Case Study Of L Oreal

P&G Canada has five operating divisions, organized by product category. The divisions and some of their major brands are:

The purpose of this report was to investigate a cosmetic company, which is called Stila Cosmetics, in United States of America.

According to the agreement between L’Oreal and those two local companies, Li Zhida and Yue-Sai Kan who is

Considering these environmental trends and cultural differences into account, positioning Yue Sai as a provider of “delicate luxury cosmetics for mature Chinese women” under the LCD of L’Oreal, is the ideal choice. It will help L’Oreal establish a sustainable and profitable presence in a Chinese market segment inaccessible by its other sub-brands.

The advertising play a crucial roles in introducing the product for the customers. By creating a very interesting and persuasive advertisement, it will encourage the customer to buy the products. As the company focus on beauty product and major customers for L’Oreal is for women, the advertisement must be catchy and have the grab the attentions of the customer to buy and purchase it.

The consumer product division includes baby care, skin and hair care, wound care and topical, oral health care, over-the-counter medicines, vision care, and nutritional products. Some popular consumer products include names such as Band-Aid, Neosporin,

L’Oreal, a long time hair care, skincare, and cosmetic leader, was faced with a positioning problem of their Plenitude skincare line. The Plenitude line, which included cleansers and moisturizers had been a smashing success in the French skincare market following its 1982 introduction and was introduced in the U.S. market in 1988. It had grown quickly to become the #2 brand in the market, behind Oil of Olay. Plenitude was marketed as an upscale product bringing new people into mass channels from department stores. A four-year sales plateau was reached and their #2 position was lost to Pond’s. Carol Hamilton, Senior Vice President of Marketing for the L’Oreal Retail

The population in this area largely consists of seasonal agricultural people with o fixed income, and the availability of 2 million Avon representatives in Brazil brings the competitive edge in promoting and marketing the products. The use of beauty products is declining in this area because it’s of no use to the agricultural population. The rules they established in this area are based on local values than global values to overcome the

The huge success of L'Oreal Plenitude in French as the premium skin product with "class to mass" strategy was the primary reason for L'Oreal to expand the product to US market. The company started to enter the US market skin care in 1989 through mass channel by introducing the entire product line (14 SKU's) that had been developed in France, instead of launching the product one by one. Before Plenitude entered the US market, L'Oreal had had good reputation for its cosmetic and hair product, so the name was critical to sell the products. The company used the same formula "star" system in advertising as in France by putting bulk of dollars on the newest, most technologically advanced product. Even though Plenitude had a

Why does a woman buy skincare products from L’Oréal? – Because She’s Worth It. The company L’Oréal has employed many actors and models to speak this line; to have a beautiful, famous woman tell you that you’re worth it adds a degree of impact and permission that could be lacking if this line was spoken by a business woman. Or would it?

The products are being sold in 61 countries, and they lead the beauty market in over half of these. They founded in 1967, by two brothers. Their main idea was to create a beauty company that could sell beauty products. Thus, Oriflame was founded. The 45 years on, the concept of Oriflame remains the same. They utilize the multi-level marketing and direct sales business model to sell their products and services. That means that the company manufactures the products and has an independent sales force that sells the products to

L’Oréal’s decision to fight the European shampoo battle required considerable coordination between company headquarters and the subsidiaries

L'Oreal is a cosmetic company, which makes some of the world's biggest beauty products. L'Oreal's success story begins in 1907. It has been the market leader in the cosmetics and toiletries market since 2001 (Euromonitor 2005). Their products are sold in about one hundred and thirty countries worldwide. L'Oreal is divided into four categories - consumer products, professional products, luxury products, active cosmetics. They mainly focus on skin care, make-up, hair care and fragrance. L'Oreal includes some important brands such as Lancôme Paris, Garnier, Mabelline, Softsheen Carson, Matrix, and Biotherm. L'Oreal invests heavily into its research and development which gives them competitive advantage over its competitors.

Currently, Revlon has become a global company, whose business includes color cosmetics, hair color, beauty tools, fragrances, skincare, anti-per spirant/deodorants, and beauty care products. In addition, as one of the strongest consumers brand franchises on the world, Revlon defined their vision as ?glamour, excitement and innovation through high-quality products at affordable prices? (Revlon, 2015a). Their business operates in two segments which include the consumer division and professional division (Chemical &Chemistry business, 2014).

The pharmaceutical activities of L’Oreal are also handled by Sanofi-Aventis. These divisions and subdivisions ensure the quality that the L’Oreal Group offers to its customers. To further add to the enumerated strengths of the company, L’Oreal’s advertising strategy also plays a major part to its growth. Through adapting to the culture of their target market as the main tool of their advertisement, the Company brought L’Oreal products within reach of other women from different parts of the world.