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The global personal care products industry experienced good growth over the last five years and is expected to reach approximately $630 billion in 2017 with a CAGR of 4.1% over the next five years. Increasing demand in Asia Pacific (APAC) and Europe due to improving living standards in developing countries drove the global industr

y growth.

Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of the global personal care products companies and presents its findings in “Top Five Global Personal Care Products Manufacturers: Performance, Strategies, and Competitive Analysis.” The report provides detailed insight into the performance of the top five personal care products companies across 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 all the top five companies are covered in the report.

The personal care products industry is fragmented, as large numbers of players attempt to differentiate their products. Rising population, increase in household disposable income, and changing spending habits in recent years are the main reasons for the increased demand in the industry. Europe and APAC were the largest markets of this industry in 2011. In this study, Lucintel profiles the following five companies with detailed competitive assessments:
 
  • Johnson & Johnson                                    
  • Kimberly-Clark Corporation                        
  • L’Oreal S.A.                            
  • The Procter & Gamble Company            
  • Unilever PLC    

As per the Lucintel study, North America witnessed the highest growth during last five years, which was mainly driven by economic recovery, increased domestic demand, and greater demand for high-quality premium cosmetics.

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.

Care products competitive analysis market report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global personal care products manufacturers industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business

In Lucintel's newest competitive research study on the world's personal care products manufacturers, we thoroughly profile following five companies with detailed competitive assessments:
 
  • Johnson & Johnson                                    
  • Kimberly-Clark Corporation                        
  • L’Oreal S.A.                            
  • The Procter & Gamble Company            
  • Unilever PLC    

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. Care products competitive analysis market report fulfills this core need. This is an indispensable reference guide for industry executives who are dealing with personal care products manufacturers industry.

Some of the features of Top Five Global Personal Care Products Manufacturers: Performance, Strategies, and Competitive Analysis market intelligence report are:
 
  • Market size estimates in terms of (US $) value by segments of the global personal care products manufacturers
  • Regional analysis: global personal care products manufacturers breakdown by key regions (e.g., North America, Europe, APAC and ROW)
  • 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)
Company Profile on Following Parameters
Company Overview          
Benchmarking (Financial & Market)
SWOT Analysis         
Product Positioning
Marketing Strategy and Tactics    
Corporate Strategy

5. Company Profile on Johnson & Johnson                                    

6. Company Profile on Kimberly-Clark Corporation                        

7. Company Profile on L’Oreal S.A.                        

8. Company Profile on The Procter & Gamble Company

9. Company Profile on Unilever PLC


List of Figures

CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for personal care products manufacturers market
Figure 3.2: Global personal care products manufacturers industry annual trend 2006-2011 (US $B)
Figure 3.3: Global personal care products manufacturers industry regional trend 2006-2011 (US $B)
Figure 3.4: Global personal care products manufacturers industry regional trend 2006-2011 (%)
Figure 3.5: Global personal care products manufacturers industry segment trend 2006-2011 (US $B)
Figure 3.6: Global personal care products manufacturers industry segment trend 2006-2011 (%)
Figure 3.7: Global personal care products manufacturers industry opportunity by region
Figure 3.8: Global personal care products manufacturers industry opportunity by segment
    
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five personal care products manufacturers companies – financial benchmarking
Figure 4.2: Global top five personal 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 $B)
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 Johnson & Johnson                                    
Figure 5.1: Johnson & Johnson’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – Johnson & Johnson
Figure 5.3: Financial benchmarking Johnson & Johnson against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of Johnson & Johnson against Top five best
Figure 5.5: Global industry revenue trend Vs Johnson & Johnson (2007-2011) in US $B
Figure 5.6: Global market share trend for Johnson & Johnson (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Johnson & Johnson 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Johnson & Johnson 2007-2011 in (US $B)
Figure 5.9:   APAC industry revenue trend Vs Johnson & Johnson 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Johnson & Johnson 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Johnson & Johnson 2007-2011 in (%)
Figure 5.12: European market share trend Vs Johnson & Johnson 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Johnson & Johnson 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Johnson & Johnson 2007-2011 in (%)
Figure 5.15: Johnson & Johnson trend in R&D expenses 2007-2011 in US $B
Figure 5.16: Johnson & Johnson trend in R&D expenses percentage of total revenue
Figure 5.17: Comparison of Johnson & Johnson SE R&D expenditure Vs top three & top five players average 2011
Figure 5.18: Johnson & Johnson productivity 2007-2011 in (US $M)
Figure 5.19: Johnson & Johnson fixed asset value 2007-2011 in (US $M)
Figure 5.20: Strategic execution

CHAPTER 6. Company Profile of Kimberly-Clark Corporation                        
Figure 6.1: Kimberly-Clark Corporation revenue by business structure 2011
Figure 6.2: Lucintel triad - Kimberly-Clark Corporation                        
Figure 6.3: Financial benchmarking of Kimberly-Clark Corporation against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Kimberly-Clark Corporation against Top five best
Figure 6.5: Global industry revenue trend Vs Kimberly-Clark Corporation (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Kimberly-Clark Corporation (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Kimberly-Clark Corporation 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Kimberly-Clark Corporation 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Kimberly-Clark Corporation 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Kimberly-Clark Corporation 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Kimberly-Clark Corporation 2007-2011 in (%)
Figure 6.12: European market share trend Vs Kimberly-Clark Corporation 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs Kimberly-Clark Corporation 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs Kimberly-Clark Corporation 2007-2011 in (%)
Figure 6.15: Kimberly-Clark Corporation trend in R&D expenses 2007-2011 in US $B
Figure 6.16: Kimberly-Clark Corporation trend in R&D expenses Percentage of total revenue
Figure 6.17: Comparison of Kimberly-Clark Corporation SE R&D expenditure Vs top three & top five players   average 2011
Figure 6.18: Kimberly-Clark Corporation productivity 2007-2011 in (US $M)
Figure 6.19: Kimberly-Clark Corporation fixed asset value 2007-2011 in (US $M)
Figure 6.20: Strategic execution

CHAPTER 7. Company Profile of L’Oreal S.A.                        
Figure 7.1: L’Oreal S.A. revenue by business structure 2011
Figure 7.2: Lucintel triad – L’Oreal S.A.
Figure 7.3: Financial benchmarking of L’Oreal S.A. against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of L’Oreal S.A. against Top five best
Figure 7.5: Global industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 7.6: Global market share trend for L’Oreal S.A.2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs L’Oreal S.A.l (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs L’Oreal S.A. (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs L’Oreal S.A. (2007-2011) in (%)
Figure 7.12: European market share trend Vs L’Oreal S.A. (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs L’Oreal S.A. (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs L’Oreal S.A. (2007-2011) in (%)
Figure 7.15: L’Oreal S.A. trend in R&D expenses 2007-2011 in US $B
Figure 7.16: L’Oreal S.A. trend in R&D expenses Percentage of total revenue
Figure 7.17: Comparison of L’Oreal S.A. SE R&D expenditure Vs top three & top five players   average 2011
Figure 7.18: L’Oreal S.A. productivity 2007-2011 in (US $M)
Figure 7.19: L’Oreal S.A. fixed asset value 2007-2011 in (US $M)
Figure 7.20: Strategic execution

CHAPTER 8. Company Profile of The Procter & Gamble Company
Figure 8.1: The Procter & Gamble Company revenue by business structure 2011
Figure 8.2: Lucintel triad – The Procter & Gamble Company
Figure 8.3: Financial benchmarking of The Procter & Gamble Company against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of The Procter & Gamble Company against Top five best
Figure 8.5: Global industry revenue trend Vs The Procter & Gamble Company 2007-2011) in (US $B)
Figure 8.6: Global market share trend for The Procter & Gamble Company (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs The Procter & Gamble Company (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs The Procter & Gamble Company (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs The Procter & Gamble Company (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs The Procter & Gamble Company (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs The Procter & Gamble Company (2007-2011) in (%)
Figure 8.12: European market share trend Vs The Procter & Gamble Company (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs The Procter & Gamble Company (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs The Procter & Gamble Company (2007-2011) in (%)
Figure 8.15: The Procter & Gamble Company trend in R&D expenses 2007-2011 in US$B
Figure 8.16: The Procter & Gamble Company trend in R&D expenses Percentage of total revenue
Figure 8.17: Comparison of The Procter & Gamble Company SE R&D expenditure Vs top  three & top five players   average 2011
Figure 8.18: The Procter & Gamble Company productivity 2007-2011 in (US $B)
Figure 8.19: The Procter & Gamble Company fixed asset value 2007-2011 in (US $B)
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 revenue
Figure 9.17: Comparison of Unilever PLC SE 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 personal care products manufacturers    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 personal care products manufacturers companies
Table 4.2: Key financial parameters for top five personal care products manufacturers companies
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 Johnson & Johnson
Table 5.1: Market served Johnson & Johnson
Table 5.2: Lucintel triad – Johnson & Johnson
Table 5.3: Financial Benchmarking of Johnson & Johnson 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 Kimberly-Clark Corporation
Table 6.1: Market served – Kimberly-Clark Corporation
Table 6.2: Lucintel triad – Kimberly-Clark Corporation
Table 6.3: Financial benchmarking of Kimberly-Clark Corporation 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 L’Oreal S.A.
Table 7.1: Market served – L’Oreal S.A.
Table 7.2: Lucintel triad – L’Oreal S.A.
Table 7.3: Financial benchmarking of L’Oreal S.A. 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 The Procter & Gamble Company
Table 8.1: Market served – The Procter & Gamble Company
Table 8.2: Lucintel triad – The Procter & Gamble Company
Table 8.3: Financial Benchmarking of The Procter & Gamble Company 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
 
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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.