Annual Report 1997 [ PDF:2.4MB ] - Shiseido
Annual Report 1997 [ PDF:2.4MB ] - Shiseido
Annual Report 1997 [ PDF:2.4MB ] - Shiseido
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TOILETRIES<br />
Our second main business mainly comprises hair-care products, facial cleansers,<br />
soaps, bath additives and a range of fine toiletries.<br />
Sales in this category declined 6.9%, to ¥94.6 billion, in fiscal <strong>1997</strong>,<br />
constituting 16.1% of net sales.<br />
In this business, we supply fine toiletries offering the value<br />
We have reinforced our business structure by cutting<br />
consumers expect from <strong>Shiseido</strong>. These products are designed costs at every level, from procurement to production,<br />
to attract consumers long before they are mature enough to distribution and sales.<br />
use cosmetics and long thereafter. These are thus very impor-<br />
Among those products contributing significantly to sales<br />
tant offerings because they build an impres-<br />
were Water Hair Pack, a shampoo treatment<br />
sion of the Company and eventually expand<br />
our customer base.<br />
Divisional Sales<br />
that preserves hair’s natural moisture; Medicated<br />
Handsoap; and Mieux Mesh Center-In,<br />
Based on the twin concepts of making<br />
a panty pad that provides superior dryness.<br />
lifestyles more convenient and colorful, we<br />
16.1%<br />
We also won solid support for Cream<br />
continued to orient marketing even more<br />
Hadasui, a new addition to the evergreen<br />
to the needs of consumers through efforts<br />
Hadasui mineral-water-based facial, body<br />
to develop products and provide selling<br />
and hair freshener lotion line. Noteworthy<br />
spaces that enhance customer satisfaction.<br />
new products during the term were Prixaura<br />
One of our strengths in the toiletries market is that, unlike room freshener and the Ceu line of shampoos and body soaps<br />
the competition, we are primarily a cosmetics maker, which using environmentally friendly containers and ingredients.<br />
has helped us create new value.<br />
The sales decline in the division reflected intense price<br />
competition, especially for existing hair-care products, as<br />
well as a reduction in shelf stock in line with changes in the<br />
Net Sales<br />
retailing environment.<br />
120<br />
( Billions of yen )<br />
Facial cleansers and other products have become daily<br />
items, thus expanding the scope of our fine toiletries business.<br />
90<br />
By providing new value with a sensitivity and information<br />
60<br />
base not available to the competition, we are certain to win<br />
30<br />
further customer loyalty. To that end, our main goal in<br />
toiletries is to maximize customer satisfaction.<br />
0<br />
’93<br />
’94<br />
’95<br />
’96<br />
’97<br />
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SHISEIDO / <strong>Annual</strong> <strong>Report</strong> <strong>1997</strong> 12