...OFFICIAL RULES OF L’OREAL BRANDSTORM 2016 I. HOW TO PLAY? INTRODUCTION 1. L’ORÉAL BRANDSTORM 2. WHO CAN PLAY? 3. TEAM’S COMPOSITION 4. THE COMPETITION FOR PARTNER SCHOOLS PLAYERS a. The schedule b. Steps of the game STEP 1: Online Registration STEP 2: Project Development The case study The Brandstorm Path to Win Platform Briefing Day Working with the agencies STEP 3: National Finals STEP 4: International Finals 5. THE COMPETITION FOR WILD CARD PLAYERS a. The schedule b. Steps of the game STEP 1: Online Registration STEP 2: Online Pre-Case Finals STEP 3: Briefing Day STEP 4: National Finals STEP 5: International Finals 6. 7. 8. 9. JUDGING CRITERIA FOR PARTNER SCHOOLS AND WILDCARD PLAYERS JUDGING CRITERIA FOR WILD CARD PLAYERS PRIZES RECAP OF TEAM’S MATERIALS II. ADDITIONAL RULES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. REGISTRATION FORM PERSONAL INFORMATION PARTICIPATION AND INTERNSHIP THE PATH TO WIN PLATFORM INVOLVEMENT OF THE L’ORÉAL STAFF INVOLVEMENT OF THE MEDIA INVOLVEMENT OF THE PROFESSORS, SCHOOL STAFF DISQUALIFICATION CONFIDENTIALY OBLIGATION RIGHTS OF REPRODUCTION CLAIMS MISCELLANEOUS 1 I. HOW TO PLAY? ___________________________________ INTRODUCTION Before participating in L'ORÉAL Brandstorm, you should read the official rules in their entirety. By registering, you unconditionally agree to all of the terms and conditions of these official rules. Furthermore, you accept any and all...
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...Journal of Marketing Management Vol. 26, Nos. 1–2, February 2010, 74–89 From an aggregate to a brand network: a study of the ´ brand portfolio at L’Oreal Claude Chailan, International University of Monaco, Monaco Abstract Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L’Oreal. Our research ´ focused on two questions: (1) what reasons lead L’Oreal to develop a brand´ portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L’Oreal brand portfolio, this work shows how the brand ´ combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L’Oreal’s competitive ´ advantage. Keywords brand portfolio; brands; strategic marketing; L’Oreal ´ Introduction Many firms are becoming increasingly concerned with the definition of the relationships between brands within the company as parts of a whole, and with the organisation of these connections within...
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...Case Analysis Questions for Case 7-2 (pp. 222-223): Cosmetics Giants Segment the Global Cosmetics Market 1. What product lines do L’Oreal offer in its home market (France) and other developed markets (USA, UK, etc.)? How does L’Oreal segment and target in these established markets? (You need to visit L’Oreal website and conduct additional online research to find relevant information and answer this question.) France: • Makeup (tint/tone, lips, eyes, nails) • Facials (organized by type of care and skin type, age, brand, benefits) • Body care (beauty and body, sunscreen, sun care, brand) • Coloring (organized by color and brand) • Hair care (routine care, hair type, brand) • Styling (organized by benefits, brand and studio line) • Men’s products (care/cleaner, shave, styling, deodorant, shampoo/hair care, brand, hair color) • Makeup and hair accessories. USA: • Makeup (eyes, face, lips, nails, etc) • Hair • Skin care (moisturizers, treatments, cleansers and makeup removers, sun care, self tanner) • Hair color • Hair styling • Hair care UK: • Skin care (product type and brand) • Makeup (face, eye, lip, nails, brands) • Hair color (color, permanence, brand) • Hair care (hair type, product type, brand) • Hair Styling (desired effect, product type, brand) • Self tan (tanning type, product type, brand) • Gifts • Men (face, deodorant, hair, product type...
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...L'Oreal: Knowledge Management Using Microsoft SharePoint. Hand in 9 & 11 13 April 2016 Tags: Global brand coordination; sharing business knowledge; collaboration and coordination of effort worldwide; enabling a single community; ease of integration with desktop MS Office. Summary L'Oreal decided to use Microsoft SharePoint server to create a global knowledge management and collaboration platform. The system runs on a corporate intranet called M@sternet that spans the globe and coordinates the work of hundreds of teams in over 150 subsidiaries. URL:http://www.youtube.com/watch?v=8MvWkDXFz0w&NR= Case "The L'Oreal Group is the world's largest cosmetics and beauty company. It is headquartered in the Paris suburb of Clichy, Hauts-de-Seine, France. 96% of L'Oreal revenue is generated from cosmetics, from hair colour products to skin care, sun protection, make-up, perfumes and hair care. L'Oreal also is active in the dermatological and pharmaceutical fields. The company was founded in 1907 by Eugene Schueller, a young French chemist, who developed an innovative hair-colour formula. In 1920, the small company employed three chemists. By 1950, the research teams were 100 strong; that number reached 1,000 by 1984, and is nearly 2,000 today. While L'Oreal got its start in the hair-colour business, the company soon branched out into other cleansing and beauty products. L'Oreal currently markets over 500 brands and many thousands of individual products in all sectors of the beauty...
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...Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor endowments. More...
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...L'Oreal: Knowledge Management Using Microsoft SharePoint. Hand in 22 April 2015 Tags: Global brand coordination; sharing business knowledge; collaboration and coordination of effort worldwide; enabling a single community; ease of integration with desktop MS Office. Summary L'Oreal decided to use Microsoft SharePoint server to create a global knowledge management and collaboration platform. The system runs on a corporate intranet called M@sternet that spans the globe and coordinates the work of hundreds of teams in over 150 subsidiaries. URL:http://www.youtube.com/watch?v=8MvWkDXFz0w&NR= Case "The L'Oreal Group is the world's largest cosmetics and beauty company. It is headquartered in the Paris suburb of Clichy, Hauts-de-Seine, France. 96% of L'Oreal revenue is generated from cosmetics, from hair colour products to skin care, sun protection, make-up, perfumes and hair care. L'Oreal also is active in the dermatological and pharmaceutical fields. The company was founded in 1907 by Eugene Schueller, a young French chemist, who developed an innovative hair-colour formula. In 1920, the small company employed three chemists. By 1950, the research teams were 100 strong; that number reached 1,000 by 1984, and is nearly 2,000 today. While L'Oreal got its start in the hair-colour business, the company soon branched out into other cleansing and beauty products. L'Oreal currently markets over 500 brands and many thousands of individual products in all sectors of the beauty business:...
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...A Project on “A study on consumer preference & usage pattern of cosmetic products in Ahmedabad region” Submitted To: Prof. Nishtha Asrani Submitted By: Deepak kerai Hitesh Asalaliya Class: PGDM- I Batch: 2013-15 NR Institute of Business Management- PGDM Opp, Law Garden, Ellisbridge, Ahmedabad – 380006, India Phone: 26447636 Fax: 26445958 Website: www.nribm.org CERTIFICATE This is to certify that Mr. Deepak kerai & Hitesh asalaliya Roll No. (P-1322 & P-1302) student of NR Institute of Business Management- PGDM have successfully completed their Summer Internship Project on “A study on consumer preference & usage pattern of cosmetic products in Ahmedabad region” in partial fulfillment for the requirements of the PGDM program. This is their original work and has not been submitted elsewhere. Date: ________________ Place: Ahmedabad Terminology used in report • HDPE Bottles (High-Density Polyethylene) This type of bottles contain very high density type of products and will be harmful to someone if it will pour without safety. So this package will definitely need a safety eye on this. • PET Bottles (Polyethylene Terephthalate) This type of PET bottles contain normally a liquid which is to be used for our cosmetics. And this type of bottles comes in different type of pack. • Mat Pat Carton This...
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...Consumer Behavior Case Analysis: L’Oreal of Paris, Plénitude July 12, 2014 Summer Session II Jeffrey Domanski Yasmine Galvez Amy Lee John Pantina Sylvia Xie 1. Please describe Plénitude's position in the US in early 1996. Why has it apparently been less successful than in France when the French "success formula" was used in the US? Despite a fast entrance into the US market in 1988, when the brand quickly rose to the #2 spot in its market trailing Oil of Olay, by 1996, Plénitude lost its rank to Ponds, faced plateaued sales, and remained unprofitable with losses reaching $12.5M. L’Oreal had released Plénitude in the US with the French “success formula” under the assumption that French success would translate to the US market. However, the implementation of Plénitude’s “Class to Mass” marketing strategy in the US did not have the same effect due to the cultural differences in consumer behavior. First, L’Oreal did not give US consumers the opportunity to experience the first aspect of the French strategy: feature one “star product” at a time, focus a majority of resources on this product, and then create demand for another product. This product system worked in France because products were released one at a time. However, in the US, the full product line was released simultaneously. US Consumers were overwhelmed with the product choices and do not know which to product to use. Secondly, the US consumers did not care for the product’s modern advances, negating...
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...cschlecht02@gsb.columbia.edu Table of Contents 1. Introduction 2. A Definition of ‘Celebrity’ 3. Celebrities as Spokespersons 4. Source Credibility and Attractiveness 5. The Match-up Hypothesis 6. The Meaning Transfer Model 7. Multiple Brand and Celebrity Endorsement 8. Conclusion Table of Figures Figure 1: Catherine Zeta-Jones endorsing the brand ‘Elizabeth Arden’ Figure 2: Successful and unsuccessful celebrity endorsements Figure 3: Meaning transfer in the endorsement process Figure 4: Brands endorsed by top model and actress Milla Jovovich Figure 5: Celebrities endorsing the luxury brand ‘Omega’ 2 Introduction The billions of dollars spent per year on celebrity endorsement contracts show that celebrities, like Liz Hurley, Britney Spears and Tiger Woods, play an important role for the advertising industry (Daneshvary and Schwer 2000, Kambitsis et al. 2002). Female athlete Venus Williams, tennis player and Wimbledon championship winner in 2002, for example, has signed a five-year $40 million contract with sportswear manufacturer Reebok International Inc.1 Theory and practice prove that the use of super stars in advertising generates a lot of publicity and attention from the public (Ohanian 1991). The underlying question is, if and how the lively interest of the public in ‘the rich and famous’ can be effectively used by companies to promote their brands and consequently increase revenues. As a first step to answer this question, this paper will examine the relationship...
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...1. Describe the Product Portfolio of L'Oreal The challenge at L'Oreal was to leverage its position and innovation capabilities to transfer the Plenitude product line to the United States market and achieve both bottom and top line growth. In 1988, the L'Oreal 'Plenitude' line was launched in the U.S. market consisting of a 14 SKU (Stock keeping units) line-up that was sub-divided under cleansers and moisturizers (both daily and treatment). By early 1995, the line had extended to 19 separate products. Each segment was further categorised according to criteria such as skin type and time of usage. The packaging of each product was captivating and informative and there was a very unique purpose for the information provided on the packaging as the strategy of L'Oreal was to push such products in retail outlets without dedicated sales staff which entailed that the consumer was to be educated via instructional packaging. To give a brief overview of the company, it was founded in 1907, in Clichy, France, by the chemist Eugene Schueller to provide advanced hair care products for customers of French hairdressers. Under the guidance and control of Schueller's family the company had evolved to provide cosmetic, skin and hair care products with the principle strategy of 'quality, innovation and geographic expansion'. Later the holding company 'Gesparal' and Nestle became major shareholders of the company which provided deep-pockets for it's innovation philosophy and geographic expansion...
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...Report for case study: changing nestle Introduction of the Nestle In this study, it tells about the history background of Nestle. Nestle begin with Swiss national organization, they just only sold through sale agents to countries outside of its home market. Then, in 1900, Nestle change approach to global expansion and begin purchasing local subsidiaries in foreign market. Nestle launch into American market when First World War. During World War, Nestle grep the opportunity to sell daily product and their demand increase. In Secondly War, Nestle feeling of isolation in Switzerland led to transfer of many executive offices offshore to the United State. The movement offshore is one of the alternatives by Nestle to increase efficiency and effectiveness of the company. Furthermore, Nestle make first diversified with L’Oreal and become biggest shareholder in that company. This is one of the alternatives to promote growth of the company. Then, Nestle made another merge with Alcon Laboratories In cooperation which is pharmaceutical and ophthalmic product. Now, Nestle have change their CEO to Brabeck- Leetmathe, he has replacing 10 new executive in the organization. Brabeck want to focus on developing the strength of the organization. Nestle choose to maintain their longevity of the organization rather than improve its short term operating profit. In point of view of technology, Nestle do not deny the important of IT as a tool that can be used within the organization, but they more...
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...Harvard Business School 9-598-056 October 23, 1997 L'Oréal of Paris: Bringing "Class to Mass" with Plénitude L’Oréal was born in Clichy, France in 1907, the offspring of technological innovation. Nearly 90 years later, the spirit behind answering the needs of a Parisian hairdresser in search of more subtle and lasting hair color for his clientele, was at work in the Health and Beauty Aids aisles of K-Marts, Wal-Marts, drugstores, and grocery stores throughout the United States as L’Oréal sought to bring “class to mass” in the skincare market. C PA RI S From his office overlooking Fifth Avenue in New York City, Joseph Campinell, President of L’Oréal’s U.S. Retail Division explained L’Oréal’s strategy for the mass market: “We sell product in the department store and specialty store channels. The research and development we do in support of those brands like Lancôme and Biotherm can be leveraged into mass market outlets as well. We call this ‘trickle down and fire up.’ We trickle the technology down to the mass markets where the high volumes are and that fires up our next generation of products by funding the research and development. In the retail division we do what the company always does: drive sales with product technology. But, since the drugstores, mass merchants and grocery stores we sell through are “selfservice” types of outlets, we have to support that technology with strong advertising, merchandising and promotions. We have been very successful...
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...Body Shop Case Study The Body Shop #1 1. In this case, how does The Body Shop address the four components of social responsibility? In the Body Shop, what tensions among these components were at work? Economic- The Body Shop used inexpensive ingredients in the products offered. There was also a recycle program where the customers could return used bottles and receive a discount which would save the company money by not having to buy more supplies. The Body Shop also created a company with strong values that customers stood by which was the reason their success. Legal- the Body Shop avoided animal testing and used all natural ingredients to avoid any lawsuits. They knew the products were safe since people have been using them for years. Ethical- Anita Roddick, owner of The Body Shop, reflected her personal ethical beliefs into her work. She was against animal testing and made a great effort to make sure her company and the suppliers also felt the same way. She also wanted her employees to fit a certain image and hired accordingly, some could argue this can cause some ethical problems. Philanthropic- The mission statement of The Body Shop is “To dedicate our business to the pursuit of social and environmental change” and the entire company was based around this. They contributed a part of their earnings to environmental change. Roddick shared her information about certain products with other companies in hopes of reducing animal testing. She preached to her customers about...
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...Billion-mark in future. Hair oils / Gels Shampoo and conditioner Styling Products and Hair Colour Hair care Industry This project is intended towards one segment of the hair care industry – Shampoo’s. The major shampoo produces in India are ITC – Fiama Di Wills Hindustan Unilever - Sunsilk, Dove, Clinic Plus Proctor and Gamble – Pantene, Head and Shoulders L’oreal Dabur India Ltd Amway India CavinKare etc. - L’oreal Paris, Garnier Fructis - Dabur - Amway Page | 1 VGSOM, IIT Kharagpur The most frequently used shampoos in India are the following. Normal Shampoo •Dove, Clinic Plus, Sunsilk, Chic, Fiama Di wills Herbal Shampoo •Ayur, Nyle, Shehnaz Hussain, Dabur, Himalaya, Herbal Essence Premium shampoo •Revelon Flex, Wella, L'oreal, Lakme, Matrix, Amway Anti-Dandruff shampoo •Head and Shoulders, Clinic all clear, Pantene One of the biggest barriers to shampoo usage is the consumer perception that it harms the hair. Thus companies are focusing on defending the product against accusations by promoting the strength, nourishment and beauty of the hair - ‘The 3 - in -1 Capsule ‘for ultimate hair. Companies are still associating it with modern life styles to find acceptance in semi - urban and rural non-users to build and enlarge shampoo usage levels. Thus companies will have to mould new consumers...
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...CHAPTER 4 Consumer Motivation LEARNING OBJECTIVES After studying this chapter students should be able to: 1. Understand the types of human needs and motives and the meaning of goals. 2. Understand the dynamics of motivation, arousal of needs, setting of goals, and interrelationship between needs and goals. 3. Learn about several systems of needs developed by researchers. 4. Understand how human motives are studied and measured. CHAPTER SUMMARY Motivation is the driving force within individuals that impels them to action. This driving force is produced by a state of uncomfortable tension, which exists as the result of an unsatisfied need. All individuals have needs, wants, and desires. The individual’s subconscious drive to reduce need-induced tensions results in behavior that he or she anticipates will satisfy needs and thus bring about a more comfortable internal state. Motivation can be either positive or negative. Innate needs—those an individual is born with—are physiological (biogenic) in nature; they include all the factors required to sustain physical life (e.g., food, water, clothing, shelter, sex, and physical safety). Acquired needs—those an individual develops after birth—are primarily psychological (psychogenic); they include love, acceptance, esteem, and self-fulfillment. All behavior is goal oriented. Goals are the sought-after results of motivated behavior. The form or direction that behavior takes—the goal that is selected—is a result...
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