Close Lucintel Chat
Didn't Find What You're Looking for?
Call us at +1972 636 5056 or write at helpdesk@Lucintel.com
Ask an Expert Provide Custom Requirements Download Sample Report Search Available Reports
  • helpdesk@Lucintel.com
  • |
  • Call Lucintel +1 972 636 5056
  • |
  • Login
  • |
  • Register
  • |
  • Search
  • |
'
...

Request the impact of COVID-19 in this market at no additional cost. Buy it today to get an advantage.

Request Now


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 gro

wth.

A total of 128 figures / charts and 45 tables are provided in this report to help in your business decisions. Sample figures with some insights are shown below. To learn the scope of, benefits, companies researched and other details of the beauty care products competitive analysis report, download the report brochure.



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    

As indicated in the report, APAC witnessed the highest growth during last five years due to high economic growth, increased domestic demand, and greater demand for high-quality premium cosmetics. Developing economies, such as Indonesia and the Philippines, experienced strong growth due to increased disposable income, which helped drive growth in the region.
 
Beauty care products competitive analysis 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.

Beauty care products competitive analysis 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.

The detailed analysis of each company offers a critical view into key strategic areas, including:
 
•    Company overview          
•    Benchmarking (financial & market)
•    SWOT analysis         
•    Product positioning
•    Marketing strategy and tactics    
•    Corporate strategy

To make any investment, business or strategic decisions, you need adequate and timely information. Beauty care products competitive analysis market report fulfills this core need. This is an indispensable reference guide for industry executives who are dealing global beauty care products industry.

Some of the features of Top Five Global Beauty Care Products Manufacturers: Performance, Strategies, and Competitive Analysis market intelligence report are:
 
  • Beauty care products competitive analysis market size estimates in terms of (US $) value by segments of the global beauty care products industry
  • Regional analysis: global beauty care products industry. breakdown by key regions (e.g., North America, Europe, APAC and ROW)
  • Beauty care products competitive analysis market trends, drivers and forecasts
  • Competitive benchmarking of each players against their financial & market strength
  • Global and regional market share estimates for the top players
  • Product line overview and positioning of top players
  • SWOT analysis of the leaders
  • Marketing strategy and tactics    
  • Corporate strategy
  • More than 128 valuable figures/charts and 45 tables are provided in this report
 

Table of Contents

1. Executive Summary
2. Market Definition and Scope
3. Market Opportunity   
4. Competitive Benchmarking (Financial and Market)
5. Company Profile
  • Company Overview          
  • Benchmarking (Financial & Market)
  • SWOT Analysis         
  • Product Positioning
  • Marketing Strategy and Tactics    
  • Corporate Strategy
List of Figures

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
.

Buy full report or by chapter as follows

Price by License Type:
[-] Hide Chapter Details
[Chapter Number] [Chapter Name] [Chapter Number Of Pages] [Chapter Price]
Title/Chapter Name Pages Price
Full Report: Beauty Care Products Manufacturing Companies Analysis Full Report $ 1,980
More than 128 valuable figures/charts and 45 tables are provided in this report
Lucintel has been in the business of market research and management consulting since 2000 and has published over 1000 market intelligence reports in various markets / applications and served over 1,000 clients worldwide. This study is a culmination of four months of full-time effort performed by Lucintel's analyst team. The analysts used the following sources for the creation and completion of this valuable report:
  • In-depth interviews of the major players in this market
  • Detailed secondary research from competitors’ financial statements and published data 
  • Extensive searches of published works, market, and database information pertaining to industry news, company press releases, and customer intentions
  • A compilation of the experiences, judgments, and insights of Lucintel’s professionals, who have analyzed and tracked this market over the years.
Extensive research and interviews are conducted across the supply chain of this market to estimate market share, market size, trends, drivers, challenges, and forecasts. Below is a brief summary of the primary interviews that were conducted by job function for this report.
 
Thus, Lucintel compiles vast amounts of data from numerous sources, validates the integrity of that data, and performs a comprehensive analysis. Lucintel then organizes the data, its findings, and insights into a concise report designed to support the strategic decision-making process. The figure below is a graphical representation of Lucintel’s research process.