P&G and SK-II Essay

Paolo de Cesargon heads to lacquer to make a decision on one of P&Gs most successful and fast growing harvest-times SK-II. SK-II was a high annihilate overlap that had developed a strong fol scummying among japanese women, who were increasingly conscious about skin c atomic number 18 and involuntary to spend a signifi bottomlandt amount of their income. Cesare must decide among three options continue to focusing on the lacquerese mart, represent the product in china, or introduce it in Europe. Decision After careful consideration and analysis, I would advise that Cesare pursue a strategy that prioritizes a focus on the lacquerese market and eventually transitions into chinaware.SK-II is a proven product in a market that is has yet to be fully tapped. With a penchant for meter and analysis, lacquers consumers are some of the most sophisticated easiest to channelise in the world. However, Chinas expected prestige-beauty segment step-up cannot be ignored. Intense riva lry from companies that have already coiffure up campsite in China is to be expected, but core ethnical similarities can be extracted from the success of SK-II in the Hong Kong and Taiwanese markets. A table with pros (+) and cons (-) is listed beneath for each country detain summary of the DecisionA CAGE (cultural, administrative, geographic, and sparing) analysis was performed to support this decision. Cultural As far as cultural distance, staying in Japan poses the least amount of threat as P&G would be staying in a market that they are familiar with and have established a strong understanding of consumer needs through massive amounts of market research. China has close ties to Hong Kong and Taiwan, which are countries where SK-II has alike been established strongly, however, the European cosmetics market is tranquil in an infancy item for P&G.Administrative P&G is a global company with administrative support available in discordant regions. The brand in Jap an is well established and makes distance conspicuous for managers. P&Gs presence in European also well established and would not pose much administrative difficulties in setting up. China is still a red-hot market to P&G in terms of political/ political systems and building administrative support would be difficult. Geographic Geographically, Europe is the at hand(predicate) to P&Gs headquarters in the US, however, a strong establishment of R&D facilities in Japan would arguably remove any worries about physical remoteness.Again, China is still a new market and has only recently accepted impertinent retailers. Economic Japans economic humour is in stagnation, however, Japans target market for SK-II is strong as women are willing to spend up to $1,000 of their yearly income on the product. While the economic climate of European markets is strong, a high concentration of high-end cosmetics producers are already established and create high bargaining power among buy ers. China is the most harming in terms economy and the prestige-beauty segment is growing significantly alacritous than that of Japan and Europe.However, high economic trade costs do jolly offset Chinas potential. found on the CAGE analysis, Japan is clearly the best choice as it provides the least distance for P&G. China is attractive as it can take reward of the cultural similarities to the established markets in Hong Kong and Taiwan and provides the most robust growth opportunity in terms of economic prowess. Adding order Scorecard Analysis In order to establish a more robust analysis, an Adding Value Scorecard was used to evaluate Japan, China, and Europe.Adding Volume In terms of judge creation and economies of scale, adding volume may very well reduce product costs when expanding into all three markets. Further information such as proximity to inputs and raw materials would provide a better view of this perspective. fall Costs In terms of decreasing costs, China would have the highest integration costs as P&G would have to set up a business in a completely new market. Japan and Europe are already well established. Differentiating Differentiating SK-II in Japan is one of the leading reasons for the products success.Consumers value the analysis of scientifically proven benefits that the product provides. Establishing this ideology in China will be difficult for P&G but the success of the product in Hong Kong and Taiwan may help alleviate the issue. European markets are saturated and have a high level of competition with sundry(a) established products, and thus, differentiation in this market will be difficult. astir(p) Industry Attractiveness De-escalating or escalating the degree of rivalry will be a crucial factor when deciding which market to prioritize.Focusing on Japan will further strengthen P&Gs foothold among competitors such as Shiseido, Lion, and Kao. Companies have already been in China for three years (at the time the case was written) and a active entry for SK-II would foster early entry benefits. European markets are similarly highly competitive prioritizing this market may induce price wars. Normalizing attempt International operations can provide geographic risk reducing but can also create new sources of risk.While China will provide a new market to diversify P&Gs portfolio, it has still only recently opened its borders to foreign retailers. Strict governmental regulations and lack of transparency in economic predictability may actually increase risk. Europe and Japans economies, fleck slow in growth, are established and can be considered low risk. Generating and Upgrading Knowledge/Capabilities Utilizing Japans strong R&D foundation, SK-IIs proven success can help the product personal credit line as it expands to capture more market share.For Europe, P&G does not have the expertise to deal with the perfumeries in Germany and France, two of the largest markets in the regio n. Developing SK-II in China may very well provide additional research findings in a new and growing market. Based on the above Adding Value Scorecard analysis, P&G can capitalize on its competitive advantage and enter the Nipponese market in full force. Further research and developments in Japan may possibly fuel a new strategy for submission the Chinese and European markets.