affecting LOreal Case (continued)

Wednesday, March 13, 2013

LOreal Economic Considerations

What drives LOreal?

Wednesday, March 13, 2013

LOreal Economic Considerations (continued)

LOreal Economic Considerations (continued)

Wednesday, March 13, 2013

LOreal Economic Considerations (continued)

Wednesday, March 13, 2013

LOreal Economic Considerations (continued)

Wednesday, March 13, 2013

LOreal Political and Regulatory Considerations

LOreal Political and Regulatory Considerations (continued)

Wednesday, March 13, 2013

LOreal Cultural and Social Considerations

Wednesday, March 13, 2013

LOreal Cultural and Social Considerations (continued)

Wednesday, March 13, 2013

LOreal Cultural and Social Considerations (continued)

LOreal Cultural and Social Considerations (continued)

LOreal Cultural and Social Considerations (continued)

LOreal Product Review

LOreal Product Review (continued)

Wednesday, March 13, 2013

LOreal Product Review (continued)

(Henderson R., Johnson R.).

Wednesday, March 13, 2013

LOreal Product Review (continued)

LOreal Price Review

LOreal Price Review (continued)

LOreal Price Review (continued)

(Henderson R., Johnson R.).

LOreal Price Review (continued)