Herborist: Chinese Personal Care Brand Goes Abroad Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Herborist, elite Chinese personal care brand, have been constantly expanding its global market share in 2008. Mark has established itself through the integration of traditional Chinese medicine with modern biotechnology and highlighting its green and eco-friendly products. While the Chinese were familiar with the concept, however Herborist sell to customers outside of mainland China, which were used for the established Japanese brands such as Shiseido and SK-II, or Western brands such as Estee Lauder and Sisley? In 2001 Herborist decided to enter the Hong Kong market and test your product in a very competitive market, which is dominated by large Japanese and Western cosmetic brands. The company opened two Herborist-brand stores in major shopping centers, but was forced to close them after two years due to poor results. The company tried again in 2007, this time to distribute its products through Hong Kong personal Mannings health and beauty chain. In 2008 Herborist entered the market with the Paris cosmetics store chain Sephora. The results were mixed, although some of their products became best sellers, the overall sales figures were not very promising. By 2011 Herborist was ready for the next step in its international expansion plan. Which markets it should target and what strategy should be adopted? "Hide
by Kevin Zhou, Grace Lo Source: University of Hong Kong, 24 pages. Publication Date: June 13, 2011. Prod. #: HKU927-PDF-ENG