LOREAL BUILDING A GLOBAL COSMETIC BRAND. Pages 644- 651 of your main Case Study

LOREAL BUILDING A GLOBAL COSMETIC BRAND. Pages 644- 651 of your main text Ghauri and Cateora text book (2010) - Case Study Example the formula on his own and selling it to the hair dressers, until 1909 when he established a full-fledged company that started manufacturing the product, under the name of Cheveux. It continued the business still in small scale, using the assistance of three-in-house based chemists (Ghauri & Cateora, 2010 p644). By 1920, the company had expanded its production of the products, and now started selling its products to other countries, such as Italy, Holland and Australia. The company initially depended on print advertisement, where Schuelter, enlisted the services of a well experienced graphic designers to make advertising posters for the company. With further growth of the business, the need for a different strategy of advertising arose, and Schuelter, established a women magazine as the basis of advertising the company’s product which were targeting women in 1933 (Ghauri & Cateora, 2010 p644). This strategy was followed by other promotional strategies such as creating a campaign for cleaning children using the company’s Dop Shampoo product in 1937, and then went ahead and created a jingle for the campaign that emerged as one of the most famous jingles of the time. The company eventually changed its name in 1940, and established the company name after one of its popular products, L’Aureole, to brand the company its current name, LOreal (Ghauri & Cateora, 2010 p644). LOreal pioneered the advertisement of its products through film commercials that were developed in theaters in the 1950 and in 1973, the ownership of the company changed hands, with 50% of the company’s stock being sold to a personal c are products manufacturing company, Gesparal, which eventually sold its stock to Nestle, while the rest half of the stock shares were traded to the public (Ghauri & Cateora, 2010 p644). Nestle received 49% of the shares, while the daughter of the owner and founder of the company retained a 51% stake in the company’s ownership. Critically comment on LOreal’s