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L’Oreal India: Where Beauty Meets Tradition
內容大綱
In 2013, L’Oréal SA had become the largest cosmetics manufacturer in the world by understanding different markets and offering products to those consumers that met needs they may not have realized they even had. In India, L’Oréal spent more than 20 years studying its target consumers and developing products to cater to their specific needs. However, developing localized products was not the only criterion for success in a new market. L’Oréal needed to also localize every aspect of its operations, from research and development to marketing and outreach. As well, the company needed to deal with intensifying competition as global and local players challenged L’Oréal’s efforts to penetrate and dominate the hair-care, skincare, makeup, and professional hair-care segments in the value-conscious and largely unorganized but fast-growing beauty market in India. What localization and market development strategies should L'Oréal implement?
學習目標
This case is best suited for undergraduate and graduate courses in marketing and strategy for diverse emerging markets to:<br><ul><li>Identify the opportunities and challenges of launching products and building brands in large, fragmented, and value-conscious emerging markets such as India.</li><li>Evaluate the costs and benefits of localization across the organizational value chain.</li><li>Illustrate the implementation of cost-effective integrated marketing strategies that leverage traditional and digital channels to reach a billion consumers in a largely unorganized retail market.</li><li>Highlight the importance of market development strategies for highly underpenetrated and unorganized professional market segments.</li></ul>