...spiritual guru Sathya Sai Baba took his last breath. He left behind millions of mourners; the funeral at Puttaparthi, once a nondescript town in Andhra Pradesh, was attended by Prime Minister Manmohan Singh, Congress Party president Sonia Gandhi, iconic cricketer Sachin Tendulkar and half-a-million others. There were several millions more who viewed the ceremony online. "The man who was God is dead," said a Time magazine obituary. He also left behind billions of dollars in assets. When he died, his charitable trust -- the Sri Sathya Sai Central Trust, set up in 1972 -controlled those assets. "The trust oversees projects across 165 countries," reported the Kolkata-based daily The Telegraph. "It runs 25,000 temples, 75 to 100 hospitals and clinics, and nearly This is a single/personal use copy of India 3,150 educational institutions including two universities." The Knowledge@Wharton. For multiple copies, custom reprints, e-prints, posters or plaques, please contact PARS paper estimated the trust's net worth at between US$9 billion and International: reprints@parsintl.com P. (212) 221-9595 x407. US$33 billion. Considering that Sathya Sai Baba was solely in control of the trust -- made up of donations such as US$108 million from Isaac Tigrett, the founder of Hard Rock Café -- it would have made the Baba the richest man in India. Mukesh Ambani, who tops the list now, is worth US$27 billion, according toForbes. (Incidentally, Mukesh Ambani's wife, Nita Ambani, is one of the Sai Baba's devotees...
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...21. Importance of discipline While uneducated birds and beasts Know how to lead regulated lives, Alas! Man endowed with intelligence Does not lead a disciplined life. EMBODIMENTS of love! Discipline is vital to every living being. For man it is even more important like the spinal column. Without discipline mankind will be ruined. Discipline means the observance of certain well-defined rules. Without such regulation it is not possible to maintain humanness. Such regulation contributes to the glory of human existence. Discipline cannot be acquired from books. Nor can it be learnt from teachers. It has to be as natural component of one's daily life in the discharge of one's duties. Discipline is essential from the moment of waking to the time of going to sleep. Discipline is essential in everyday life Discipline is essential for every group, for every society and for every political institution. Without discipline there can be no society or Government. No nation can exist without discipline. It is discipline that unites man to man, and one society to another. Hence discipline is one of the basic insignia of social life. Discipline has to be observed in speech, in sport and in every kind of relationship. For instance, during bhajans, all those singing in chorus have to maintain the same tune. Discordant singing will jar on the ears. Singing in unison in bhajans is a form of discipline. In games, you have an umpire to enforce the rules of the game. Every player...
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...Assignment 1 Project, Proposal Book Review Book title: Leadership Author’s name: Sri Sathya Sai Baba Abstract: It is well known that in every human activity a leader is needed to guide a group of people, so leadership is very important concept in our society including daily life or even in the workplace. This book includes general ideas about leadership and how to behave toward other people to improve their leadership. The author focuses on encouraging individuals to develop their skills and self-efficacy so that they can improve their leadership to the maximum extent. In the first four chapters the writer talks about leadership in general and the process, function, foundation, essential qualities and styles of leadership. Then in the next five chapters he gradually started to explain how good leaders can deal with people and motivates individuals to the self-development to be good leaders and he concluded with the role of parent and teachers in grooming leaders. The main definition of the leadership is the capacity to frame plans that will succeed and the faculty to persuade others to carry them out in the face of all difficulties even death. The common way to measure leadership is the culture of en-during excellence that a leader leaves behind after he or she is long gone from the scene. Also, this book summarizes the characteristics of the good leader and says: ‘’ only a person whose thoughts, words and deeds are in harmony can become a good and effective leader...
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...Allen Cha 1a) In a short time, the young Chinese cosmetic market has become quite saturated with numerous firms. In order for Yue Sai to position its brand effectively, it has to draw upon unique strengths that others do not have. Madam Yue-Sai created Yue Sai with the aim “to create, produce and sell the very best beauty and skincare products that we can offer to Asian women and to the world…” The company started under her belief that the Chinese women had different standards for beauty and required specifically tailored cosmetic products. If Yue Sai under Cotyhad continued to build its brand under this positioning instead of focusing on distribution, the brand would be a far more prominent player in the current Chinese market due to first mover advantage. Yue Sai is currently competing in target markets and product properties that it simply cannot succeed in. Consumers that are aware of Yue Sai’s original positioning brand image are most likely in their 30-50s. Luxury cosmetic firms do not traditionally target this consumer segment. If Yue Sai repositions its brand from “cosmetics for confident, modern Chinese women” to “delicate luxury cosmetics for modern mature Chinese women”, the brand would be able to instill a distinct image in the targeted consumer’s mind relative to competition. It is the ideal positioning for a brand named after Madam Yue-Sai, who now perfectly fits the new segment. It will be able to grab a dominant share of a relatively unexplored target market. On...
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...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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...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 51.4% of total sales. The second place is North America. Moreover, Eastern Europe, Asia and Latin America could be the three potentially growth markets. Mininurse’s & Yue-Sai’s background As a result of L’Oreal plans to explore Asia market, one of the important...
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...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 and information…………………………………………………………………………...3 Finding and analysis………………………………………………………………………………………..4 Recommendations…………………………………………………………………………………………...
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...Contents 1. Introduction2 2. Culture2 2.1 L’Oréal in China: Product line 2.1.1 Product line: Facial Skin Care………………………………………………………….2 2.1.2 Product line: Skin Whitening……………………………………………....................3 2.2 L’Oréal in the USA: Product line 2.2.1 Product line: Eyes Makeup……………………………………………………………..4 2.2.2 Product line: Skin Tanned……………………………………………………………....5 2.3 Comparison and analysis………………………………………………………………………..6 2.4 Improvements and recommendations…………………………………………………….8 3. Perception…………………………………………………………………………………………………..9 3.1 TV advertisement in China: New L’Oréal Paris shampoo……………………….10 3.2 Perceptions of customers 3.2.1 Vision Perception…………………………………………………………………………13 3.2.2 Sound Perception…………………………………………………………………………14 3.3 Improvements and recommendations…………………………………………………..14 4. Conclusion………………………………………………………………………………………………...15 References………………………………………………………………………………………………...16 1. Introduction | L’Oréal, which started as a hair coloring business by a French chemist, Eugène Schueller, was established in 1909. By following the guideline, “innovation in the field of beauty ”, L’Oréal has now perceived by worldwide as a multidimensional brand in terms of beauty products. Aside from hair coloring products, the company stretches its product range to make up, skin care, hair care and fragrances. Nowadays, L’Oréal sells its products in approximate 130 countries across five continents (Braizaz, 2014). Cultural learning...
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...Loreal ideas - customer centric – develop categories together with comsumer - assess the competencies vs strategy of the business (action) - be consecutive in the strategy deployment (pyramid) Moje pomysly: Secure the base (because of high share in sales, important for future growth), use as recruitment/education strategy, Multi- Brand Strategy L’Oréal uses a multi-brand strategy to cover the mass market in China. The best way to describe their diversified brands is that of a pyramid: At the base of the pyramid comprise of L’Oréal Paris, Maybelline Garnier, and Mini-Nurse – all products that target the mass market. Brands such as Vichy, Kerastase, and Matrix make up the middle of this pyramid. These products are sold in pharmacies and hair salons meant for consumers looking for that mid-level quality of products. The very top of that pyramid is reserved strictly for the high-end products such as Lancome, Biotherm, Shu Uemura, and Kiehl’s. These products are sold in retail outlets, high-end department stores, and specialized boutiques. Each level of L’Oréal brand pyramid occupies a certain price area, which meets the needs of Chinese consumers from a price sensitivity perspective namely due to the wide income gaps in China. Now beyond price, L’Oréal products go through different tiers of sales channels including supermarkets, pharmacies, hair salons, department stores, and specialized boutiques. Even L’Oréal brands have their own unique ‘personality’ – L’Oréal...
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...L’Oreal: Global Brand, Local Knowledge MRKT 454 May 2012 Introduction This case study is about L’Oreal and how it has come today to be known as one of the largest advertisers and investors in research and development. The company has tapped numerous markets and established itself strongly through its various brands. There is a constant need to innovate and the products are new and better and attracting more and more customers at all levels of segmentation. The company is known for its acquisitions and that is how it has done much of its growth in the emerging economies as well as the US. The Company is known internationally for its portfolio of beauty and personal care products that are aimed towards catering to each level of market segment. It is an international success with deep rooted commitment and sensitivity towards local consumers’ needs and cultures. 1. Management Orientation: L’Oreal’s management orientation is geocentric. This can be seen in the sales, half of which come from outside of Europe. L’Oreal has 23 global brands across 130 countries and has 38 factories all over the world (Henderson, R., & Johnson, R. 2010). The firm has promoted its national brands to the rest of the world as related by Owen-Jones. Owen-Jones promoted the five core businesses into becoming global. These included: hair care, hair color, skin care, color cosmetics and fragrances. If we look at the website of L’Oreal Paris, we can see its presence in five continents and...
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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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...Chiến lược marketing toàn cầu GVHD: Th.S Quách Thị Bửu Châu MỤC LỤC MỤC LỤC .............................................................................................................. 2 LỜI MỞ ĐẦU ........................................................................................................ 3 CHƢƠNG I : TỔNG QUAN VỀ TẬP ĐOÀN L’ORÉAL ................................... 4 I/ Tập đoàn L’Oreal .......................................................................................... 5 II/ Giá trị thương hiệu........................................................................................ 6 III/ Chiến lược kinh doanh quốc tế của L’Oréal .................................................. 7 CHƢƠNG II: L’ORÉAL TẠI TRUNG QUỐC ................................................... 9 I/ Chiến lược xâm nhập thị trường Trung Quốc của L’Oréal ............................ 10 II/ Chiến lược marketing quốc tế của L’Oréal................................................... 11 1/ Chiến lược sản phẩm............................................................................... 12 2/ Chiến lược giá......................................................................................... 14 3/ Chiến lược phân phối .............................................................................. 15 4/ Chiến lược chiêu thị ................................................................................ 16 CHƢƠNG III: L’ORÉAL TẠI VƢƠNG QUỐC ANH .....................................
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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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...MARKETING REPORT Group: Phan Xuan Linh (77139428) Shyam Mallan (77140430) Christian Andrea (77142477) Prakash Pothina (77144112) Shrey Sugla (77144256) CONTENTS INTRODUCTION 4 LITERATURE REVIEW 4 L'ORÉAL MARKETING PLAN AND CONSUMER BEHAVIOUR 6 Cultural factors: 6 Social factors 7 Psychological factors 8 CONCLUSION 10 APPDENDICES 10 REFERENCES 11 REPORT ON THE EFFECTS OF CONSUMER BEHAVIOUR ON L'ORÉAL MARKETING PLANS ABSTRACT: Consumer behaviour strongly affect the consumer buying process, hence marketers always want to know what is actually happening inside customer's mind in order to provide additional values of products to users to satisfy their needs and wants. However, it is mainly influenced by three key factors - cultural factors, social factors and psychological factors - that are vital conditions for every marketing strategy to be considered before launching in the market. In cosmetic industry, although L'Oréal is the leader of the market, it is necessarily for the company to concern these factors in its marketing plan, so as to gain the market shares and remain its position above rivals such as P&G and Unilever. The report will try to find out the role of consumer behaviour in marketing strategy planning and discover the process of how L'Oreal adapt the three factors to their marketing plans order to achieve success. INTRODUCTION The term consumer behaviour is defined as "the study of how individuals, groups and organisations...
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...Catalog 1. Introduction 1 2.Identify the purposes of different types of organisation. 2 2.1 Differentiate the types of organizations 2 2.2 Describe the purposes of the organizations separately 3 2.3 Analyze the purpose of The Body Shop 3 2.4 Summary 4 3.Describe the extent to which an organisation meets the objectives of different stakeholders 4 3.1 Analyze the stakeholders' needs in The Body Shop 4 3.2 Describe how managers meet the interests of various stakeholders 5 3.3 Summary 5 4.Explain the responsibilities of an organisation and strategies employed to meet them. 5 4.1 Explain the responsibilities of an organization in theory 5 4.2 Analyze the responsibilities and strategies which are committed by The Body Shop. 6 4.3 Summary 7 5.Explain how market structures determine the pricing and output decisions of businesses 7 5.1 Identify the four types of market structures 8 5.2 Analyze which market structure The Body Shop belongs to 9 5.3 Summary 10 6.Illustrate the way in which market forces shape organizational responses using examples 10 6.1 Identify the five forces and explain how they impact on competition 11 6.2 Illustrate the relationship between market forces and The Body Shop's responses 12 6.3 Summary 12 7.Judge how the business and cultural environments affects organisation 12 7.1Give an understanding of how "business" and "cultural" affects The Body Shop 13 7.2Show why "business" and "cultural" environments...
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