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Loreal Global Marketing Case
L'Oreal Global Marketing Case Study
L'Oreal was founded back in 1909, but has remained relevant within the growing international beauty market. With its humble beginnings in Parisian hair salons, the company has now grown to own 23 separate brands that operate in over 130 countries (Henderson 2011). However, the main issue L'Oreal faced with its new segmented marketing strategy was the ability to maintain such a fragmented approach in an era that has been dominated by the universalism of globalization. The company has continuing to favor an aggressive growth strategy within this volatile international economy. It has set the goal of two billion consumers by 2020 with a similar doubling of sales revenue (Henderson 2011).
The global health and beauty industry is a huge market. It is often most dominated by global brands and corporations which have power over a number of…
Henderson, Rebecca M. & Johnson, Ryan. (2011). L'Oreal: Global brand, local knowledge. Harvard Business School.
L'OEAL: Ethical Company Examination
L'OEAL is a truly famous cosmetics company and is one which has been noted for its high level of ethical responsibility and cooperation.
For any company, the main way that it needs to exhibit responsibility to its consumers is via the high level of products and services which it provides. L'OEAL is able to assure consumers products of the highest level and caliber in that consumers can hope for and to assure products that are above all safe. As the company assures, "Our strategy for leadership is based on continuous investment in rigorous scientific research and development. This enables our brands to deliver products which are innovative, highly effective, practical and pleasant to use, and which are manufactured to the most demanding standards of quality and safety. We aim for excellence, and constantly challenge ourselves and our methods" (loreal.com). This sentiment is not mere lip-service…
CSRwire.com. (2013, June 14). L'Oreal USA Employees Give Back to Local Communities Across the Country. Retrieved from CSRwire.com: http://www.csrwire.com/press_releases/35759-L-Or-al-USA-Employees-Give-Back-to-Local-Communities-Across-the-Country
Loreal.com. (2013). A Joint Environmental Effort. Retrieved from loreal.com: http://www.loreal.com/suppliers/our-sustainable-procurement-policy/a-joint-environmental-effort.aspx
L'oreal.com. (2013). L "OREAL, a great place to work . Retrieved from Loreal.com: http://www.loreal.com/who-we-are/awards-recognitions/loreal-a-great-place-to-work.aspx
Lorealusa.com. (2013). Company Operations Overview. Retrieved from Lorealusa.com: http://www.lorealusa.com/_en/_us/html/our-company/operations/socially-responsible-supply-chain.aspx
This has a direct impact on cosmetics sales. In such countries
there is a growing demand of higher quality products, even if this means
higher priced brands.
The use of technology in the cosmetics production is something more
and more at hand, especially for cosmetics giants. This allows cosmetics
producers to put a higher price on their products. Furthermore, this means
The awareness of health and wellness that characterizes consumers
nowadays is extremely beneficial for cosmetics companies. This allows them
to exploit niche areas and to introduce innovative products that help them
access a larger market share.
As mentioned above, the current macroeconomic environment is not a
stable one and it is characterized by significant turmoil that affects even
the cosmetics industry. The risk factors that might affect L'Oreal's
activity are categorized as business risks, legal risks, industrial and
environmental risks, liquidity risks, financial and market…
1. Science and Research (2009). L'Oreal. Retrieved June 9, 2009
2. Wrinkle creams are a rip-off (2007). The Daily Telegraph.
Retrieved June 9, 2009 from
3. L'Oreal Tells Women of Color to Take a Hike (2007). Africa
Resource online. Retrieved June 9, 2009 from
John (1996, p. 46). Communication problems arising out of different business traditions, lack of communication, cultural differences, growth of external stakeholders might occur and result in unfavorable litigation, negative publicity, and unfavorable regulatory policies. Therefore, supplier assignment and integration into the L'Oreal community are based on the key values: mutual respect, transparency, sharing of information, strong communication and high business standards. To integrate a new supplier or subcontractor, a specialized team follows a structured process called "Welcome on oard" with several formal stages, starting with an analysis of information related to the supplier's financial and technical capacity, structure and geographic location (L'Oreal Sustainable Development Report 2007 ibid). Question 5: The company's commitment to act in an ethical and responsible manner is summarized in a document called "The L'Oreal Spirit" and can be accessed on the company's website. Ethics is at the heart of L'Oreal's commitment towards sustainable growth and consumption.…
Case Study: L'Oreal. 23 December 2010. 1-3. Accessed 18 October 2011.
Foreign National Environments: Legal Environments. 1-4. Accessed 18 October 2011.
The case concerns Redken for Men, a L'Oreal product targeted at the male market. According to the introduction, the product has not been selling well in the Australian market, which was surprising when compared to the American and European markets. As the senior product manager for Redken 5th Avenue NYC, Matilda Bohling had the task of determining strategies to change this trend.
The study goes on to provide some information relating to the corporation and its products. Redken is a professional division product, only available to the consumer through salons and business outlets. Redken Laboratories were founded in 1960, and inspired by American actress Paula Kent.
Redken revolutionized the industry by introducing protein reconditioning. The Laboratories now hold several patents on protein products and ingredients for hair care. The decision to introduce Redken for Men into Australia was based upon favorable financial projections for this particular market.
programs discussed help build core competencies and competitive capabilities at L'Oreal.
L'Oreal is an international company that strives to ensure that all of its diverse employees feel at home and work together. L'Oreal FIT (Follow-up & Integration Track) acts as a two-year, personalized integration and support program designed to facilitate the transition of the employee into the corporate culture of the company. It is "adaptable to the needs of all new employees at L'Oreal. This global integration programme allows us to enrich and perpetuate our group's professional culture while taking account of each subsidiary's cultural characteristics and local needs" (L'Oreal FIT, 2011, L'Oreal). The program focuses on educating the employee so he or she can truly understand the product and the mission of the makeup company, regardless of his or her area of expertise. It is focused on providing the employee with a "personalised schedule of meetings, training and round-table…
L'Oreal FIT (2011). L'Oreal. Retrieved November 26, 2011 at http://www.loreal.com/_en/_ww/html/careers/Your-career-at-L-Oreal/Your-integration.aspx?&profile=&profileExcl=
World War One and World War Two, artists pondered their role in the world. "Largely in response to the horrors of World War I and the wish to remake society in its aftermath," artists, architects, and designers began to view art "as a means of social and spiritual redemption," ("De Stijl," n.d.). The result was a utopian and yet ironically pragmatic and functionalistic movement known by its Dutch name De Stijl, or The Style. De Stijl was also the name of the printed journal chronicling the ideas and aesthetics of the movement. Architect Theo van Doesburg is credited with founding De Stijl, but Gerrit ietveld and Piet Mondrian were also key figures in the movement.
De Stijl is characterized by the "machine aesthetics of the new industrial age," abstraction, simplicity, and the absence of surface decorations ("Art, Design, and Visual Thinking: De Stijl," n.d.). Taking its cue from cubism and…
"Art, Design, and Visual Thinking: De Stijl," (n.d.). Retrieved online: http://char.txa.cornell.edu/art/decart/destijl/decstijl.htm
"De Stijl," (n.d.). The Art Story. Retrieved online: http://www.theartstory.org/movement-de-stijl.htm
"Orientation in Art Deco & de Stijl," (n.d.). Retrieved online: http://zythepsary.com/art20scourse/deco.html
Organisational culture is defined as a "consistent, observable pattern of behaviour in an organisation" (Watkins, 2013). The patterns of behaviour that define a culture are reinforced through the artefacts of culture, including slogans, imagery, written statements, posters, mission statements and vision statements. Culture is therefore reinforce directly by the organisation, which sends the message about the patterns of behaviour that define the organisation repeatedly, because repetition is critical to ensure that the message is received and implemented consistently. Hofstede (2015) argues that there are a number of different dimensions along which an organisation's culture can be understood: means-oriented versus goal-oriented, internally-driven vs. externally-driven, work discipline, open vs. closed system, degree of formality, employee-oriented vs. work-oriented and the degree to which an employee is expected to identify with the organisation. Some organisations have strong cultures, others have weak ones, but the best organisations have cultures that closely align with firm objectives.…
Anders, G. (2012). The 20 most desired employers: From Google to Nike Accenture. Forbes. Retrieved November 21, 2015 from http://www.forbes.com/sites/georgeanders/2012/10/11/the-20-most-desired-employers-from-google-to-loreal/
Hofstede (2015). Organisational culture. Geert Hofstede.com. Retrieved November 21, 2015 from http://geert-hofstede.com/organisational-culture.html
Jackson, L. (2013). Strong organizational culture: How Nike drives innovation. Corporate Culture Pros. Retrieved November 21, 2015 from https://www.corporateculturepros.com/2013/06/strong-organizational-culture-how-nike-drives-innovation/
Nisen, M. (2013). At Nike, workers quote the company's maxims like the 10 commandments. Business Insider. Retrieved November 21, 2015 from http://www.businessinsider.com/nikes-corporate-culture-2013-2?r=U.S.&IR=T
Pharmaceutical industries have to operate in an environment that is highly competitive and subject to a wide variety of internal and external constraints. In recent times, there has been an increasing trend to reduce the cost of operation while competing with other companies that manufacture products that treat similar afflictions and ailments. The complexities in drug research and development and regulations have created an industry that is subject to intense pressure to perform. The amount of capital investment investments required to get a drug from conception, through clinical trials and into the market is enormous. The already high-strung pharmaceutical industry is increasingly investing greater amounts of resources in search of the next "blockbuster" drug that can help them gain market position and profits. Laws, regulations and patents are important to the industry while spending billions of dollars in ensuring the copyright of their products.
It is the intention of this…
Ansoff, H.I. (1957). Strategies for diversification. Harvard Business Review, 35(5), 113-124.
Ansoff, H.I. (1965). Corporate Strategy. New York, NY: McGraw-Hill.
Ashour, M.F., Obeidat, O., Barakat, H., & Tamimi, A. (2004). UAE Begins Examination of Patent Applications. Tamino.com. Retrieved January 18, 2004, from the World Wide Web: http://www.tamimi.com/lawupdate/2001-01/intprop.htm
Bain, J.S. (1954). Economies of scale, concentration, and the condition of entry in twenty manufacturing industries. American Economic Review, 44, 15-36.
Entrepreneurial Titans - Mary Kay Ash and Anita oddick
From time immemorial, entrepreneurship has undeniably been a crucial part of human life. Entrepreneurship entails identifying and starting a business as well as organizing and sourcing the required resources to start the business venture. It also entails taking risks and rewards associated with some business ventures. Entrepreneurship may revitalize mature organizations or result in new firms in response to perceived business opportunity. This report will attempt to compare two entrepreneurial titans- Anita oddick and Mary Kay Ash as leaders and managers. Secondly, it will attempt to explain the achievements of both women. It will also evaluate various quotes made by the two women about their business ventures. I will then provide recommendations to both entrepreneurial titans concerning various business matters (igby, 2011).
First, oddick was an international businessperson, environmental campaigner and a human rights activist born in Britain. She was…
Boyett, J.H., & Boyett, J.T. (2000). The guru guide to entrepreneurship a concise guide to the best ideas from the world's top entrepreneurs. New York: John Wiley.
Crossan, M.M., Gandz, J., Seijts, G.H., & Stephenson, C. (2010). Cross-enterprise leadership business leadership for the twenty-first century. Mississauga, Ont.: Jossey-Bass.
Miller, J. (2012). The new heart at work: stories and strategies for building self-esteem and reawakening the soul at work. U.S.: Trafford Publishing.
Rigby, R. (2011). 28 business thinkers who changed the world the management gurus and mavericks who changed the way we think about business. London: Kogan Page.