...It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos on branded YouTube channels revealed that only 53 percent of this It sounds obvious, but a recent internal analysis of 11 major beauty brands' top 5 videos...
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...Kiehl’s Case Write-Up 1. Evaluate Kiehl’s current “go-to-market” strategy. What’s working? What isn’t? What is the role of each of their ways of reaching end users? What’s working? * Excellent service is provided through highly trained sales * Multiple potential touch-points with consumers (albeit limited overall) * Clear vision and objectives for the brand What’s not working? * Too inaccessible * Lack of awareness due to no advertising mindset Role of distribution methods * Free standing stores (48% of sales): develop and showcase how the personal consultation model works with the KCRs, full ownership * Retail partners (42% of sales): increase traffic and sales * Website (10% of sales): build awareness and knowledge of the brand in a disconnected fashion, increase sales 2. In 2000, when L’Oreal acquired Kiehl’s, it had just one Free Standing Store, its “flagship store” selling about $5M per year. L’Oreal has since increased FSS’s to 52. Does that make sense? How would the “retail partners” feel about this? * Yes - allows Kiehl’s to own the entire consumer experience while ensuring their “Circle of Service” is adhered to. * No – large capital investments with more risk than using retail partners, not broad enough product line to support having a fully dedicated store * Retail partners probably don’t love the idea, but many people probably don’t go to Nordstrom’s just for Kiehl’s, so it may produce cross sales...
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...Brand Management Assessment 1 Research object: Kiehl’s CHAPTER1. INTRODUCTION 1.1 Report Objective The goal of this study was to discuss the brand development strategy of Kiehl’s in skin care industry. Methods of analysis include customer-based brand equity, brand equity and marketing mix will be combined to review and evaluate the brand development strategies of Kiehl’s. 1.2 Company background 160 years ago, Kiehl’s was founded as an old-world apothecary in New York City's East Village in 1851. Kiehl's was purchased by the L'Oréal Group in 2000 and currently has more than 250 retail stores worldwide, and over 1000 points of sale supported by sales in high-end department stores, airport locations, as well as independent stockists and agents. The vision of Kiehl’s is wherever they serve their patrons, they are committed to serving a quality product through the most outstanding service that they are able to provide. Kiehl’s is one of the top 20 the best skin care brands, rank at 19th in 2013. (Appendix 1) CHAPTER2. BRAND EQUITY MODELS There are two models are used to analyze Kiehl’s. One is customer-based brand equity by Keller (2008), the other one is brand equity models by Aaker (2010). These two models will be combined to analyze the brand development strategies of Kiehl’s. Figure 1: Keller’s Brand Equity Model “We formally define customer-based brand equity as the differential effect that brand knowledge has on consumer response to the marketing...
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...L'Oreal Abstract The report analyses how the world's largest beauty company, L'Oréal, has expanded globally both by acquisition of the existing companies and by developing its own brands. It discusses the role of acquisition in L'Oréal's growth, as well as L'Oréal's global strategies by how the company offers its worldwide consumers the American and French beauty. It also discusses the recent acquisition of Kiehl's; its role and contribution to L'Oréal as well as the opportunity given to the brand by joining L'Oréal. When people walk into a cosmetics isle in stores, it is hard to miss L'Oréal products; they are everywhere from a small, locally owned beauty salon to the retail giant, Wal-Mart. It is not just in the United States. The same happens when people walk into stores in Europe and Asia. L'Oréal products are almost anywhere and everywhere. L'Oréal, the beauty company that its Senior Vice President of Human Resources, Bob Niles, calls "the only beauty company," (Jones, Kiron, Dessain, & Sjoman, 2006, p. 13) covers not only the different types of beauty products---cosmetics, skin care, hair care, and fragrances in luxury products, low-priced products, and professional products---but also every target market from younger generations to older generations from different countries in the world. The world's largest beauty company would not have reached its number-one position without the tactful global strategies. L'Oréal was founded in 1907 in France by a chemist named...
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...It's here. Finally. Kiehl's, the venerable - and extraordinarily popular - Old World apothecary with New World style has arrived with its first free-standing store in Canada, unique, word-of-mouth marketing strategy in tow. The chain's 152-year-old flagship store in New York City is known for having waiting lines of customers. They're drawn by the New York-based retailer's signature look combining a line of approximately 150 custom-manufactured, Kiehl's-branded products, utilitarian packaging, elegant store design and its reputation for great customer service. While the environment at a Kiehl's store is consciously non-solicitous, knowledgeable help is always immediately at hand. "It's a logical step for us," says Kristin Armstrong, VP/GM, Kiehl's Since 1851, of the move to Canada. She adds that the only reason the chain didn't come up sooner was it hadn't yet completed its consumer research. That research indicated Canadians already knew some basic facts about Kiehl's, such as its origins in New York and its reliance on natural ingredients. "When we asked, 'What would you like to see in the future?' almost every single group said that they would love to see a Kiehl's free-standing store. It reassured us that that was the right thing to do." The Canadian store opened in Toronto on June 20. Launching with a splash, Kiehl's sampled at the June 22 MuchMusic Video Awards pre-party where it handed out 500 gift bags. An official launch event on July 16 will feature the presentation...
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...1. Which skincare brand are you using currently? a. Kiehl’s b. Clarins c. Clinique d. Shiseido e. Biothermme f. Bio essence g. SK II h. Others, please specify: ___________________ 2. Which of the following skincare brands have you used before? You may tick more than 1 a. Kiehl’s b. Clarins c. Clinique d. Shiseido e. Biothermme f. Bio essence g. SK II h. Others, please specify: ___________________ 3. How aware are you on the following brands in the premium skincare market? Rate the following from 1-7, 1 being the most aware and 7 being the least aware of. __ Kiehl’s __ Clarins __ Clinique __ Shiseido __ Biothermme __ Bio essence __ SK II 4. The following are brands in the premium market. Rate the price of the following brands from 1 being the most expensive and 7 being the least expensive __ Kiehl’s __ Clarins __ Clinique __ Shiseido __ Biothermme __ Bio essence __ SK II 5. Are you aware of the skincare brand, Clinique? a. Yes b. No 6. What do you think the price of Clinique skincare products are priced at in the premium skincare market? a. Entry level b. Mid-level c. Higher level 7. Who do you think is the target market of Clinique products? a. 15-24 ...
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...The hippocampus is located right behind the amygdala, (in the temporal lobe). The hippocampus controls aggression and contextual fear conditioning. Therefore if there is a “disruption in the circuitry connecting the prefrontal and hippocampal areas,” then the result would display disinhibited and impulsive behavior, (Nickerson, 2014, p. 65). This is the type of behavior that is most commonly seen within psychopaths. Even though there is plenty of evidence that helps elevate Kiehl’s theory, nonbelievers completely dismiss the theory by going back to criminal law’s original...
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...Vanessa Trenholm Student ID 5336 ADMN 121 November 1, 2005 L’Oreal’s Global Makeover: Case Study Problem: L’Oreal has a number of issues to consider; the approaching retirement of CEO Owen Jones, the potential takeovers of Nivea and Shu Uemura, their trouble gaining a presence in the Japanese market, and the lack of revenue in certain areas of their products offerings. There is also some loss in business for high demand products during turnover time as buyers wait for new shipments. Condensed Recommendation: L’Oreal should carefully select a CEO candidate who has experience in global management and the ability to spot trends. L’Oreal should proceed with the potential takeover of Japanese Shu Uemura, but they should reconsider the Nivea takeover as it may open them to a potential takeover threat. They should continue with their global expansion by developing new brands to meet particular ethnicities, perhaps aiming to catch the South American market as they have done with the African market. They should also flesh out their dermocosmetics products lines to increase the low 6% revenue in that area. Problem L’Oreal has experienced unprecedented success through global expansion into new beauty-product markets, under the direction of Owen Jones, who became a chairman in 1988. In 2006, Owen Jones plans to retire, so there is some speculation on how things may change with his successor. Currently there are a number of business maneuvers L’Oreal is considering: the...
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...2SKUAfter Shave 5SKU Deodorant: Stick 12SKU / Body wash 7SKU | medium | mass display / value pack | 25-45y sporty, energetic, mature | | Neutrogena | | | | | | | AXE | | | | | | High-end supermarkets | Burt’s bees | | | | | | | Bull dog | Natural grooming, unique essential oil blends, | Shave:Original shave gel, 75ml, 2.5 fl.oz, $10.99Original Shave Gel, 5.9fl oz. $9.99Skincare:Original after shave blam: 2.5fl oz. $10.99Original moisturizer 3.3fl oz. $13.99Original face scrub: .3fl oz. $9.9Original face wash: 5.9fl oz. $9.99 | low | Display in high-end organic supermarket and grocers, cheap price, gift card, free shipping | 20-40 yrs old, price-sensitive, seeking for a health lifestyle | High-end retail | Kiehl’s | High quality of skin and hair care; natural ingredients; personal care expert; simple, efficient and recyclable packing | Skin Care:Facial Fuel Anti-Wrinkle Cream: 1.69 fl$36Facial Fuel Transformer Age Correcting Shave:Facial Fuel Energizing Face Wash: $8-30Close-shavers shaving formula 31-O, 1.7fl.oz.Bottle, $18Ultimate Brushless Shave Creame – White Eagle: $9-19Ultimate Men’s after Shave Balm and Moisturizer: 4.2 fl. Oz. Bottle $18Ultimate Man Razor Bump Relief: 4.2 fl.oz.Bottle $27.50Facial Fuel Sky Flyin’ Foaming Multi-Gel, 5.0 fl.oz. bottle: $19 | medium | Specialty stores or counters in shopping malls, Gift card / gift pack | 30-45, success, mature, caring of their skin, seeking for an elegant and healthy lifestyle | | Lab series...
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...Marina Michaela Ann-Christin Daniela Marina, Michaela 1 1 Learning objectives • Historical background of L’ORÉAL • L‘ORÉAL brands • Positioning of brands • Globalization of brands & the business L’ORÉAL • Strategies of L´ORÉAL • Distribution • Finding Recommendations Dezember 2005 Internationales Marketing Ann-Christin, Daniela, Marina, Michaela 2 1 L’ORÉAL brands Consumer Brands: • L'ORÉAL Paris • Garnier • SoftSheen-Carson • Maybelline New York • Le Club de Createurs Professional Products: • Kérastase • L'ORÉAL Professional • Matrix • Redken Source: www.loreal.de Dezember 2005 Internationales Marketing Ann-Christin, Daniela, Marina, Michaela 3 L’ORÉAL brands Luxury Products: • Biotherm • Helena Rubinstein • Kiehl's Since 1851 • Lancôme • Shu Uemura • Designer Fragrances Active Cosmetics: • La Roche-Posay • Vichy • Innéov Source: www.loreal.de Dezember 2005 Internationales Marketing Ann-Christin, Daniela, Marina, Michaela 4 2 Positioning of L‘ORÉAL brands High Quality Luxury Active & Professional Consumer Low Price High Price Low Quality Dezember 2005 Internationales Marketing Ann-Christin, Daniela, Marina, Michaela 5 Ansoff Matrix Market Product Present New Present Market Penetration Market Development New Product Development Diversification Dezember 2005 Internationales Marketing Ann-Christin, Daniela, Marina, Michaela Source: Kotler 6 3 7 W A Y S New Competitive Areas New industry...
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...L’Oreal is the largest beauty company in the world and in the past 100 years that it has expanded, it has supplied to 130 countries with offices in 58 different countries. This global company is the number one premium cosmetic product in the world today and has taken the core and beauty of people’s everyday lives since 1907, the beginning of L’Oreal. The superior leadership of a guy named Eugene Schueller started this strategic company with basic products such as hair care and also the first man-made hair color product. Five years later you could find these products in Austria, Italy, and the Netherlands. In 1934 Eugene invented the first mass market of soap less shampoo and this led the success of L’Oreal in the country of Europe which soon recognized them as the leader in body care and hair coloring products. Finally soon after World War II L’Oreal moved into the United States and the company seemed to change. When L’Oreal expanded the competition was more involved and more growth was needed in order for the company to be more successful. With problems like this, the strategy and planning that has been applied in L’Oreal has been huge for the success of the company. L’Oreal realized they needed to expand in other fields of the beauty market and target markets in order to stay alive and successful. This would mean that L’Oreal would need to acquire other companies as part of their expansion and through this they have kept the constancy of the leading company with acquisitions...
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...L'ORÉAL COMPANY PROFILE – SWOT ANALYSIS December 2012 SCOPE OF THE REPORT Scope All values expressed in this report are in US dollar terms, using a fixed exchange rate (2011). 2011 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor 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...
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...Brand extension: the body shop(interesting name, everybody have a body)Emphasis on communication(Think about global customers) Why would the brand extend Beauty with heart What the brand stand for (Armani has got hotel) SWOT Competitors Skin care, body care, Consumer Threats Be more precise Specific what is about Origin things Ethical economics Cosmetics or body care Skincare is something else Forecast tight the belt Value for money Why choose the body shop- How should they position it strongly Market growth Consumer taste, trends Implications of their strengths Summary of every swot How far could you stretch your brand The body shop competitors: Lush/L’occitane/Sephora/Kiehl’s/ Alliance Boots/ Olay/ Nivea Product line: – Bath and body care – Skin care – Fragrances – Make up – Men line Category: Cosmetics Slogan: Nature’s way to beautiful SWOT: S: - Wide range of beauty products: 8 Categories of beauty products with more than 1200 products - Huge franchisee network: Over 2,500 franchised stores in more than 60 countries - Re-designed store layout, not only ambience creates customer attraction, but also story selling to enhance emotional connection. - A high brand value and is viewed as a socially responsible company because of its engagement in many philanthropic activities - Good supplier network. Sources raw materials through Community trade fairs. W: - There is very little advertising of its...
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...Q2. Globalization of L’Oreal After spreading as a sought after brand in Europe, L’Oreal decided to become global and its first stop was the United States. L’Oreal was indeed good at studying its new market. Soon enough it was competing well with the top local brands in America and the reason for its success was the acquisitions that it underwent in order to grow internationally. The acquisitions of companies such as Maybelline Kiehl’s and Redken acted as the thway for the growth and success of L’Oreal. The acquisition strategy implemented by L'Oreal guide them to be the world leader company in the beauty industry; all these US acquisition they made created a sub division within their products catalogue, consumer, professional, and luxury, L'Oreal's success is a clear example of how to implement a corporate strategy and manage a brand internationally to achieve a massive growth even when the market they sell their products in isn't very steady, the key was to understand and successfully satisfy the needs of every customer through its products like they did with the Wet Lipstick in Japan, or the Research and Development process they carry out to satisfy the Afro-American customer needs. L'Oreal has the capacity to reach more people across the world than any other beauty company thanks to their distribution channels and also is able to generate a bigger income rather than other companies due to their big products catalogue. The prospect of increasing profitability and market...
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...L'ORÉAL COMPANY PROFILE – SWOT ANALYSIS December 2012 SCOPE OF THE REPORT Scope All values expressed in this report are in US dollar terms, using a fixed exchange rate (2011). 2011 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor 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...
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