谈BattleBattle试述of试述Coetics怎样
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论文导读：ionmagazinesandthecostis30%lessthantheoriginalprice.LVMHcanhelptoimprovethedesign，bottleshapeandpackages，aswellasthedesignofcountersandbusinessspace.MarubiisevenallowedtomakeuseoftheglobalchannelsofSephoraandDFS，suchastheirduty-freestores.”Speaki
L Capital Asia， a fund under the global largest luxury products group LVMH made its first investment into China’s skincare products. The first target was Marubi.
Marubi’s CEO Sun Huaiqing believed that the experiences and resources of L Capital Asia and LVMH are all substantial and solid profits， which is of great importance for Marubi’s ambition of “building an international brand”.
“LVMH has unlimited resources， such as the in-depth cooperation with the media. Our ads could be placed on the first 12 pages of high-class fashion magazines and the cost is 30% less than the original price. LVMH can help to improve the design， bottle shape and packages， as well as the design of counters and business space. Marubi is even allowed to make use of the global channels of Sephora and DFS， such as their duty-free stores.” Speaking of this， Sun Qing could not hide his excitement.
Indeed， these resources are what most local Chinese skincare and coetic brands are dreaming of. In a high-class fashion magazine， ads of local coetic brands are usually placed on the central and rear part of the magazine. Marub摘自：本科生毕业论文www.7ctime.com
i had only about one thousand outlets in the high-end department stores all around China and most of them are located in the second- and third-tier cities. They are far from a nationwide network， let alone the international reach. In comparison， Loreal from France owns the distribution channels twice as many as Marubi in China and has a much greater presence in the first-tier cities of China.
“Survivors”
The data shows that foreign companies took the absolute leading place in the coetic market of China in 2012. Local companies took over one third of the market， but the 1/3 share was subdivided by a large group of pla论文导读：hentheywereborn.SunHuaiqingsaidemotionallythat“thiarketwa摘自：学生论文www.7ctime.comslikeaover-strictteacherwhoaskedyoutotakepartintheexambeforegivingyoualecture.”Thoseenterpriseswhichhadsurvivedtheharshtestshealreadyformedthecorecompetitivepoweri
yers and none of them could be an impressive force alone.
Presently， there are 5，000 local coetic enterprises in China， but 90% of them are all- and medium-sized enterprises， with the total market share of even less than 20%.
The weak competitive power of local coetic market has been lasting for a long while.
When local companies got ready to engage themselves into the promising coetic industry， they found that multinationals， which were much better than them in capital， talents and brand influence， had already opened the gate and taken a strong foothold there. Famous foreign brands like Shiseido， Unilever， Procter & Gamble， got into the Chinese market early in the 1980s. In this market full of competition， local companies he to face the competition from powerful multinational players when they were born. Sun Huaiqing said emotionally that “this market wa摘自：学生论文www.7ctime.com
s like a over-strict teacher who asked you to take part in the exam before giving you a lecture.” Those enterprises which had survived the harsh tests he already formed the core competitive power in the fields of expanding channels， positioning products and innovation.
The competitiveness of channels has become a common characteristic of most local coetic enterprises. Confronted with the unshakable advantages of foreign brands in the first-tier cities， local enterprises usually chose to oid face-to-face competition and adopted the strategy of “taking the less important markets”. They started their market development from the third- and fourthtier cities， or even counties and villages b论文导读：egapbetweenthemandforeigncompanies.Forexample，Marubispecial-izesintheeyecare.In2003，itdevelopedtheessenceofrepairingthepolynarycellsaroundeyestodealwiththeproblemthatthecellsaroundeyesarehardtoabsorbnutrients.Lancomedidnotlaunchtheproductswiththesa
y expanding their domain through exclusive stores and supermarkets.
Presently， there are 160 thousand exclusive stores of coetics in China， taking one third of the market and increasing by 30% year by year. The distribution pattern in the form of exclusive stores takes over 60% of the market in many second- and third-tier cities. This is where local companies he rich experiences. Danzi， for example， made immense investment into the image display terminals and experience campaigns every year. It prefers the all and regional agents because they are more familiar with local distribution system and he a wider network， which could earn more advantages for Danzi.
In the product positioning and innovation， local brands are actively narrowing the gap between them and foreign companies. For example， Marubi special- izes in the eye care. In 2003， it developed the essence of repairing the polynary cells around eyes to deal with the problem that the cells around eyes are hard to absorb nutrients. Lancome did not launch the products with the same effect until 2009. Herborist， a local brand under Shanghai Jahwa， built a strong R&D team in 1995， positioned itself as the“modern personal skincare expert based on herbs” from the very beginning. Its products he had international influences by capitalizing on the channels of Sephora.
Encounter
Actually， foreign coetic brands he no compelling advantages in the core technologies compared with local enterprises. “The core technologies are taken by those giants of raw materials， such as BA from Germany， Silab from France， Dow Corning from the United States， Croda from Great Britain and Nippon Fine Chemical from Japan，” said Sun Huaiqing. Even those behemoths like Loreal he to rely on the materials and technological suppo论文导读：ool，saidinhisbookBeautyImagined：AHistoryoftheGlobalBeautyIndustrythatmultinationalcoeticenterprisesgetintoanewmarketthroughthepathsaollows.“Companiesandfashionmagazineswillbededicatedtoteachingconsumershowtousetheseproductscorrectlyandpersuadethemto
rt from those companies. The R&D of coetic enterprises is mainly the applicable research based on the suggested formulas given by the raw material suppliers， which also includes the tryouts and review by consumers. Therefore， the real gap between local and foreign coetic enterprises rests with the brand and culture. Feffrey Jones， Professor of Business History at the Harvard Business School， said in his book Beauty Imagined： A History of the Global Beauty Industry that multinational coetic enterprises get into a new market through the paths as follows.“Companies and fashion magazines will be dedicated to teaching consumers how to use these products correctly and persuade them to buy them. Such a strategy of combining the education with marketing helps those products which originated from the West to those markets with continuously increasing income and more segmented sense of value.”
Undoubtedly， Chinese consumers’recognition of coetic brands and their consumption habits he been dominated by foreign brands， which were the earlier comers. This is also why local brands like Marubi wanted to improve their brand status through LVMH since it has no advantages in brand awareness.
In addition， multinational brands he chosen to sink down their distribution channels by extending their arms into the stronghold of local brands – the third- and fourth-tiers cities and even rural areas. This strategic sinking of distribution channels is not out of blind expansion， but the duo results of the pressing competition and the increasing论文导读：mountofmoneyacquiringthetitleofexclusivesponsorforGoldenEagleTheatreofHunanTV.
market size.
The data from ACNielsen revealed that the market share of foreign coetic brands in China was 57.9% in May 2009. The proportion dropped to 44.5% in May 2012. Some specific brands even saw their market share drop to 10 times less than before. The crisis was also seen in the development pace. For example， Loreal， which takes the largest market share in China （14%）， had the annual increase of 12.4% last year， slightly higher than the 12% erage growth of the coetic industry.
The change of market share i源于：论文提纲格式www.7ctime.com
s a result of the offensive expansion of local enterprises. These Chinese companies he been running their business in the second- and third-tier cities for a long time， through which they gained a lot of profits thanks to the low operating cost there. Once they he accumulated enough strength， they began to march upward to target the market of firsttier cities. Their efforts could be seen by their massive investment in the advertising. Last year， Pehchaolin spent RMB 70 million gaining the title as the exclusive presenter of the second season of Voice of China of Zhejiang TV. Inoherb spent RMB 109.99 million， 244% of the premium price， getting the title as the exclusive sponsor for CCTV’s dance show Step Up. This year， Marubi spent a huge amount of money acquiring the title of exclusive sponsor for Golden Eagle Theatre of Hunan TV. Meanwhile， the progress of urbanization and the increasing income of Chinese people place the coetic market o论文导读：ede-velopmentinthelessercitiesofChina.That’sbecausethemultinationalsusuallyspendalotoftimemakingadecisionandimplementingrelevantpolicies，renderingthemunabletogetusedtotheincreasinglyenrichingdemandofconsumers.“Forexample，theofflineexclusivestoresweareh
f China on the growth path. In 2012， the sales amount of coetic industry in China exceeded RMB 200 billion with the annual compound growth rate of 11.7%. However， the consumption per capita accounts for only one third of the world level. As some ana- lysts said， the GDP per capita in China is likely to exceed the global erage level of US$10，000 in the next 8-10 years. A conservative estimation said that Chinese people would spend 2-4 times as much as they spend on coetics now. the coetic market is going to be a market with the volume of over one trillion US dollars.
In front of the growing market with great potentials， Loreal and other multinational coetic brands condescended themselves into the lesser cities of China. When they are busy acquiring the third- or even four-tier cities of China， Marubi and other Chinese local brands choose to go up to target the first-tier cities.
The two parties now 源于：论文 格式www.7ctime.com
spare no efforts in attacking each other’s best protected stronghold， foretelling a coming battle which is more vicious than ever before.
Zeng Lingchun， director of Market Planning of Marubi， said that foreign companies did not do well in the de-velopment in the lesser cities of China. That’s because the multinationals usually spend a lot of time making a decision and implementing relevant policies， rendering them unable to get used to the increasingly enriching demand of consumers. “For example， the offline exclusive stores we are heily relying on now he high requirements for the individualized services， which need the brands to react quickly and flexibly，” he said.
In addition， the massive size of these foreign brands also became a hindrance. Limited by the global resources， they are hard to keep competitive advantages in every segme论文导读：源于：毕业论文致谢词www.7ctime.com上一页1234567
nted channels and markets.
Reversely， things he not become easier when it comes to the development of domestic brands in the first-tier cities. “We are working hard to expand our presence in Beijing， Shanghai and Guangzhou，” said Sun Huaiqing. “We went to the department stores to see whether there are rooms for our products. But we were usually answered no. I asked them： is there an empty place there？ And they answered： that place is reserved for foreign brands.”
“We must build a world-known brand with global competitiveness. The regional brands are doomed to die anyway. We need to take strategic measures to survive the harsh competition，” Sun said. [3]源于：毕业论文致谢词www.7ctime.com
L Capital Asia， a fund under the global largest luxury products group LVMH made its first investment into China’s skincare products. The first target was Marubi.
Marubi’s CEO Sun Huaiqing believed that the experiences and resources of L Capital Asia and LVMH are all substantial and solid profits， which is of great importance for Marubi’s ambition of “building an international brand”.
“LVMH has unlimited resources， such as the in-depth cooperation with the media. Our ads could be placed on the first 12 pages of high-class fashion magazines and the cost is 30% less than the original price. LVMH can help to improve the design， bottle shape and packages， as well as the design of counters and business space. Marubi is even allowed to make use of the global channels of Sephora and DFS， such as their duty-free stores.” Speaking of this， Sun Qing could not hide his excitement.
Indeed， these resources are what most local Chinese skincare and coetic brands are dreaming of. In a high-class fashion magazine， ads of local coetic brands are usually placed on the central and rear part of the magazine. Marub摘自：本科生毕业论文www.7ctime.com
i had only about one thousand outlets in the high-end department stores all around China and most of them are located in the second- and third-tier cities. They are far from a nationwide network， let alone the international reach. In comparison， Loreal from France owns the distribution channels twice as many as Marubi in China and has a much greater presence in the first-tier cities of China.
“Survivors”
The data shows that foreign companies took the absolute leading place in the coetic market of China in 2012. Local companies took over one third of the market， but the 1/3 share was subdivided by a large group of pla论文导读：hentheywereborn.SunHuaiqingsaidemotionallythat“thiarketwa摘自：学生论文www.7ctime.comslikeaover-strictteacherwhoaskedyoutotakepartintheexambeforegivingyoualecture.”Thoseenterpriseswhichhadsurvivedtheharshtestshealreadyformedthecorecompetitivepoweri
yers and none of them could be an impressive force alone.
Presently， there are 5，000 local coetic enterprises in China， but 90% of them are all- and medium-sized enterprises， with the total market share of even less than 20%.
The weak competitive power of local coetic market has been lasting for a long while.
When local companies got ready to engage themselves into the promising coetic industry， they found that multinationals， which were much better than them in capital， talents and brand influence， had already opened the gate and taken a strong foothold there. Famous foreign brands like Shiseido， Unilever， Procter & Gamble， got into the Chinese market early in the 1980s. In this market full of competition， local companies he to face the competition from powerful multinational players when they were born. Sun Huaiqing said emotionally that “this market wa摘自：学生论文www.7ctime.com
s like a over-strict teacher who asked you to take part in the exam before giving you a lecture.” Those enterprises which had survived the harsh tests he already formed the core competitive power in the fields of expanding channels， positioning products and innovation.
The competitiveness of channels has become a common characteristic of most local coetic enterprises. Confronted with the unshakable advantages of foreign brands in the first-tier cities， local enterprises usually chose to oid face-to-face competition and adopted the strategy of “taking the less important markets”. They started their market development from the third- and fourthtier cities， or even counties and villages b论文导读：egapbetweenthemandforeigncompanies.Forexample，Marubispecial-izesintheeyecare.In2003，itdevelopedtheessenceofrepairingthepolynarycellsaroundeyestodealwiththeproblemthatthecellsaroundeyesarehardtoabsorbnutrients.Lancomedidnotlaunchtheproductswiththesa
y expanding their domain through exclusive stores and supermarkets.
Presently， there are 160 thousand exclusive stores of coetics in China， taking one third of the market and increasing by 30% year by year. The distribution pattern in the form of exclusive stores takes over 60% of the market in many second- and third-tier cities. This is where local companies he rich experiences. Danzi， for example， made immense investment into the image display terminals and experience campaigns every year. It prefers the all and regional agents because they are more familiar with local distribution system and he a wider network， which could earn more advantages for Danzi.
In the product positioning and innovation， local brands are actively narrowing the gap between them and foreign companies. For example， Marubi special- izes in the eye care. In 2003， it developed the essence of repairing the polynary cells around eyes to deal with the problem that the cells around eyes are hard to absorb nutrients. Lancome did not launch the products with the same effect until 2009. Herborist， a local brand under Shanghai Jahwa， built a strong R&D team in 1995， positioned itself as the“modern personal skincare expert based on herbs” from the very beginning. Its products he had international influences by capitalizing on the channels of Sephora.
Encounter
Actually， foreign coetic brands he no compelling advantages in the core technologies compared with local enterprises. “The core technologies are taken by those giants of raw materials， such as BA from Germany， Silab from France， Dow Corning from the United States， Croda from Great Britain and Nippon Fine Chemical from Japan，” said Sun Huaiqing. Even those behemoths like Loreal he to rely on the materials and technological suppo论文导读：ool，saidinhisbookBeautyImagined：AHistoryoftheGlobalBeautyIndustrythatmultinationalcoeticenterprisesgetintoanewmarketthroughthepathsaollows.“Companiesandfashionmagazineswillbededicatedtoteachingconsumershowtousetheseproductscorrectlyandpersuadethemto
rt from those companies. The R&D of coetic enterprises is mainly the applicable research based on the suggested formulas given by the raw material suppliers， which also includes the tryouts and review by consumers. Therefore， the real gap between local and foreign coetic enterprises rests with the brand and culture. Feffrey Jones， Professor of Business History at the Harvard Business School， said in his book Beauty Imagined： A History of the Global Beauty Industry that multinational coetic enterprises get into a new market through the paths as follows.“Companies and fashion magazines will be dedicated to teaching consumers how to use these products correctly and persuade them to buy them. Such a strategy of combining the education with marketing helps those products which originated from the West to those markets with continuously increasing income and more segmented sense of value.”
Undoubtedly， Chinese consumers’recognition of coetic brands and their consumption habits he been dominated by foreign brands， which were the earlier comers. This is also why local brands like Marubi wanted to improve their brand status through LVMH since it has no advantages in brand awareness.
In addition， multinational brands he chosen to sink down their distribution channels by extending their arms into the stronghold of local brands – the third- and fourth-tiers cities and even rural areas. This strategic sinking of distribution channels is not out of blind expansion， but the duo results of the pressing competition and the increasing论文导读：mountofmoneyacquiringthetitleofexclusivesponsorforGoldenEagleTheatreofHunanTV.
market size.
The data from ACNielsen revealed that the market share of foreign coetic brands in China was 57.9% in May 2009. The proportion dropped to 44.5% in May 2012. Some specific brands even saw their market share drop to 10 times less than before. The crisis was also seen in the development pace. For example， Loreal， which takes the largest market share in China （14%）， had the annual increase of 12.4% last year， slightly higher than the 12% erage growth of the coetic industry.
The change of market share i源于：论文提纲格式www.7ctime.com
s a result of the offensive expansion of local enterprises. These Chinese companies he been running their business in the second- and third-tier cities for a long time， through which they gained a lot of profits thanks to the low operating cost there. Once they he accumulated enough strength， they began to march upward to target the market of firsttier cities. Their efforts could be seen by their massive investment in the advertising. Last year， Pehchaolin spent RMB 70 million gaining the title as the exclusive presenter of the second season of Voice of China of Zhejiang TV. Inoherb spent RMB 109.99 million， 244% of the premium price， getting the title as the exclusive sponsor for CCTV’s dance show Step Up. This year， Marubi spent a huge amount of money acquiring the title of exclusive sponsor for Golden Eagle Theatre of Hunan TV. Meanwhile， the progress of urbanization and the increasing income of Chinese people place the coetic market o论文导读：ede-velopmentinthelessercitiesofChina.That’sbecausethemultinationalsusuallyspendalotoftimemakingadecisionandimplementingrelevantpolicies，renderingthemunabletogetusedtotheincreasinglyenrichingdemandofconsumers.“Forexample，theofflineexclusivestoresweareh
f China on the growth path. In 2012， the sales amount of coetic industry in China exceeded RMB 200 billion with the annual compound growth rate of 11.7%. However， the consumption per capita accounts for only one third of the world level. As some ana- lysts said， the GDP per capita in China is likely to exceed the global erage level of US$10，000 in the next 8-10 years. A conservative estimation said that Chinese people would spend 2-4 times as much as they spend on coetics now. the coetic market is going to be a market with the volume of over one trillion US dollars.
In front of the growing market with great potentials， Loreal and other multinational coetic brands condescended themselves into the lesser cities of China. When they are busy acquiring the third- or even four-tier cities of China， Marubi and other Chinese local brands choose to go up to target the first-tier cities.
The two parties now 源于：论文 格式www.7ctime.com
spare no efforts in attacking each other’s best protected stronghold， foretelling a coming battle which is more vicious than ever before.
Zeng Lingchun， director of Market Planning of Marubi， said that foreign companies did not do well in the de-velopment in the lesser cities of China. That’s because the multinationals usually spend a lot of time making a decision and implementing relevant policies， rendering them unable to get used to the increasingly enriching demand of consumers. “For example， the offline exclusive stores we are heily relying on now he high requirements for the individualized services， which need the brands to react quickly and flexibly，” he said.
In addition， the massive size of these foreign brands also became a hindrance. Limited by the global resources， they are hard to keep competitive advantages in every segme论文导读：源于：毕业论文致谢词www.7ctime.com上一页1234567
nted channels and markets.
Reversely， things he not become easier when it comes to the development of domestic brands in the first-tier cities. “We are working hard to expand our presence in Beijing， Shanghai and Guangzhou，” said Sun Huaiqing. “We went to the department stores to see whether there are rooms for our products. But we were usually answered no. I asked them： is there an empty place there？ And they answered： that place is reserved for foreign brands.”
“We must build a world-known brand with global competitiveness. The regional brands are doomed to die anyway. We need to take strategic measures to survive the harsh competition，” Sun said. [3]源于：毕业论文致谢词www.7ctime.com