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11 cases found.
In 2013, Victoria Murtazina, Senior Global Brand Director at Unilever, is preparing a team meeting to launch the first truly innovative packaging in the deodorant category for decades - “compressed” technology – as a way to reduce the carbon footprint of aerosol deodorants without undermining product quality or user habits.
In 2013, Victoria Murtazina, Senior Global Brand Director at Unilever, is preparing a team meeting to launch the first truly innovative packaging in the deodorant category for decades - “compressed” technology – as a way to reduce the carbon footprint of aerosol deodorants without undermining product quality or user habits.
INGLOT is among the few Polish companies to have succeeded in ‘going global’. It is recognized in the professional cosmetics industry for its pioneering innovation and appreciated by customers for its wide range of reasonably priced high-quality products. As INGLOT plans to aggressively expand, the executive team faces several key challenges.
INGLOT is among the few Polish companies to have succeeded in ‘going global’. It is recognized in the professional cosmetics industry for its pioneering innovation and appreciated by customers for its wide range of reasonably priced high-quality products. As INGLOT plans to aggressively expand, the executive team faces several key challenges.
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer.
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Reference 5960
Published 07 May 2013
Topic Marketing
Region Asia
Industry Cosmetics, Luxury Goods and Jewelry
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer.
Natura is a well recognized and highly regarded brand in Brazil: it enjoyed high brand loyalty among consumers and the highest retention rate among sales representatives in the cosmetics industry. Notwithstanding the triumphs in its home market, attempts at internationalization within Latin America, had thus far not been as successful as expected.
Natura is a well recognized and highly regarded brand in Brazil: it enjoyed high brand loyalty among consumers and the highest retention rate among sales representatives in the cosmetics industry. Notwithstanding the triumphs in its home market, attempts at internationalization within Latin America, had thus far not been as successful as expected.
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center.
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Reference 5260
Published 01 Jul 2005
Topic Operations
Region Europe
Industry Cosmetics
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center.
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center.
- By
Reference 5260
Published 01 Jul 2005
Topic Operations
Region Europe
Industry Cosmetics
This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center.
In the 1990s Shiseido created from scratch a very successful perfume business in France. This case summarizes its development, from the acquisition of beauty salons to learn about the market to the building of a new plant, through the creation of a new company and the launch of several designer brands.
In the 1990s Shiseido created from scratch a very successful perfume business in France. This case summarizes its development, from the acquisition of beauty salons to learn about the market to the building of a new plant, through the creation of a new company and the launch of several designer brands.
Parfums Cacharel, a division of L’Oréal, used to have a dominating position on the European market with both the number one and number two best-selling fragrances: Anaïs Anaïs and Loulou. At the time of the case however, sales were declining at a rate of 15 % per year and Cacharel was a fragrance brand in need of a major revitalization.
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Reference 4929
Published 30 Nov 2007
Topic Marketing
Region Europe
Industry Cosmetics, Luxury Goods and Jewelry
Parfums Cacharel, a division of L’Oréal, used to have a dominating position on the European market with both the number one and number two best-selling fragrances: Anaïs Anaïs and Loulou. At the time of the case however, sales were declining at a rate of 15 % per year and Cacharel was a fragrance brand in need of a major revitalization.
Kao is rated as one of the most innovative companies in Japan. Focusing on Kao's successful entry into the cosmetics business as an illustration, the case describes the internal management processes that lie at the core of the learning ability that supports innovation and creativity in this highly successful Japanese company.
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Reference 213
Published 01 Jan 1992
Topic Strategy
Region Asia
Industry Consumer Goods, Cosmetics
Kao is rated as one of the most innovative companies in Japan. Focusing on Kao's successful entry into the cosmetics business as an illustration, the case describes the internal management processes that lie at the core of the learning ability that supports innovation and creativity in this highly successful Japanese company.
The management of 'Parfums Guy Laroche', a unit of L'Oreal's Perfume and Beauty Division, is worried about the recent decline in sales of Fidji, its first and most successful women's prestige perfume. Fidji's product manager is to carry out an in-depth audit of past marketing and communications strategies.
The management of 'Parfums Guy Laroche', a unit of L'Oreal's Perfume and Beauty Division, is worried about the recent decline in sales of Fidji, its first and most successful women's prestige perfume. Fidji's product manager is to carry out an in-depth audit of past marketing and communications strategies.
The management of 'Parfums Guy Laroche', a unit of L'Oreal's Perfume and Beauty Division, is worried about the recent decline in sales of Fidji, its first and most successful women's prestige perfume. Fidji's product manager is to carry out an in-depth audit of past marketing and communications strategies.
The management of 'Parfums Guy Laroche', a unit of L'Oreal's Perfume and Beauty Division, is worried about the recent decline in sales of Fidji, its first and most successful women's prestige perfume. Fidji's product manager is to carry out an in-depth audit of past marketing and communications strategies.