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  • L'oreal Masters Multiculturalism (Group 5)

    Diunggah oleh

    Sabyasachi Rout
    399 tayangan9 halaman
    L'Oreal has built a portfolio of brands from many cultures and has offices in over 130 countries. To maintain its global leadership position, L'Oreal recruits managers with multicultural backgrounds who are familiar with multiple cultural norms and behaviors. These multicultural managers undergo a year-long training program and work on product development teams consisting of peers from different cultures to gain market knowledge and prevent losses from misinterpreting messages across borders. This multicultural approach has been a key source of L'Oreal's competitive advantage and success in emerging global markets.

    Deskripsi Asli:

    A loreal Case Study

    Judul Asli

    L'Oreal Masters (1)

    Hak Cipta

    © Attribution Non-Commercial (BY-NC)

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    L'Oreal has built a portfolio of brands from many cultures and has offices in over 130 countries. To maintain its global leadership position, L'Oreal recruits managers with multicultural backgrounds who are familiar with multiple cultural norms and behaviors. These multicultural managers undergo a year-long training program and work on product development teams consisting of peers from different cultures to gain market knowledge and prevent losses from misinterpreting messages across borders. This multicultural approach has been a key source of L'Oreal's competitive advantage and success in emerging global markets.

    Hak Cipta:

    Attribution Non-Commercial (BY-NC)
    Unduh sebagai PPTX, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    399 tayangan9 halaman

    L'oreal Masters Multiculturalism (Group 5)

    Diunggah oleh

    Sabyasachi Rout
    L'Oreal has built a portfolio of brands from many cultures and has offices in over 130 countries. To maintain its global leadership position, L'Oreal recruits managers with multicultural backgrounds who are familiar with multiple cultural norms and behaviors. These multicultural managers undergo a year-long training program and work on product development teams consisting of peers from different cultures to gain market knowledge and prevent losses from misinterpreting messages across borders. This multicultural approach has been a key source of L'Oreal's competitive advantage and success in emerging global markets.

    Hak Cipta:

    Attribution Non-Commercial (BY-NC)
    Unduh sebagai PPTX, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    dari 9

    Loreal Masters Multiculturalism (Group 5)

    INTRODUCTION
    French cosmetics giant & uncontested world leader Built a portfolio of brands from many cultures Offices in more than 130 countries In 2012 half of its sales came from new markets outside Europe and North America 18.4% sales growth in Asia Pacific region and17.6% in Africa and Middle East Management team strongly rooted in home culture

    Trends at Loreal
    Maintains a steady stream of new products to extend market share Highest expenditure in R&D among all its competitors Global symbol of fashion and sophistication Technical innovation and local responsiveness Maintain brand value

    Major Concern.
    Global integration vs local responsiveness in global markets Achieving economies of scale and scope requires integration of activities along with adaptation to local conditions Requires complex market knowledge Tacit knowledge works within national boundaries Leads to misinterpretation of messages when it cross borders

    What Loreal did????


    Deployed professionals with multicultural backgrounds Source of competitive advantage and main reason of success in emerging global markets Company transformed from French beauty product business to global leader Recruited managers having familiarity with the norms and behaviors of multiple cultures 40 product development teams, each working on different concept

    Recruiting & Training at Loreal


    The multicultural managers were drawn from three pools1. The most seasoned individuals from the international subsidiaries 2. Recruited from other global companies 3. Youngest group consists of graduates of leading international business schools 12 month training program in Paris, New York, Singapore, or Rio Management development program at Cedep

    New Product Development


    Atleast a years knowledge exchange among product development team, regional subsidiaries and functional units in France Interaction with peers from different cultures Formally and informally informing top management Presenting new product launch plan at Reunion Internationale held at Paris headquarters

    Advantages of Multiculturals
    Recognizing new-product opportunities Preventing losses in transalation Integrating outsiders Mediating with bosses Bridging differences between subsidiaries and headquarters

    THANK YOU

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