Plenitude - L'Oreal

When marketing any kind of product, the producer should take in to consideration the elements that will impact their business. If they can come up with solutions to these problems then they products are more than likely to succeed.

2. The brand can also have a product failure if the consumers do not like the taste.

This report is based on the ‘L’Oreal: Expansion in China’ case study. L’Oreal is a successful French cosmetic company that involved into many different international markets. This report will discuss how L’Oreal gets into the Chinese cosmetic Market and the strategic to develop 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.

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 main purpose of this business report is to review the appropriateness of Jurlique cosmetic products for the Australian target market. The key findings are: Australia is a huge market for cosmetic and toiletry industry, while it is full of competition due to the zero duty on American cosmetics; Jurlique is a well established brand for most Australia customers, however, it still needs unique selling points other than natural ingredient to expand its market share. This is mostly based on the product research and development.

The first and the foremost thing that Nestle should do is to educate the audience about what wrong has been done through television and newspaper advertisements and active communication with the consumers through media. They can’t remain conservative at this point and need to reply to media. Only through this can they salvage their image.

To strengthen the value proposition of Plenitude daily cleanser and moisturizer, the company can create promotional campaign for those particular products. For TV advertising, they can show three women from different generation, 20s, 30/40s, and 50s who enjoy their life for having great skin. They are laughing together, spending time together, and sharing the secret of beautiful skin together, because they use L'Oreal Plenitude. At the end of that TV ad, the company can emphasize the product message "L'Oreal Plenitude…Perfect Skin for Every Woman." For print ad, the

Overall, L'Oreal failed to realize and correct certain aspects of its line that were not in line with consumers tastes in the US. Some of the main points are stated below:

“Because I’m worth it” is a successful advertisement tag-line for L’oreal, Plenitude should ride on it, instead of creating a new identity.

The general spirit of camaraderie has been replaced with hostility and frustration; many LB members have left the company. Overall, this resulted in ineffective marketing and a success rate well below “action standards” for the national product launch in Canada: 50 against a base index of 100. The poor results and generally unsatisfactory project progress jeopardizes our client relationship with OBC, LB’s future dealings with the “Forever Young” brand, and the whole Ontann Beauty Care company.

P&G is an international supplier of consumer goods it is a "global leader in health and beauty care products, detergents, diapers and food . P&G's presence in the hair care market in the U.S has been strengthened by innovative technology BC-18 and the replacement of an old brand 'Pert' with 'Pert Plus'- a mild shampoo with a fully effective conditioner. P"G decided to introduce BC-18 in Europe. Traditionally, the European market is highly competitive the main rivals are Colgate, Unileaver, and L'Oreal. The European market is segmented (i.e. value based) and

From marketing point of view, Promotion informs, persuades, and reminds prospective and current customers and other selected audiences about a company and its products. The most useful brand is failure if no one knows it is available. Nestle is promoted by using different ways of promotion. Advertisement of Nestle is done through TV, radio, billboards, newspapers and magazines. Nestlé also conducts the tradeshows, concerts, events, sponsorships, and discounts for sales

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.

Perhaps one of the weaknesses that a big company faces is the decentralized organizational structure. This is also part of the difficulties that L’Oreal is facing. Due to the many subdivisions of the Company, there is also the difficulty in the control of L’Oreal. This slows down the production of the Company because of the need of giving reference to the other Board members and directors of the Company. L’Oreal will also have a difficulty in finding out what division is accountable for the possible pitfalls of the Company. Another weakness that L’Oreal faces is their profit. The profit margin of L’Oreal is comparably low than that of the other smaller rivals. While L’Oreal projects certain rise in digits as their profit, the result does not usually meet the expectations (Sang, 2003). Perhaps, this is also due to the high-end advertising and marketing as well as the width of the Company. Finally, the coordination and the control of the activities