台灣美妝品牌之數位行銷策略探討-以萊雅集團為例

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(1)國立臺灣師範大學管理學院管理研究所. 碩士論文. Graduate Institute of Management College of Management National Taiwan Normal University Master Thesis. 台灣美妝品牌之數位行銷策略探討-以萊雅集團為例 The Study of the Digital Marketing Strategy of Cosmetic Products in Taiwan- A Case of L’Oreal. 吳依縉 Yi-Chin Wu. 指導教授：蕭中強博士 Advisor：Chung-Chiang Hsiao Ph.D. 中華民國 102 年 6 月 June, 2013 I.

(2) 摘要國立臺灣師範大學管理研究所碩士學位論文題目: 台灣美妝品牌之數位行銷策略探討-以萊雅集團為例學生:吳依縉. 指導教授:蕭中強. 在競爭激烈的美妝產業裡，萊雅集團持續為產業中龍頭，是什麼競爭優勢讓萊雅集團持續龍頭姿態?本篇研究欲探討萊雅集團的核心競爭力，以資源基礎理論為基礎，透過蒐集與整理二手資料，歸納出其核心競爭力為其對併購品牌的整合能力，認為其整合過程包含 1.有智慧的併購，選擇與集團現有品牌個性互補之品牌 2.透過自身研發能力提升該品牌產品品質及其品牌價值 3.重新給予該品牌新個性及定位 4.品牌在地化。此外，自 2011 年開始，萊雅集團開始其數位年，透過數位行銷，萊雅成功滲透更廣的消費族群，而台灣萊雅更是運用自身優勢，有計畫性地拿下全球萊雅「最佳公關獎」，且在美妝產業其他競爭者普遍成長遲緩的狀況下，該年度的業績成長為大環境的 3 倍。因此本文欲探討台灣萊雅具有那些優勢，可以一舉打敗其他競爭者。此外，由於其他競爭者亦相繼進入數位行銷市場，本文期望歸納出萊雅本身的獨特性與數位行銷的連結，以延伸其數位行銷對萊雅的價值提升，使萊雅可以保持其在數位行銷中的優勢。關鍵字：萊雅，化妝品，資源基礎理論，核心競爭，數位行銷 II.

(3) Abstract The Study of the Digital Marketing Strategy of Cosmetic Products in Taiwan- A Case of L’Oreal Yi-Chin, Wu. Advisor: Professor Chung-Chiang Hsaio. Master of Business Administration National Taiwan Normal University, Taipei City, Taiwan. In such keen competitive cosmetic industry, L’Oreal keeps being the leader of the field. This study would like to investigate what is the advantage competitiveness help L’Oreal maintain the superiority? With the resource-based theory as the foundation, and through the second-hand information collection and organization, we generalized the core competence of L’Oreal is the ability of integrating the acquisition brand. Which including: 1. Wisely acquisition: choose the brand that has its own specialty and the brand personality is complement to the exist brands. 2. Raise the Brand Value with the R&D technology of L’Oreal 3. Reset the brand’s position. 4.Glocalisation Besides，L’Oreal has start the digital year in 2011, which means L’Oreal would systematize and fully utilize the digital marketing. Through the digital marketing, L’Oreal successfully permeates broader market. Taiwan L’Oreal especially well took advantage of itself dominance and got III.

(4) the “Best Digital Marketing Prize.” Moreover, under the situation that cosmetic industry was slowing up the growth rate, Taiwan L’Oreal ‘s growth rate was three times to other competitors. So the study would also discuss what the competence of Taiwan L’Oreal, which can help it to fight other players; and try to find the connection between the specialty of Taiwan L’Oreal and digital marketing, which can help L’Oreal to extend the value rising through digital marketing and ensure the competence in digital marketing even when other competitors get into the digital marketing war. Key words: L’Oreal, cosmetic, resource- base theory, core competence, digital marketing. IV.

(5) Table of Content 摘要 .............................................................................................................................................................................. II Abstract ..................................................................................................................................................................... III Chapter1 Introduction ......................................................................................................................................... 1 1.1 Motivation ................................................................................................................... 1 1.2 Purpose ........................................................................................................................ 2 1.3 Research procedure ................................................................................................... 3 Chapter 2 Literature Review ........................................................................................................................... 4 2.1 Resource Base Theory ............................................................................................. 4 2.2 Core competence ...................................................................................................... 8 2.3 Digital Marketing ................................................................................................... 10 2.3.1Digital marketing in Taiwan’s cosmetic industry ........................................... 10 Chapter 3 Research Methodology ............................................................................................................ 12 3.1 Qualitative research ................................................................................................ 12 3.2 Case study ................................................................................................................ 12 Chapter 4 Case study ........................................................................................................................................ 13 4.1 The introduction of L’Oreal ................................................................................. 13 4.2 The core competence of L’Oreal ........................................................................ 15 First Step: Acquisition .................................................................................................... 15 Second Step: Raise the Brand Value with the R&D technology .......................... 17 V.

(6) The third step: Reset the brand’s position .................................................................. 21 The fourth step: Glocalisation ...................................................................................... 22 4.3Digital Revolution ................................................................................................... 23 Taiwan Digital Marketing.............................................................................................. 23 4.3.1Brand comparison of L’Oreal Consumer Product Division ......................... 25 4.3.2 Marketing Strategy-“Star product” ................................................................... 27 4.3.3The digital marketing tools using by L’Oreal .................................................. 28 4.3.4How did Garnier success through digital marketing ...................................... 39 4.3.5The digital marketing advantage of L’Oreal .................................................... 40 4.3.6problem ..................................................................................................................... 44 Chapter5. Discussion........................................................................................................................................ 46 5.1Conclusion ................................................................................................................. 46 5.2Suggestion ................................................................................................................. 47 Reference................................................................................................................................................................. 53. VI.

(7) Table of figures Figure 1 Research procedure ........................................................................ 3 Figure 2 resource- based approach to strategy analysis: ............................. 7 Figure 3 Four concepts of Core competence, Javidan, M.(1998)................ 9 Figure 4 Main competitors ......................................................................... 14 Figure 5 The four division of L’Oreal ........................................................ 15 Figure 6 The research budget of L’Oreal ................................................... 18 Figure 7 The ranking of group of word-of-mouth ..................................... 39 Figure 8 Taiwan network users by age....................................................... 42 Figure 9 Taiwan Facebook users by age .................................................... 43. VII.

(8) Table of Tables Table 1 The research procedure of L’Oreal ................................................ 20 Table 2 Brand comparison of L’Oreal Consumer Product Division .......... 26. VIII.

(9) Table of Appendix Appendix 1 the brand under banner of L’Oreal Taiwan ............................ 50 Appendix 2 L’Oreal’s sale growth in different market zone...................... 52. I.

(10) Chapter1 Introduction 1.1. Motivation. Beauty has become a very important issue for people. “Cosmetic” is not a word only for girl anymore. We can see that more and more male are paying attention to maintain their skin and body, and start to refuse using the care product from their wife. They would not shy to get into the shop of skin care and choose the product that suit for themselves. Besides, the past study has showed that even in the recession period, the cosmetic revenue would not decrease, since in the suffering days, people are willing to spend money to buy the small happiness, even with little higher price, which is affordable compares to other luxury goods (ex, house, cars). However, because of the low entry barrier, the cosmetic market is widely extending and brings more and more competitors in this industry. For example, many Korean cosmetic companies enter this field in recent years, which focus on the 15-20 years old consumers, and sell the cosmetic product with very low price, which appealing many young girls to start the make-up experience earlier. But even in such keen competition environment, L’Oreal keeps being the leader of the field. So the study would like to investigate the core competence of L’Oreal to compete the main players in cosmetic industry (such as P&G, Unilever, Estee Lauder, Shiseido, and Avon) Besides, except to the low entry barrier, since the investment of web2.0, people can approach more information of the product and brands, it would be the opportunity but also the threat to the cosmetic company. 1.

(11) Many customers would like to surf the product’s information before buying it, and share the using feeling after use it, and that’s why there are so many bloggers exit and take advantage by different company in different field. So as the L’Oreal start the digital marketing war, we would like to discuss how L’Oreal keep the advantage of itself and connect the competence with the digital marketing strategy.. 1.2. Purpose. In order to understand the issue of digital marketing, the study would like to introduce the leader of cosmetic industry, L’Oreal at first, and discuss the core competence of L’Oreal. Then, we would like to talk about the digital marketing strategy of Taiwan L’Oreal, and try to find the connection of Taiwan L’Oreal’s dominance and digital marketing, which can help Taiwan L’Oreal keep the advantage in digital marketing even when the other competitors get into the digital market war.. 2.

(12) 1.3. Research procedure. The procedure of this study is step by step through set up the topic, relevant literature collection and analysis, research structure development, research object selection, analysis and explanation. In the end, we try to consulate some conclusion and give some suggestion. Set up the topic. Relevant literature collection and analysis. Research structure development. Research object selection and analysis. Conclusion and suggestion. Figure 1 Research procedure. 3.

(13) Chapter 2 Literature Review. 2.1 Resource Base Theory Resource-Base Theory definition: Resource-Base Theory suggests that firms obtain sustainable competitive advantages by implementing strategies that exploit their internal strengths, while neutralizing external threats and avoiding internal weaknesses, and focus primarily on analyzing a firm’s opportunities and threats within its competitive environment. The theory builds on the assumptions that strategic resources are heterogeneous and immobile across firms, and that these resources are stable over time. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage are proposed: . Valuable – A resource must enable a firm to make a value-creating. strategy, by either outperforming its competitors or reduce its own weaknesses. Relevant in this perspective is that the transaction costs associated with the investment in the resource cannot be higher than the discounted future rents that flow out of the value-creating strategy (Mahoney and Prahalad). . Rare – To be valuable, a resource must be rare by definition. In a. perfectly competitive strategic factor market for a resource, the price of the resource will be a reflection of the expected discounted future above-average returns (Barney, Dierickx and Cool.). 4.

(14) . In-imitable – If a valuable resource is controlled by only one firm,. it could be a source of a competitive advantage. This advantage could be sustainable if competitors are not able to duplicate this strategic asset perfectly (Peteraf; Barney). The term was introduced by Rumelt to explain why firms might not be able to imitate a resource to the degree that they are able to compete with the firm having the valuable resource (Peteraf; Mahoney and Pandian,). An important factor of inimitability is causal ambiguity, which occurs if the source from a firm’s competitive advantage stems is unknown (Peteraf,; Lippman and Rumelt, ). If the resource in question is knowledge-based or socially complex, causal ambiguity is more likely to occur as these types of resources are more likely to be idiosyncratic to the firm in which it resides (Peteraf,; Mahoney and Pandian). . Non-substitutable – Even if a resource is rare, potentially. value-creating and imperfectly imitable, an equally important aspect is lack of substitutability (Dierickx and Cool,). If competitors are able to counter the firm’s value-creating strategy with a substitute, prices are driven down to the point that the price equals the discounted future rents (Barney,; sheikh,), resulting in zero economic profits. Based on the theory of economics, Penrose(1959) thought if company wanted to get the benefit from their business activities, company needs not only advantage resource but also the ability to using those resource. So, Wernerfelt (1984) proposed the term of resource-Based Theory and try to explain that using the resource-based concept to make the decision is better than others. Aaker(1989) thought the development of company 5.

(15) strategy has two big direction to consider: one is what is the way to compete; the other is where can you compete. Aaker thought the origin of resource is from organization internally- the capital and ability. If company can use these two resources well, then they can generate best competitive advantage. 1986, Barney also proposed that company can accumulate their resource and ability to develop long term and sustainable competitive advantage. And in1991,Grant proposed that Resource-Base Theory is emphasize the importance of ”Introspective”, thinking that the business internal resource would lead the direction of making company’s strategy, and become the main source of business profit. He proposed a strategy analyze integrated model of Resource-Base Theory, which can help the business drawing up the strategy. He believes that the Resource-Base Theory should first clarify the resource, ability, competitive advantage and the profit gain relationship between enterprises. Next, find the unique resource ability of the company and build a mechanism to maintain the competitive advantage. Then, recognize the gap of resource and balance the new and old resources to develop the dynamic resource system. (Figure 2). 6.

(16) Figure 1 resource- based approach to strategy analysis: A practical framework ,Robert Grant ,CMR, 1991 Resource-Based View (RBV) has place importance role on the strategy management field because two reason: 1. the external environment analyze to the organize performance has fully explained. Under the globalization condition, the vicissitudes of the industry and competitors are faster and fierce. Thus, company would harder to analyze and control the dynamic external environment. In comparison, the internal resource is easier to manage, control and to be the consideration when making the strategy. Besides, “Resource-Base Theory” has fully explained two basic problems in strategy management study:”Why every company is different?” and “why some company can keep the competitive advantage in the same industry?” 2. The Resource-Base Theory is focus on “ how to gain the company core competence from the internal perspective.” 7.

(17) 2.2 Core competence (1) Core competence definition Through outsourcing, company can focus on the issue of how to improve their core competence and get the professional knowledge and resource from their vender to increase the service quality for their customer (Charles, L. G and J.essinger,2000).. 1990, Hamel and Prahalad first brought up the concept of core competence in HBR. They defined core competence as integrated the technology and skill of organization, and accumulate this ability through the organization learning to the level which their competitors are hard to imitate. This ability can create customer specific utility and high added-value. Hamel and Prahalad thought core competence need to have three characters: customer value, competitive differentiation and extension. So, it means core-competence need to have the feature to attract their customers, and this attractive should be unique and hard to imitate by other companies. Extensibility means this ability can be extended to a bundle of new product or the concept of serving. And also core competence should not own by single team or member, this ability should universal inside the organization (Hamel and Heene, 1994). Coyne, hall and Clifford proposed "a core competence is a combination of complementary skills and knowledge bases embedded in a group or team that results in the ability to execute one or more critical processes to a world class standard". They thought perspicacity, perception and the implement ability of the basic employee are three key points of 8.

(18) core competence (1997). Hitt and Hoskisson(1999) pointed out that core-competence are the resource and ability of company, and it is also the origin of the competitive advantage for company. Javidan(1998) proposed that core competence can be separated to four level base on the value and difficulty(Figure 4). These four level including: core competencies, competencies, capabilities and resources.. Figure 2 Four concepts of Core competence, Javidan, M.(1998) (2) Core competence aspect Leonard-Barton (1995) thought core competence as least including four aspects: Employee knowledge and skill, physical system, management system and value and norm. And, these four aspects have interdependent relationship. Actually, not only Leonard-Barton proposed the aspects of core competence. In the past, several researchers had proposed different module of the core competence aspects. 9.

(19) 2.3 Digital Marketing Digital marketing is marketing that makes use of electronic devices such as computers, tablets, smartphones, cellphones, digital billboards, and game consoles to engage with consumers and other business partners. And it is a marketing process which leads to the development of any organization or brand by using a variety of digital channels such as email, social networks etc. According to a joint report by the Chief Marketing Officer Council, a global association of marketing executives .Asia has some of the highest levels of social media, mobile and Internet penetration, but digital advertising in the region has yet to catch up with more sophisticated campaigns in North America and Europe. Last year, Asia Pacific was set to spend roughly $33 billion on digital advertising, according to a study by e-Marketer. 2.3.1Digital marketing in Taiwan’s cosmetic industry In the past, cosmetic company would set their own official website to offer the product’s information, but usually it’s one-way interaction. Few website has the forum area to let the customers leave their opinions. Besides, the official website always give the cold and detached feeling and fail to shorten the distance of customer and brand. Moreover, some Europe and American brands doesn’t have Chinese in the office website. Thanks to the investment of web2.0, the word-of-mouth digital marketing tool has start from 2005.Many bloggers would share the opinions after they used the product. Thus cosmetic companies catch the trend, and invite those bloggers to try their product first and share the 10.

(20) opinion on the blog, which extend much more explorers. And it is very mature in recent year. From 2012, cosmetic brand has started to manage the brand Facebook, which help the brand build close relationship with their royal customers. Except the product information, they may have some sweet message or some activity which is not related to the product, which makes the feeling of friendship relation. Besides, through the customer sharing the product information on their own Facebook and explore the information to their really friends, it would raise the explorer to the potential customer and raise the information reliable. (Wu, National Taiwan University, 2011). 11.

(21) Chapter 3 Research Methodology 3.1 Qualitative research Qualitative research is researcher aimed at one specific event or question to do the explanation research. It is a tool for understanding one event’s meaning or structure (Parker, 1994). The information got by qualitative always shown by words and the analysis of information always presents by concept (Saunders, Lewis & Thormhill, 1997). Compare to quantification research, qualitative research emphasizes the process and meaning which can’t be count by numbers (Denzin & Lincoln,1994). Even thought the meaning between quantification and qualification is contrary, but it doesn’t mean they are conflict. In fact, we can see a lot of quantification research also use qualitative information and vice versa (Bryman, 1989).. 3.2 Case study Case study is a basic research method in social technology research; it is also a strategy of empirical research (Yin, 1989). Yin thought that when the research purpose is studying a method or reason of a phenomenon, or can’t control from outside, it is a event which happened in this moment instead of a history event can use the method of case study. Case study can use every kind of tool to do the research without any limit, so researcher can use both quantification and qualitative research base on their research requirement and purpose.. 12.

(22) Chapter 4 Case study 4.1 The introduction of L’Oreal ~~We have confidence in the buoyancy of our profession and our market. Beauty is an essential, timeless and universal need. Cosmetic is both a supply-led market driven by innovation, and a demand-led market, bolstered by the rise of middle classes all over the world. This makes it a structurally dynamic market, and so it will remain in the future. ~~ M. Jean-Paul Ago, CEO of L’Oreal L’Oreal was built by Eugène Schueller In 1907, who was a young French chemist. He developed the first hair dye formula called Auréale and applied for the patent, try to transform the research result to the commercial opportunity. Eugène Schueller built the company of “Societe Francaise de Teintures Inoffensives pour Cheveux Prodution of safe hair colorant” and published the brand “L’Aureale”, which means the golden crown and sparkling colorful aureola and was the predecessor of “L’Oreal.” Through the development of society economics, L’Oreal gradually extended the field from professional dye product to other cleaning and maintenance products. In 1934, L’Oreal took over Monsavon, which is built up with soap business, and began the first step to sell the shampoo in the mass market. From hair coloring product to hair washing product, L’Oreal has established the firmly foundation of hair field.. 13.

(23) In 1936, the government of France implemented the holiday pay,. Resource: 2012 L’Oreal annual reportso. the middle class all came into the beach to enjoy the sunshine and the nature, which brought new fashion and new needs. Ms. Coco Chanel shortened the girls’ skirt and recommended that female should Figure 3 Main competitors Of L’Oreal. throw away the parasol and show the health image, which became the. fashion trends then. L’Oreal responded the trend and introduced a series of sunburn protection product- Ambre Solaire, and successfully entered the body maintenance field. Nowadays, through the strategy of acquisition, L’Oreal has become the leader of cosmetic industry. (chart1.1) L’Oreal has 27international brands all over130 countries (appendix1&appendix2). As the New Markets became the group’s number one geographic zone in sales terms. The group’s top 10 countries already include America (1st), Japan (2th) and China (3rd). This powerful dynamic is fully in line with L’Oreal’s goal of winning one billion new consumers over the next ten years. Among these brands, L’Oreal Taiwan already has 16 brands. As the globalization strategy, L’Oreal has three branch, including Cosmetic branch, Dermatology branch and The Body Shop. And under the Cosmetic Branch, there are four divisions, which are Professional Product 14.

(24) Divisions, Consumer Product Divisions, Luxury Products Division and Active Cosmetic Division. (Figure5). Figure 4 The four division of L’Oreal Resource: 2012 L’Oreal annual report. 4.2 The core competence of L’Oreal In this study, we would like to explore what is the core competitive strength that supports L’Oreal to keep the leader role in such keen competition world, through the different data collection, we have the conclusion that L’Oreal’s core competence is the ability to organize the acquisition brands, and it includes four steps: First Step: Acquisition L’Oreal is famous for accurate acquisition to further its intensify. 2013 L’Oreal has acquisitions such as Cadum in France, Vogue in Colombia and Urban Decay in the United States. During the acquisition process, L’Oreal would choose the brand that is complement to the origin brand. Besides, these brands would also have the following specialty: 15.

(25) 1. The brand has big market share in the mother country and has international potential: L’Oreal prefers to take over the brand that has well-established fame in the mother country already, but without the finance resource to being international. If the brand is not famous or has its own influence in the mother country, then it’s hard to extend to be globalized. Moreover, the brand would be hard to create the chain reaction in other country when the market share in the mother country is drop. 2. The brand with their own personality: The Brand should have the vivid characteristic; it is not for the mass market but can deliver its own attribute, benefit or value. Besides, L’Oreal would not tend to make the new brand” L’Orealize”, in other hand, L’Oreal would keep the original specialty of the brand. For example, L’Oreal spend many years to know every member of Kiehl’s family, try to persuade the family that L’Oreal would maintain the concept of Kiehl’s. And nowadays, Kiehl’s still keep the concept of” professional”, every sales of Kiehl’s wears white coat to deliver the professional image. Furthermore, every Kiehl’s store keeps the distinctive mark-a human skeleton (Mr. Bones) and a Harley in front of the display window. Since Kiehl’s was a professional pharmacy, and the skeleton is to help the pharmacist directly point out where the medicine would act on. And the second executive, Aaron Morse, was a pilot of aircraft; he has much passion in aerial stunts, auto race and antique motorcycles. He found out that when couple went into the store, in many cases that male was not interested in the cosmetic at all and felt 16.

(26) boring then, so he decided to put his own Harley as a decoration to “please” the males. Just as expected, the strategy successfully inspired the males to discuss the relation topic with each other. And up to now, L’Oreal maintains the traditional characteristic - professional of Kiehl’s. Same situation happened in the Acquisition of shu uemura. The runner of shu uemura has expressed that” Actually there were six international conglomerate show their interest in acquiring shu uemura, but we choose L’Oreal in the end, because L’Oreal is the one that would cherish our brand value. Facing the brand full of creator’s soul, L’Oreal is willing to spend long time waiting to pursue it. 3. The brand that is complement with exist brand As the leader of cosmetic industry, L’Oreal has 23 international brands so far, and every brand has independent personality and being complement to each other. L’Oreal uses the “consumer personality” to segment the different brands. For example, Vichy’s target customer are the females that are easier to accept the new things, attach important to the value that brand brings and not care about the price so much at the same time.. Second Step: Raise the Brand Value with the R&D technology To offer women and men all over the world the best in beauty, in terms of quality, efficacy and safety, while respecting their differences—and provides an objective that motivates the whole company: to conquer a billion new consumers over the next 10 years. L’Oreal invest 4% (Table1.2)of annual revenue in the R&D to prove the innovation, and 17.

(27) create average about 600 patent a year(Table1.2).To always cover the customers’ need, L’Oreal changes 20% products every year and completely renew the product line every 5years. As the past data revealed, 1/4 of the revenue are from new products. Behind the robust R&D technique, there are some principles:. Figure 5 The research budget of L’Oreal The patents number of L’Oreal Resource: 2012 L’Oreal annual report. The philosophy of cow and calf L’Oreal has a very important specialty that they’re willing to do the long-term investment before knowing the consequence. The philosophy of cow and calf are their important culture, which means that you should keep putting money on the items that haven’t got the profit back. The R&D technology is the pasture to raise the calf. Usually, it takes long term to produce the calf. And among these calves, there are only few that can produce milk. Not like the competitor-P&G and UNILEVER that take the cosmetic business as the cash cows, L’Oreal knows that in the intense competition environment, the create ability is their best weapon. The international research center To understand the customer from different country, different culture and different nations, L’Oreal has the research center in Paris, New York, 18.

(28) and Tokyo, which are the three “Creative Center” of L’Oreal, and to expand the multiple racial market of the United States, L’Oreal set the racial hair and skin research center in Chicago in 2003. Besides, L’Oreal has 85% market growth in China and with the rising and flourishing market conditions, L’Oreal set the research center in Shanghai Pudong in 2004.And to support the conquest of the New Markets, two new plants have been added in Indonesia and Mexico to deeply understand the local market. Now L’Oreal has the largest Hair Research Center of the world at Saint-Ouen, in France and a fifth regional research hub at Mumbai, in India, which is essential to their universalization strategy. Corporate Social Responsibility L’Oreal has the technique to create the man-made skin in the early 1980, which can offer the prototypes that have the same protect mechanism, cytochrome and immune system as the real skin. Moreover, L’Oreal also create the man-made skin of different racial, and in 2002, they even developed the prototype of “ageing skin”, which contains the main factor- glycation of ageing skin. This worldwide center was set up near Lyon and produces 130,000 skin models per year. It permits it to test over a thousand L’Oreal products for safety per year, and also commercializes its skin models to other companies of other sectors. (Cosmetic Design-Europe 2012/12/09) In 2013, Europe has pass the low of forbidding animal test for cosmetic, and L’Oreal is the only one business in the industry that has the technique to adapt to the low. Although there are still some products that haven’t stop using animal for test, L’Oreal has confidence to ban the 19.

(29) animal testing completely in 2013. The R&D procedure Research center &Marketing Team. New Product Idea. Back to the lab to make a best formula. Deeply market evaluation. Test the degree of products’ stability. Product position Package design Name create. The lab create 100 product prototypes. Filter to 20 product prototypes. Table 1 The research procedure of L’Oreal Resource: the study collection. According to the consumer behavior and market respond, the marketing team and the test center would develop the new product concept. The research lab would try to create 100 product prototypes, and through the test activity by the volunteers which is hold by test center all over the world, L’Oreal filters to 20 prototypes. Afterwards, comprehend the opinions of marketing, sales and different department, and with the deeply market evaluation, the final opinions would back to the research lab, and produce the best formula. Then the research lab should test the stability of the product, whether it would keep the quality in the extremely situation 20.

(30) (high /low temperature or in the transport process.) Normally, it would take few months to go through the quality test process, so in the same time, the marketing group would start to set the product’s position, decide the size of the product, design the product’s package, and create the name. Then communicate the concept with the advertisement agency to design advertisement that is attractive to hit the customers’ heart. Nowadays, L’Oréal places research and innovation at the center of its development model. With 22 research and 17 evaluation center on all continents, the Group has developed more than 130 molecules during the last 40 years. 3,817 researchers play their part in developing new formulas and filed 611 patents in 2012. L’Oréal is now entering the era of universalization and beauty for everyone. The exploration of new scientific and technological territories is being enriched by this global dimension: with its in depth knowledge of skin and hair in all latitudes, L’Oréal research creates cosmetics products adapted to the world’s diversity The third step: Reset the brand’s position L’Oreal will reset the brand and not to influence the origin specialty (ex, Kiel’s professional image, she uemura is the first brand of visagiste).Give the brand new personality and new image, then decide the product category, package and price under the new image. Like Maybelline was a brand from Tennessee, the product with the bright green and pink package which gives slightly tawdry image. To simplify the brand under the banner of L’Oreal, L’Oreal combined the brand, Gemey from France and Jade from Germany with Maybelline, and move the headquarters of Maybelline from Tennessee to New York, brings the 21.

(31) fashion image. After setting the brand position, L’Oreal would set the headquarters of the brand in the origin country. This decision is also to keep the brand’s personality and brand culture. The fourth step: Glocalisation Since L’Oreal is a global enterprise, and the brands under the banner in order to fit in different consumers’ need and match consumer habits from all over the world, L’Oreal would appropriately adjust the product for the different culture people. In the past, only the major developed markets created new products, which were then adapted all over the world. Today, products are designed in the places where consumers live and local innovation is becoming a source of worldwide innovation. Responding to local problems linked to climatic conditions, physiology or traditions means that L’Oréal Research is continually innovating as it strives to provide beauty for all. Product: Take the perfume as an example, American and Chinese prefer different fragrances. The Americans would be fond of the strong smell which can present one’s personality, while Chinese would admire the fresh and nature one. And in the lotion situation, Japanese women like the light gel; Americans prefer the lotion that easier to permeate, and should be comfortable and soft; Germany female would like the oil, moist moisturizer; And England women prefer liquid lotion. So to satisfy every country’s customer, L’Oreal should slightly modify the products. 22.

(32) Endorser: L’Oreal would choose the endorsers to meet the brand’s image, however, in the different country, the star may not be always familiar to the target customer, and it would cause that customers fail receiving the message that L’Oreal would like to deliver. Thus, L’Oreal would ask the local market recommend 10 stars that is suit for the brand image first, and then the marketing team of the brand headquarter choose the one that is really adapt to the brand’s spirit to be the local endorser.. 4.3Digital Revolution L’Oreal was the first one to start the digital war, with the digital marketing strategy, successful defeated other competitors of cosmetic market. Digital communication is both a lever for sales growth and a way of strengthening brand-consumer relationships. And in 2012, L’Oreal created strong value and financial growth with sales growth attaining from double- digit figures. Thus, the digital revolution would continue unwaveringly, with growth in digital communication and rapid advances in e-commerce. Taiwan Digital Marketing In the 2011 L’Oreal’s annual report, Taiwan L’Oreal got the “Best Digital Marketing Prize.” With the digital marketing, Garnier’s market share raise from 2% to 18% in two month.” It’s not only Best Practice, but Miracle Practice! “said M. Jean-Paul Ago, CEO of L’Oreal.. 23.

(33) The chairman of Taiwan L’Oreal, Amy Chen analyses” The IT industry in Taiwan is vigorous developed. Comparing the resource and talented people with other countries, we are not in the least inferior at all. Taiwanese is not worse than others but too humble to make our performance republic. After the CEO of L’Oreal announce” This year is digital year, we should speed up digitalize.” Amy Chen announced ” Taiwan can take the lead！We can be the leader of digital marketing! ” And in 2012, while other competitors were facing the growth rate decreased, L’Oreal has three times growth rate for the cosmetic environment. ”We got 100 score last rear” said Amy Chen. However, as the digital marketing tool, word-of –mouth, has matured get used by the cosmetic industry, customers are get used to surf the bloggers’ suggestion before buying the product. Then what is the core competence of Taiwan L’Oreal to successful get into the digital market and outperforming other competitors. Except for running the brand Facebook, what is the other tool that L’Oreal uses? Besides, since in Feb, 2012, the biggest competitor of L’Oreal, P&G has announced that they would get into the digital marketing, too. How will L’Oreal defend it？ The study would like to discuss the issue through second-hand data collection. And try to find the connection of Taiwan L’Oreal‘s specialty with digital marketing to suggest a good digital marketing strategy, which 24.

(34) can keep the dominance of L’Oreal in digital marketing and raise the brand value through digital marketing. The study focuses on the consumer product division of Cosmetic Branch, and we have four parts to discuss the digital marketing strategy of L’Oreal Taiwan. 1. To understand the digital marketing using in L’Oreal Taiwan, we analyze the complementary of L’Oreal consumer product brands first. 2. Introduce the marketing strategy of L’Oreal. 3. Introduce the digital marketing tools that the brands use and analyze the reason why Garnier could get the digital marketing prize. 4. Then, we would combine the competence of L’Oreal and digital marketing, and point out some problem that we observe.. 4.3.1Brand comparison of L’Oreal Consumer Product Division. Target. • Profession. • 15~34 years. • 15~29 years. Customer. salon customers. old. old. age. • 29~45years. • Female. • Female/Male. old • Female/Male 25.

(35) Price. The price level. price lower than. price lower than. between. L'Oreal Paris. L'Oreal Paris. (the role of price. (the role of price. leader). leader). department brand and self-selective brand style. Consumer psychology. Accessible luxury New-York style,. Natural skin care,. brand. young, fashion. nature beauty. People that are. The buyers that. The buyers who. willing to pay a. pay attention to. concentrate on the. little be higher. self-image, social. reasonable price,. price for the. impression that is. pure material,. better product.. on the cutting. uncomplicated. edge of trends. skin-care. People that have. procedure and no. meticulous. exaggerate effect. planning and careful accounting slogan. Because you’re. Maybe she is born Take care.. worth it!. with it. Maybe it’s Maybelline. Table 2 Brand comparison of L’Oreal Consumer Product Division Resource: study collection 26.

(36) 4.3.2 Marketing Strategy-“Star product” To compete with other competitors, L’Oreal implements two strategies to keep the competitiveness and well control the cost. Stretagy1: Focus the resource Choose the star product from the 14 under banner brand of L’Oreal,” fewer and bigger，do not have too much star products, and make every star product become a long-term product.” Strategy2: Appeal more consumers ”Make the complexity into simple, and make the long-term product.” Amy Chen selects the “star product” strategy, since Taiwan cosmetic environment has trend to the mixed way. The customers’ royalty to the single brand is pretty low. The manager of biggest cosmetic group Ms. Chang also indicated that Taiwan females purchase the facial mask, eye cream and lotion in the different channel and different brand, which also pointed out the customer has low royalty to the single brand. Beside, from2010, except the tradition market survey, L’Oreal increase the home visit survey. Amy Chen would take the employee to visit the customers, and observe how the consumers set their housewares, and what brands did they buy? The result also proves that the consumer habits of brands mix. Amy Chen also found out that it’s hard to arouse the consumers to buy the whole series product of single brand. Instead, the star product which revealed must buy atmosphere is the catalyst of the revenue. 27.

(37) Thus, L’Oreal focus the resources on the star product and hold many activities to appeal the new customers. Through integrated traditional and digital marketing tools, L’Oreal successful creates the beautiful revenue and broaden the customer breadth. 4.3.3The digital marketing tools using by L’Oreal Facebook Through face book, there are several benefits for brand to build the relationship with their customer. First, the brand fans can respond their opinion directly, which help the brand understand their royal customer; and realized whether their customers have received the brand value that the brand would like to transmit. Since the customer who are willing to bring up their opinion, no matter it’s good news or bad news, it means that they have high involved in the brand. Second, through Facebook, it makes the brand to seriously face the customers’ opinion and criticizes. In the past, the message in the website is concealed，the negative often be ignore directly or be perfunctory treated. However, in the Facebook, the message is exposure directly, and to avoid affecting other buyers’ impression or purchase aspiration. Brand should give reaction and compensate at the first time, which also being a test for the brand crisis management. In the other side, since the message s public, the word-of –mouth can. show to more. customers, and through receiving the information from your true friends would make it more reliable and acceptable.. 28.

(38) Last, many brands would make the customer involved in the marketing procedure through the Facebook activity. For example, post an article to make the fans choose the slogan that they like better, or even have a contest activity to create an appealing slogan. While the customer involving in the marketing procedure, help the brand to build a deeper relationship with the brand fans. Take L’Oreal consumer division brands compare with the competitor P&G and Shiseido. Shiseido has the biggest market share in the self-selective market, which has fifteen brands( Za, neuve, UNO Men series, MA CHERIE, Majolica Majorca, WHITIA, INTERGRATE, Aqua Label, TSUBAKI, AQUAIR, Perfect Whip, TISS, FINO, super mild) in the self-selective market. And according to L’Oreal’s 2012 annual report, P&G is the biggest main competitor. From 2011, L’Oreal was the first one to announce to open the digital marketing war, the first change is continually setting the brand Facebook. However, through observe the competitor Facebook building time, we find out not every L’Oreal brand lead the trend. Many Shiseido brands get into Facebook management earlier and we can see that P&G keep up with the trend after 2012. Then, we compare the content of the different brands, we can found out since L’Oreal has more activity, so the Facebook have more information and link to the activity. In comparison, the brand Facebook of Shiseido and P&G are more conservative, and have the similar content like blogger sharing, product use education, informal message to build the closer relationship with the customers, etc. 29.

(39) True-view You tube: In-stream ads play like a TV-style ad before or during another video from a YouTube partner. Viewers see 5 seconds of the video and then can keep watching or skip it. With this kind of digital marketing, it can help the company rise the product exposure rate, and push ahead the impulse shopping. Maybelline. 30.

(40) Garnier. Integrated Digital Marketing Activity: Most brands of the competitors would have the activity only desperately on Facebook or through the tradition marketing place. However, L’Oreal would combine the activity through integrated the tradition and digital media to completely implement the star product Extending the” Star Product” strategy, L’Oreal has cooperated with the Iprefer Digital Integrated Marketing Company, and successful created many topicality activities. With these activities, the Facebook group is not only for the present exchange, but also have the new customer that appealed by the marketing activity.. 31.

(41) Maybelline- Falsies Big Eyes Mascara L’Oreal’s product strategy of “highlight every star product” did a brilliant performance in the consumer brand-Maybelline. Maybelline cooperates with Iprefer digital marketing company and held a series of experience activity to help the customer experience the specialty of Falsies Big Eyes Mascara- the effect of alike wearing the False Eyelashes.. 1. The first step is the activity of four mission girl. In the Maybelline Facebook, they have the four mission girl with heavy eyes make-up, two with the Falsies Big Eyes Mascara, while the other two wears False Eyelashes. And ask the Facebook fans who are the true ones with the Maybelline Product and leave the message to answer it. In this step, Maybelline take advantage the disseminate of social media (Facebook, you tube) and the Convincible authority of famous blogger to build the expectation. The activity has ignited the topicality and attracted many mass media. The participants are surprised about the product effect.. 32.

(42) 2. exchange the real one with the fake one After successful opening the topic in the Facebook, Maybelline took the fans out of the virtual world. With the topic of “Change the new one with the ex-loved” , let the fans get rid of the False Eyelashes! The fans just need to download the exchange ticket, and then they can change the Falsies Big Eyes Mascara with their old false eyelashes at the channel at the appointed period. The activity was very successful, and the exchange ticket was over in 30 minutes. Besides, there were many fans took the picture as a memory and post it on the fans group actively. This kind of spontaneity behavior would imperceptibly raise the activity exposure and word-of mouth, and appealed many new fans to the Maybelline fans group. So except promoting the new product, but also increase the cohesion of the whole brand.. 33.

(43) 3. Elaborated a purple promoting car The car went through Taipei city in the activity day. And as long as the passerby took the photograph of the car and post it to the Maybelline fans group, they can attend the lucky drew activity. In few hours, there were more than 70 pictures on the fans group, and make much discussion. The promoting car is also the symbol of action, which revealed the meaning of saying bye bye to your false eyelashes. 34.

(44) 4. The tips of not wearing the false eyelashes During the period of “exchange the real one with the fake one, Maybelline also find six cosmetic expert to show how to use the product in the right way, in case of the wrong usage cause the unsatisfied result and build the reliability. L’Oreal Paris-2011 extraordinary men show. Most male only wash their face without doing any skin care, L’Oreal Paris Men expert decide to help the men build the skin care concept and build the brand attitude in the mean while. They re-identify the skin care attitude of modern men: Wanna to surpass others? Surplus one more skin care step first! The activity invite two internet star-蔡阿嘎、鯰魚哥 to make their own promote video of HYDRA ENERGETIC . Separately combine their personal style and HYDRA ENERGETIC to interpret the ” extraordinary of modern men,” and deliver the skin attitude of Men Expert. 35.

(45) Then through voting in the Facebook to choose who is the successor of 吳彥祖. 36.

(46) Consumers are the best endorsers! L’Oreal Paris Men expert introduce the moisturized lotion, and emphasize after using the product would be face glowing and show your confident. To magnify the product requirement, L’Oreal Paris invited Daniel Wu as the endorser. However, the problem appeared : will I be as handsome as Daniel Wu after using the product? To break the distance, L’Oreal held the activity to invite the consumers experience the product by them and directly feel the real profit of the product-handsome and stylish! L’Oreal elaborated a “short time made stylish guy “car, combined the tradition outdoor event (show girl trial +outdoor exhibit interaction area) and the skill of professional photography, in-time digital group sharing.. 37.

(47) Connect the whole program through outdoor to internet, let the consumer experienced like an endorser. And after the voting in the Facebook, the winner can be the cover of the fans group of L’Oreal Paris. Word-of- mouth It has become a very mature tools to use the word-of mouth. Many people would share their product using experience on internet. Thus, it has become many people’s habit to surf others’ opinion before they make the purchasing decision, which also make a new occupation- professional bloggers in recent years. So many cosmetic companies may manipulate the tools by invite famous bloggers to use the product and share their opinion on the different channel to arouse potential customer to have the interest to the product. The main channels are beauty group, bloggers, Wikipedia, news and BBS. And according to the internet buzz research center, Fashionguide is the most popular beauty discussion group.. 38.

(48) Figure 6 The ranking of group of word-of-mouth Resource: internet buzz research center. 4.3.4How did Garnier success through digital marketing First, Garnier bring the men product to Taiwan in 2011. Before that, Only L’Oreal Paris (consumer division) and BIOTHERM (luxury division) has men product. While the men product market was not so matured yet, most male consumers can not well identify the product difference and utility so well. Thus the most important thing to consider is the price and the brand reputation. Ganier invited Leehom Wang to be the endorser, trying to educate men the concept of skin caring and deliver the thinking 39.

(49) that men who take care of themselves skin is cool to successfully attacked the Male market. Second, Garnier well implemented the star-product strategy. Although Garnier haven’t open the brand Facebook then(Garnier build the Facebook in2011), they wildly exposed the product information through word-of-mouth like bloggers sharing, manipulating the market survey of community and holding many activities to raise consumers’ motivation to try the product, and bring the beautiful revenue as the result. 4.3.5The digital marketing advantage of L’Oreal Well prepared and make it effective Before brand Facebook building, we can see every brand has mature take advantage of the word-of-mouth tools with bloggers, BBS and fashion forum’s discussion group. And L’Oreal even didn’t being the first one to get into the Facebook market. However, through observe the brand Face book, we find out L’Oreal’s brand have much more activities compare to the competitors. Through a large number of activity to make more people have the opportunity to try their products. Although it spends much cost on the expending procedure, it actually make it effective and complete the goal to appeal more new consumers. Well used the advantage of perfect brand personality Since L’Oreal always acquired the brands that are complementary to each other and set up the different brand personality to avoid the 40.

(50) cannibalization effect. So it’s easier to make the activity differentially since the needs of different consumers are divergence. Complete implementing the star product strategy, well integrated all of the existed marketing tools. L’Oreal use Facebook to manage the relation link of whole brand with the consumers. Provide a platform with all the information that the customers are interested in like activity information, on-sale information or the blogger sharing, and in the platform, the brand could control the message first and understand the opinion of their customers. And with the model of experienced marketing, L’Oreal follows the star product strategy. Create a new website of the star product and design series of activities to get consumer’s attention. And promote the activity through the brand Facebook for their existed customers and other channel, like you tube true-view or tradition market media to the new customers. Well combine the traditional and digital channel. For example, Maybelline has the activity of changing the Falsies Big Eyes Mascara with their old false eyelashes, L’Oreal men expert hold the stylish men transforming program .Finally, the Facebook would post the activity procedure and spread the participants sharing to raise the adhesion of consumers and the products. Still, because of the information is from the person who involved, that can reliable deliver to their truly friends, which help the brand achieve the goal to expanding to new consumers. 41.

(51) Target consumer The target customer of L’Oreal consumer division brands are under 40years old. And according to the TWNIC (Taiwan Network Information Center), the network user rate under 44 years old has achieved 96.15%. Among all of the users, 18~24 years old and~25~34years old are the two biggest part of Facebook users according to checkfacebook data. Thus, L’Oreal could use digital marketing media to manipulate the customer’s attitude toward the star products. Through connect the traditional m arketing media and the digital marketing tools, successfully expose the product to the potential customer and appeal them to buy the product. In contrast, if the consumers’ network stickiness is low, then no matter how good the strategy is, it’s hard to affect the consumers’ attitude.. Figure 7 Taiwan network users by age Resource: Taiwan Network Information Center. 42.

(52) Figure 8 Taiwan Facebook users by age Resource: checkfacebook. 43.

(53) 4.3.6problem The blogger is suit for the brand spirit? Except to the endorsers, more and more brand would share the bloggers’ article on their brand Facebook or the star product website. And we can see that many famous bloggers would repeat invited in different brands. However, would it be still be effective if the bloggers repeat appears? After discussion, we conclude that We can see that many bloggers didn’t actually sharing the product utility quality but just post some commercialize inform the key point is whether the blogger is reliable, which can’t arouse people’s interest at all. Thus, as long as the blogger’s article is reliable, it’s not a big problem for introducing different product for different brands. What is the customer actually wants? Customer would emphasize on the product utility, so even though the brand personality is vivid and much different, the customer would choose the one that is suit for their skin, which may result the Cannibalization Effect. How to make the Facebook different? Most of the brand Facebook are outsourcing to the professional company. However, it may cause the problem that the cooperated company doesn’t understand the brand’s difference so well and couldn’t build much difference between different brands, and manage the brand 44.

(54) Facebook in a similar way. So it’s very important for the brand to do well discussion with the cooperate company how to make the Facebook have the brand’s specialty to completely deliver the brand mission.. 45.

(55) Chapter5. Discussion 5.1Conclusion Compare with the competitors, L’Oreal consumer division brands are superior in manipulating the digital marketing tools. Among these, in the application of Facebook management, you tube media and word-of-mouth effect, L’Oreal didn’t make much difference with the competitors. Most brands of the competitors would have the activity only desperately on Facebook or through the tradition marketing place .However, L’Oreal would combine the activity through integrated the tradition and digital media to completely implement the star product, which makes it better than the competitors. Besides, vivid brand personality is also a good advantage to help L’Oreal manipulate the difference with other brands. Somehow, since the marketing tools are easy to imitate, although L’Oreal are leasing the trend so far, L’Oreal should notice the problem that how to make the marketing strategy different and hard to imitate while the market strategy is effective, and avoid spend money on the unmeaning activities. Thus, we introduce some new technology and give some idea as a solution for L’Oreal.. 46.

(56) 5.2Suggestion Adobe Social 3.0 L’Oreal has used many digital marketing tools. Therefore, understand which tools can bring the biggest benefit is important. In 2013March, Adobe introduce Adobe social3.0, which is a comprehensive marketing system available in beta includes a publishing engine which uses past data to predict social reactions to potential social marketing strategies. New features are designed to help marketing managers determine how much money their social campaigns actually bring in, and translate social marketing metrics into more traditional business measures. Besides, Social 3.0 is also for the first time compatible with mobile devices. Compared with the luxury brand, the Facebook of consumer brand has more product promotion information, and has fewer the content of building the brand personality. Although for the consumer division buyers, the promote information is more important, but to compete with other brands, build the Facebook with your own personality is important, too. Although it’s more and more difficult to attract the customers, the advertisement and activity should be enough entertainment to attract people’s eyes. The most important thing for customers is the benefit that the product can give them, how much they can ameliorate their skin after using it. So the marketing strategy should keep the point and take advantage of it. For example, Pampers developed many apps that is for consumers benefit. Like the apps” My Baby Registry by Pampers” is the 47.

(57) app that help the parents to record the children’s growth proceed, and “SitorSquat “ is the app to provide the restroom situation near the consumer( which is also the application of LBS).Through these apps , the brand can interact with their customers and understand the need of their customers more. Thus, the study would like to give a suggest that L’Oreal could make an app for the customer to record the skin improve situation. We can see many cosmetic channels have the skin tester to help the customer understand their skin and choose the correct product for them. However, how do the consumers know whether the product are useful for them after they use it, while many cosmetic products are experienced products or credential products. So, the study suggest L’Oreal can have the program to encourage the customers to detect their skin after using the product and design an app to help the consumers record the change which is the main reason that consumers to buy those product . Although it’s also easier to imitate, since the core competence of L’Oreal is the R&D technology, it’s a way to full take advantage of their competence and make it create difference with their competitors.. 48.

(58) 5.3Limitation Since we couldn’t invite the CEO of L’Oreal to discuss the digital strategy of L’Oreal, the resources in this study are from second-hand collection. We collect the resource from the annual report of L’Oreal, related information from website, books and related essay, and observe the different digital tools that the different brands use. So the resource may be not complete enough. Besides, since the study is the qualitative study, so it may subjective.. 49.

(59) Appendix 1 the brand under banner of L’Oreal Taiwan Professional Product Division. Consumer Product Division. Luxury Product Division. 50.

(60) Active Cosmetic Division. 51.

(61) Appendix 2 L’Oreal’s sale growth in different market zone. 52.

(62) Reference Coyne, Kevin P., J.D. Hall, and Patricia Gorman Clifford. "Is your Core Competence a Mirage?" McKinsey Quarterly (Mar. 1, 1997): 40-55. Drucker, P.F (1994), Post-Capitalist Society. Hamel, G. & Prahalad, C.K., (1990) the core competence of the corporation. Harvard Business Review, 68(3), 79-90. Hamel, G. & Heene. G., (1994). Competing for the future.Cambridge, Ma: Harvard Business School Press. Hamel, G. & Prahalad, C.K., (1994) The concept of core ompetence-based competition, Harvard Business Review, 5(1), 11-33 De Leo (1994 ),“Understanding the Roots of Your Competitive Advantage From Product/Market Competition to Competition as a Multiple-layer Game”, Competence-Based Competition, Ch. 2, p.35-55. The influence of Cosmetic and Beauty Brands’ Distribution Channel on Its Online Strategy (Lee, Wu, National Taiwan University,2011) The Case Study of Brand Merge & Acquisition－the Case of L’Oreal.( Wei,National Yunlin University of Science & Technology, 2010) Global Growth Strategy in Cosmetics Industry – A Case Study of L'Oreal(Wu, National Chengchi University,2004) 美妝產業之開放式創新─ 以 L’Oréal 與 P&G 公司為例( Wu,National Central University, 2011) 就是要美麗 53.

(63) 你與成功只差 16 步 L’Oreal 2011 Annual Report L’Oreal 2012 Annual Report L’Oreal 2012 registration document Cosmetic Design website L'Oréal's Boudoir: A blog dedicated to covering L'Oréal's business trends. Peopalove-brandtalk The wall street Journal Taiwan Network Information center Facebook Blog Iprefer website. 54.

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