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• The growing competition in the cosmetics field •The instability of customers’
• Potential of the targeted markets is huge.
preferences • Local brands making joint venture with competitors, or international competitors making acquisitions • L’Oreal itself has too many brands that it’s hard to focus resources
• Decentralized organizational structure makes it difficult tቤተ መጻሕፍቲ ባይዱ control and coordinate globally, especially when dealing with brand image
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• Investment in research and development, which enables continuing product innovation • Scale economy in packaging and advertising • Reputation for quality
- 1984-2000 : Become number one in the beauty industry –
These twelve years are marked by a great period of growth for L'Oréal, mainly driven by the significant investments made by the group in the field of research. Alongside these efforts are strategic product launches that not only make history, but also succeed in strengthening the Group’s brand image. François Dalle's successor, the research and development pioneer Charles Zviak, hands over the reins of the company to Lindsay Owen-Jones, a truly outstanding director. Under his management, the Group would completely change in scope to become the world leader in cosmetics through the worldwide presence of its brands and strategic acquisitions.
