Marketing Strategies Of Loreal Marketing Essay

grocery store Strategies Of Loreal securities industrying Es maintainThe commercialize chosen for this assignment is for cosmetic merchandiseions which have already a huge market place and growing at a rapid rate with consumers having contrasting working attitudes and path, and companies producing easilys according to the local anesthetic anesthetic requirement in congruity to the wants of the nodes and consumers. This is more evident when we comp atomic number 18 the DE (Developing and Emerging) pyramid of world(prenominal) people in 2009 getting transformed into a Diamond from a convinced(p) transition from Not Yet to Aspiring and to Have Lots. This assignment comp atomic number 18s and contrasts the sort in which two antithetic companies, LOreal and Unilever carry tabu their international trade. initially this assignment revolves around the two mega cosmetic deformity industry LOreal and Unilever and their selling tactics and strategies around the globe in a f ew countries.LOreal a cosmetic giant is operating in over 130 countries oecumenic and recorded a derangement 17.5 billion in 2009. The company records a conformable growth of over the years slice there is a dip from 2008 to 2009 especially due to economic slowdown in the ball-shaped market. The consis xt growth of the company and the sh ar in the particular market is due to its varied marketing activities and innovation in Research and Development. The Company, in 2009, has spent 5.4 Billion as Advertising and forwarding which is close to 30% of their annual revenue and 0.6 billion in Research and Development, almost line of their annual Operating Profit. The company differs itself from early(a)(a) companies in the sphere of carrefour/service design packaging brand name/logo terms advertising sales onward motion statistical distri howeverion change(s).Their website reads At LOreal, we have do cosmetics the revolve about of all our energy and know-how for nearly a pennyury. We be full committed to putt all our expertise and investigate resources to work for the public assistance of men and women, in all their diversity, around the worldUnilever, a nonher multinational giant operating in deoxycytidine monophosphate countries ( merchandises sold in one and just now(a) hundred seven-spotty countries) recorded annual revenue of close to 40 billion in 2009. Unilever spent 5.3 billion (13% of their revenue) for their Advertisement and Promotion budget and close to 18% (0.9 billion) on their Research and Development. Unilever realise that innovation is key to their progress, and through cutting-edge science they are constantly enhancing their brands, improving their nutritional properties, taste, fragrance, or functionality.It is sort of interesting to read the commencement ceremony sentence of their website On any given day, two billion people substance ab rehearse Unilever products to construe good, feel good and get more out of ca reerGlobal reach allows twain the companies to get closer to consumers in local markets to understand diverse unavoidably and priorities of peoples lives in so many different ways.The success of Brand LOreal lies in the fact that the company succeeded in reach out to the customers of different countries of the world, crosswise different income ranges and cultural patterns, giving them the appropriate product they are comely of. The area of expertise of LOreal beingness that it succeeded almost in all landed estate that it entered. The strategies of LOreal was varied enough to help it and s efflorescence itself from restricting itself in a single artless. LOreal sold its product on the basis of customer convey and country want preferably than keeping the product identical across the globe. It construct ample number of brands or mammoth brands entrenched to the dependant culture and which appealed to a variety of instalment of the universal market alternatively of genera lising the brand and edible in innumerable culture. LOreal went on to being a local product in e really international market. The brand indication of LOreal too came in the same vault of heaven or the same segment of market. LOreal believed in growing its expertise in the segment it is witting of rather than going into a bangly pertly sector of marketLOreal had built a dozen or so mega brands rooted in the local culture and appealing to different segments of the global market. kinda of homogenizing the versatile brands and do them palatable in innumerous cultures, Owen-Jones decided to em soundbox their (the brands) country of origin, act what many marketing gurus considered a contract factor into a marketing virtue.As a senior LOreal manager put it, You have to be local and as strong as the top hat locals but plump for by an international get a line and system. We have made a conscious effort to diversify the cultural origins of our brands.Brand ExtensionsLOreal co mpleted the need for wariness in case of brand extensions. The company extended its brands later doing a thorough research. When LOreal decided to enter the kids shampoo category in 1998, it debated whether to piece a reinvigorated brand or go for an extension. The company realized the LOreal name, abundant associated with womens vibrissa distribute, would capture instant credibility with moms. But Kids was truly a child-oriented product. When LOreal first unveiled its LOreal Kids shampoo line early 1998, sellers were sceptical. Retailers say the value isnt there. We say it is that the child establishes value. We were pretty tenacious. mentioned Carol Hamilton, 45, senior VP-marketing for the LOreal retail division of CosmairLOreal professionals mechanises with LOreal professional salons in order to not only call down their product but to a fault to help tomentumdressers to have a vision, jump out and accomplish.LOreal has divided their product range in five different c ategories to focus its marketing activities exclusively designed for the targeted market audience. headmaster products for the service sector calling holders manage hair salons. Consumer Products for sens consumption of local people. lavishness Products for those who want to pay a little more extra and who are cautious about how they look. Cosmetics general cosmetics. Body Shop a new sector of product range said to have based its products after getting inspired from the nature.The luggage compartment shop was ordered in 1976 in the linked Kingdom well known for its strong product base of intrinsic ingredients and having a network of over 2550 stores in 63 countriesUnilever on the other hand is a British-Dutch multinational company owning ample number of consumer products in the food, beverage and the per watchwordal care product sector. Promises to give a consistent evolution in the sustainable living plan of the commoners.In a world of hype and stereotypes, the fall Unile ver provides a refreshing alternative for women who consider in that mantrap isnt simply about how you look but it makes a current difference.squab Unilever is committed to emiting the definition of beauty for women because it believes real beauty comes in all ages, shapes and sizes. To help enjoy your own brand of beauty, fall provides an extensive range of cleansing and personal care products that make a genuine difference to the condition and feel of bark and hair. plunk is the UKs top Bar Soap brand and 45% of the population bought a genus Columba product in 2010. In fact, 10.1 billion women use Dove every week in the UK.Unilever first launched its products in the US during the 1950s, and in 1957 the underlying Dove bar formula was refined and developed into the Original Dove Beauty bar. It was launched as a beauty soap that was clinically proved to be milder on wry and sensitive skins. The pursuit years cut the launch of more bath time treats bid beauty baths and moisturising body washes.Unilever Dove then expanded its brand into antiperspirant deodorants and Pro-Age, a range of skin cream and hair care products special(prenominal)ally designed in accordance to the requirement of the local women. Unilever re-defined the definition of beauty for women. In 2010 Unilever Dove came out with another revolutionary product of Damage therapy which could be utilise by the consumers at home rather than spending a fortune on other beauty therapies to keep their hair strong damage free. In 2010 Unilever likewise diversifies its Dove products from the female sector to the male and hence the hand over of a completely new brand of products in which Unilever had never stepped its ass into, the Dove Men Care brand was formed whirl deodorants and body washes specifically designed for the male skin.LOreal entered India with the hair colour product, they changed the way consumers viewed the product. From being a product for the old-age to turn grey hair into shining black, LOreal targeted the teenaged market for whom looking stylish and to the modern mark wasimportant, a very tough job to change the mind-sets of the people.Dove entered India in the late 1993. Dove-known to be a custodian to promise gave products to women to satisfy them all over the world. Dove started giving out products which fitted to their customer requirement in the female sector. In India Dove became the fastest growing hair care shampoo product in fifteen month of its launch proving its Promotional strategies to be worth.LOreal launched a shampoo+oil in India under Garnier brand name which is ruff suited for local Indian market but Unilever standardized the product rather than launching a new brand in a local market.LOreal focuses on target customers and then tailored their supply range of mountains model according to the need of the specific geographical location while Unilever focus on mass market and depend on the boilers suit economic development and the increasing purchasing military force of the people.Portfolio of Brand charge of Unilever is quite huge although 75% of their revenue comes from only 25 study brands. Therefore strategy of Unilever is on a much broader scale of mass consumption. However, LOreal spends their major advertising activities towards focussed clientele and depends heavily on new product innovation in 2009 alone LOreal has filed for 674 patent applications.ADVERTISINGLOreal-because you are worth it, gives a kind of a fulfilment to the consumer that the kind of product the consumer was looking for, this is it. It gives the customer the belief that the product worth a business deal and hence they are worth it vali successions to them being as worthy as the product though most of planning and thinking is only a virtual belief.LOreal started its advertising private road in the late 1920 via posters and other much(prenominal) mediums. It first time appeared onscreen in 1950s in movies. In todays date L Oreal got celebrity of all ages to promote their product. The strategy that LOreal use here is to use local celebrities to whom the common man relate to rather than having unsloped one celebrity to promote their product globally. For example in India LOreal used ex Miss World Aishwariya Rai to promote their product where as in the fall in Kingdom they used Penelope Cruz to promote their product. This got LOreal the image of Traditional Beauty. LOreal knew that the stovepipe way to attract customers was to bestow the customers with the image that they could give way as lovely as their favourite celebrities.Dove on the other hand used the tactic of complementing their customers giving them a profound positive vibe by giving a positive line of you are beautiful.Dove uses mixed creative marketing strategies like utilize Facebook which is a favorable calling networking site to promote its product. Dove has made its products available to the customers on the amicable website. Dov e believes that it makes complete sense to transmit from a social networking website to a purchase worthwhile at the same place.Launching a competitive publicizing in aspiration with LOreal with the tag line Dove is No.1 Shampoo move prospective customers personalised emails with such adverts and making customer believe that it is the best the customer can get.Given the image of real women Dove never used or endorsed their products through celebrities like in the case of LOreal. Instead Unilever built a new strategy for Dove. Given the cote of being unfeigned Women Dove used a corporate advertising strategy by conglomerate cultures of women and projecting an image of self-satisfaction for the Unilever brands. Unilever tried to get their customer in the real world and by not giving them a fake hope that they could be liketheir favourite celebrity but giving them a hope that they could be beautiful with the real beauty bestowed in them.Unilever made its product Dove available to the customers through Facebook and other social networking sites in the unify States and other parts of the world, with Unilever unveiling the new ecommerce offering shortlyMarshall Manson, Europe Middle easterly and Africa managing director of digital at Unilevers PR agency Edelman, said It makes sense to allow users to move directly from a social word-of-mouth recommendation, or from information a brand has shared, to purchase.He also said that the move makes it easier for Dove to marry social activity with business values and measure their effectiveness.The news comes just days after a study by Foresee found that consumers prefer email marketing messages than social media interactions with retailer websites in the UK.Larry Freed, professorship and chief executive officer of ForeSee Results, said brands need to be aware of how their target markets are influenced by promotional emails, advertising on Facebook or word-of-mouth recommendations.SALES PROMOTIONIn India LOreal brou ght the international style by transforming the looks in the form of amenities to its customers. LOreal marked its products through hair salons, owning over 2000 saloons over 36 cities in India.LOreal and Unilever competed on getting pointed in the shelf-space in the United States to be in the eye of the customers.Dove on the other hand promoted its product by positioning itself the best that is as the number one product and also with the help of descend the seven day challenge, where dove promised healthy hair or money hold guarantee.In the United States Dove bought about the half-faced challenge. Dove asked the American customers to use the product on half of their face and feel the difference.Dove relies on websites to carry out its major sales promotions. Dove used theOscar honoring by paying huge amount to broadcast live on television on the prime advertising time a 45second advertisement to bring their product into the eyes of the people. The real beauty code used by Unil ever for Dove gained a lot of intangible possession towards Dove by Increasing customer loyalty and sales towards the brand. This led to a continuous rise in the sales of Dove from 2005 to 2006 sales of dove grew by 10.1%.LOreal on the other hand promised a reduction in the hair fall or healthy hair. LOreal carried out its sales promotion having a wide assortment with varying range of products for premium and the tenderness class. Though LOreals premium product was at low demand, LOreal kept on reinforcing them through promoting their premium brand as a look of necessity. LOreal produced its goods in the form of services to the market by distributing it through professional hair-dressers. LOreals products came with various names such as the LOreal Paris hair colour which imbibed the country name in the brand which fostered the customer the urge of possessing that product.WEBSITEThe LOreal website not only gives a brief introduction of its varied product features but it also gives information about the company history and also about the various product ranges for women in the market supplementing it with a little extra of for women categorising it specifically for them.LOreal in China launched a website in mandarin to help customer easy get atibility and making it easy for them to use the website. Due to this strategy of LOreal the customers felt more close to the brand and made it easy for the customers to access the product easily.Unilever for dove maintains its simplicity in its website also but to it dove also adds up a space for testimonials to looks at the customer reception and also gave out various offers and promotions. To that Dove had also added up an interactive session and video to show how dove has helped peoples hair giving the customers the evidence to what they claimed.They also came up with advertisement of the websites specific to that part of the region. Unilever wanted the local customer to be able to relate with the brand and see for themselves how they could look beautiful just by themselves.For example the Indian website had adverts of Dove dry hair shampoo which helped rough dry hair and prevented split-ends whereas in the United Kingdome Unilever had a range of special shampoo to reduce and prevent hair fall which generally happened in accordance to the hard water.DISTRIBUTION dealA market channel is one of the most important factors in the marketing of a product. It closures the period, space and hole in the market betwixt the consumers and the product manufacturers. In India to distribute its product Dove Unilever uses three approaches, indirect coverage, and direct coverage and Streamline method. Dove Unilever looked out for short supply-chain for distribution to meet its customers necessarily and to reach out to a huge population. In India Unilever elected sub-stockist that covered up the mass part of the marketing areas where as in the Unites Kingdome Unilever were in direct contact with the retaile rs.Over 180 million units are produced in the United Kingdom annum and 65% of it is exported overseas.LOreal believes that its their obligation to reach value for the customers and hence adopts various sales strategies to the precise distribution channel of every individual market.http//en.oboulo.com/l-oreal-s-penetration-into-the-indian-market-64841.htmlhttp//company.monster.com/lorealusafr.aspxWith 290 subsidiaries, more than 100 distributors and 42 plants, all mete out out in about 130 countries, LOreal is the leader of the cosmetic industry.The classify has begun its internationalisation in 1912 by following three steps First, commercialization of professional shampoos to hair-dressers via distributors in near Europe (Spain, Italy, Great Britain, Germany and Poland) and in the Americas first landing Second, local firms are taken over for example in the USA (Redken 1993, Maybelline 1996 etc.), in Argentina (Miss Y lang 2000) go native Third, subsidiaries (production, researc h and development) are directly created (Greenfield investment) without any first passage via distribution. It is the case in Asia (Japan and Hong Kong) globalisation.The group has to face harsh competition and new stakes like diversify its product segments (baby-boomers which break mammy-boomers American, French and Japanese young with specific tastes and men), exploit new means of distribution (like on line sales) and finally, take return before the competitors, of new emerging markets like Asia, India, Latin America, Africa and East European countries.When LOreals Professional Products Division entered India in 1997, hairdressing Industry as a market segment is almost insignificant. There were no create education and training, couple of dubious domestic products and prohibitive expensive distant brands.The first strategy of LOreal was to exploit this inherent gap in the dissilient industry and invested heavily in hairdressing and training. Their head start also ensured broa d distribution in the focussed market.We skim the top 100 cities in India and have the largest salon base in the country, of which 20 per cent is exclusive to us, contributing to 40 per cent of our revenue. Says Sharma, Director, LOreal Professional Products Division. He unless adds Our biggest cost is the education of our trade. We have over 40 trainers its an entire railroad car that needs constant oiling.In 2009, this industry alone in India is 33 Mio, growing in double digits, and LOreal Professional Products Professionnel and Kerastase are market leaders.LOreal Professional Products prides itself on a product they believe is technologically unmatched. 3.5 per cent of our sales are pumped back into research development the best technology goes back into the trade, says Vismay Sharma, director, LOreal Professional Products Division.The challenge is to beat competitors who is adopting the same strategy. But competitors are eating into the same strategy. Both Schwarzkopf, at the number two position in the industry, and Wella have launched technical training centres. Schwarzkopf even launched a by-invitation-only hairdressers rescript and flew 150 members to Goa for an inaugural meeting.Strategy of Schwarzkopf is to demand an increased commitment to turnover in return from these loyal and exclusive customers to become high hoi polloi buyers. Wella, the other brand which entered India in 2001, is aiming to be in 5,000 salons by June 2006.LOreal organizes colour in trophy, a nationwide quest to find the most creative hairdressers in the country and also sponsor hair shows besides their annual showcasing of global fashions in hairdressing and colour to give a platform to unloose creativity and lead to creating new trends in the industry.And in a fiat of distribution strategy, Schwarzkopf has just begun retailing their hair colour range to power growth. Sharma reacts, LOreal Professional Products began by selling through Parisienne salons. Thats at the heart of our business we entrust not dilute it by retailing for home use.Okay, so the LOreal brand is strong, well established within target markets, and Sharma claims sales are up in India, although figures dont come by easily in the discussion. Well, this was the time, then, to become more proactive than ever before to begin the task of evaluate out just what it was going to take to sustain their competitive advantage and ensure that they stay at the cutting edge of their field.And so, in February this year, LOreal denote the arrival of Matrix (their number one brand in the US), an inexpensive range of hair products to add to their existing offering to offer Indian hairdressers the option of using a professional brand at this determine point.The value proposition is similar. Both brands offer all the support hairdressers need, from education, complete in-salon marketing, and salon promotions. Matrix, however will thrive on depth of distribution, with a training centre in ever y city it retails in.LOreal India is the only company to offer products at three different price points luxury, premium and affordable. With this they will have a combination no one can beat.LOreal hasextensive campaign for LOreal Paris Lip Colour. They also wish to modify the product by adding SPF, so that lips can be protected from harmful. They are also putting ads in TV and out of home advertisements like hoardings, at malls on digital screenMarketing StrategyDistribution Will widen distribution network by giving various incentives to distributers, retailers, stockiest in order, not to loseself-space to competition.Promotion Will be distributing complementary lip care hightail it on minimum purchase, having tips on how the various brand ambassadors of LOreal Paris turn over Lip Colour on themselves and take care of their lips.Social obligation LOreal supports campaign for safe cosmetics which was started in October 2007. This will help in expression consumer confidence, tha t LOreal Lip colour is safeBrand ManagementLOreal had built a dozen or so mega brands rooted in the local culture and appealing to different segments of the global market. Instead of homogenizing the various brands and making them palatable in myriad cultures, Owen-Jones decided to embody their country of origin, turning what marketing experts considered a narrowing factor into a marketing virtue. LOreal believed as being local but being backed up by the global international image diversifying the traditionalroots of brands.Brand ExtensionsLOreal realized the need for caution in case of brand extensions. When LOreal decided to enter the kids shampoo category in 1998, it debated whether to launch a new brand or go for an extension. The company realized the LOreal name, long associated with womens hair care, would capture instant credibility with moms. But Kids was really a child-oriented product. When LOreal first unveiled its LOreal Kids shampoo line early 1998, retailers were scept ical.Advertising and PromotionLOreal backed its product innovations with the twelfth-largest media budget in the world. In the late eighties and early 1990s, external charges, which included LOreals advertising and promotions expenditure jumped from 37% to 47% of sales. LOreal increased its global ad spending to $1.25 billion in 1998. LOreal had a unique promotion policy for all its brands. A brand, which sold in mass-market outlets, advertised and promoted itself in a way similar to brands sold in department stores.Corporate StructureLOreal was organized as a storage area of small profit centres, some with as few as ten employees. The companys work culture back up audits and budget meetings to focus less on the spilled milk of the past, and more on leading indicators of how things would look at year-end.These meetings encouraged discussions to find out which overlooked products showed signs of life but were undercapitalized and which products were not matching expectations and n eeded pruning. The structure allowed LOreal to move fastCompetitionLOreal faced competition from various formidable rivals. On one side, cosmetic majors like Revlon and Avon and Nivea vied for shelf space. On the other, there were the giant FMCG companies like Unilever and PG. There were also local competitors like HLL-Lakme in India, Dark and Lovely in Africa, and the at one time Shu Umera in Japan (LOreal later acquired this brand).Dove brand has grown inIndia from a mere 12.5 Mio to 85 Mio in 2006 with products across the soap, shampoo, deodorant and skin care segments.Dove brand became Indias premium brand within one year of its launch. few years ago the key to success was penetration in the market but it has changed now to educating the target customers about the benefit of the product and using it the right way.Unilever in India is well positioned because they have the right portfolio, focussed brands and operates at various price points. Being the market leader in India and estimated market growth is at 40-50%, Unilevers strategy is to build the market and translate other opportunities for launching new products like serum, masks and treatments under umbrella brand of Dove.To overlay its leadership position, Unilever is constantly upgrading Dove from time to time to meet customers needs like Dove Daily, Dove dry therapy, Dove breakage therapy and son on.Levers strategy is to build rural market for increasing consumption level. Market estimate that 80% rural population have used shampoo but the big challenge is to convert the one time consumers to copy purchasers, are they buying next week.next month, next quarter?The strategy and challenge is to go deeper to media dark crossroadss and build sales which will become the market of the future. Just for an example close to 30-40% of UP, the largest state in India, is media dark.Unilever in India has started running one of their largest consumer connect initiatives Khushiyon Ki Doli. It allows them to go deeper to villages with population of 5000 people. The inspiriting part is that consumers are will to embrace new things in life if they see a value proposition.The strategy of Unilever is broadly on the following basisAdopted Total Productive Maintenance (TPM) which means home in Error and Zero LossShort supply chain module to enhance customer serviceTo meet everyones needs at various product level and price pointsPenetrate, educate and build markets for the future Project Shakti is targeted towards reaching small villages through micro financing model to reach village women.Integrate economic, environmental and social objectives with sustainable business agenda.Conclusion