La Roche-Posay_Case Summary_Harvard Business School
분야
docxBackground
$1b in revenue, Active Consmetics Division $2b in revenue in 2018, core pillar brand of L’Oreal,
Dermocosmetics : cosmetic products with active ingredients, dermatologist prescribed these over-the-counter and non-prescription products to their patients
Opportunity
Consumer interest in dermocosmetics was growing rapidly and increasingly health-conscious. need to adjust their customer value position from medicalized and clinical brand to broader consumer segment.
Thermal center is a unique experiential asset that could be further leveraged to support and expand La Roche-Posay’s brand.
Challenges
Consumers’ access to and usage of dermatologists was limited, globally only 10% of consumers had access to a dermatologist.
While leveraging their heritage and history, executing a unified marketing strategy and brand expression across geographies. In other words, while maintaining the integrity of their brand, maintaining a cohesive and uniform global brand expression
Others
R&I(research and innovation) $0.9b, 3.5% of its total sales
Dermatological partnership was integral part its skin cancer prevention mission
Brand value positioning
Consumer’s common brand association
Efficacy, medical, trustworthy which are motivated by both functional, identity and emotional factors
Value proposition both for niche communities of patients and universal brand that is associated with general skin care benefits while maintaining cohesive brand expression.
