...International Views on the Cosmetics Industry: Japan, Saudi Arabia, China, Germany, & the United States of America BMGT454-0101: Global Marketing Professor Fardanesh Spring 2015 Mica Cocco Molly Pinkas Nora Keller Antonia Murray Katie Ta Table of Contents: Introduction Article Summary: Saudi Arabia “Booming KSA Beauty Market Attracts Investors” by Jamadil Akhir & “Saudi Arabia and UAE top world list in consumption of cosmetics” "Route to Market: Saudi Arabia" "Chapter 4: Ughmuri Ahasisaki: Cosmetics and Personal Care Products" by Roni Zirinski Article Summary: Japan “Blueprint for a Cosmetics Empire” by Terrie Lloyd “Exploring International Cosmetics Advertising in Japan” by Bradley Barnes & Maki Yamamoto “Face Time: A Digital Makeover for Japan’s Cosmetics Industry” by Kiyoshi Miura, Ian St-Maurice, Brian Salsberg Article Summary: China Understanding the Chinese Cosmetics Market - Dr. Mark Mobius Investigating the Impact of International Cosmetics in China - Bradley R. Barnes Western cosmetics in the gendered development of consumer culture in China - Barbara Hopkins Article Summary: Germany Trends in the European Cosmetic Market- Tereza Roubalikova Vivness 2015: The place to be for the global natural cosmetics industry Beauty Around The World- Germany - Eternal Voyageur Article Summary: United States of America “FDA official says cosmetics industry is trying to undercut government regulations”...
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...Strategy Overview Shiseido started its business as Japan’s first Western-style pharmacy in 1872. Over the 140 years of development, Shiseido has positioned itself as a leading cosmetics company through helping people live beautifully both in domestic and in global markets. Shiseido has been making efforts to build customer trust brands through improving the technological capability, product function and safety, hospitality at sales counters and other elements regarding to customer trust. Shiseido began its internationalization process in 1957 by establishing a subsidiary corporate in Taiwan. After that, Shiseido accelerated its process of being a global play through entering prestige markets in Europe, Americas and China. Over 50 years, Shiseido has built a strong brand in the global market through diversity and brand equity. Currently, Shiseido is operating business in 87 countries and regions including Japan. And in 2012, the net sales in the global markets reach roughly 50 percent of the total net sales of Shiseido and the overseas sales ratio grows to over 44 percent (Shiseido, 2012). In 2012, Shiseido’s global cosmetics division centers on cultivating its prestige brands and emphasizes on developing its business in Asia market, especially in China. As a result, the sales from the global cosmetics division grow by over 12 percent year on year on a local currency basis (Shiseido, 2012). The sales in the Europe increase by around 10 percent, mainly driven by its fragrance business...
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...Abstract L’Oreal was the world largest French-based cosmetic company, achieved successfully in global marketing with businesses in East and Western Europe, North America, Latin America, Asia and some other countries. Later, they spotted on China as a potential cosmetics market due to its extremely high population and entered the Chinese market to compete with other cosmetic brands as a late entrant. This report attempts to discuss on L’Oreal’s expansion in China. For example, in order to speed up the growth in the Chinese market, L’Oreal signed agreements to acquire two famous Chinese cosmetic brands, Yue-Sai and Mininurse. Moreover, according to the contracts, both the founders of Mininurse and Yue-Sai were required to never enter the cosmetics market. Were these problems that affect L’Oreal’s management on the two Chinese brands and its future growth in China? They are to be identified and analyzed in detail. Conclusion and recommendations will be given at the end of the report on how to well manage the two Chinese brands and make sustainable growth in the future. For example, keep the original cosmetics product packaging of Yue-Sai instead of re-packaging it due to the risk of losing brand loyalty. Remain the original core identity of the cosmetics when improving the formula of it. Yet, it is suggested to build up better business strategies for L’Oreal’s development in China in the future. Table of contents Introduction……………………………………………………………………………………………………3 Background...
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...European Cosmetics Industry Executive Summary Prepared for: European Commission, Directorate General for Enterprise and Industry Prepared by: Global Insight, Inc. November 2007 Executive Summary - November 2007 Contact Information Emilio Rossi Managing Director Business Planning Solutions, Europe Global Insight, (Italy) srl. Via S. Maria Segreta 6 20123 Milan +3902 8648 130 emilio.rossi@globalinsight.com Antonia Prlic Principal 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7312 antonia.prlic@globalinsight.com Robert Hoffman Senior Consultant 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7311 robert.hoffman@globalinsight.com Executive Summary - November 2007 I. Broad Market Study An overview of the broad cosmetics industry (also referred to as the cosmetics and toiletries (C&T) industry) in the EU, Japan, China, and the U.S. reveals that Europe's market size is almost as large as the U.S. and Japan combined, due to its large population. In 2006, the U.S. cosmetics market was €38.2 billion, while Japan's was €23.7 billion and China's €8.2 billion. The total EU27 cosmetics market was valued at €63.5 billion in 2006. Among the EU countries, Germany has the largest cosmetics market, valued at €11.7 billion, followed by France (€10.4 billion), the U.K. (€10 billion), Italy (€8.8 billion), and Spain (€7.4 billion). Europe, U.S., China, Japan...
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...Cited……………………………………………………………………….pg12 I. Overview and History The L’Oréal Group is a French cosmetics and beauty company founded by Eugene Schueller in 1909, headquartered in Clichy, Hauts-de-Seine. It is the world’s largest cosmetics company, which has developed activities in the field of cosmetics, concentrating on hair color, skin care and so on. In 1973, L’Oréal purchased Synthelabo to pursue its ambitions in the pharmaceutical field. Later on, Synthelabo merged with Sanofi in 1999 to become Sanofi-Synthelabo, which merged with Aventis in 2004 to become Sanofi-Aventis. In the same year, L’Oréal acquired Yue Sai. L’Oréal also purchased The Body Shop in 2006 and acquired major Chinese beauty brand Magic Holidings in 2014. Timeline of L’Oreal Group II. Current Situation and Major Issues 1. Current Situation 1) Global market: L’Oréal is the world’s largest cosmetics company, with worldwide sales of €19.5 billion in 2010. 2) Chinese market: * L’Oréal is the second largest beauty and skincare player in China and No.1 in the luxury segment. Five of its brands, including Lancôme and Maybelline New York, are No.1 in their respective categories. * However, the acquired Chinese brand- Yue Sai does not perform well. a. No substantial profit b. Barely improved sales 2. Major Issues * L’Oreal wants to expand its market share in China’s cosmetics market but it meets some specific problems on...
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...the European Cosmetics Industry Executive Summary Prepared for: European Commission, Directorate General for Enterprise and Industry Prepared by: Global Insight, Inc. November 2007 Executive Summary - November 2007 Contact Information Emilio Rossi Managing Director Business Planning Solutions, Europe Global Insight, (Italy) srl. Via S. Maria Segreta 6 20123 Milan +3902 8648 130 emilio.rossi@globalinsight.com Antonia Prlic Principal 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7312 antonia.prlic@globalinsight.com Robert Hoffman Senior Consultant 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7311 robert.hoffman@globalinsight.com Executive Summary - November 2007 I. Broad Market Study An overview of the broad cosmetics industry (also referred to as the cosmetics and toiletries (C&T) industry) in the EU, Japan, China, and the U.S. reveals that Europe's market size is almost as large as the U.S. and Japan combined, due to its large population. In 2006, the U.S. cosmetics market was €38.2 billion, while Japan's was €23.7 billion and China's €8.2 billion. The total EU27 cosmetics market was valued at €63.5 billion in 2006. Among the EU countries, Germany has the largest cosmetics market, valued at €11.7 billion, followed by France (€10.4 billion), the U.K. (€10 billion), Italy (€8.8 billion), and Spain (€7.4 billion). Europe, U.S., China, Japan C&T Market Sizes, Retail...
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...Medicine Cosmetics brand, Herborist Topic A International Marketing Strategies of Herborist Abstract This paper attempts to investigate the internationalization process of a Chinese domestic cosmetics brand, Herborist by making a comparison of marketing strategies applied for different countries as a case study. In addition, by gaining understanding on the development of a local brand and analyzing the issues, which block the way for business expansion, suggestions are made for the exploration of future potential market. This case study is mainly based on quantitative research, which was carried out in the form of a questionnaire conducted by 100 local and Malaysian Chinese. Besides from that, secondary data are taken from Internet and based on literatures published in English and Mandarin. The crucial steps for a domestics brand to enter the international arena is by utilizing different or undifferentiated strategy, reinforcing the innovation of Chinese oriental essence and also enhancement on brand awareness. Keywords- Oriental, Domestic cosmetics, International marketing strategy, Market entry, Brand story, France, International business, Marketing Channels 1. Introduction In recent years, it is obviously seen that there is a thriving and robust tendency in Chinese cosmetics market, which is one of the fastest growing industries in China. Chinese cosmetics industry is prospering with each passing day and China is positioned...
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...report is based on the ‘L’Oreal: Expansion in China’ case study. L’Oreal is a successful French cosmetic company that involved into many different international markets. This report will discuss how L’Oreal gets into the Chinese cosmetic Market and the strategic to develop their brand in the Chinese market. L’Oreal acquires two famous Chinese cosmetic brands which are Yue-Sai and Mininurse. It is in order to entrance the market quickly and sales the most suitable products. The aim of this report is to define the challenge L’Oreal has been faced. Then it describes how L’Oreal managing their strategic in Chinese market. In addition, it gives an accommodation which could help L’Oreal overcoming these challenges. Background L’Oreal’s background The French company L’Oreal is a giant in cosmetics market that founded in 1907 by Eugene Schueller. The earliest success for L’Oreal is because it got the first hair color formula and then expanded into the field of shampoo and soaps. From the very beginning, L’Oreal decided to export its product to other countries such as Holland, Italy and so on. It entered the US market at 1953. Schueller was died in 1957 and Francois Dalle replaces his post. Although the boss has been change but L’Oreal expanded into overseas markets continuity. In 2004, L’Oreal had 52,000 employees over the world and portfolio of 17 international brands. As shown in the L’Oreal group annual report, the largest market for L’Oreal is still Western Europe which occupied...
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...Summary of Cosmetics Giants Segment the global Cosmetics Market The world’s best know cosmetics companies are setting their sights on a lucrative new segment: the emerging middle classes in countries such as Brazil, Russia, India, and China. Marketers LÓréal, Procter & William Lauder, president and CEO of Estée Louder, calls China a ‘$100 billion opportunity.’ Nothing that there is no ‘one-size-fits-all’ idea of beauty cosmetics marketer pride themselves on sensitivity to local cultural preference . As Jean-Paul Agon, Chief executive Lóreal explain that they have different consumers. Each consumer is free to have her own aspirations. They intention just to respond as well as possible to each consumer aspiration. Market research is critical to understanding women’s preferences in different parts of the world. In China, Lóreal and its competitors have an opportunity to educate women about cosmetics, which were banned prior to 1982. Each year, Lóreal observes and firms 6000 Chinese women applying and removing makeup. Lóreal and Procter &Gamble offer a wide range of products in China ,including both mass-market and premium brands. Estée Lauder’s focus on expensive prestige brands such as Estée Lauder, Clinique and MAC that are sold through upmarket department stores. One research caution that Estée Lauder positioning too narrow for China. Estée Lauder disagree this statement. She mention that Chinese consumer more price sensitive, but same time are willing to invest in product...
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...International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. Beauty and Personal Care Baby and ChildSpecific Products Bath and Shower Colour Cosmetics Deodorants Depilatories Fragrances Hair Care Men's Grooming Oral Care Skin Care L'Oréal has performed well thanks to a segmented portfolio lending it the flexibility to address diverse consumer groups across the world. However, competitive intensity is increasing, which L'Oréal needs to heed to retain its market position in the long run. Sun Care Set/Kits Premium Cosmetics Mass Cosmetics © Euromonitor International BEAUTY AND PERSONAL CARE: L'ORÉAL GROUPE PASSPORT 2 STRATEGIC EVALUATION COMPETITIVE POSITIONING MARKET ASSESSMENT GEOGRAPHIC AND CATEGORY OPPORTUNITIES BRAND STRATEGY OPERATIONS RECOMMENDATIONS STRATEGIC EVALUATION Key company facts L'Oréal Groupe Headquarters: Regional involvement: France Global Skin care, colour cosmetics, Category involvement: hair care, fragrances, men’s grooming, sun care World BPC share 2011: 9.7% World BPC value 4.8% growth 2011:...
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...Part 1 Project objectives and overall research approach 1.1 Introduction The topic chosen for the Research and Analysis Project is The Marketing Strategy of Shiseido China Co., Ltd (Shiseido) and its effectiveness. Marketing is essentially about marshalling the resources of an organisation to meet the changing needs of customers on whom the organisation depends. Organisations try to identify customers’ needs and develop products that will satisfy these needs through an exchange process (Palmer, 2004). 1.2 Reasons for Choosing the Topic Marketing is more than selling and advertising. It involves satisfying customer needs. The marketer should understand consumer needs; develop products and services that provide superior customer value; and price, distribute, and promote them effectively. Hence, marketing is the process by which companies create value for customers and build strong customer relationship to capture value from customers in return (Kotler et al., 2009). The main role of marketing in the organisation springs from the fact that marketing is the process via which an organisation creates value for its customers. Value is created by meeting customer needs. Thus, an organisation must define itself not by the product it sells, but by the customer benefit provided. Having created the value for its customers, the organisation is then entitled to capture a portion of that value through pricing. To remain a viable concern, the organisation...
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...International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised. Beauty and Personal Care Baby and ChildSpecific Products Bath and Shower Colour Cosmetics Deodorants Depilatories Fragrances Hair Care Men's Grooming Oral Care Skin Care L'Oréal has performed well thanks to a segmented portfolio lending it the flexibility to address diverse consumer groups across the world. However, competitive intensity is increasing, which L'Oréal needs to heed to retain its market position in the long run. Sun Care Set/Kits Premium Cosmetics Mass Cosmetics © Euromonitor International BEAUTY AND PERSONAL CARE: L'ORÉAL GROUPE PASSPORT 2 STRATEGIC EVALUATION COMPETITIVE POSITIONING MARKET ASSESSMENT GEOGRAPHIC AND CATEGORY OPPORTUNITIES BRAND STRATEGY OPERATIONS RECOMMENDATIONS STRATEGIC EVALUATION Key company facts L'Oréal Groupe Headquarters: Regional involvement: France Global Skin care, colour cosmetics, Category involvement: hair care, fragrances, men’s grooming, sun care World BPC share 2011: 9.7% World BPC value 4.8% growth 2011: ...
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...Business opportunities in Chinese cosmetics industry. Discussing business opportunities in cosmetics industry in China, we should first review macroeconomical factors influensing Chinese economy most. Chinese economy quite so associated with some “sweeping statements” like “China will be next economic superpower; its economy is still government run; foreigners don’t make money there; relationships count, so a partner is needed. But they are hyperbolic, misleading, out-of-date, or just not true”(Woetzel J.R. (July 2004) A guide to doing business in China. P.) So, what the situation is really about in China and what cultural and economical differences has Chinese business environment in comparison with French? At first, I French and Chinese societies have totally different basis. If we look back to sociology, we remember, that all societies can be divided on two main categories: High-context(China) and Low-context(France). In high-context society words may not mean what they really mean. For example “yes” may not be “yes” at all, opposite to low-context society where “yes” always means “yes” and “no” always means “no”. It results in a need for deeper understanding the position of the people you’ll have to work with and sphere you’ll have to work in, because in high-context society it is easy to miss the cue, if you haven’t obtained enough information about the problem. Secondly, one of key chinese cultural concepts is “Guanxi”, which literally translates to relationship....
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...It is necessary for most companies in the world who wish to broaden their business to expand to foreign markets. Thus, companies expanding internationally must consider the environment in their new country. There is no better way to explore said environment than by conducting marketing research in the area so as to formulate the most appropriate marketing strategies. Nevertheless, companies entering a new market still encounter difficulties even if they employ a marketing strategy because they make several critical mistakes in their marketing. Be it cultural misunderstandings, systemic political differences, or a poor understanding of the market conditions in a given country, marketing mistakes damage a company’s ability to enter (Ghauri and Cateora, 2010). While political differences or a poor understanding of the market strongly impact success in a foreign market, the slightly larger issue that multinational corporations encounter are due to cultural misunderstandings. However, the impact that cultural misunderstandings have on success in a foreign market is dependent on the industry in question. In some industries, international marketing mistakes can often be rooted in the lack of understanding of different cultures such as the aspects buying behavior and product preference. Take the retail industry for example, since the purchasing behavior of customers varies by region, foreign retailers might usually make marketing mistakes due to insufficient knowledge of a given region’s...
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...Yue Sai L’Oreal China has adapted its marketing strategy to fit the needs of the Chinese consumer: in 2004, it has acquired the first modern cosmetics brand of China, Yue Sai. The cosmetic world is a market that keeps on growing: numerous new patents rhythm the life of each skincare line, and trends come and go as quick as they do in fashion. While luxury cosmetics are still being associated with Europe for Chinese women, the clientele is becoming more and more interested in skincare lines from Japan and Korea: herbal medicine they’re familiar with, needs that are similar to theirs… and L’Oreal China has well understood this fact. With Yue Sai, which holds the image of traditional elegance thanks to its founder, Madam Yue Sai Kan, L’Oreal aims at adding a new type of products to its never ending line: one that’s at the same time innovative with scientific improvements inspired by herbal medicine, glamorous, and widely accessible. Indeed, though assigned to the luxury product division of L’Oreal China, Yue Sai remains more affordable than imported goods such as Lancôme or YSL, but promises just as much. « Nobody knows Chinese skin more than Yue Sai », that’s the brand’s longstanding motto, on which L’Oreal is outbidding : with the launch of skincare lines such as the Vital Essential Line, that promoted the use of the ganoderma mushroom known for restoring the skin’s internal energy and balance, Yue Sai aims at relaying the image of a new and modern Chinese woman, one who...
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