欧莱雅五力模型分析
欧莱雅
• （3）本土化战略 • ①从进入中国那天开始，欧莱雅就着手搭建他所 谓的“金字塔”式品牌结构，将欧莱雅一贯的多 品牌渗透策略在中国市场上发挥得淋漓尽致 • ②针对部分中国女性有亲日韩品牌的倾向，欧莱 雅将其控制下的日本的植村秀引进了中国市场， 旨在与宝洁的SK-II以及日本的姿生堂等品牌竞争。 • ③欧莱雅就聘请了李嘉欣、巩俐、李冰冰、杨紫 琼、张梓琳、吴彦祖等数位大牌明星先后为不同 系列的产品代言，提高了其品牌在中国市场的知 名度
• 它们一贯的目标是优化资源配置，有效促进公司的动态发展。欧莱雅 的销售部是部门之间的桥梁，是与经销商联系的纽带。欧莱雅的专业 人员具有出色的个性与说服力，来沟通各方业务，实现大家的共同承 诺—让客户满意。了解、感受、合理地调动资源；通过与经销商稳定 且高效的合作，使经销商发挥最大的力量为欧莱雅的品牌服务。欧莱 雅品牌的来源和它们的市场一样广泛，在世界范围进行竞争。从研发 到生产、销售、供应链管理到品牌的定位和发展，市场营销是公司和 消费者之间的界面。分析布局，测试吸引力，评估反馈。将数据转换 成战略，将信息转换成理念。在欧莱雅，创造力就像欧莱雅呼吸的空 气一样重要，它可以激发想象力，打造新概念，推动欧莱雅的事业， 使欧莱雅每年能够推出 500 种新产品。市场部使那些想法更加完美， 通过预见各类消费者时尚潮流而推出相应的产品，为消费者提供美丽 和健康。在欧莱雅近百年的历史中，化妆品始终是他们的专注领域和 专长所在，致力于投入所有专有技术和研究资源，成为全球的消费者 信赖的品牌
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E:经济因素 改革开放以来我国经济发展迅速，国民产值大幅上升，，人均国民收入和生 活水平显著提高。消费者个人收入显著增加，消费者支出模式费观念和水平 不断发生变化，日益追求高级的消费产品，对化妆品、保养品的需求日益增 加。 S:社会文化因素 中国地域广阔，南北、东西地区气候、习俗、文化等存在很大差异，因而人 们对化妆品的偏好明显不同。东西地区由于经济、观念、气候等的缘故，人 们对化妆品也有不同的要求。中国市场不同于欧美及日本市场，就在于中国 市场的消费梯度很多。 T:技术因素 化妆品是知识密集型高科技复合产业，它涉及到精细化工、医学、生物学、 药理学、毒理学、化妆品学、美学、心理学、包装学和信息技术等十几门专 业知识。当今时代，信息技术和生物技术的迅速发展对化妆品产业产生了巨 大的影响。一些发达国家较大规模的化妆品公司都不惜重金进行化妆品的基 础研究的和新产品开发。中国化妆品企业的技术创新，是保证企业快速发展 的关键。
《欧莱雅swot》PPT课件ppt
欧莱雅所处的美妆市场竞争异常激烈，不仅有国内外的众多品牌相互竞争，还有新兴品牌和互联网品牌的崛起。
在市场份额争夺上，欧莱雅面临来自国内外竞争对手的巨大压力。
激烈的市场竞争也使得欧莱雅在产品创新、市场推广等方面需要不断加强投入和更新策略。
市场竞争激烈
欧莱雅的机会分析
抓住新兴市场的发展机遇，欧莱雅通过拓展亚太、中东、非洲等地区的业务，满足不同地域消费者的需求，实现品牌增长。
经济波动的影响
全球经济环境的不确定性可能对欧莱雅的业绩产生影响。经济衰退或放缓可能导致消费者购买力下降，对欧莱雅的销售业绩构成压力。
宏观经济环境的不确定性
汇率波动的风险
欧莱雅在全球范围内开展业务，因此面临汇率波动的风险。汇率波动可能导致欧莱雅的出口收入下降，或者使得进口原材料和产品变得更加昂贵。
通货膨胀的压力
优化定价策略，提高产品竞争力
详细描述：欧莱雅应优化定价策略，使产品价格更具有竞争力，吸引更多消费者。
1. 分析市场价格水平，制定合理的定价策略；
3. 根据市场反馈，及时调整价格。
总结词：合理定价
具体措施
2. 考虑消费者心理预期，制定符合消费者购买能力的价格；
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总结词：提升品牌知名度
竞争对手的威胁
竞争对手的战略调整
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竞争对手可能根据市场变化调整其战略，例如改变产品组合、拓展市场渠道或加大营销力度。这些调整可能会对欧莱雅的市场地位和盈利能力产生负面影响。
竞争对手的技术创新
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竞争对手在研发和生产方面进行大量投入，不断推出新技术和产品。如果欧莱雅无法跟上竞争对手的步伐，可能会失去竞争优势。
化妆品行业五力模型分析全解
卡诗、 卡尼雅、 欧莱雅
巴黎欧莱雅、美宝莲
Source : Arthur D.Little
第三层：坚实的塔基。巴黎欧莱雅、 美宝莲等日用消费品牌以“尽可能方 便购买”策略，注重与消费者的沟通， 目前拓展到我国376个城市，而对我国 本土品牌小护士和合资品牌羽西的收 购使得欧莱雅的市场霸主地位无可撼 动。
产品差 异竞争
（一）行业中现有企业的竞争
B.竞争者数量
除了竞争策略的 差别外，竞争者的数 量也是重要的一方面， 竞争者的数量、规模、 固定资产、库存成本、 产品特色、生产能力 增加状况等，竞争对 手类型和战略利益相 关性都决定了竞争激 烈程度。
C.行业的整体发展情况
行业具有非常高的固定成本或库存成本
行业的产品没有差别或没有行业转换成本 行业中的总体生产规模或能力大幅度提高 竞争者在战略、目标以及组织形式等方面千 差万别
行业对企业的兴衰至关重要
退出行业的障碍很大
（一）行业中现有企业的竞争
D.现有市场上具有极高知名度化妆品公司的竞争分析
欧 莱 雅 公 司
郝莲娜、 欧碧泉、 兰寇
第一层：闪亮的塔尖。高档品牌诸如郝莲娜、欧碧 泉、兰蔻为塔尖，精选销售场所，提供顶级服务。 郝莲娜和欧碧泉定位于顶级品牌，专为社会顶级具 有最强购买力的人服务，而兰蔻则在高档市场的份 额高达19.6%，成为中国高档化妆品市场的第一品牌。
• 由于化妆品行业存在着市场细分明显、产品多样化等特点， 且进入化妆品市场设备投资少，人员培训要求不高，从而 潜在竞争者进入行业的壁垒相对于其他行业来讲较低。而 OEM的出现也为潜在竞争者切入市场提供了捷径。 • OEM，英文全称Original Equipment Manufacturer，原指 由采购方提供设备和技术，由制造方提供人力和场地，采 购方负责销售，制造方负责生产的一种现代流行的生产方 式。大多采用由采购方提供品牌和授权，由制造方生产贴 有该品牌产品的方式
化妆品行业五力模型分析全解PPT文档19页
11、不为五斗米折腰。 12、芳菊开林耀，青松冠岩列。怀此 贞秀姿 ，卓为 霜下杰 。
13、归去来兮，田蜀将芜胡不归。 14、酒能祛百虑，菊为制颓龄。 15、春蚕收长丝，秋熟靡王税。
61、奢侈是舒适的，否则就不是奢侈 。——CocoCha nel 62、少而好学，如日出之阳；壮而好学 ，如日 中之光 ；志而 好学， 如炳烛 之光。 ——刘 向 63、三军可夺帅也，匹夫不可夺志也。 ——孔 丘 64、人生就是学校。在那里，与其说好 的教师 是幸福 ，不如 说好的 教师是 不幸。 ——海 贝尔 65、接受挑战，就可以享受胜利的喜悦 。——杰纳勒 尔·乔治·S·巴顿
谢谢！
药妆波特五力分析
porter's five forces analysis供应商讨价还价能力供应商讨价还价能力较弱。
原料价格直接影响产品成本，外化妆品市场上存在着众多的供应商，供应量丰富，供应商之间竞争激烈且难以形成联盟，因此企业可较容易地获得这些原材料，无论是原料供应商还是销售渠道的供应商，其议价实力都较弱。
消费者讨价还价能力在化妆品市场上，由于化妆品品牌众多，竞争激烈，具备一定实力的经销商和终端卖场，尤其是连锁大型超市，具有很强的讨价还价能力，他们给化妆品企业施加巨大的压力，迫使厂家在保证质量的情况下让利。
而作为最终购买的消费者，获取信息的途径日益增多，国内品牌和国外品牌，普通化妆品和药妆，消费者拥有更多选择，议价能力较强。
替代者威胁消费者使用化妆品的目的主要是通过改善生理状况达到健康、美丽的效果。
虽然可以通过医学手段达到要求，但是这类替代品具有费用高、风险大等缺点，并不适合作为日常保养的手段。
其次，一些具有保健与养颜功效的药品、保健品对化妆品也有不同程度的替代作用，但消费者普遍认为这类产品的总体质量不高，另外普通化妆品也可作为药妆的强有力竞争者和替代品，但从长远来看，药妆取代普通化妆品的可能性很大。
新进入者的威胁药妆行业现在是化妆品业的一份蛋糕，加上体制不完善，进入门槛相对较低，新进入者十分多，但apoteka历史悠久，现作为龙头企业主导地位难撼动，因此具有竞争力的对手并不多，威胁不大。
行业内竞争药妆市场庞大的规模、巨大的增长潜力以及良好的开放程度，吸引了众多企业的进入，药妆品牌层出不穷，市场竞争愈演愈烈。
其中，欧莱雅、皮尔法伯等外资、合资企业现占据主导地位，而佰草集、本草堂、CE本草等国有企业也后劲正足，准备一展身手、抢滩市场，竞争激烈。
SwotStrengths产品多样化：在Apoteka的店里，你可以选购到大部分你所想得到的化妆或者个人护理用品。
对于那些不喜欢在商场里四处寻找商品的消费者来说是一个很好的去处。
欧莱雅公司战略分析论文
欧莱雅公司在中国的战略计划一.公司简介欧莱雅集团是世界著名的多元化的化妆品生产商，由法国化学家欧仁舒莱尔创立于1907年，由当年的一个小工厂摇身成为世界3大化妆品集团之一，同时也是《财富》杂志评选的全球500强和全球最受赞赏的50家公司之一，成为一个世纪以来的化妆品行业专家。
它旗下的各类化妆品在全世界畅销，倍受欢迎。
2009年销售合计达175亿欧元，她拥有包括顶级品牌HR，二线产品Lancome、Biotherm三线及三线以下产品LorealParis、kiehls、美爵士、卡尼尔、INNEOV 、The Body Shop，彩妆品牌CCBPARIS、shuuemura 、Maybelline药妆品牌Vichy、LAROCHE-POSAY、SkinCeuticals，香水品牌GiorgioArmaniParfums、RalphLaurenParfums、caelParfums、VIKTOR&ROLF以及美发产品和皮肤病辅疗护肤品等23个国际品牌，这些品牌年销售超过5千万欧元。
其主营业务是护肤品和彩妆。
欧莱雅在130多个国家设立分公司或办事机构，在世界各地拥有64.600多名员工和 42 家工厂，这些来自110个国家的员工，57%的管理层和38%的管理委员会成员都是女性。
2009年注册专利达674个，业务遍布全球。
与此同时，欧莱雅集团拥有全面而完整的销售渠道，通过百货商店、超市、大卖场、化妆品专卖店、免税商店、发廊、药房及邮购等渠道和方式，把高品质的产品带到世界的每一个角落，并以创新和激情引领美的时尚。
一百年来，欧莱雅的的使命是一贯和持续的，那就是创造美、传播美和引领美，并因此被誉为“美的联合国”和“美的使者”。
欧莱雅自1996年引进中国，她将中国市场业务分为四大类：高档化妆品类，活性健康化妆品类，专业美发产品类和大众化妆品类。
她以她正确的发展战略，成为中国化妆品市场的领军人物。
二.企业的外部环境分析1.PEST分析—一般环境分析P:政治—法律因素中国改革开放以来，政局稳定，不断深化建设社会主义政治体制和经济管理体制，日益开放化、民主化、法制化、决策科学化。
L'Oreal 欧莱雅 SWOT 2010
L'Oreal S.A.Company ProfilePublication Date: 23 Jun 2010AmericasEurope, Middle East & AfricaAsia Pacific245 5th Avenue119 Farringdon RoadLevel 46London4th Floor2 Park StreetEC1R 3DASydney, NSW 2000New Y ork, NY 10016United KingdomUSAAustraliat: +1 212 686 7400t: +44 20 7551 9000t: +61 2 8705 6900f: +1 212 686 2626f: +44 20 7551 9090f: +61 2 8088 7405e: euroinfo@e: apinfo@e: usinfo@ABOUT DATAMONITORDatamonitor is a leading business information company specializing in industry analysis.Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services.The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New Y ork, Frankfurt, and Hong Kong.The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas.Our series of company, industry and country profiles complements our premium products, providing top-level information on 10,000 companies, 2,500 industries and 50 countries.While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative and quantitative summary information you need - including predictions and forecasts.All Rights Reserved.No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc.The facts of this profile are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect.L'Oreal S.A.Page 2TABLE OF CONTENTSCompany Overview (4)Key Facts (4)SWOT Analysis.....................................................................................................5L'Oreal S.A.Page 3T ABLE OF CONTENTSCOMPANY OVERVIEWL'Oreal (or "the company") is one of the largest cosmetic companies in the world. It produces and markets a range of make-up, perfume, hair and skin care products in over 130 countries. It is headquartered in Clichy, France and employs 64,600 people.The company recorded revenues of E17,472.6 million ($24,367.8 million) during the financial year ended December 2009 (FY2009), a decrease of 0.4% compared with 2008.The operating profit of the company was E2,577.6 million ($3,594.8 million) in FY2009, a decrease of 5.4% compared with 2008.The net profit was E1,792.2 million ($2,499.5 million) in FY2009, a decrease of 8% compared with 2008.KEY FACTSL'Oreal S.A.Head Office 41 rue Martre92117 ClichyFRA33 1 47 56 70 00Phone 33 1 47 56 86 42Fax Web Address17,472.6Revenue / turnover (EUR Mn)December Financial Year End64,600EmployeesOR.PANYSE EuronextTicker L'Oreal S.A.Page 4Company OverviewSWOT ANAL YSISL'Oreal is one of the largest cosmetics companies in the world. Since its inception about 100 years ago, the company has developed a strong brand portfolio of 23 international brands.These brands are available through a range of distribution channels ranging from mass market, to selective distribution including hair salons, pharmacies/drugstores and a network of directly owned stores and franchises. Strong brand portfolio lends better visibility and presence in all distribution channels and enables L’Oreal to reach a large customer base, thereby increasing its market penetration opportunities. However, widespread counterfeits not only deprive revenues for the company but also dilute its brand image.WeaknessesStrengthsHeavily dependent on third party retailersLeading cosmetic company with portfolio ofstrong international brands and presence in all distribution channels Destocking of luxury products as the consumer preference shifts to value productsAccelerating globalization andinternationalization of the brand portfolioFocus on innovation and differentiationthrough robust R&D effortsThreatsOpportunitiesGrowing counterfeit goods marketFocus on niche segments—anti-ageing,men and organic products Tightening consumer spending on luxurygoodsGrowing presence in emerging marketsIncreasing competitionAcquisition of professional productdistributors in the USStrengthsLeading cosmetic company with portfolio of strong international brands and presence in all distribution channelsWith revenues of approximately E17.5 billion ($24.4 billion), L’Oreal is the world’s leading cosmetics group. Since its inception about 100 years ago, the company has developed a strong brand portfolio of 23 international brands. Its brand line-up includes L’Oreal, Redken, Matrix, Lancome, Body Shop, Garnier, Maybelline, Kerastase and inneov among others, all of which are recognized globally.These brands are available through a range of distribution channels ranging from mass market, to selective distribution including hair salons, pharmacies/drugstores and a network of directly owned stores and franchises. For instance, L’Oreal’s Professional Products Division distributes its products in hairL'Oreal S.A.Page 5salons all over the world.The Consumer Products Division offers products at accessible prices in all mass-market retailing channels (hypermarkets, supermarkets and drugstores.The Luxury Products Division brands are sold through selective distribution not only in department stores, perfumeries, and travel retail outlets, but also in free standing stores and through e-commerce websites.The Active Cosmetics Division distributes its products worldwide in all types of health channels, primarily through pharmacies, drugstores and medi-spas. L’Oreal’s Body Shop operates a network of 2,550 stores in 63 countries. Market leadership would not only provide a competitive advantage to the company but also enhance its bargaining power. Strong brand portfolio lends better visibility and presence in all distribution channels and enables L’Oreal to reach a large customer base thereby increasing its market penetration opportunities.Accelerating globalization and internationalization of the brand portfolioL’Oreal has been expanding geographically and capturing large markets.The company currently has operations in over 130 countries across all continents.The company has established strong presence in developed markets such as Europe and the US and is rapidly expanding into emerging economies of Asia, which provide a huge potential market. In addition, L’Oreal focuses on internationalization—buying local brands and gradually making them international, e.g. Matrix (the US), Maybelline (the US) and Shu Uemura (Japan).The company’s Matrix brand, which was primarily American (90% of sales) when L’Oréal acquired it in 2000, is currently present in more than 260,000 salons, more than one third of which are outside the US. L’Oreal’s presence in several geographical regions ensures a diversified revenue stream and reduces the business risk.The company is less vulnerable to the vagaries of a single economy.The internationalization strategy on the other hand allows the company to tap growth potential in other markets.Focus on innovation and differentiation through robust R&D effortsL’Oreal’s drive to innovate is based on a strong R&D effort.The company has devoted a minimum of 3.3% of sales to R&D since 2005, which is a much higher proportion than those invested by its main rivals (2.5% for Beiersdorf and 1% for Estee Lauder in 2008). R&D spending increased to a record 3.5% of sales in 2009.The company's research and development group comprises departments specialized in the technologies critical to the company's various product categories. The company has a cross-functional product development process intended to optimize the company's ability to bring to market its new product offerings and to ensure that the company continuously have new products lined-up in key categories under its various brands.Furthermore, L'Oreal has increased its focus on developing differentiated and customized products across various countries and regions. In order to understand local characteristics the company has research centers both in mature countries (11 in France, three in the US) and emerging markets (three in Asia and one in Brazil, opened in 2008).These R&D centers formulate products that are most effective and the best suited to the needs of the consumers in these countries and regions. For instance, in China, at the Pudong research centre, three years of study of Chinese hair, together with analysis and interpretation of a local custom using dry wash shampoo led to the creation of a range of shampoos and haircare products ideally suited to local hair types and cultural traditions, focusing on fragrance, gloss and the shine effect. In India, the company launched Fructis Fall Fight, L'Oreal S.A.Page 6a shampoo that helps prevent hair loss due to breakage that occurs with the very long, brittle hair of Indian women, and Shampoo+Oil 2 in 1, in a market where hair oil is an essential traditional beauty ritual. Strong R&D capability allows the company to launch new products frequently and also expand its presence in new markets.WeaknessesHeavily dependent on third party retailersL’Oreal uses independent distribution channels to sell its products, except for a limited number of stores (Kiehl’s, Lancome, Biotherm, The Body Shop and Shu Uemura) which are owned by the company.The company is therefore heavily dependent on third party retailers. As a result, L’Oreal has less control over brand image, consumer trends and advice given to customers and limited room for manoeuvre in case of inventory rundowns. Over-reliance on third party retailers makes the company prone to top-line risks from external parties.Destocking of luxury products as the consumer preference shifts to value productsL’Oreal’s luxury division is affected adversely as the consumers are trading down amid the global economic uncertainty.The luxury market has been witnessing slow down in several markets and there has been a shift of consumer preference towards value retailing. Luxury markets previously had a large potential market as there was a large aspiring customer base that would transition to the luxury products.The economic slowdown across the world has impacted this pool of aspiring customers as the discretionary spending has been affected negatively and the consumer spending is expected to be depressed for some time now.This has lead to substantial destocking of the company’s luxury cosmetic products at retailers in Europe and the US. Such destocking by the retailers would impact L’Oreal’s top line growth adversely.OpportunitiesFocus on niche segments like anti-ageing, men and organic productsProducts in the anti-ageing, men’s care, and organic and natural segments are all expected to boost growth in mature markets as well as developing countries.The proportion of the population aged over 60 is expected to increase in most countries and particularly in Asia (an estimated 23% in China in 2025 versus 12% in 2005). Moreover, this age bracket buys the most cosmetics and has a much higher annual budget than customers in younger age brackets. L’Oréal is taking advantage of the momentum in this segment by producing anti-ageing products for several categories (hair care and facial skincare) and portfolio brands (Kerastase, L’Oreal Paris and Lancome). For instance, Lancome has launched a treatment called Renergie Lift Volumetry which firms up tissues and L’Oreal Paris has launched Code Jeunesse, a new range of anti-ageing products.L'Oreal S.A.Page 7The market for men’s care products increased roughly twice as much as the global cosmetics market. The market is valued at $19.7 billion worldwide in 2009; male-specific grooming products are estimated to constitute $28.0 billion by 2014. Additionally, men also use grooming products that arenon-male-specific. Combining this, the total value of male consumption is at $61.3 billion in 2009, and the market is expected to reach $84.9 billion in five years. Men are spending more on grooming and the factors that contributed to the growth are the rise of the middle-class sector; the enhanced connectivity of even the poorest corners of the world, via the Internet and marketers’ more sophisticated appeals to men. L’Oreal Men Expert is the leading men’s facial skincare product. In addition, the company’s Biotherm is the world leader in men’s care products in selective channels. The global natural & organic personal care (N&OPC) and household product sales totaled $27 billion in 2008, an increase of 11.5% over 2007.The US is the biggest market for N&OPC products constituting 37% of the total market. Japan with 12% share is the second largest national contributor and the market is valued at $3.3 billion. China and the rest of Asia represent about 15% of the global N&OPC market, with the total market value at $4.3 billion. L’Oreal’s Body Shop operates a chain of cosmetic stores specializing in skin and hair care products made from natural ingredients. In addition, L’Oreal’s other products with natural ingredients include Garnier’s latest HerbaShine Color cream with bamboo extracts, L’Oreal Professionel’s ammonia-free colorant Inoa, and Kiehl’s organic product line named Acai. Focusing on niche segments which offer a great potential would provide steady revenues for the company in near term.Growing presence in emerging marketsThe worldwide cosmetics market is expressing interest in participating in the emerging economies. By 2020, countries in the Rest of the World zone (countries excluding North America, Western Europe and Japan) may represent more than 50% of the total cosmetics market. People living in emerging countries consume on average 10 times fewer cosmetics products than those in developed countries.With a constantly growing GDP, this level should increase very quickly. Furthermore, the emergence of new markets such as China, India and Brazil, opens up a significant growth opportunity for the company. For instance, the Chinese cosmetics market is the fourth-largest in the world and is set to grow by 13% per annum till 2012. L’Oreal’s exposure to emerging markets has increased significantly.The share of emerging markets in the company’s sales has doubled every 10 years, reaching 33% in 2009, and it will probably represent more than half of the company’s sales within the next 10 years. L’Oreal’s strong presence in growing markets augurs well for revenue base of the company in the long term.Acquisition of professional product distributors in the USL’Oreal adopts a specific strategy in the US based on buying successive local professional product distributors in order to access hair salons. In line with this strategy, the company bought Beauty Alliance and Maly’s West in 2007, Columbia Beauty Supply in 2008. Most recently, in June 2009, the company acquired Idaho Barber and Beauty Supply (IBB), a distributor of professional products to hair salons in several states in the North West of the US, particularly Idaho, Montana and Washington. Later in December 2009, the company acquired Maly's Midwest and Marshall Salon Services which together supply over 40,000 hair salons across eight states in the Middle West with L'Oreal S.A.Page 8a network of 120 representatives and 90 stores.With these acquisitions, L’Oréal has expanded its reach across 80% of the US (50% at the end of 2008). Initiatives such as these would expand the company‘s coverage of American hair salons and in turn impact its topline.ThreatsGrowing counterfeit goods marketThe counterfeit products market has been growing in the recent years driven by the internet counterfeit market.The abundance of counterfeit goods and accessories is adversely affecting the sales of branded products. It is estimated that the loss due to counterfeit products convert into around E6 billion ($8.5 billion).With the advent of digital channels there has been a surge in the sale of counterfeit products and online sales of these products increased by 9% in 2009. In November 2009, the US Immigration and Customs Enforcement (ICE) agents seized more than 17,000 counterfeit items worth an estimated $643,000 from 21 businesses in the Minneapolis-Saint Paul twin cities region in the US and the consignment included 3,524 bottles of perfume. Geographically, over half of the fake goods confiscated at EU borders came from China.The personal care category is among those that recorded the highest increases in registered IPR infringement cases. Low quality counterfeits reduce consumer confidence in branded products. Also, what differentiates the offerings of companies such as L’Oreal from its competitors is exclusivity; widespread counterfeits reduce this exclusivity. Counterfeits not only deprive revenues for the company but also dilute its brand image. Tightening consumer spending on luxury goodsThe current economic slowdown has resulted in lower consumer confidence and lower retail sales which has affected the company’s net sales and profitability. Due to the tightening consumer spending, the luxury market is further expected to witness sharp fall in the growth rates especially in developed economies.The global luxury market is estimated to have fallen by 6% in 2009. L’Oreal’s Luxury Products division was hit the hardest by these conditions and the division’s like-for-like sales fell 9% in FY2009.The sales in the US, Japan and Europe are estimated to be down by 16%, 10% and 8% respectively in 2010. Although, the global luxury market is estimated to record a slight growth of 1% in 2010 buoyed by the growth in emerging economies, the market will not recover to pre-recession 2007 levels until 2012. Such adverse trends indicate a tough macro-economic environment which can further impact the sales of L’Oreal’s luxury product division.Increasing competitionThe skin care, makeup, fragrance and hair care businesses are characterized by intense competition throughout the world.The company competes in selected product categories against a number of multinational manufacturers. In addition to products sold in the mass-market anddemonstrator-assisted channels, the company's products also compete with similar products sold in prestigious department store channels, through door-to-door sales, through mail-order or telemarketing by representatives of direct sales companies. Brand recognition, quality, performance L'Oreal S.A.Page 9and price have a significant influence on consumers' choices among competing products and brands. Advertising, promotion, merchandising, the pace and timing of new product introductions, line extensions and the quality of in-store sales staff also have a significant impact on consumers' buying decisions. L'Oreal's major competitors include Revlon, Unilever, Procter & Gamble, Avon, Shisiedo, and Estee Lauder. In addition, many luxury brands, in both the ready-to-wear and jewellery segments, are diversifying in cosmetics or will do so in the future. For instance, Van Cleef & Arpels in March 2010 launched a women’s fragrance called Oriens with InterParfums. Increasing competition could adversely affect the company's margins.L'Oreal S.A.Page 10Copyright of L'Oreal SA SWOT Analysis is the property of Datamonitor Plc and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.。
欧莱雅五力模型分析
——成就化妆品王国的传奇
沈璇
088312125
欧莱雅集团
欧莱雅集团为全球500强企业之一，创立于 1907年。 产品有化妆品、染发用具、护肤品、防晒用品、 彩妆、淡香水和香水、皮肤病研究、制药，高 档消费品。 1996年正式进入中国市场，1997年设立上海中 国总公司 。 目前已成为世界上最大的化妆品集团。
劣势
由于部分 高端产品，价 格也相对较高
在品质与 知名度方面不 及欧洲化妆品
总结
科技发展永无止境，化妆品行业的发展也 不会停止 ，面临着巨大的竞争压力和挑战，欧 莱雅仍然能在化妆品市场上处于领头羊的地位 这与它成功的运营策略是分不开的。（ 产品策 略、广告策略、销售策略、包装定价策 略。。。。）
广告语：巴黎欧莱雅，值得你拥有！！！
潜在进入者
新进入者威胁状况取决于进入障碍和原有 企业的反击程度。 对于新进入者来说，存在许多劣势：规模 经济小、缺乏技术、知名度不高等等
潜在进入者对欧莱雅集团根本不构成大的 影响和威胁。
替代品的威胁
人们保养护肤观念逐步增强
---保健品：维生素E、黄金搭档等 ---涂抹水果汁、蔬菜汁等 代替使用 化妆品
但是例如像欧莱雅集团彩妆产品的效果 还是没有什么能够替代的；而且护肤品的效 果往往比体内调理更快捷便利。
行业内的现有竞争
欧洲：雅诗兰黛集团（雅诗兰黛、倩碧等品牌）
韩国品牌：爱茱莉太平洋集团 （兰芝等）
亚洲 日本品牌：资生堂集团 （欧珀莱、水之印）
Байду номын сангаас
欧莱雅为代表的 欧洲化妆品
日本、韩国化妆品
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五力模型——欧莱雅集团
潜在进入者
供应商
行业内的现 有竞争
购买者
替代品
欧莱雅的供应商
供方主要通 过提高价格和 降低供应产品 或服务的质量 来影响下游企 业。
欧莱雅有极 高的知名度、 美誉度和超群 的市场表现。 拥有广泛、多 样的供应商。 原材料、外包 装。。。的供 应方可以有很 多选择
欧莱雅集团拥 有全面而完整的 销售渠道，通过 百货商店、超市、 大卖场、化妆品 专卖店、免税商 店、发廊、药房 等等。。。
潜在进入者
新进入者威胁状况取决于进入障碍和原有 企业的反击程度。 对于新进入者来说，存在许多劣势：规模 经济小、缺乏技术、知名度不高等等
潜在进入者对欧莱雅集团根本不构成大的 影响和威胁。
替代品的威胁
人们保养护肤观念逐步增强
---保健品：维生素E、黄金搭档等 ---涂抹水果汁、蔬菜汁等 代替使用 化妆品
劣势
由于部分 高端产品，价 格也相对较高
在品质与 知名度方面不 及欧洲化妆品
总结
科技发展永无止境，化妆品行业的发展也 不会停止 ，面临着巨大的竞争压力和挑战，欧 莱雅仍然能在化妆品市场上处于领头羊的地位 这与它成功的运营策略是分不开的。（ 产品策 略、广告策略、销售策略、包装定价策 略。。。。）
因此，作为化 妆品巨头的欧莱 雅集团，在供方 讨价还价能力上 有着绝对的优势。
购买商讨价还价能力
人们生活水平的不断提高，对化妆品需求 也不断提升。 “爱美之心，人皆有之”
名气大、质量好、档次高，能够满足购买者追求高品 质、高档次的需求。尽管售价颇高，但消费者更愿意 获得欧莱雅的承诺。
欧莱雅的差异化战略满足不同支付能力的顾客群体，满 足消费者不同需求
欧莱雅集团，旗下拥有18个国 际知名大品牌，已成为世界上最 大的化妆品集团。
——成就化妆品王国的传奇
沈璇
088312125
欧莱雅集团
欧莱雅集团为全球500强企业之一，创立于 1907年。 产品有化妆品、染发用具、护肤品、防晒用品、 彩妆、淡香水和香水、皮肤病研究、制药，高 档消费品。 1996年正式进入中国市场，1997年设立上海中 国总公司 。 目前已成为世界上最大的化妆品集团。
广告语：巴黎欧莱雅，值得你拥有！！！
但是例如像欧Байду номын сангаас雅集团彩妆产品的效果 还是没有什么能够替代的；而且护肤品的效 果往往比体内调理更快捷便利。
行业内的现有竞争
欧洲：雅诗兰黛集团（雅诗兰黛、倩碧等品牌）
韩国品牌：爱茱莉太平洋集团 （兰芝等）
亚洲 日本品牌：资生堂集团 （欧珀莱、水之印）
欧莱雅为代表的 欧洲化妆品
日本、韩国化妆品
优势
高品质的 适合亚洲 保证（主要）、 皮肤，价格相 高知名度、美 对适中 誉度