[AMOREPACIFIC: FROM LOCAL TO GLOBAL BEAUTY]

October 22, 2008 2000-12491

1. What do you imagine might be the obstacles to globalizing cosmetics?

1

. , , .2

Globalization , Host

country .

2. Which of the three countries would offer the highest returns to additional investments of resources and managerial
attention? And where, if at all, should resource commitments be reduced?
ROI . 1) 3, 2)

( )4

, 3) product line

cost .

1

Chinese market would offer
the highest return than any
other market.

Economy of scale

, , Late mover disadvantage ,

3. How concerned should CEO of AmorePacific be about the diversity of approaches being taken in the three major
countries/regions?
1 , ,

. CEO

, , ,

, ,

low-end nich ,

Beauty Gallery SKU brand launching , .

1
Article p2
page:

2
, , ., http://www.chosun.com/site/data/html_dir/2008/03/28/2008032800587.html
3
, 2
4 1
Article p11

Based on business case of Harvard Business School: 9-706-411 AmorePacific: From Local to Global Beauty
 [AMOREPACIFIC: FROM LOCAL TO GLOBAL BEAUTY]
October 22, 2008 2000-12491

, .

, , 10

, .

4. How could AmorePacific ensure that as a global company, it amounted to more than the sum of its country parts?
. , Glocalize

. ,

. Product mix ,

, .

, , 2015 10

.5

5. Did AmorePacific need to think about inorganic growth acquisitions or joint ventures-as a way of boosting international
growth rates?
, acquisition joint venture, co-branding

. Credibility 6 , acquisition joint venture, co-

branding Credibility . , acquisition ,

joint venture co-branding ( ) ,

LOreal, P&G, Unilever .

page:

5
2007
6 2
Article, Exhibit 12

Based on business case of Harvard Business School: 9-706-411 AmorePacific: From Local to Global Beauty