Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Case
-
Reference no. 9-311-118
Subject category: Marketing
Published by: Harvard Business Publishing
Originally published in: 2011
Version: 21 May 2012
Revision date: 03-Jul-2014

Abstract

Worldwide, and in the US marketplace in particular, the French cachet of L'Oreal was one of its most powerful marketing tools. However, with the opening up of emerging markets, L'Oreal had to cater to a diverse customer base: an aging population in the West, ethnic groups, aspiring and younger customers in the East, emerging markets, and growing interest in health and beauty care among men all over the world. Employing both traditional and innovative marketing techniques, L'Oreal worked to double its customer base to two billion by 2020 and increase to half from a third its share of sales from emerging markets.
Locations:
Size:
EUR19.5 billion, 66,000 employees
Other setting(s):
2011

About

Abstract

Worldwide, and in the US marketplace in particular, the French cachet of L'Oreal was one of its most powerful marketing tools. However, with the opening up of emerging markets, L'Oreal had to cater to a diverse customer base: an aging population in the West, ethnic groups, aspiring and younger customers in the East, emerging markets, and growing interest in health and beauty care among men all over the world. Employing both traditional and innovative marketing techniques, L'Oreal worked to double its customer base to two billion by 2020 and increase to half from a third its share of sales from emerging markets.

Settings

Locations:
Size:
EUR19.5 billion, 66,000 employees
Other setting(s):
2011

Related