L'Oréal-6-FINAL
Transcript of L'Oréal-6-FINAL
Cunku biz buna degeriz
Karena anda begitu berharga
Parce que vous le valez bien
ألنك األفضل تستحقين
あなたには輝く価値があるから
One mission: Make beauty universal
• Offer to everyone, all over the world, the best of cosmetics in terms of quality.
• Offer products that are in harmony with the customers’ needs, culture and expectations.
1907-2008
1907
1980s
2008
-Establishment as a hair color product company
-Expansion to European countries by Multi-brand and Multi-channel
-Expansion to out of Europe by positive brand acquisitions
-Keeping high growth rate: 10% (1988-2008)
• No.1 cosmetics group worldwide
• 23 global brands
• 25.8 billion in sales
• 130 countries
• 64,600 employees
• 674 patents files
Company’s settings
Company Sales (Billion $) Head office
1 L’Oréal 25.8 France
2 Procter & Gamble 19.8 US
3 Unilever 15.5 UK
4 The Estee Lauder 7.8 US
5 Avon Products 7.6 US
6 Beiersdorf 7.0 Germany
7 Shiseido 6.4 Japan
8 Johnson & Johnson 5.8 US
9 Kao 5.5 Japan
10 Chanel 4.4 France
The beauty competitors
A large portfolio of brandsPROFESSIONAL
PRODUCTS
CONSUMERPRODUCTS
LUXURYPRODUCTS
ACTIVECOSMETICS
THE BODYSHOP
"Beauty and Chemistry in Balance“(From Swahili)
• 1991 : brand development, hair care and treatment products targeted to the African American salon/stylist and their clientele
• 2001 : becomes a division of L'Oréal USA
• Today : worldwide network of stylists in the UK, France, Netherlands and South Africa Technologically advanced products engineered to treat hairs
L’Oréal Professional Products
• Products : Hair and lifestyle products, perfume, fake eyelashes and handmade makeup brushes. Soon became one of Hollywood's favorite artists• (1928 – 2007) - a Japanese make-up artist and founder of the Shu Uemura international cosmetics line.
• 1960 - Developed and launched his first cosmetics product.• 1964 - opened Shu Uemura makeup school• 1983 - Shu Uemura Cosmetics• 2004 - sold to L'Oréal
植村 秀
L’Oréal Professional Products
L’Oréal creates a completely new market based on immaterial value:
“The Market of Beauty”.
A success story in developing a multicultural team synergy as a company culture value.
Rachida Brakni from Algeria
Aishwarya Rai from India
Diane Kruger from Germany
Dian Sastrowardoyo from Indonesia
Gong-Li from China
Liya Kebede from Ethiopia
Champoo Araya from Thailand
Meisa Kuroki from Japan
Aimee Mullins from the US
L’Oreal Loves Diversity
« Diversities are Our Priority »
• Reflect the consumers’ diversity of origins within the teams at every level
24%
76%
Ventes
French nationality International nationalities
« DIVERSITIES ARE OUR PRIORITY »
Promote women’s employment.
62%
38%
Workforce
56%
44%
Managers
Women Men
35%
65%
CommitteeMembers
The Creation Of Diversity Observatories
» Awareness operations for employees focusing on certain criteria (mixed-gender, the disabled)
Managing Diversity
FOCUSING ON ETHIC AND
CULTURE AT
L’OREAL
A strong culture
Ethical principle
s
Reflecting
diversity
Managing Diversity
The successful “L’OREAL WAY” ( Multicultural Team Process of Adler’s Model )
Entry stage: for trust and cohesiveness
Work Stage (Diverging for creative sources)
Action Stage (Converging for practice)
High performance
of multicultural
teams at L'Oréal
Successful and efficient management
Trust among employees
Diversity becoming an asset
Leads to an increased productivity
A Strong Culture
• Embracing culture and short hierarchy procedures.• Presence of a voluntary confusing structure to promote autonomy and collaboration• Oral communication rather than written procedures• Diversity is a core value of l’Oréal
Ethical principles
Law respect
Individual respect
Consumer respect
Environment respect
Loyalty & integrity
Reflecting diversity
• « Diversity profiles will bring new perspectives »• « Focus on a managerial culture which fosters the inclusion of all employees and capitalise team diversity »• « We are dedicated to understanding and serving our customers with products specific to each culture, each need »
RECRUITMENT POLICY
Diversity Management
Ability in Behaviour Adaptation
Equal Respect to each other
The Best Diversity Talent
High Motivation in Diversity Collaboration
Assessment
CASE STUDY
Racism in l’Oréal
L’Oreal Case Study “Racism And Cultural Issues”
Claims of Racial Discrimination
In 1997, Jack Wiswall, general manager for designer fragrances, allegedly told L'Oréal sales manager Elyse
Yanowitz to fire a dark-skinned sales associate despite her good performance
But why?? I don’t wanna do that without a good reason!!
Elyse....you must fire your black
staff!!
L’Oreal Case Study “Racism And Cultural Issues”
get me one that looks like
that
L’OREAL CASE STUDY “RACISM AND CULTURAL ISSUES”
• Against L’oreal Slogan :
• Institutional racism action?
No action isolated case
Because You’re Worth It Because You’re Not Worth It
Analysis of L’oreal Case Study “Racism And Cultural Issues”
Causes OfManager (Jack
Wiswall) Behaviour
Belief in Inappropriate Common Assumptions :
1.Homogeneity – Belief in the melting pot: (We are all the
same) 2.Similarity – Similarity myth:
(Similarity is the most important)
3.Parochialism – Only-one-way myth:
(Our way is the only way) 4.Ethnocentrism – One-best
way myth: (Our way is the best way)
Mistrust
Analysis of L’oreal Case Study “Racism And Cultural Issues”
Recommendation of L’oreal Case Study “Racism And Cultural Issues”
• L’oreal mission of “making beauty universal”• L’oreal strategy in its cross cultural management• Adler’s cultural How model bring synergy in L’oreal multicultural team• L’Oréal, world’s number one cosmetics company, and its isolated issues’
Conclusion
ANNEX
A large portfolio of diverse brands