Case ID: HKU927     Solution ID: 30312

Herborist Case Solution

Abstract

Herborist, a top of the line Chinese individual care mark, had been consistently extending its partake in worldwide markets since 2008. The brand separated itself by coordinating customary Chinese medication with current biotechnology and underlining its green and natural fixings. While Chinese knew about the idea, how might Herborist offer it to customers outside terrain China who were accustomed to utilizing built up Japanese brands, for example, Shiseido and SK-II, or western brands, for example, Estee Lauder and Sisley? In 2001, Herborist entered the Hong Kong market and test its item in this exceptionally focused market that was overwhelmed by the real Japanese and western beautifying agents brands. The organization opened two Herborist-marked stores in real strip malls yet was compelled to shut them down two years after the fact because of awful outcomes. The organization attempted again in 2007, this time dispersing its items through the Hong Kong individual wellbeing and magnificence chain Mannings. In 2008, Herborist entered the Paris showcase with the assistance of the beautifying agents chain store Sephora. Results were blended; albeit some of its items got to be distinctly beat dealers, the general deals figures were not extremely encouraging. By 2011, Herborist was prepared for the following stride in its global extension arrange. Which markets would it be advisable for it to target and what technique would it be a good idea for it to receive?


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