The consumer division years (2004-2006)
The post-acquisition years were less smooth than anticipated. On the positive side, L’Oreal had acquired a brand with a wide distribution (more than 1,000 stores across different channels), strong sales (39 million Euro in 2006), historical strength in makeup, a few good skincare products and packaging, and a factory and R&D facility. On the other hand, the brand was associated with older consumers, sales were fading it had lost its marketing and R&D innovative edge, and it was unclear how it fitted into L’Oreal’s brand portfolio in China.
The consumer division years (2004-2006)
The post-acquisition years were less smooth than anticipated. On the positive side, L’Oreal had acquired a brand with a wide distribution (more than 1,000 stores across different channels), strong sales (39 million Euro in 2006), historical strength in makeup, a few good skincare products and packaging, and a factory and R&D facility. On the other hand, the brand was associated with older consumers, sales were fading it had lost its marketing and R&D innovative edge, and it was unclear how it fitted into L’Oreal’s brand portfolio in China.
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