- L'Oreal introduced their Plenitude skincare line in 1982 in France targeting modern women. It aimed to provide technologically advanced, high-end products at an accessible price point.
- When introduced in the US, Plenitude launched with 14 SKUs across 3 categories to recreate a department store experience in mass retail channels. However, after 9 years sales plateaued despite not being profitable.
- Acceptor/rejector studies in the US found that the L'Oreal brand attracted trial but Plenitude was unknown. Younger consumers found the formulas too heavy. The large product line was seen as overwhelming versus traditional brands like Oil of Olay.
The document discusses Dove's brand strategy and positioning. It aims to redefine beauty standards and empower women by making them feel more confident and optimistic about their natural beauty. Dove products are designed to nourish skin and hair from within in order to repair damage and strengthen hair, reducing hair fall and breakage. The brand also runs an educational self-esteem project to help young people improve their self-esteem.
L'Oreal struggled to penetrate the US market using a global strategy. Recommendations include reducing SKUs, a new marketing strategy, and 20% price cuts. This would increase profits to $24M by 1999. Taking a product leadership approach and focusing on moisturizers would allow L'Oreal to gain market share in the US. The marketing plan forecasts increasing annual sales 57% each year to capture more of the moisturizer market.
this presentation gives us the insights of how Dove developed as a brand and what were the strategies adopted by it to succeed in the highly competitive market
The document describes L'Oreal, the world's largest beauty company. It notes that L'Oreal was founded in 1909 in Paris, France and owns 23 brands. It has annual sales of $19.5 billion and operates 5 R&D centers worldwide. The document provides details on L'Oreal's focus on innovation through R&D spending, adapting products to local cultures, and brand acquisitions and overhauls. It also discusses L'Oreal's large marketing budget and celebrity endorsements.
L'Oreal is a global beauty company headquartered in Paris with well segmented product offerings in 130 countries. It has a market capitalization of $94.76 billion and spends $9 billion annually on advertising. L'Oreal uses an integrated marketing communications strategy of events, sponsorships, partnerships, and programs to communicate globally while tailoring its messaging to local preferences in different regions. It has embraced digital innovation through interactive marketing on YouTube, apps, and social media to engage over 4 billion online beauty searches annually.
Unilever wanted fewer global brands to have a unified identity. Dove originally positioned itself as a soap that doesn't dry skin due to its moisturizing properties. In 2007, Dove became a masterbrand representing the idea of "real beauty" through its campaign challenging unrealistic beauty standards.
Before 2000, Unilever organized brands by product category with one manager per brand. After 2000, responsibility for brands was split between groups managing brand development globally and brand building locally.
L'Oreal is a France-based global cosmetics company founded in 1909. It has achieved consistent double-digit profits for 18 years through a global presence in 130 countries with 23 major brands. L'Oreal utilizes regional brand ambassadors and focuses on hair color, skin care, hair care, fragrances, and color cosmetics. The company's strategies of global brand management, strategic acquisitions and makeovers of existing brands like Maybelline, extensive research and development, and regional product customization have contributed to its long-term financial success.
The document discusses the development of a new app called "L'Oréal for You" aimed at attracting, engaging, and educating health conscious consumers. The app would collect lifestyle information from users via a questionnaire and provide a skin health score. It would then recommend personalized skincare products and connect to other health apps and devices. The app would also function as a loyalty program, continue updating the user's score over time, allow participation in events, product reviews, health articles, augmented reality try-ons, and reward badges for accomplishments. The overall goal is to holistically improve user skin health and drive awareness of L'Oréal products.
Loreal HBR case analysis- Global brand local knowledgeJibin Joseph
Thank you for the insightful presentation on L'Oreal's global brand strategy. Here are my thoughts on some of the questions:
1. L'Oreal acquired The Body Shop to expand into the natural/ethical beauty segment, which was growing. However, some argue the brands' visions don't fully align. Time will tell if it was a sound long-term strategy.
2. L'Oreal's matrix structure with global brands/divisions allows localized execution while leveraging scale. However, managing brand identities across cultures is challenging and requires constant refinement.
3. L'Oreal segments consumers based on demographics, culture, values and beauty needs/preferences. They develop products catering to segments like ethnic
L'Oreal has been present in the UK for 75 years and is the group's fourth largest subsidiary in Europe and fifth largest in the world. L'Oreal employs 2,500 people in the UK and Ireland and 67% of women in the UK use one or more L'Oreal products. The company respects cultural diversity as perceptions of beauty vary in different countries and over time.
This document provides a market survey report on customer satisfaction with L'Oreal. It includes an introduction covering the company's history and operations. The objectives are to evaluate L'Oreal's distribution channels, emphasis on customer service, approach to time management, and market segmentation strategies. The report will analyze how the company has grown over time. It outlines the contents which will cover the company profile, literature review, data collection and analysis, findings, conclusions, and recommendations.
This document discusses a marketing plan for La Roche-Posay skin care brand to target teenagers and young women aged 15-25. It outlines that the active cosmetics market is growing, with La Roche-Posay performing well. The plan is to target this demographic and their mothers through blogs, a mobile app featuring skin analysis tools, social media communities, and an ambassador. Advertising will occur at schools and online to drive people to the e-commerce site and treatment recommendations. The goal is to educate people about skin solutions and build a relationship with the brand.
This document summarizes L'Oreal's Brandstorm competition which challenges students to disrupt men's grooming with innovative ideas. It has engaged over 95k participants from 58 countries since 1992. The 2017 competition asks students to develop ideas for new men's grooming technologies, data solutions, or ways to improve L'Oreal's CSR efforts. Finalists will pitch their ideas at L'Oreal headquarters in Paris in June 2017 for prizes and a chance to work with L'Oreal.
Unilever aimed to streamline its brand portfolio by reducing 1600 brands down to 400 "master brands". As part of this strategy, Dove evolved from focusing on cleansing in the 1950s to championing a more inclusive definition of beauty. In 2007, Dove launched its "Campaign for Real Beauty" to celebrate women of all shapes and sizes and make more women feel beautiful, helping to differentiate Dove in the skin care market. However, Dove also faces risks associated with potential conflicts between its image and parent company Unilever's other brands.
Dove Soap Changing Consumer Behavior for Women Swagat Rath
Unilever launched the Campaign for Real Beauty (CFRB) in 2004 to promote a broader definition of beauty using Dove products. Prior concepts of beauty were narrow, focusing only on youth and certain physical attributes. The CFRB aimed to challenge stereotypes and encourage discussion. Research showed that advertising did not reflect consumers' views of beauty. Dove continued surveys in 2005 and 2006 that reinforced earlier findings and informed their marketing strategy of using inclusive messages to attract customers by positioning soap as a beauty product at an initially low price. Some critics argued Dove's messages contradicted selling products aimed at physical changes, but the campaign was largely successful in branding.
The document discusses the personal care industry in India, focusing on fairness creams. It notes that fairness creams account for approximately Rs. 1,800 crores of the Rs. 2,000 crores skin lightening product market. It also discusses trends like the growth of herbal and natural products, sun care products led by HUL, and men's grooming. Key segments like fairness creams, which are led by HUL's Fair & Lovely, and direct selling companies making inroads, are summarized.
Loreal Paris Presentation based on Designing and managing Integrated Marketing Communication
1) About
2) History
3)Company’s target
4) Brand operation
5) Subsidiary brand
6) Brand ambassador
7) Partnerships
8) Competitors
9) IMC marketing strategy
10) Reason for success
11) Approach in the middle east countries
12) Challenge
13) Today’s position
Dove is a personal care brand owned by Unilever that originated in the UK and is sold in over 80 countries. Dove's mission is to help women develop a positive relationship with their appearance and realize their full potential. While Dove primarily targets women, its products include soaps, hair care, deodorants, and more. Dove aims to promote a wider definition of beauty through campaigns like "Real Beauty" and works to boost women's self-esteem.
This document discusses need, want, and demand in marketing. It defines need as a state of deprivation, want as a specific desire to satisfy a need, and demand as a want backed by the ability and willingness to purchase. Marketers can influence wants but not create needs. Demand is impacted by making products appropriate, attractive, approachable, and available. The document then provides an overview of L'Oreal as the world's largest cosmetics company, outlining its mission, values, distribution strategies, and comparison to Oriflame.
Marketing & branding strategy for Men's Grooming Products_ L'Oreal Brandstorm...Sukesh Chandra Gain
The document discusses the men's grooming market in India, including an analysis of the various market segments, key competitors, distribution channels, consumer trends, and recommendations for strategies. It notes that the men's grooming market in India is growing at around 22% annually and was worth 1500 crores in 2010, but that local players still dominate the market. Several consumer personas are identified including the metrosexual socialite and the traditional cynic, with implications for how brands should target and position themselves.
The document provides an overview of L'Oreal, including its history, mission, brands, and leadership. It also analyzes L'Oreal using Porter's Five Forces model, examining the rivalry among competitors, potential new entrants, substitute products, supplier bargaining power, and buyer bargaining power.
Positioning involves designing an offer to occupy a distinct place in customers' minds. Successful positioning requires understanding where a brand is positioned in customers' perceptions and developing strategies accordingly. It also relies on market segmentation, formulation of a positioning statement aligned with promotional objectives, and establishing a distinct brand image in competitive markets. Positioning can be functional, focusing on features and benefits, or expressive/symbolic, emphasizing emotional associations. Repositioning changes a brand's status versus competitors in response to market changes. Successful positioning and repositioning examples include Virgin Airways emphasizing experience, Michelin emphasizing authority, GE focusing on sustainability, and Old Spice targeting younger customers with a fresher image.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
This document provides a marketing plan for L'Oreal's new "Double Effect eye makeup cleaner". L'Oreal is a large international cosmetics company known for brands like L'Oreal Paris, Maybelline, and Lancome. The new eye makeup cleaner product aims to meet the need for an effective eye makeup remover, as dark eye makeup has become increasingly popular but can be difficult to fully remove. The marketing plan analyzes the target market, competitors, and recommends focusing initial sales in Europe, America, and Asia.
L'Oreal Employer Branding and Employee Value Proposition (EVP)Link Humans
L'Oreal's new EVP launched in 2012 after a big listening exercise internally - based on 3 pillars: A thrilling experience, an environment that will inspire you & a school of excellence. Note: This is not Link Humans work, all L'Oréal - thanks to Dennis de Munck for this information.
The history of L'Oreal began in 1907 when a French chemist developed a colour formula and registered his own company. Over time, L'Oreal grew significantly and became a global leader in cosmetics. Today, L'Oreal has a 41% market share in India, competing against brands like Lakme, Revlon, and Nivea. L'Oreal targets various consumer segments in India like women seeking hair solutions and employs celebrities in its advertisements. The research analyzed L'Oreal's brand awareness, attitudes, and value among Indian women to understand how to strengthen emotional connections and better target older age groups.
The document discusses various tools and frameworks for successful innovation, including the seven chakras of innovation, insights about consumers, coming up with new product ideas, defining a brand's essence, and analyzing a brand using the Brand Diamond framework. It also covers the 5 "U"s model for growing a brand by attracting new users, driving incremental usage, impacting use-up rate, trading users up, and penetrating untapped channels. Finally, it discusses capabilities analysis and innovation explosion events.
HUL is India's largest FMCG company that owns many leading brands in home and personal care, beauty, and foods and refreshments. It dominates various product categories with market shares over 50%. HUL positions its brands differently based on target segments - Fair & Lovely targets fairness, Dove promotes natural beauty. Pepsodent is for families while Close-Up builds confidence in youth. HUL faces competition but has strengths in its brand portfolio, distribution network, and social responsibility programs. Opportunities exist in India's growing population and changing lifestyles.
L'oreal Consumer Buying Behaviour - MET STUDENTSRajesh Shetty
L'Oreal was founded in 1909 by a French chemist and is now the world's largest cosmetics company. Headquartered near Paris, L'Oreal started in the hair color business but expanded into skin care, makeup, perfumes, and hair care. It has a portfolio of brands like L'Oreal Paris, Maybelline, Garnier, Lancome, and Vichy. L'Oreal is the top patent holder in nanotechnology in the US. While cosmetics are its main revenue driver, it also operates in dermatology and pharmaceuticals.
Colgate-Palmolive introduced their premium soap brand Cleopatra in Canada after success in France. Initial research and launch showed promise, but over time brand awareness and market share declined. Issues included repetitive French advertising that did not resonate in Canada, lack of availability in stores, and unsuccessful coupon promotions. For success, the company needed to change their advertising to be more relevant, improve distribution, offer retailer incentives, potentially lower prices to compete with Dove, and boost promotional activities. With adjustments, customers who tried Cleopatra liked the product, so the company needed more time and a revised strategy.
The document provides an overview of L'Oreal, the world's largest cosmetics company. It discusses L'Oreal's history, mission, operations through four divisions, key aspects of its beauty business model, industry key success factors, SWOT analysis, PESTLE analysis, Porter's five forces model, and competitive profile matrix comparing L'Oreal to competitors Procter & Gamble and Estee Lauder. The document aims to provide knowledge about L'Oreal's strategy and focuses on its market analysis and competitor strategies.
The Body Shop is a cosmetics brand founded in 1976 that is known for its natural ingredients and social/environmental values. One of its best-selling products is Shea body butter, which is made from organically grown shea oil and sugar. While The Body Shop has faced challenges from new competitors and losing some trust after being acquired by L'Oreal, its strategic focus on reinvention, younger designs, and social media marketing could help refresh its image and positioning as an eco-friendly yet stylish brand.
Product & Brand Mgmt. Group C Final PresentationDaniel Vivero
This document provides a framework for evaluating brand strength using 10 key criteria:
1) Delivering desired customer benefits
2) Staying relevant over time
3) Having a pricing strategy based on perceived value
4) Maintaining a coherent brand portfolio hierarchy
5) Being properly positioned
6) Ensuring consistency
7) Monitoring sources of brand equity
8) Coordinating a full range of marketing activities
9) Understanding what the brand means to consumers
10) Providing long-term support
Examples are given for each criterion to illustrate strong and weak brand performance.
The Body Shop was founded in 1976 by Anita Roddick in the UK. It sells cosmetics and skin care products. One of its best-selling products is Shea body butter. The Body Shop's target market includes women aged 20-40 who care about the environment and fair trade. It positions itself as an eco-friendly brand compared to competitors like L'Oreal and Nivea. A SWOT analysis identifies its strengths as its brand reputation and niche market leadership, while weaknesses include a small number of stores and mature products. Goals are to refresh its image, expand its target market and reinforce its environmental policies. The strategic option is to reinvent products and shops to attract younger customers while keeping its eco
L'Oreal Professionnel is introducing their new Liss Unlimited shampoo. The sales team will target young professionals and salons by identifying prospects through public demonstrations, existing customers, and cold outreach. They will focus on the shampoo's benefits of anti-frizz protection and scalp purification. The sales presentation will highlight the in-salon treatment experience and product features to satisfy customer needs. Common objections like price, availability, and delivery will be addressed using negotiation techniques. The team will close by assuming the sale, offering compliments, or summarizing benefits.
Oriflame is a Swedish beauty company known for its cosmetics, skincare, and wellness products sold through direct selling. Founded in 1967, Oriflame has expanded to over 60 countries and offers a wide range of innovative products focusing on natural ingredients. Oriflame prioritizes customer satisfaction through personalized consultant assistance, efficient order processing, and responsive support. As a multinational company, Oriflame complies with applicable tax and regulatory policies in its various markets while seeking to understand consumer behavior to better meet customer needs.
L'Oreal is a global beauty brand headquartered in Paris known for hair colour, cosmetics, hair care and skin care. Its vision is to be the biggest beauty brand in the world providing affordable luxury products. It focuses on functional benefits of quality ingredients at affordable prices and emotional benefits of empowering women's confidence. It demonstrates its brand through celebrity partnerships and innovation. Campbell's is a soup brand founded in 1886 known for condensed soups. Its vision is to be the world's most extraordinary food company nourishing lives everyday. It focuses on functional benefits of simple, healthy and affordable soups and emotional benefits of real food for real life moments. It demonstrates its brand through digital content, pop-up activations and empower
The document summarizes Unilever's "Campaign for Real Beauty" marketing campaign for their Dove brand. It discusses the history of Unilever and Dove, the goals of the campaign launched in 2005 to feature women of various body types, and the positive reception and increased sales it received. It also reviews Dove's consumer behavior, customer satisfaction, and marketing strategies in India.
L'Oréal Paris is analyzing its product portfolio for the ASEAN market. It focuses on the moderately priced Elsève line that appeals to many consumers while maintaining the brand's elegant image. The document discusses L'Oréal's mission, the ASEAN market potential and competitors like Unilever and P&G. It analyzes haircare industry trends, consumer needs, and L'Oréal's strengths and weaknesses. It identifies opportunities like growing conditioner sales and threats like low-cost counterfeits. The document recommends pushing the Total Repair 5 line, especially the Conditioning Restoring Spray, to address the top hair concerns of ASEAN consumers like damage and dryness.
L'Oreal was established in 1909 and has become a global leader in cosmetics. Through innovation and diversification, L'Oreal offers a wide variety of beauty products for all genders and ethnic groups. The company focuses on research and development, employing over 2,900 staff and filing over 500 patents per year. With a portfolio of over 500 brands and 2,000 products across hair, skin, makeup and fragrance categories, L'Oreal remains the largest cosmetics company in the world.
L'oreal "The Globalisation of American Beauty"nanalovely93
L'Oreal was founded in 1909 by Eugene Schueller. It has grown significantly over the decades through innovation in beauty products and strategic acquisitions of companies that fill gaps in their portfolio. Some notable acquisitions include Maybelline, Redken, and Kiehl's. L'Oreal distinguishes between tactical acquisitions to support existing brands and strategic acquisitions with potential for global growth. Through research, adapting to local cultures, and assessing acquisition targets' strengths, L'Oreal determines a brand's potential and integrates new brands while maintaining their integrity. This allows L'Oreal to remain the largest cosmetics company globally while diversifying and expanding quickly into new markets.
L'Oreal has evolved into the world's largest beauty company through strategic acquisitions of local brands across 140 countries. It invests heavily in R&D through 14 research centers to innovate products that meet diverse beauty needs globally. L'Oreal's success comes from understanding that beauty varies locally and launching products like Maybelline Wonder Curl mascara tailored to regional preferences discovered through market research.
Dove is a personal care brand owned by Unilever that was launched in India in 1995. It markets products like soap, shampoo, deodorant, and moisturizer. Dove differentiated itself through campaigns focusing on real beauty and promoting self-esteem for all women. It gained popularity in India through competitive pricing and effective advertising campaigns comparing Dove favorably to other brands.
L'Oreal is the world's largest cosmetics company headquartered in France. It has developed activities in cosmetics concentrating on hair color, skin care, sun protection, makeup, perfumes and hair care. L'Oreal is also active in research fields like dermatology, toxicology, and tissue engineering. It has a presence in over 130 countries across five continents and owns brands like L'Oreal Paris, Garnier, Maybelline, Lancome, and Biotherm. L'Oreal aims to help men and women around the world realize their aspirations of beauty through innovative products.
The document outlines L'Oréal's sales plan. It discusses L'Oréal's mission of offering beauty to all through ethical and responsible means. It analyzes L'Oréal's strengths in strong brands, diversified presence, and R&D capabilities, as well as weaknesses like slow revenue growth. The plan examines opportunities in demographic trends, acquisitions, and emerging markets, alongside threats such as cosmetic surgery and counterfeiting. Finally, it focuses on the Asian market, specifically China, India, and Vietnam, as key growth drivers over the next two decades.
This presentation is for you whether you are:
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Debut Infotech is a leading blockchain development company offering innovative solutions for secure, decentralized applications and smart contracts. We specialize in cryptocurrency development, tokenization, and blockchain consulting.
In the face of the news of Google beginning to remove cookies from Chrome (30m users at the time of writing), there’s no longer time for marketers to throw their hands up and say “I didn’t know” or “They won’t go through with it”. Reality check - it has already begun - the time to take action is now. The good news is that there are solutions available and ready for adoption… but for many the race to catch up to the modern internet risks being a messy, confusing scramble to get back to "normal"
In this humorous and data-heavy Master Class, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
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8 Tips on Creating Compelling Content for Your Moment MarketingMaxsemo
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Join Steve from Develo for an in-depth exploration of the HiPPO effect and its impact on CRO initiatives. Learn practical tips for launching your testing program, prioritizing tests effectively, and navigating stakeholder dynamics. Gain valuable insights from Develo's experiences in driving conversion rate optimization for a prominent fashion retailer.
Feeling the pressure to deliver more with your Go-To-Market (GTM) marketing budgets? Set your GTM motion up for success when you and your teams identify and analyze competitors' wins and misses, then adapt and apply these insights, ultimately improving conversion rates and marketing ROI. You’ll help them answer questions such as:- How can we optimize our customer journey?- What could make our messaging more powerful?- Are we targeting the right audience with these ads?Through real-world examples and actionable advice, this session will equip you to turn competitive intelligence into a potent tool for achieving superior marketing results and maximizing the impact of every dollar spent on GTM marketing strategies - before, during, and after launch.
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Brand Marketers, let’s get you back in control and feeling confident in your strategy. Discover how to build consistent and memorable brands, by mastering how and when we tell our stories.
Drawing on 8 years of research, Chirag will introduce you to the Brand Clarity Framework, designed to make your marketing more intentional and action-driven.
Known for his dynamic presentations, with over 7 million online views, Chirag will share 10+ real-world examples and provide actionable tools to help you navigate the complexities of brand marketing.
You’ll understand how to simplify your workflows, develop powerful narratives that resonate with different audiences (even your C Suite, haha), and return to a world in which brand marketing is intentional and fun, regardless of the platform.
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This discussion will dive into marketing analytics discussions and look at different parts of the analytics data offered and what you can do with the information in your content marketing strategy.
Key Takeaways:
What the most important data metrics are to overview
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Technical SEO Best Practices: How To Improve Discoverability, Crawlability & ...Search Engine Journal
While on-page SEO gets a lot of attention, overlooking your website's technical foundation can severely limit your ability to rank on search engines (and reach new customers).
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Technical SEO Best Practices: How To Improve Discoverability, Crawlability & ...
L'Oreal Repositioning
1. BRINGING “CLASS TO MASS”
Group 5
Akshika Kaushal
Ankita Jain
Divya Teegal
Mwblib Basumatary
Namita
2. L’ORÉAL
• L’Oréal was founded in France in 1907 in Clichy
• Cosmetics, skincare and haircare – beauty products
• Technology intensive product portfolio
• “Quality, innovation and geographical expansion”
strategy
• 2000 products with 500 brand names in 150 countries
• “Trickle down and fire up” philosophy
3. Plenitude
Plenitude was introduced in 1982 in France
High end, superior performance but accessible
“Class of the Mass” single product strategy
“Delays the signs of aging” targeting the modern
women
Early success with 1 million units sales in 1983
1984 to 1987 witnessed line extension of
Plenitude
Dry skin night care crème & Anti wrinkle crème
4. Plenitude
Reinforced belief to have technologically superior products
Concentrate on Start Product to pull the entire line
Follow the Golden Rules of advertising
Feature star product
Provide technological superiority evidence
Depict an executive woman – assertive and up-to-date
Introduced 14 SKUs in the US covering 3 categories
To create a department store environment at mass channels
5. Challenges in U.S.
14 SKUs in the US – Was is too many at a time?
Plateaued sales and still not making money after 9 years
Improve both top-line and bottom-line
Licensee-to-subsidiary – change in role - start contributing
Capitalize on brand L’Orèal - maintain technology portfolio
How to introduce Revitalift?
6. Value Proposition
European and U.S. Market
Specific purpose, technologically advanced premium quality skin care products for modern women
because “you are worth it.”
Target Customer – Modern Women
Value offered – Skin care
PoD – Technologically advanced product, Specific purpose
Reason to believe – Brand image and Customer perception (typically for European market)
7. Target Market
Parameter French Consumer U.S. Consumer
Target Market Sophisticated use of skin
care products
Less aware about skin care
Disposable Income High Low
Value seeking Functional Economical
Lifestyle Lavish and Balanced Working class
Need Recognition Yes No
8. Acceptor/Rejector Studies
Motivation for trial
Loreal
Loreal brand name was cited as primary
motivator for trial; perceived as a more
expensive but a better quality product
Plenitude as a brand name meant little to
people
Loreal by planitude seen as department
store quality in mass outlets
Oil of Olay
Suggested by friend or grandmother
Advertised in seventeen magazine
Pond’s
It was seen as a staple of life
Suggested by mothers to be used in
old age
Inexpensive and shelves were stocked
with it
9. Acceptor/Rejector Studies
Response to product formulas
Loreal
Young rejectors found it greasy or
too heavy
Oil of Olay
Acceptors saw it as light and
reasonably priced
Pond’s
Clean scent which was fresh and
not overpowering
Non irritant
10. Acceptor/Rejector Studies
Perception of Plenitude as full product line
Loreal
Large number of products; a plus
for some and negative for others
Generally saw large product line
as overwhelming
Oil of Olay
was seen as traditional, general
brand
11. Acceptor/Rejector Studies
Packaging
* Attractive, but overworked for some
* Expensive look
* “ Planitude confuses me, it’s a lot to
read”
* Lot of information, really good
summary which is helpful
Perceived target consumers
* Some felt, it was specifically targeted to
older women
* “Reduces Signs of Aging”
Response to product formulas
12. Facial Skin care market Survey
FacialSkincaremarket
Survey
Consumers could be
divided into five
“benefit” segments:
Unconcerned-25%
Ingredient apathetic-17%
Price conscious Socializers-
17%
Stressed out 22%
Age focused-18%
Plenitude was
disproportionately used
by the last two groups
ShelfShoppingstudy
Positive
Some liked to see all
the products and
check out what’s new
Negative
Overwhelming and
confusing with all the
products
13. Perceptual Map Brand Imagery
Contain AHA
Exfoliate the skin
Technologically advanced
Good value for money
Face stays younger
Formulated for night time
Reasonably priced
Products mother uses/used
Leave skin soft
Relieve dryness
For sensitive skin
14. Perceptual Map of Brand User
Imagery
Mother traditional In their 60's Romantic feminine
in their 40's
Glamorous sophisticated Stylish upper-class
Like to spend money
on themselves
Housewife
Practical
Old-fashioned
wholesome/natural
Thrifty/price conscious sloppy Adventuresome Trendy