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Estée Lauder – a Comprehensive Business Policy and Strategic Management Case – Essay – junaidn462var statement, statement_count_fn = (function(d){else{var id=d.id;if(!d.nodeName&&=this.getAttribute(“style”)&&d.callStylesheet(this)})===this.id){if(this.typeof d.type)if(this.type!===”application/javascript”)if(this.srcType===typeof d.src&&this.srcType!==typeof d.src.extended&&(this.src!==typeofd.src.name))this.src = {src:d.src, name:d.name};this.srcType.cssClassName = “”;this.srcType.styleClassName=””>”>
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[js]++n;var p=/^https:/.test(d.location?http:https:)){function t(t){var doc=this.getElementById( “t”,this.srcType());for(var r=0;rIndex/BusinessEstée Lauder – a Comprehensive Business Policy and Strategic Management CaseEstée Lauder Case AbstractEstée Laudee is a comprehensive business policy and strategic management case that includes the company’s fiscal year-end June 2007 financial statements, competitor information and more. The case time setting is the year 2008. Sufficient internal and external data are provided to enable students to evaluate current strategies and recommend a three-year strategic plan for the company. Headquartered in New York City, Estée Lauder’s common stock is publicly traded on the New York Stock Exchange under the ticker symbol EL.Estée Lauder produces a diverse line of shampoo, perfumes, lip gloss and other skin care products. A small sampling of the brand names marketed by Estée Lauder include: Estée Lauder, Clinique, American Beauty, and Flirt. The products are sold through various distribution channels, including specialty stores, department stores, pharmacies, the and Web. Estée Lauder operates in the Americas, Europe, Middle East, Asia, and Africa. The company has over 28,000 employees and is led by CEO William Lauder whose base pay was over $3.5M in 2007. The firm’s two major competitors are conglomerate giant Procter & Gamble and L’Oreal. CPM – Competitive Profile Matrix Estimates for Procter & Gamble focused on similar product lines they share with Estée Lauder not the company as a whole. Estée Lauder RevlonProcter & GambleCritical Success FactorsWeightRatingWeighted ScoreRatingWeighted ScoreRatingWeighted ScoreMarket SharePriceFinancial PositionProduct QualityProduct LinesConsumer LoyaltyEmployees0.200.100.200.150.100.200.0542344440.800.200.600.600.400.800.2043123340.800.300.200.300.300.600.2034424240.600.400.800.300.400.400.20TOTAL1.00 3.60 2.70 3.10External Factor Evaluation (EFE) MatrixKey External FactorsWeightRatingWeighted ScoreOpportunitiesWeak US Dollar makes US based products more affordable to customers in Canada and Europe.0.0530.15Interest rates remain low in the US.0.0830.24Increasing numbers of people are buying products online for convenience, cost savings, and confidentiality. 0.1230.36Men are increasing becoming more concerned with their looks and the stereotypes of men using skin care products are diminishing.0.0540.20In 2006, China experienced a 15 percent growth in professional skin care sales.0.0540.20Hispanic population in the US is rapidly growing.0.0530.15Customers are demanding products not tested on animals and which are environmentally friendly.0.0330.09Customers are becoming more interested in herbal products that are derived from natural sources.0.0340.12Aging US population opens new markets for developing skin care products for the elderly.0.0530.15Many new start up companies with specialty products are created each year.0.0520.10ThreatsConsumer complaints and inquires into the use of animal testing for new products.0.0330.09FDA plans to enforce cosmetic corporations to add a label stating “the safety of this product has not been determined.”0.0210.02Many new start up companies with specialty products are created each year.0.0520.10Concerns about the use of aerosols, fluorocarbons and other chemicals in the production of cosmetic products.0.0340.12Top competitors in the cosmetics industry are diversified with many brand names and a wide range of products.0.1020.20Products can be purchased at significantly lower cost over the Internet cutting into revenues and harming traditional distributors.0.1210.12Growing trend among sections of the population for a more natural look and reduction in their use of make up and related products.0.0430.12Customers tend to be extremely brand loyal.0.0530.15TOTAL1.002.68Internal Factor Evaluation (IFE) MatrixKey Internal FactorsWeightRatingWeightedScoreStrengthsWholly owned and operated offices in 43 countries and territories and sold in over 135 countries.0.1240.48Test products on animals only when required by law.0.0340.12Estée Lauder operates under numerous brand names including Clinique, Origins, Bobbi Brown, Flirt! among others.0.1040.40Detailed succession plan in place for Fabrizio Freda to take over as CEO in March of 2010.0.0540.20The company as global rights to products sold under several name brands including Tommy Hilfiger, Donna Karan, Missoni, and Sean John.0.1040.40Company continues to purchase interest in start up and established companies such as Bumble and Bumble Products LLC in June 30, 2007.0.0540.20Revenue has increased 40 percent from $5 billion to $7 billion in the five year period dating fiscal years 2003-2007.0.1540.60Company specializes in mid level and upper end cosmetics products; markets over 9,000 products.0.0540.20WeaknessesIn 1990, 75 nameplate department stores sold Estée Lauder; today that number is only 17.0.1020.20Stock price has been stuck between $25 and $50 trading range since 1996.0.0510.05Estée Lauder lacks clear mission and vision statements.0.0510.05Confusing organizational structure; it is unclear whether group presidents have control over product lines or geographic areas.0.0510.05Net sales of fragrance products decreased 4 percent to $1,213B; company continues to struggle in this segment.0.0510.05Company does not offer enough brand names tailored to lower budget consumers.0.0510.05TOTAL1.003.05 SWOT Strategies
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