Top Five Global Beauty Care Products Manufacturers: Performance, Strategies, and Competitive Analysis, May 2013
The global beauty care products industry, which has experienced solid gains over the last five years, is expected to reach approximately $264.2 billion in 2017. Increasing demand in the Asia Pacific (APAC) and Europe regions due to improving living standards in developing countries continue to drive the global industry’s growth.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of the leading global beauty care products manufacturers and presents its findings in “Top Five Global Beauty Care Products Manufacturers: Performance, Strategies, and Competitive Analysis.” The report provides detailed insight into the performance of the top five beauty care products companies in the world. The analysis highlights the companies that perform the best among the group, and therefore illustrates leading performance standards. The strengths and weaknesses of the top five companies are covered in the report.
The beauty care products industry is consolidated as large players attempt to differentiate their products. Increasing population, growth in individual disposable income, and consumers’ changing spending habits in recent years are the main reasons for the increased demand in the industry. Europe is the largest market in this industry. The global industry was slightly affected by recession in 2009 but began to recover in 2010-2011.
In its study, Lucintel profiles the following five beauty care products companies with detailed competitive assessments:
This market report is an indispensable reference guide for materials suppliers, product manufacturers, investors, executives, distributors, and many more that operate in this market. To make business, investment, and strategic decisions, you need timely, useful information such as this market report contains.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in top five global beauty care products manufacturer. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of the leading global beauty care products manufacturers and presents its findings in “Top Five Global Beauty Care Products Manufacturers: Performance, Strategies, and Competitive Analysis.” The report provides detailed insight into the performance of the top five beauty care products companies in the world. The analysis highlights the companies that perform the best among the group, and therefore illustrates leading performance standards. The strengths and weaknesses of the top five companies are covered in the report.
The beauty care products industry is consolidated as large players attempt to differentiate their products. Increasing population, growth in individual disposable income, and consumers’ changing spending habits in recent years are the main reasons for the increased demand in the industry. Europe is the largest market in this industry. The global industry was slightly affected by recession in 2009 but began to recover in 2010-2011.
In its study, Lucintel profiles the following five beauty care products companies with detailed competitive assessments:
- Avon Products, Inc.
- L’Oreal S.A
- The Estee Lauder Companies, Inc
- The Procter and Gamble Company
- Unilever PLC
This market report is an indispensable reference guide for materials suppliers, product manufacturers, investors, executives, distributors, and many more that operate in this market. To make business, investment, and strategic decisions, you need timely, useful information such as this market report contains.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in top five global beauty care products manufacturer. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON AVON PRODUCTS INC.
6. COMPANY PROFILE ON L’OREAL S.A.
7. COMPANY PROFILE ON THE ESTEE LAUDER COMPANIES INC.
8. COMPANY PROFILE ON PROCTER & GAMBLE
9. COMPANY PROFILE ON UNILEVER PLC
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON AVON PRODUCTS INC.
6. COMPANY PROFILE ON L’OREAL S.A.
7. COMPANY PROFILE ON THE ESTEE LAUDER COMPANIES INC.
8. COMPANY PROFILE ON PROCTER & GAMBLE
9. COMPANY PROFILE ON UNILEVER PLC
LIST OF FIGURES AND CHARTS
CHAPTER 3. Market Opportunity
Figure 3.1: Supply beauty care products Industry
Figure 3.2: Global beauty care products Industry annual trend 2006-2011 (US $B)
Figure 3.3: Global beauty care products Industry regional trend 2006-2011 (US $B)
Figure 3.4: Global beauty care products Industry regional trend 2006-2011 (%)
Figure 3.5: Global beauty care products Industry segment trend 2006-2011 (US $B)
Figure 3.6: Global beauty care products Industry segment trend 2006-2011 (%)
Figure 3.7: Global beauty care products Industry opportunity by region
Figure 3.8: Global beauty care products Industry opportunity by segment
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: top five global beauty care products manufacturers – financial benchmarking
Figure 4.2: Global beauty care products manufacturers gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011 (US $M)
Figure 4.15: Regional revenue evaluation 2011 (%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of Avon Products Inc
Figure 5.1: Avon Products Inc.’s revenue by business structure 2011
Figure 5.2: Lucintel Triad –Avon Products Inc
Figure 5.3: Financial benchmarking. Avon Products Inc against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Avon Products Inc. against Top Five best
Figure 5.5: Global industry revenue trend Vs Avon Products Inc (2007-2011) in US $B
Figure 5.6: Global market share trend for Avon Products Inc (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs. Avon Products Inc 2007-2011 in (%)
Figure 5.12: European market share trend Vs Avon Products Inc 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Nexans SA Inc. 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Nexans SA Inc. 2007-2011 in (%)
Figure 5.15: Avon Products Inc trend in R&D expenses 2007-2011 in (%)
Figure 5.16: Avon Products Inc tremd R&D expenses percentage of total sales in (US $B)
Figure 5.17: Comparison of Avon Products Inc R&D expenditure vs top three & top five players average 2011
Figure 5.18: Avon Products Inc productivity 2007-2011 (US $M)
Figure 5.19: Avon Products Inc fixed asset value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. Company Profile of L’Oreal S.A.
Figure 6.1: L’Oreal S.A. revenue by business structure 2011
Figure 6.2: Lucintel triad - L’Oreal S.A.
Figure 6.3: Financial benchmarking of L’Oreal S.A. against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of L’Oreal S.A. against Top five best
Figure 6.5: Global industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 6.6: Global market share trend for L’Oreal S.A. (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.12: European market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.15: L’Oreal S.A. trend in R&D expenses 2007-2011 in US $B
Figure 6.16: L’Oreal S.A. trend in R&D expenses percentage of total sales (%)
Figure 6.17: Comparison of L’Oreal S.A. R&D expenditure vs top three & top five players average 2011
Figure 6.18: L’Oreal S.A. productivity 2007-2011 in (US $M)
Figure 6.19: L’Oreal S.A. fixed asset value 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. Company Profile of The Estee Lauder Companies Inc.
Figure 7.1: The Estee Lauder Companies Inc. revenue by business structure 2011
Figure 7.2: Lucintel triad –The Estee Lauder Companies Inc.
Figure 7.3: Financial benchmarking of The Estee Lauder Companies Inc. against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of The Estee Lauder Companies Inc. against Top five best
Figure 7.5: Global industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.6: Global market share trend for The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.12: European market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.15: The Estee Lauder Companies Inc. trend in R&D expenses 2007-2011 in US $B
Figure 7.16: The Estee Lauder Companies Inc. trend in R&D expenses percentage of total sales (%)
Figure 7.17: Comparison of The Estee Lauder Companies Inc. R&D expenditure vs top three & top five players average 2011
Figure 7.18: The Estee Lauder Companies Inc. productivity 2007-2011 in (US $M)
Figure 7.19: Prysmian SPA fixed asset value 2007-2011 in (US $M)
Figure 7.20: Strategic execution
CHAPTER 8. Company Profile of Procter & Gamble
Figure 8.1: Procter & Gamble revenue by business structure 2011
Figure 8.2: Lucintel triad –Procter & Gamble
Figure 8.3: Financial benchmarking of Procter & Gamble against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Procter & Gamble against Top five best
Figure 8.5: Global industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Procter & Gamble (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.12: European market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.15: Procter & Gamble trend in R&D expenses 2007-2011 in US $B
Figure 8.16: Procter & Gamble trend in R&D expenses percentage of total sales (%)
Figure 8.17: Comparison of Procter & Gamble R&D expenditure vs top three & top five players average 2011
Figure 8.18: Procter & Gamble productivity 2007-2011 in (US $M)
Figure 8.19: Procter & Gamble fixed asset value 2007-2011 in (US $M)
Figure 8.20: Strategic execution
CHAPTER 9. Company Profile of Unilever PLC
Figure 9.1: Unilever PLC revenue by business structure 2011
Figure 9.2: Lucintel triad –Unilever PLC
Figure 9.3: Financial benchmarking of Unilever PLC against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Unilever PLC against Top five best
Figure 9.5: Global industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Unilever PLC (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.12: European market share trend Vs (Unilever PLC 2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.15: Unilever PLC trend in R&D expenses 2007-2011 in US $B
Figure 9.16: Unilever PLC trend in R&D expenses percentage of total sales
Figure 9.17: Comparison of Unilever PLC R&D expenditure vs top three & top five players average 2011
Figure 9.18: Unilever PLC productivity 2007-2011 in (US $M)
Figure 9.19: Unilever PLC fixed asset value 2007-2011 in (US $M)
Figure 9.20: Strategic execution
CHAPTER 3. Market Opportunity
Figure 3.1: Supply beauty care products Industry
Figure 3.2: Global beauty care products Industry annual trend 2006-2011 (US $B)
Figure 3.3: Global beauty care products Industry regional trend 2006-2011 (US $B)
Figure 3.4: Global beauty care products Industry regional trend 2006-2011 (%)
Figure 3.5: Global beauty care products Industry segment trend 2006-2011 (US $B)
Figure 3.6: Global beauty care products Industry segment trend 2006-2011 (%)
Figure 3.7: Global beauty care products Industry opportunity by region
Figure 3.8: Global beauty care products Industry opportunity by segment
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: top five global beauty care products manufacturers – financial benchmarking
Figure 4.2: Global beauty care products manufacturers gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011 (US $M)
Figure 4.15: Regional revenue evaluation 2011 (%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of Avon Products Inc
Figure 5.1: Avon Products Inc.’s revenue by business structure 2011
Figure 5.2: Lucintel Triad –Avon Products Inc
Figure 5.3: Financial benchmarking. Avon Products Inc against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Avon Products Inc. against Top Five best
Figure 5.5: Global industry revenue trend Vs Avon Products Inc (2007-2011) in US $B
Figure 5.6: Global market share trend for Avon Products Inc (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Avon Products Inc 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs. Avon Products Inc 2007-2011 in (%)
Figure 5.12: European market share trend Vs Avon Products Inc 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Nexans SA Inc. 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Nexans SA Inc. 2007-2011 in (%)
Figure 5.15: Avon Products Inc trend in R&D expenses 2007-2011 in (%)
Figure 5.16: Avon Products Inc tremd R&D expenses percentage of total sales in (US $B)
Figure 5.17: Comparison of Avon Products Inc R&D expenditure vs top three & top five players average 2011
Figure 5.18: Avon Products Inc productivity 2007-2011 (US $M)
Figure 5.19: Avon Products Inc fixed asset value 2007-2011 (US $M)
Figure 5.20: Strategic execution
CHAPTER 6. Company Profile of L’Oreal S.A.
Figure 6.1: L’Oreal S.A. revenue by business structure 2011
Figure 6.2: Lucintel triad - L’Oreal S.A.
Figure 6.3: Financial benchmarking of L’Oreal S.A. against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of L’Oreal S.A. against Top five best
Figure 6.5: Global industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 6.6: Global market share trend for L’Oreal S.A. (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs L’Oreal S.A. 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.12: European market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs L’Oreal S.A. 2007-2011 in (%)
Figure 6.15: L’Oreal S.A. trend in R&D expenses 2007-2011 in US $B
Figure 6.16: L’Oreal S.A. trend in R&D expenses percentage of total sales (%)
Figure 6.17: Comparison of L’Oreal S.A. R&D expenditure vs top three & top five players average 2011
Figure 6.18: L’Oreal S.A. productivity 2007-2011 in (US $M)
Figure 6.19: L’Oreal S.A. fixed asset value 2007-2011 in (US $M)
Figure 6.20: Strategic execution
CHAPTER 7. Company Profile of The Estee Lauder Companies Inc.
Figure 7.1: The Estee Lauder Companies Inc. revenue by business structure 2011
Figure 7.2: Lucintel triad –The Estee Lauder Companies Inc.
Figure 7.3: Financial benchmarking of The Estee Lauder Companies Inc. against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of The Estee Lauder Companies Inc. against Top five best
Figure 7.5: Global industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.6: Global market share trend for The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs The Estee Lauder Companies Inc. (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.12: European market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs The Estee Lauder Companies Inc. (2007-2011) in (%)
Figure 7.15: The Estee Lauder Companies Inc. trend in R&D expenses 2007-2011 in US $B
Figure 7.16: The Estee Lauder Companies Inc. trend in R&D expenses percentage of total sales (%)
Figure 7.17: Comparison of The Estee Lauder Companies Inc. R&D expenditure vs top three & top five players average 2011
Figure 7.18: The Estee Lauder Companies Inc. productivity 2007-2011 in (US $M)
Figure 7.19: Prysmian SPA fixed asset value 2007-2011 in (US $M)
Figure 7.20: Strategic execution
CHAPTER 8. Company Profile of Procter & Gamble
Figure 8.1: Procter & Gamble revenue by business structure 2011
Figure 8.2: Lucintel triad –Procter & Gamble
Figure 8.3: Financial benchmarking of Procter & Gamble against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Procter & Gamble against Top five best
Figure 8.5: Global industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Procter & Gamble (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Procter & Gamble (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.12: European market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Procter & Gamble (2007-2011) in (%)
Figure 8.15: Procter & Gamble trend in R&D expenses 2007-2011 in US $B
Figure 8.16: Procter & Gamble trend in R&D expenses percentage of total sales (%)
Figure 8.17: Comparison of Procter & Gamble R&D expenditure vs top three & top five players average 2011
Figure 8.18: Procter & Gamble productivity 2007-2011 in (US $M)
Figure 8.19: Procter & Gamble fixed asset value 2007-2011 in (US $M)
Figure 8.20: Strategic execution
CHAPTER 9. Company Profile of Unilever PLC
Figure 9.1: Unilever PLC revenue by business structure 2011
Figure 9.2: Lucintel triad –Unilever PLC
Figure 9.3: Financial benchmarking of Unilever PLC against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Unilever PLC against Top five best
Figure 9.5: Global industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Unilever PLC (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Unilever PLC (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.12: European market share trend Vs (Unilever PLC 2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Unilever PLC (2007-2011) in (%)
Figure 9.15: Unilever PLC trend in R&D expenses 2007-2011 in US $B
Figure 9.16: Unilever PLC trend in R&D expenses percentage of total sales
Figure 9.17: Comparison of Unilever PLC R&D expenditure vs top three & top five players average 2011
Figure 9.18: Unilever PLC productivity 2007-2011 in (US $M)
Figure 9.19: Unilever PLC fixed asset value 2007-2011 in (US $M)
Figure 9.20: Strategic execution
LIST OF TABLES
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global beauty care products industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global beauty care products manufacturers
Table 4.2: Key financial parameters for top five global beauty care products manufacturers
Table 4.3: Regional revenue (US $B)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of Avon Products Inc.
Table 5.1: Market served –Avon Products Inc.
Table 5.2: Lucintel triad –. Avon Products Inc.
Table 5.3: Financial Benchmarking of Avon Products Inc. against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of L’Oreal S.A.
Table 6.1: Market served –L’Oreal S.A.
Table 6.2: Lucintel triad –L’Oreal S.A.
Table 6.3: Financial benchmarking of L’Oreal S.A. against best and against Top three and Top five industry players average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of The Estee Lauder Companies Inc.
Table 7.1: Market served – Prysmian SPA
Table 7.2: Lucintel triad –The Estee Lauder Companies Inc.
Table 7.3: Financial benchmarking of The Estee Lauder Companies Inc against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Procter & Gamble
Table 8.1: Market served –Procter & Gamble
Table 8.2: Lucintel triad – Procter & Gamble
Table 8.3: Financial Benchmarking of Procter & Gamble against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Unilever PLC
Table 9.1: Markets Served –Unilever PLC
Table 9.2: Lucintel triad –Unilever PLC
Table 9.3: Financial Benchmarking of Unilever PLC against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global beauty care products industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global beauty care products manufacturers
Table 4.2: Key financial parameters for top five global beauty care products manufacturers
Table 4.3: Regional revenue (US $B)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of Avon Products Inc.
Table 5.1: Market served –Avon Products Inc.
Table 5.2: Lucintel triad –. Avon Products Inc.
Table 5.3: Financial Benchmarking of Avon Products Inc. against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of L’Oreal S.A.
Table 6.1: Market served –L’Oreal S.A.
Table 6.2: Lucintel triad –L’Oreal S.A.
Table 6.3: Financial benchmarking of L’Oreal S.A. against best and against Top three and Top five industry players average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of The Estee Lauder Companies Inc.
Table 7.1: Market served – Prysmian SPA
Table 7.2: Lucintel triad –The Estee Lauder Companies Inc.
Table 7.3: Financial benchmarking of The Estee Lauder Companies Inc against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Procter & Gamble
Table 8.1: Market served –Procter & Gamble
Table 8.2: Lucintel triad – Procter & Gamble
Table 8.3: Financial Benchmarking of Procter & Gamble against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Unilever PLC
Table 9.1: Markets Served –Unilever PLC
Table 9.2: Lucintel triad –Unilever PLC
Table 9.3: Financial Benchmarking of Unilever PLC against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
