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Avery, Jill;Sato, Nobuo
Cosmetics;Retail & Consumer Goods
Shiseido was in the midst of a six year corporate turnaround, trying to reverse the effects of decades of under-investment in R&D and marketing which had led to a cycle of declining customer support and brand value. Would the CEO''s VISION 2020 plan, centered on four strategies: 1.) increasing R&D spending from 1.8% to 3% of sales, 2.) investing an incremental 120 billion in brand-building marketing, 3.) moving to a ""think global-act local"" matrixed brand management structure, and 4.) rethinking brand portfolio strategy, be enough to achieve aggressive 8% per year sales goals while simultaneously increasing the company''s operating margin from 8% to 10% in the highly competitive and slow growing beauty industry?
Brand management;Brand portfolios;Brand value;Branding;Brands;Communication;Global brands;Marketing;Marketing strategy;Strategy;Turnarounds