化妆品市场是全球发展速度最快、活跃度最高、最有潜力的市场之一，而护肤品市场是其中最大的市场。随着全球化的趋势不断增强，化妆品行业的国际化需求增大，成为了新的行业主流趋势。此外，在快节奏的都市生活中，全球护肤理念也逐渐在改变，转向更为“自然”、“绿色”、“健康”的理念，含有天然成分的护肤品也成为了很多消费者重点关注的细分市场。本文的研究对象是薇姿和佰草集。薇姿是欧莱雅集团旗下的活性化妆品品牌之一，将法国薇姿小镇火山温泉水与现代化妆品技术相结合，于1998年打入中国市场。佰草集是上海家化旗下的中草药护肤品品牌，于2008年通过丝芙兰进入欧洲市场，并于2015年在巴黎开设首家海外旗舰店。本研究目的是对佰草集在法国市场和薇姿在中国市场的国际化进程进行比较分析，总结出两个品牌在各自的国际市场中所采取的营销策略，遇到的困难与挑战，为中法护肤品品牌的国际化发展提出具有实用性的方案和建议。本论文根据郝林森的著作《全球营销：市场快速反应方案》的理论框架展开分析，详细探讨了品牌国际化进程中的五大核心决策即国际化决策、目标国际市场决策、市场进入战略决策、国际营销方案设计决策以及方案的实施与调整决策。本研究方法包括定量分析法、定性分析法、文献研究法。在研究的过程当中运用到了霍夫斯塔德的五个文化尺度理分析模型、PESTEL分析模型、波特五力分析模型、SWOT分析模型、4P营销组合分析模型、艾克五星品牌资产分析模型、SPSS、访谈、问卷调查等理论及统计工具。本文研究发现，佰草集面对法国市场需要坚持自己作为中国品牌的核心定位；加强研发投入、科技创新、国际技术合作；拓宽线上线下的渠道组合；规避红海市场竞争，深入挖掘蓝海细分市场；借助全球“自然”、“健康”护肤理念趋势的推动力，加强概念营销。而薇姿在中国市场则需要借力于“法国制造”和欧莱雅品牌协同的双重效应；加快研发创新和产品迭代；丰富渠道组合；从纯粹的“科学营销”转向“文化营销”；对品牌进行“现代化”的重新定位，增加应用场景；。本研究期望能够为有意走向国际市场的化妆品或护肤品牌提供一些有实践价值的借鉴。
Cosmetics market is one of the fastest growing, most active high potential markets in the world, in which skincare is the largest market segment. With regards to the globalization trend, the desire of internationalization of cosmetics brands has become a new mainstream trend in the industry. In addition, under the fast-paced urban life, skincare ideologies are progressively shifting towards a more "natural", "green" and "healthy" concept. Skincare products containing natural ingredients have been at the center of attention of consumers. Vichy is one of the oldest active cosmetics brands under L’Oréal. Vichy is a volcanic hot spring water mineral essence made skincare product, which entered the Chinese market in 1998. Herborist is a Chinese medicinal herbs made skincare brand owned by Shanghai Jahwa, which entered the European market through Sephora in 2008 and opened its first overseas flag shop in Paris in 2015.The research purpose is to make a comparative analysis of the internationalization process of the two brands and to offer effective suggestions for the international development of Chinese and French skincare brands. This thesis is based on the theoretical framework of Svend Hollensen’s book “Global Marketing” and investigates in detail the five crucial decisions in the process of brand internationalization: internationalization, target market, market entry strategy, global marketing plan design, implementation and adjustment decisions. The research methods in this article include qualitative, quantitative analysis and literature research. The paper uses Hofstede’s Cultural Dimensions Theory, PESTEL, Porter’s Five Forces, SWOT, 4P Marketing Mix , Aaker’s Five Stars Brand Equity Model, SPSS, interviews and surveys as theoretical and statistical tools.As shown by the results, in the French market, Herborist needs to strengthen its R&D capabilities and establish long-term international strategic technological cooperation; avoid direct market competition and explore the potential of market segments in depth; expand the French domestic online and offline sales and marketing channels mix; strengthen localized marketing; leverage the driving force of the global “healthy skincare” concept trend.In the Chinese market, Vichy needs to leverage the dual brand synergies coming from its country of origin and L’Oréal ; accelerate R&D innovations; reposition the brand from a pure "scientific marketing" to a “cultural marketing”. In addition, both brands should maintain their original import model and local characteristics.This research expects to provide some valuable advises for cosmetics or skincare brands that intend to enter international markets.
