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L'Oreal: The Beauty of Global Branding (int'l edition)
The French giant stays on top by selling cultural cachet as well as cosmetics
It's a sunny afternoon outside Parkson's department store in Shanghai, and a marketing battle is raging for the attention of Chinese women. Tall, pouty models in beige skirts and sheer tops pass out flyers promoting Revlon's new spring colors. But their effort pales in comparison with L'Oreal's eye-catching show for its Maybelline brand.
To a pulsing rhythm, two gangly models in shimmering lycra tops dance on a podium before a large backdrop depicting the New York City skyline. The music stops, and a makeup artist transforms a model's face while a Chinese saleswoman delivers the punch line. ''This brand comes from America. It's very trendy,'' she shouts into her microphone. ''If you want to be fashionable, just choose Maybelline.''
Few of the women in the admiring crowd realize that the trendy ''New York'' Maybelline brand belongs to French cosmetics giant L'Oreal. In the battle for global beauty markets, $12.4 billion L'Oreal has developed a winning formula: a growing portfolio of international brands that has transformed the French company into the United Nations of beauty. Blink an eye, and L'Oreal has just sold 85 products around the world, from Redken hair care and Ralph Lauren perfumes to Helena Rubinstein cosmetics and Vichy skin care.
Thanks to this strategy, masterminded by L'Oreal Chief Executive Lindsay Owen-Jones, the French company has not only enjoyed a decade of double-digit growth but has pioneered new ground rules for staying on top in a fiercely competitive industry. L'Oreal's net profits rose 12% in 1998, to $768 million, while ...