The Product Life Cycle of Loreal Garnier 1

Angela Grace T.
Absulio
BSBA MKM 2A-DJ
The Product Life Cycle of L’oreal

The L'Oreal Group is a French cosmetic and beauty
products company with its headquarters in Clichy, Hauts-de-
Seine. Its headquarters and registered office are in Paris,
where it is the biggest cosmetics company in the world. With
a focus on make-up, perfumes, sunscreen, and hair, skin,
and body care, it has grown its cosmetics business. With its
unrivaled global brand portfolio, L'Oreal aims to provide the
highest-quality cosmetics to both men and women
worldwide. Its teams' capacity to create cutting-edge
products that combine quality, efficacy, and safety in every
sector of the market, including hair care, skincare, make-up, and perfume, is what allows
it to lead the cosmetics sector. The company innovates close to its markets to meet
consumer aspirations regardless of lifestyle or beauty practices. In the market for high-
end cosmetics, Revlon is its nearest rival globally. In all areas of the beauty industry,
including hair color, permanent hair color, hair styling, body and skin care, cleansers,
makeup, and fragrances, L'Oreal currently sells over 500 brands and many thousands of
individual products. L'Oreal offers four different categories of products: consumer goods
(Garnier Fructice, Loreal Paris, and Maybelline), professional goods (L'Oreal
Professional, Kerastase, Matrix, Keraskin), upscale goods (Giorgio Armani, Diesel,
Lancôme, Ralph Lauren, Kiehl's), and cosmetics (La Roche-Posay, Vichy). L'Oreal, a
global leader in the beauty industry, is now present in 130 nations. The company develops
cosmetic products on every continent in response to the enormous variety of its
customers.
Garnier introduced its line of men's face cream in response to early competitors like
Emani, HUL, and Nivea. after realizing the need for a niche product line that would
respond well to the texture of male skin. Following the early launches of Fairness face
wash and oil control fairness cream (2008–2009), Garnier realized the need for a face
wash that combined the ingredients of both the face wash and the oil control fairness
cream. They discovered during the research period
that consumers are uncomfortable with the dry skin
caused by the use of face wash. Garnier intended to
introduce a product in 2011 that enriches the skin
with cooling Cryo-Menthol and oil-absorbing mineral
clay, which cleans the skin and leaves it feeling fresh
and oil-free all day.
Introduction
John Abraham served as the brand ambassador from India during this time
as L'OREAL promoted this product through commercial platforms and frequent
advertisements. Since it had just entered a new market segment, the product's
initial sales were low. Regular marketing was required to change the preferences
of face wash consumers from a standard men's face wash to a more specialized
face wash that removes additional oil from the skin. To gauge how well the product
would sell, distribution was limited to a few important cities.
Growth Stage
The product had already won over many early adopters by the time it reached
this stage. To attract more users, they expanded the distribution channels to
numerous other cities. By this time, several rival companies—including Nivea,
Ponds, and VLCC—had already noticed the expansion of this market and had
developed products with similar functions to Garnier's, but with different
ingredients and more effective marketing. Garnier created more advertisements
and promoted the product in every available venue after realizing how fierce the
competition was. The attached advertisement is two years old. The phrase "best
face wash used by most men" appears in the final five seconds of the commercial.
To reassure customers that the product they are using is the best in its category
and is used by nearly all young people, this was necessary.
Maturity stage
Men's Garnier Oil Clear Face Wash is in the transitional stage between
growth and maturity. The introduction of Nivea's "All in one" face wash caught
people's attention. The sales will remain stable during this phase where they were
in the growth phase. The only thing a brand needs to worry about is keeping its
current customer base engaged with the product and preventing it from losing
them. It should attempt to be in the growth or stable maturity phase rather than the
decline maturity phase. No new distribution channels should be established, and
products should begin to be pulled out of low-sales sectors to cut costs.
Decline Stage
Sales decline at this point, perhaps as a result of shifting consumer

preferences or the introduction of competing for domestic or foreign products. The
sales may decline significantly, possibly to zero. Reducing the price is the only way
a product can generate revenue. It will once more be necessary to manage a brand
crisis effectively. Kotler suggests that two possible strategies are "harvesting" and
"divesting." By keeping up sales to devoted customers, it can cut down on business
expenses when harvesting. It should be reduced the cost of its advertisements and
leave quietly, keeping customers and rival businesses in the dark. In the divesting
strategy, the company should try to liquidate the product or sell it to a company.
Reference
Subramanian. (2014). Marketing Journal.
http://marketingsubbu.blogspot.com/2014/08marketing-journal.html

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Angela Grace T.

The Product Life Cycle of L’oreal

Sales decline at this point, perhaps as a result of shifting consumer

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