Annual Report 1999 ［ PDF：672KB ］ - Shiseido group website

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Annual Report 1999
4
Fiscal 2000 Strategies and Action Plan for the 21st Century
Fiscal 1999 marked an important first step for change at Shiseido. In fiscal 2000, we will pursue two
central business strategies—our “Global Multibrand Strategy” and structural reform of our cosmetics
business—while at the same time addressing asset efficiency improvement as we build a firm foundation
for the 21st century.
“Global Multibrand Strategy”
Raising the asset value of the brand is the most crucial factor in increasing the value of
Shiseido as a corporation. At the same time, however, we recognize that the contribution of a single
brand to growth in the world cosmetics market will be limited, especially given the increasingly diversified,
individualized and sophisticated needs of customers. Based on this perspective, in June 1999
we established the Corporate Value Creation Department under the direct supervision of the Company’s
president. This represents the formation of a system in which Shiseido Group brand strategies are
managed in a unified manner, with special emphasis on strengthening the identity of the
brand. From fiscal 2000, we will fully promote our “Global Multibrand Strategy” aimed at accelerating
our growth in the global market by establishing diversified brand values.
Our “Global Multibrand Strategy” comprises four core elements: (1) Strategy for the prestige market
centering on the brand, (2) Specialization strategy for new-category markets, (3) Growth
strategy for the middle and mass Asian markets and (4) Establishment of a firm position in the global
fragrance market.
Introduced in 1998 in selected
overseas markets,
Shiseido Liquid Compact foundation
is now sold in more than
50 countries around the world.
Our prestige-brand Clé de Peau Beauté
is slated for international sales.
◆ Prestige Market Centering on the Brand
Consistent with the concept of Shiseido as a prominent “skin-care house,”
we will unify our domestic and international brand strategies for the
brand and globalize that brand’s marketing development
function. In this way, we aim to further strengthen the position of the
brand at the prestige end of the world cosmetics market.
In line with this strategy, we will extensively reform our domestic brand
strategy in order to clarify ’s position as a prestige brand,
mainly via counseling activities.
For self-selection cosmenity products and mass-market toiletries,
however, we will display “Shiseido Co., Ltd.” on the back of products as
manufacturer and distributor. We will not use “ ” in the marketing
of these products; instead, we will promote the distinctive features of
individual business and product brands. (We call this “by Shiseido Co.,
Ltd.” marketing.)
Overseas, the brand has already established a top position
at the prestige end of the market, especially in Europe and Asia, thanks
to the success of such lines as Shiseido Relaxing Fragrance and Shiseido
Liquid Compact.