...Shiseido’s International 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...
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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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... 19 Table 3 21 Executive summary This report refers to an evaluation and recommendations on the current market situation of L’Oreal Paris. A brief introduction of the background of L’Oreal Paris and the product category which L’Oreal Paris exists will be also explained in this report. It includes the general idea of cosmetic industry. Furthermore, this report also indicates the macro and micro environment and major competitors. The most significant factors in macro environment are economic, cultural and demographic forces. In this case, it will be also providing the reason and some evidence that explain how these factors are affecting L’Oreal Paris. Otherwise, for, micro environment, this report only discuss between customer and competitors. Next, there is a significant evaluation of the product analyse with reference to the type of products, the three level of products, the branding strategies, and what types of packing and labelling that L’Oreal Paris provided. In addition, a complete analysis of target segment and how current product influence buyer behaviour and meet difference needs and wants. Later on, L’Oreal Paris needs to consider and build the marketing mix to attract more consumers. It includes a brief evaluation of the price, place, promotion and products. Some recommendations associated with several aspects are also provided at the end of this report. The sources of information were collected from academic journals and text...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory Join Search Browse Saved Papers Ads by videosaverAd Options Home Page » Business and Management Case Study In: Business and Management Case Study Case Study MTV Arabia Challenges and Strategies Case Study MTV Arabia Challenges and Strategies MTV network or music television is a worldwide brand which produce music channels and different programs, Located in America in New York States. Lunched on August, 1981 the channel was about playing music videos along with music news, interview and promotion 24 hours a day and 7 days a week. MTV's demographic targets were young adults and teenagers. MTV network start to expand their work by adding new programs such as reality programs, animated programs, rebroadcast programs……ext. And also they expand their network outside America by lunching multiple native languages of MTV channels to countries around the world by providing programs with localized contents, for example MTV has channels in Europe, Asia, Africa, Australia and Middle east or MTV Arabia, which is a shared project between Arabian television network located in United Arab Emirates which is a part of Arab Media Group the largest media group in UAE and MTV network. The channel was launched on November 17.2007. The channel plans to be a stage for young Arab adults, revealing their...
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...SECTION 4. CHAPTER 2. SECTION 1. SECTION 2. SECTION 3. INTRODUCTION ................................................................................... 1 INTRODUCTION ............................................................................................ 1 OBJECTIVE OF THE STUDY........................................................................... 3 RESEARCH METHODOLOGY ......................................................................... 3 STRUCTURE OF PAPER ................................................................................. 4 INDUSTRY ANALYSIS .......................................................................... 5 THAILAND’S COSMETIC MARKET ................................................................. 5 JAPANESE COSMETICS IN THAILAND ........................................................... 8 KOREAN COSMETICS IN THAILAND ........................................................... 10 CHAPTER 3. MARKETING STRATEGIES OF MAJOR JAPANESE AND KOREAN COSMETIC COMPANIES ..............................................................................................14 SECTION 1. JAPANESE COSMETICS COMPANIES ........................................................... 14 3.1.1. Shiseido......................................................................................................... 14 3.1.2. KOSE ............................................................................................................ 20 3.1.3. Summary of similarities and differences...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory Join Search Browse Saved Papers Home Page » Business and Management Procter & Gamble, Scope Case Study In: Business and Management Procter & Gamble, Scope Case Study Case Study: Procter & Gamble, Inc. Scope Introduction Procter & Gamble (P&G), first introduced a great tasting mouthwash that was minty green and sure to fight off bad breath, called Scope in 1967. In 1990, Scope led the Canadian market share with 32%. However, since 1988 when Pfizer Inc. launched a new mouthwash called Plax, it became Scopes’ major competitor. Plax offered something different from the typical mouthwashes. Plax had the advantage over other brands because not only did it offer fresh breath and killing germs, but it was also a plaque fighter. Gwen Hearst, brand manager, is in charge of increasing market share, volume, and profits for Scope. Marketing Issues First, does Scope intend on introducing a new line extension by developing a product that strictly focuses on fighting plaque. This must be done in a way not to mistake the customer into thinking that there are additional claims to the original product. Second, add new claims to the already existing product. This would state something like “Scope not only gives fresh breath and kills germs, but it also fights plaque.” Or third, take no action but would need to focus on increasing...
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...Relevant facts Company specialized in cable and small-bore pipelaying technology Started as a technical division to a major utility Competitive edge gained by its “mole” excavating tools 21 emplyess and over €4,000,000 Electrical and gas bills provide the core of business Questions 1. Analyze the problem presented by the client. Can Alan's problems be re-presented as opportunities? Alan’s problems can be presented as opportunites due to the lack o interest in his work team. He could do something to motivate the team (extra pay, bonus or bigger salaries) so the team can start working on the new action plan Questions 2. Formalise four objetives to protect Make a meeting with all the emplyees, have a motivational talk and see others opinions about the new plan. Explain how the business can grow with new technologies and explain that the company is not going to grow unless the employees chip in their part too. Start researching for information that could lead to new contracts Formalize all new incoming plans. Questions Consider what problems might emerge in reconciling the clients objectives with your own as a consulting team. There could be several problems with the clients objective, the first and foremost that we can think of is a situation where a client asks Exconom to do a job that our employers are not trained to complete, making the consulting team look unprepared. Major problems to solve Bad attitude around the work team The...
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...The Impact of Spokesperson Credibility on Product Favorability and Purchase Intention – A Study of International Cosmetic Brands with the Taiwanese Market as an Example University of Newcastle upon Tyne Business MSc International Marketing Chyi-wen Wang Supervisor: Professor Matthew Gorton 0 Dissertation Submission 2009 Student Name: Chyi-wen Wang Student Number: 098045495 Dissertation Title: The Impact of Spokesperson Credibility on Product Favorability and Purchase Intention– A Study of International Cosmetic Brands with the Taiwanese Market as an Example I do not give permission for this dissertation to be reproduced as a sample dissertation on Blackboard in future years. Signed:………………………………………………………………………………… 1 Abstract Taiwanese cosmetics and toiletries industries became prosperous, and the international cosmetics brands occupied most of the market shares. This research focused on the relationships between the source credibility and other variables. This is the quantitative research, and 301 participants received the questionnaires. All of the participants were divided into two groups: the low- and high-source-credibility group. In H1, the source credibility was proved to have positive influence towards the purchase intention and product favorability. H2 was investigated that the audiences’ favorability to the overall advertisements can influence the purchase intention. However, in H3, this research cannot prove the dominant...
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...As the head of Matsushita’s videocassette recorder division once said, “Why do Americans do so much marketing research? You can find out what you need by traveling around and visiting the retailers who carry your product.” Hands-on Research Of course, Japanese corporations want accurate and useful information about their markets as much as U.S. and European companies do. They just go about it differently. Japanese executives put much more faith in information they get directly from wholesalers and retailers in the distribution channels. Moreover, they track what’s happening among channel members on a monthly, weekly, and sometimes even daily basis. Japanese-style market research relies heavily on two kinds of information: “soft data” obtained from visits to dealers and other channel members, and “hard data” about shipments, inventory levels, and retail sales. Japanese managers believe that these data better reflect the behavior and intentions of flesh-and-blood consumers. Japanese companies want information that is context specific rather than context free—that is, data directly relevant to consumer attitudes about the product, or to the way buyers have used or will use specific products, rather than research results that are too remote from actual consumer behavior to be useful. When Japanese companies do conduct surveys, they interview consumers who have actually bought or used a product. They do not scrutinize an undifferentiated mass public to learn...
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...9-706-411 REV: NOVEMBER 21, 2006 PANKAJ GHEMAWAT CARIN-ISABEL KNOOP DAVID KIRON AmorePacific: From Local to Global Beauty In 2005, Suh Kyung-Bae, President and CEO of South Korean cosmetics company AmorePacific, surveyed a map in his office in downtown Seoul: We have held off major multinational players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in that country, Lolita Lempicka. In China, our cosmetics line is sold in more than 100 department stores in 70 cities and business is finally growing. And we have opened a flagship spa in New York that is doing very well. For 2004, AmorePacific reported 3,300 employees and sales of 1,272 billion Korean Won (KRW), equivalent to US$1,111 million. Cosmetics and toiletries generated four-fifths of sales (and green tea and health care the rest), placing the company among the top 30 worldwide. AmorePacific held a share of more than 30% of the Korean market for cosmetics, versus 8% for its leading local competitor, LG Household and Health Care, and 4% for L’Oréal, the world’s largest beauty products company and the leading multinational competitor in Korea.1 But although AmorePacific’s share of the Korean market had reached record levels and its overall operating margins of 15%+ ranked among the highest in the sector, its sales fell by 5% from 2003 to 2004—and its operating income...
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...C H A P T E R Organizational Culture Learning Objectives After reading this chapter, you should be able to: • Describe the elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s culture. 16 S I X T E E N 496 T o an outsider, PeopleSoft is one of the loopiest places on the planet. The Pleasanton, California, business management software company has nerf ball shootouts and minigolf tournaments in the hallways. Dress-down day is every day of the week. A white collar is usually a T-shirt. The bagels and gourmet coffee are free. Having fun is so ingrained that many employees—called PeoplePeople—say it’s the best place to have a bad day. PeopleSoft also values egalitarianism— treating everyone with respect and minimal status differences. Executives don’t have secretaries, special perks, or grandiose offices. “Don’t kiss up and slap down,” PeopleSoft cofounder Dave Duffield reminds everyone. In other words, give the bagel delivery guy the same respect as the company president. PeopleSoft is also extreme on...
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...Executive Summary - November 2007 A Study of 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)...
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...http://businesspartnerr.blogspot.com/2013/03/eugene-schueller-loraal.html Eugène Schueller (L'Oréal) 15.58 No comments L'Oréal, one of the largest companies in France, is the world's largest manufacturer of high-quality cosmetics and perfumes, producing such well-known brands as Lancôme, Ambre Solaire, and Cacharel. Its total sales are &Dollar;2.4 billion ahead of those of its closest competitor, Unilerver, an more than double those of Revlon and Shiseido. It boasts a world-wide distribution network as well as the industry's highest research-and-development budget and the largest cosmetological laboratories in the world. L'Oréal's story begins in turn-of-the-century Paris, at a time when women of the demi-monde dyed their hair, their choice restricted to fiery red or coal black. In 1907, Eugène Schueller, a young chemist, began to concoct the first synthetic hair dyes by night in his kitchen and sell them to hair salons in the morning under the brand name Auréole. His strategy was successful; within two years he established the Société Francaise des Teintures Inoffensives pour Cheveux, which soon afterward became L'Oréal. In 1912, the company extended its sales to Austria, Holland and Italy and by 1920 its products were available in a total of 17 countries, including the United States, Brazil, Chile, Peru, Equador, Bolivia, and the Soviet Union, and in the Far East. At this stage, L'Oréal consisted of three research chemists and ten sales representatives...
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...For exclusive use at University of Technology Sydney, 2015 S w W13017 BEIERSDORF AG: EXPANDING NIVEA’S GLOBAL REACH1 Vanessa C. Hasse wrote this case under the supervision of Professor Paul W. Beamish solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-03-04 On April 26, 2012, Stefan F. Heidenreich walked into the conference center in Hamburg, Germany, for Beiersdorf’s annual stockholder meeting. There, he would officially be introduced as the new chief executive of the NIVEA producer and take the reins in a time of transition and complex challenges. His predecessor, Thomas-Bernd Quaas, was to give his farewell speech in front of 800 shareholders. Quaas had been the...
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...Executive Summary - November 2007 A Study of 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...
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