Learn Strategic Brand Management
Brand Equity In Question
Strategic Implications Of Branding
Brand And Business Building
From Private Labels To Store Brands
Brand Diversity: The Types Of Brands
The New Rules Of Brand Management
Brand Identity And Positioning
Launching The Brand
The Challenge Of Growth In Mature Markets
Sustaining A Brand Long Term
Adapting To The Market: Identity And Change
Growth Through Brand Extensions
Handling Name Changes And Brand Transfers
Brand Turnaround And Rejuvenation
Managing Global Brands
Financial Valuation And Accounting For Brands
As world leader in cosmetics and beauty, l’Oréal has to create barriers to entry against a major source of threat: pharmaceutical laboratories. These have the potential to innovate in cosmetics, thus endangering l’Oréal’s market share. This threat was exemplified by Johnson & Johnson launching a new active ingredient Retinol in a number of its brands (such as Neutrogena and Roc).
L’Oréal bought a niche brand called La Roche Posay (LRP), named after a town known for its dermatological water and spa. The town hosts more than 10,000 patients per year, including about 3,000 children as young as five months. LRP’s business model was based on medical expert prescription. When working with dermatologists, it takes two or three years before any new product can safely be introduced to the shelves of pharmacies. But the brand faced growth problems:
L’Oréal’s strategy is to build its growth on truly global brands, and this requires a minimum sales level of s150 millions per brand. LRP was intended to be the eleventh global brand of the l’Oréal Group, but as it was, it was not easily exportable. To thrive against modern competition it is necessary to move quickly in global markets with promising growth potential. L’Oréal’s target markets were Europe, Brazil and Argentina in 2000, Scandinavia and Asia in 2001, and India in 2002.
It needed the brand to have a presence in four market segments: hygiene, facial care products, solar protection and make-up. These last two categories were intended to release the first two sources of limitation in the brand’s growth, and make it truly attractive to pharmacists all around the world.
In some markets pharmacists’ shops were not appropriate outlets. The strategy here was to create another form of outlet, such as a concession in a department store (the solution in Canada), with a qualified pharmacist in attendance.
Because LRP did not have existing products in the solar protection and make-up categories, strategic extensions were planned for these. This was done by means of a brand transfer. LRP took over the products sold under another l’Oréal brand, Phas, which had been positioned on non-allergenic products.
All rights reserved © 2018 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.