2008 Annual Report - Sustainable Development - L'Oréal

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Western Europe €7,382 million of consolidated sales (1) 22.7% market share (2) 45.1% of group cosmetics sales Year by year, L’Oréal is patiently building up its positions on all continents, channel by channel and category by category. With its rich and varied brand portfolio, the group is ideally placed to tap into all beauty aspirations and meet the needs of all consumers, whatever their income or expectations. By internationalising each of its brands, and moving into new territories each year, the group is opening up vast prospects for growth. Western Europe p.74 Africa, Orient, Pacific €862 million of consolidated sales (1) 14.3% market share (2) 5.3% of group cosmetics sales Eastern Europe p.76 North America p.78 Latin America p.80 Eastern Europe €1,380 million of consolidated sales (1) 16.6% market share (2) 8.4% of group cosmetics sales Asia p.82 Asia €1,844 million of consolidated sales (1) 2.7% market share (2) in Japan 10.9% market share (2) outside Japan 11.3% of group cosmetics sales Africa, Orient, Pacific p.84 73
74 International — Western Europe Sales in the Western Europe zone amounted to –0.3% like-for-like. The market continued to grow but at a much slower pace. It weakened quarter by quarter in France and several southern European countries, especially in luxury distribution channels. Extremely tight inventory management by distributors affected invoicing across all divisions. However, the group’s sales trend was favourable in the United Kingdom and Germany, and grew sharply in Northern Europe (the Netherlands, Norway and Sweden). Overall, L’Oréal strengthened its positions in Western Europe with market share gains in its Professional Products and Consumer Products Divisions. The group’s strategic advances in the zone included the Consumer Products Division’s breakthrough in skincare in Germany. FASt GROWtH In GERmAnY All of L’Oréal’s major international brands are available in this country. In 2007, the group became market leader ahead of established national brands, and <strong>2008</strong> was once again a year of rapid growth for L’Oréal. the Professional Products Division won over 3,000 new hair salons. Its success in the high-end market was driven by the demand for ké r a s ta s e and sh u ue M u r a ar t O f ha i r. L’Oréal is the leader in Luxury Products, and recorded very substantial growth thanks to GiOrGiO ar M a n i, and biO t h e r M, the brand with the fastest growth in the market. the Consumer Products Division achieved the highest growth, boosted by its breakthrough in skincare. the Active Cosmetics Division is ranked first in pharmacies, and rolled out the sk i nce u t i c aL s and sa n O f L O r e brands. Germany: a strategic breakthrough in skincare Already the leader in mass-market make-up, the Consumer Products Division continued its strategic breakthrough in skincare, positioning its two brands—L’O r é a L Pa r i s and Ga r n i e r—among the top three of the market. This achievement—the result of many years of innovations and of systematically renewing major franchises—strengthens the division in its ambition to capture top place in the German skincare market. The first competitive edge of the Consumer Products Division is its portfolio of differentiated yet complementary brands. The combination of the premium L’oréaL pa r iS range with Ga r n i e r, the accessible, natural brand, enables the division to reach out to different customer profiles and cover all segments and price levels. Through this multi-brand policy, the division is now ranked number 2 in this market. CARE PRODuCtS FOR EACH AGE GROuP L’or é a L pa r i S is perpetuating consumers’ trust by developing sustainable franchises such as Revitalift, Age Perfect and Collagen filler, each focused on a specific age group. A recent success, the Derma Genesis range launched at the end of 2007 is already the brand’s third largest franchise. UltraLift from Garnier reached second position in the antiwrinkle skincare segment, doubling its sales in three years. Innovations are another decisive asset. They are extremely popular with customers, as was demonstrated by the success of
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2008 Annual Report
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The L’Oréal adventure Inventing
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Deepening our values In 2008, L’O
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Operating profit proves resilient I
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Board of Directors COMPOSITION AT D
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8 Jean-Philippe Blanpain Managing D
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of inspiration and creativity, of b
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1982 Patented by L’Oréal Researc
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To be sustainable, L’Oréal’s g
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Product meeting: developing and sha
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The Strategy and Implementation Com
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Sustainable Development — Philant
Page 26 and 27: Water L’Oréal is striving to ach
Page 28 and 29: 2008 Consolidated sales of the cosm
Page 30 and 31: 2008 Balance sheet and cash flows b
Page 32 and 33: 2003 2004 14,029 14,534 1,870 2,063
Page 34 and 35: The L’Oréal share key figures (a
Page 36 and 37: Skincare: number 1 category in the
Page 38 and 39: In 2020… … 1 billion young seni
Page 40 and 41: The vocation of the group’s brand
Page 42: Luxury Products The Luxury Products
Page 45 and 46: 42 Businesses — Professional Prod
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Page 50 and 51: Consumer PRODUCTS L’ORÉAL PARIS
Page 52 and 53: Skincare records the highest growth
Page 54 and 55: —GARNIER England. L’ORÉAL PARI
Page 56 and 57: SOFtSHEEn·CARSOn So f TSheen·ca r
Page 59 and 60: 56 Businesses — Luxury Products 2
Page 61 and 62: 58 Businesses — Luxury Products
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Page 65: 62 Cosmetics ACTIVE VICHY LA ROCHE-
Page 68 and 69: Another year of double-digit growth
Page 70 and 71: —LA ROcHE-POSAy China. —SKINcEU
Page 72 and 73: Opening of the first The Body Shop
Page 74 and 75: GALDERMA Science in the service of
Page 78 and 79: Advice is vital in mass-market dist
Page 80 and 81: L’Or é a L Pr O f e s s i O n n
Page 82 and 83: Ga r n i e r Nutritioniste Anti-puf
Page 84 and 85: In Brazil, its second largest marke
Page 86 and 87: With its full brand portfolio, L’
Page 88 and 89: As nine out of ten South African wo
Page 90 and 91: L’Oréal’s success is based on
Page 92 and 93: esearchers, and thousands of head t
Page 94 and 95: InVEntInG A CEntuRY OF BEAutY From
Page 96 and 97: COmBInInG PACKAGInG InnOVAtIOn WItH
Page 98 and 99: BuSInESS GAmES—A unIquE EXPERIEnC
Page 100 and 101: Taking actions for diversity and eq
Page 102 and 103: tAX The mission of the Tax departme
Page 104 and 105: Published by the Administration and
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