Case Study: Paolo De Cesare

They are women with incomes of $25,000 or more a year that care about their appearance and spend money on beauty products. They tend to have curly or frizzy hair. They are women that tend to use beauty salons and keep up with fashion and fashion trends.

This looks at the possibility of how SK-II cosmectics product can be a booming brand in Japan for P&G company to grow their market share and have a profitable outcome to cover up for their loss in the last few years.

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

Though AmorePacific has been the leadership position in the Korean market, they were forced to change by some challenges in the 1990s. Domestically, the entry by multinationals made the company change in corporate and business strategy that were already well under way before the Asian crisis struck. At the business level, it repositioned domestically as described above. And internally, it deepened its commitments by investing in product development and manufacturing as well as marketing/distribution in selected foreign markets. The new millennium presented fresh challenge as the scale and scope of AmorePacific’s international activities increased.

Ms. Christina Mineiro gave birth to a baby boy named Giuseppe Mineiro on May 24, 2007. Giuseppe Miniero was born full term at North Shore Hospital located in the Bronx, weighing 6 pounds, 11 ounces, via a plan cesarean section. Giuseppe’s mother stated there were no pregnancy or delivery complications. A year late, Giuseppe was hospitalized for one day due to an allergic reaction to soy milk. During the evaluation, Giuseppe’s doctor reported to have found 2 ear infections. Upon discovery, Giuseppe’s doctor performed a vision and hearing test, but no concerns were reported. In addition, Giuseppe’s medical examiner reported that Giuseppe had eczema as well.

I am not aware of any language in the External Producer Agreement that specifically addresses an employee being authorized to be an external broker. Phillip Napolitano is a Director of Underwriting and that sounds like a conflict to me. Phillip does have a license in the state of Maine. His appointments with Aetna are on hold pending a sale. Phillip has never received any commission payments from Aetna. As a control, my area gets a list of employees from Human Resources and checks to make sure; we do not have any employee set up in the commission system. Phillip is not in our system but is in the Licensing and Appointment system.

There is a famous saying that ‘cosmetics are not selling product but beauty.’ Therefore, it is important to keep planning and developing product to meet the needs of customers who pursue beauty. In line

Currently, the business has not ventured in the cosmetic market of London and Canada. Canada and London provide an opportunity for the company to expand its market through its international entry strategy of retailing and B2C framework. The SWOT analysis of the company shows a wide range of strengths and opportunities for the company’s future success such as market gap (London and Canada), Globalization, technology and good customer relation (BBB accreditation). The company demonstrates high capability of sustenance and survival through retailing, personal selling, E-commerce, E-marketing, Fashion Collaboration and other B2B platforms.

P&G need to work hard and do more research and development in order to produce higher quality, more innovative, and more unique in products in order to answer consumer’s need and compete with those major world brand competitors.

• We recommand P&G to directly invest in this market by focusing only on Marketing and Distribution to roll out SK-II (a special product) in a foreign market. It should not be an advantage for P&G to acquire subsidiaries, or to license or to franchise because resources and capabilities of SK-II are located in Japan. It would be difficult to find same raw materiels to produce SK-II in another country. Exporting SK-II in a foreign market will be better, for that they should emphasize on: • Differentiation advantage, • Changing customer behavior, • Product positionning, • Pricing policy, • Advertisement, • Counseler team…

By 1997, the Japanese cosmetics business had broken even. The Japanese team, after trials and learning from its

In the highly competitive Japanese skin-care market, P&G¡¦s new SK-II product has proven its success as a premium and prestige offering. P&G has gained significant knowledge transfers from SK-II development and further, has successfully tapped the fickle Japanese market and has devloped a loyal user-base in Taiwan and Hong Kong. With its phenomenal success, it is only logical that P&G consider rolling-out the SK-II product-line to the international market. However, while there is significant worldwide growth potential within the $9 billion prestige skin-care industry, based on recent organizational changes, new corporate priorities, and thorough market assessment, P&G must base its decision on current resources and capabilities to

Positioning - The brand was not well positioned as a global brand and brand management was not coordinated across all countries of operation. Different approach of promotions needed for different markets; Easter Europe needed beauty business promotions.

Because Japanese women had by far the highest use of beauty care products in the world, it was natural that the global beauty care category management started to regard Max Factor Japan as a potential source of innovation

economic risk. If Flying Tiger were to have full brand control in order to nurture their uniqueness as a Scandinavian brand, they must set up wholly owned subsidiaries. However, that exposes them to increased economic risk. The Japanese partnership reduces the economic risk of operating in Japan. The Japanese partner also sees the image of being Scandinavian as the most important differentiator in the market, but as they are Japanese, the question is if they can fully build and develop the Scandinavian brand image. Signs are showing of Flying Tiger slowly becoming “Japanized”, as they adjust products and the business model to Japan. Maintaining the DNA of the brand and at the same time fit Japanese consumers’ unique preferences is a paradox Flying Tiger needs to balance. Other Danish firms entering Japan should take this issue into consideration, as brand control vs. financial risk are relevant in all industries when constructing a market entry