In 2013, L'Or al 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'Or al 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'Or al 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'Or al'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'Or al implement? Prem Shamdasani is affiliated with National University of Singapore.

【書誌情報】

ページ数：15ページ

サイズ：A4

商品番号：HBSP-W17601

発行日：2017/9/29

登録日：2017/11/20