Keune Pakistan was established in 1994 by industry trendsetters, Lahore Marketing Corp.

Today Keune is the MARKET LEADER across Pakistan for professional and consumer Hair Cosmetics range.

    

Keune stands for elegance, creativity and the contemporary hair look. In conjunction with hairdressers, Keune

develops hair products and services for hairdressers and their consumers.

One of Keune's showpieces is Keune Tinta Color, a very successful product that has made the company well-known

the world over. In addition, Keune's product image is very recognizable with black-silver packaging and perfect

product performance for all product lines. Keune is really an elegant element in all professional and exclusive hair

studios.

Mission

At Keune, we are 100% committed to continue our position as the company that stands for ‘The Art of Hair 

ARACHI: “L’Oreal does not just sell beauty in a jar, rather it sells technology in a jar” according to Managing Director L’Oreal Pakistan, Musharaf Hai, highlighting that the company is driven by technological innovation.Since its inception in Pakistan in April 2009,  L’Oreal  has expanded rapidly capturing more than ten percent of the market for hair colour in the ten biggest cities of the country. L’Oreal has also started local production through contract manufacturing. “In less than two years, we have rolled out skin creams which are absolutely international quality and these are priced starting from just Rs 99″, said Hai.”We are investing capital in the country and by the end of this year we intend to be producing our Garnier products locally, including hair colour”, she revealed.But, even as the Company expands L’Oreal appears to have clearly charted its growth plans. Musharaf Hai pointed out while L’Oreal owns many luxury brands; the Company’s approach in Pakistan has been to cater to the middle-income urban market first.She refers to the “masstige” market, as the ever-expanding pool of self-conscious men and women who believe that “beauty is not just skin deep; but, it has to do with their self-esteem, confidence and personality”.

The business modelL’Oreal Pakistan Private Limited is a wholly-owned subsidiary of the L’Oreal Group. The Company’s business presently is divided into two divisions: consumer products and professional. The consumer products’ business is made up of three brands: L’Oreal Paris, Garnier and Maybelline New York.These three master brands, each have several differentiated franchises, such as Excellence, Dermo Expertise, Colour Naturals, Studio Line, Skin Naturals and Elvive, which cater to diverse beauty and personal care needs.

The professional division caters only to salons and focuses on hair products and services. “From hair colour to care, cleansing, serums and treatment, we are unique for providing such a vast range of products that deliver instant and significant results.”While the company has chosen to target the middle-income market first, it has plans in future to launch its luxury brands in the country as well such as fragrances including Diesel, Armani, Lancome and YSL. Hai is confident that the biggest growth drivers will be the Company’s hair colourants, high-end skin care products; like anti-ageing, make-up, men’s grooming and fragrances.Recalling the early days of the company in Pakistan, Musharaf Hai said “there is a lot of scepticism given that the overall economic situation in the country is in the doldrums”. However, L’Oreal used a three-step formula for assessing viability of its business in the country: observation, validation and testing.While the company has built a team of dedicated professionals in the country, it has not hesitated in outsourcing functions that require targeted expertise.“We have outsourced those functions which are transactional or better skill set exists elsewhere, while core expertise in brand marketing, defining strategies for growth, managing the P&L remains with us”, she stated, explaining that the Company has enlisted the help of cosmetologists, beauticians and other experts to build an enabling environment for the company and its clients.

Creating awareness“Marketing gurus will always say that products fulfil existing needs. But we, at L’Oreal; first develop the technology and then create the demand for it. The technology defines how we package the product and how we sell it”, said the managing director.Hai explained that due to its commitment to research and innovation, the Company has pioneered many skin, hair care, hair colour and make-up products that cater to every conceivable need of men and women for all age groups. The challenge, the Company contends with, is ensuring that an individual finds the products that are right for their need.“Since technology is our basic differentiator, education and awareness are crucial for our expansion”, said Hai. She revealed that the Company has established 50 flagship stores in major cities, where trained beauty advisors assist customers. These advisors receive extensive training hence they understand skin and hair care; and also use L’Oreal products themselves. “By disseminating knowledge about beauty today, we will establish market leadership in the future”, she explained.L’Oreal has also adopted some innovative practices for its marketing. The Company publishes “advertorials” in print media, which create awareness, testimonials and other information about the products. Marketing activities focus on face-to-face contact with consumers, creating an experience through expert consultancy.For its Garnier brand; the Company has established platforms such as “wedding animations” and “mall animations” where men and women can interact with L’Oreal products and experts. Hai insisted that the cosmetologists and other experts the

Company brings to various platforms are “not mouthpieces for the Company”, but their advice for customers inevitably leads them to selecting quality products.Having more than two decades of experience as a fast-moving consumer goods manufacturer; Musharaf Hai has learnt that the L’Oreal business is fundamentally different from FMCG’s. “Our starting point is quality, image and then price. We are obsessed with quality. We believe that we must be fanatical about beauty and must never compromise on quality”, she explained.Really pretty future“The potential market for our products in Pakistan is unlimited and vastly untapped”, explained the chief executive. She highlighted that “out of a total population of over 180 million, at least 60 percent are under the age of 25 years”, citing the potential for sales growth in the future.Hai added that lifestyles have changed over the past few years and that the new generation is much more socially conscious, empowered and extroverted. “Today’s generation is not watching only PTV; they could be walking down any street in London or New York and they will be able to relate to that culture”, she said suggesting that “the media boom has increased their exposure to the world around them”.“Cell phones have propelled the connectivity of people and social media has increased their ability to reach out to others and for their opinions to be heard. Social patterns are instant, mobile and connected”, she added.The market for cosmetics and beauty care products in the country exceeds Rs 35 billion at the moment, according to her, while it is expanding at an average of 10 percent, annually. Musharaf Hai mentioned that along with economic indicators, social and lifestyle indices are equally important.“Women in Pakistan are graceful, elegant and well groomed. They are obsessed with beauty and so are we and this obsession is a social indicator which persuades L’Oreal of the immense potential of this market”, she concluded.All information and data used are from reliable source(s) and subjected to extensive research after diligent and reasonable efforts to determine the soundness of the source(s). This analysis is not for the benefit of or discredit to any person, scrip or tradable instrument.The content(s) of this analysis shall not be construed as an advice or recommendation to trade. No relationship of client will be created between Business Recorder and user of this information. Professional advice must be taken by the reader before making investment/trading decisions. BR disclaims any liability for investment(s) made or liability accrued on basis of this analysis. The content(s) including all opinion(s), statement(s) and information are subject to change without prior notice and/or intimation. – Brecorder

LAHORE: Cosmetics are smuggled by donkey through Afghanistan, chemicals and medicines track through Dubai. But only a fraction of legal trade travels directly from India to Pakistan.

A baffling array of legal and practical barriers to exports between the neighbours has spurned

unofficial trade worth up to $10 billion, dwarfing official exchanges of $2.7 billion.

But a recent rapprochement that looks to normalise trading relations between India and Pakistan

could end a decades-old system that stifles business and saps profits through networks of

middlemen, money changers and smugglers.

A booklet of 1,945 items lists trade allowed to run from India to Pakistan – but only 108 can be

trafficked directly by road through the border post at Wagah, near the eastern border city of Lahore.

At old markets in Lahore, traders peddle whitening creams and hair dyes that have journeyed from

India to Karachi by sea bound for Afghanistan, before being reloaded and smuggled along the

Taliban-hit Hindu Kush to re-enter Pakistan.

Along the way a simple anti-wrinkle cream rises from 75 rupees (85 cents) to 160 rupees ($1.82),

while black hair dye doubles from five to 10 rupees.

Tonnes of industrial chemicals and drugs travel into Dubai, where their port of origin is relabelled to

hide their Indian provenance before being sent on to Pakistan. The process entails a mark-up of 15-

20 percent, say importers.

But 15 years after India granted Pakistan “Most Favoured Nation” status in line with World Trade

Organisation rules, Pakistan this month finally agreed to return suit, paving the way for a radical

reorganisation of bilateral trade.

Pakistan has pledged to open its market to over 7,000 products from India over the next three

months and says India should have MFN status by the end of 2012, a step to removing

discriminatory higher pricing and duty tariffs.

The list of nearly 2,000 items allowed for trade is to be replaced by a list of disallowed items, and a

second trading post has been opened at Wagah.

Observers say the rapprochement signals a seismic shift from Pakistan’s traditional and strategic

antipathy to India, and a deeper economic engagement between the countries that is crucial for

lasting peace in the region.

“People who are pro-trade have prevailed. For the first time our strategists are viewing economic

security as a significant element of national security,” said Abid Hussein, who teaches trade policy at

Lahore University of Management Science.

The IMF, which failed to agree a loan package for Pakistan this year amid stalemate on economic

reforms, says that GDP growth for the current fiscal year is unlikely to top 3.5 per cent, compared

with more than double that for regional superpower India.

But the Pakistan Business Council estimates that enhanced bilateral trade could bump its growth

rate by 1-2 per cent. Experts predict $1.5-2 billion could be saved by routing imports directly into

India and its 1.2 billion consumers.

Barriers remain, however. Businessmen want to see more land access open up along the 1,800-mile

(2,880-kilometre) border, along with more options for air.

On the Indian side of Wagah, only two trucks can be loaded and unloaded at a time, hampering a

burgeoning export trade in gypsum and dried dates.

Official figures show that while 4,000 metric tonnes of goods can come into Pakistan on up to 200

trucks per day, only 500 tonnes can leave in 70 trucks.

Overall land trade last year totalled 21 billion rupees in exports compared to 1.33 billion rupees in

imports.

For businessmen, their biggest problem is not being able to travel freely.

“I want to export this item to India but I cannot go and cannot market my product. Visa is the main

hurdle,” said Aftab Ahmed Vohna, who sits on the Pakistan-India standing committee for the Lahore

Chamber of Commerce.

But powerful lobbies remain unconvinced that the hostilities that have led to three wars since

independence can melt away.

Hundreds of activists in Pakistani-administered Kashmir on Friday demonstrated against improving

trade, and leaders in industries likely to lose out to open competition with India are loudly demanding

an opt-out.

They point to India’s protectionist policies in sectors such as agriculture, where exporters pay a 37

per cent tariff instead of the standard 13 per cent.

They fear that Pakistan will be flooded with cheaper Indian goods, strangling domestic business,

although Vohna points out that free trade with India’s big rival and Pakistan’s close ally China has

failed to do so.

“The main difference between India and China is confidence,” said Vohna.

“Every person argues with me that Indian goods will close our factories. I tell them if Chinese cheap

goods cannot close our factories, India’s will not.”

The hair color market in India is driven by growth in the need to not only cover grey hairs and look presentable but also look stylish and feel better. Rise in disposable income and media penetration has only added to increasing fashion consciousness among not just women but also men across India. Aided with the availability of products and with foreign brands being within the reach of consumers, this sector has witnessed major growth in recent years. The report begins with an overview of the hair care market in India including market size and growth. A clear indication in terms of penetration and segmentation has also been highlighted. This is followed by an overview of the hair color market in India. The section talks of the market size and growth of the sector and provides a distinction of the various types of hair color present in the sector. Information regarding the different types of hair coloring techniques is also included. The various distribution channels adopted by the major manufacturing companies are highlighted. The section on EXIM provides an overview to the imports and exports with specification in terms of value and volume. The section based on social media insights provides information based on consumer usage segregated across the source distribution, distribution by tonality, topics of discussion and sentiment analysis. Posts on various social media platforms have been analyzed towards providing an overview of the market driven by consumer perception. An analysis of the drivers explains the factors for growth of the market including rise in disposable income, growth in fashion conscious consumers, increase in awareness among population across the nation, growth in percentage of male using grooming products and rise in organized retail. India is an emerging economy and with a rising GDP. People today are equipped with more disposable income allowing them to spend on FMCG products. Furthermore, with increased penetration of media, consumers are becoming more aware regarding fashion trends and also about the characteristics and benefits of the products available in the arena. Thus, it has been witnessed that consumers are becoming extremely fashion conscious and are willing to go the extra mile to buy products that deliver quality. It is also seen that there is an increase in percentage of males opting for grooming products. Thus, beauty no longer remains a domain restricted to women only, it has gone beyond and encompassed males who are spending more and has led to a thriving hair color market as a whole. However, the key challenge faced by this sector is the presence of harmful chemicals in hair colorants. Presence of certain chemicals in hair color products which can result in dangerous reactions pose act as a barrier for growth. The major trends indentified in the market include usage of herbal products, tie-up with salons, 3D color service and brands seeking to be natural products. The competition section begins with a product matrix specifying major players, their products with categorization of powdered or cream based forms and prices. The overview section highlights the major players and their market shares. This also includes the competitive scenario existent in the market based on social media analysis. This is followed by a competitive landscape of the players in the market which contains a snapshot of their corporate information and business highlights. The report is concluded with a section on strategic recommendations with regards to product and marketing.

2011 Hair Color Trends 

Hair color can play an extremely large role when it comes to changing your look. That said, choosing theright hair color is not an uncomplicated task. The ideal hair color must go with

your skin tone and eyesperfectly to add to one’s natural beauty. For women seeking to color their hair, it is important tounderstand what the current fashionable trends are.

Popular 2011 Hair Colors

Hair color trends for 2011 are fashion forward and glamorous. Hair color trends are currentlyundergoing a significant transformation from striking reds to refined blondes. These trends representmore than simply selecting a new hair color; it is all about change, and not just a change of shade, but aspectacular, head turning change. The hot tip for hair color this year is; just change it. This year’s colorsare anything but dull.Several stylish and gorgeous

hues are hot right now. The most pronounced trend for 2011 is thereemergence of red hair; particularly fiery reds that have lots of sparkle and shine, as well as brightginger hues and even hair with red neon colors running throughout. All of these options are fashionableand

will result in a gorgeous look.Blonde hair is another color that is all the rage in 2011. There is a vast assortment of blonde shades tochoose from and 2011 is definitely the year to make the switch. Lighter, cooler-toned blonde hues areextremely hot at the moment.Brown hair

color is unquestionably in style for 2011. The advantage of brown hair is that it looksfabulous on nearly all skin tones. There is an array of brown shades from which to

choose, from darkcoffee to light taffy to caramel, depending on what suits your complexion.Another trend is going darker. The dark burgundy’s are back in style, along with

dark auburn andchestnut browns. Shiny dark black hair is everywhere. Not only is black a hot hair color for 2011, it isalways an excellent alternative for women because it’s pretty

close to being a permanent trend.How to Choose the Proper Color

Today women dye their hair for various reasons; whether they just want a change or just want tobrighten their natural color. The motives for dyeing hair are as plentiful as the colors

existing in today’smarket. How then should a woman select her ideal hair color?First, it is essential to be familiar with the diverse types of hair dye available for different types

of results. Choosing the right color starts by understanding your skin tone. The trick is to flatter and bringout the best in your complexion. Lighter skin tones will look stunning in a hair color like cool beigeblondes or chestnut browns. Slightly warmer skin tones will look

terrific in rich shades like deep blondesor cinnamon reds. Those with medium to dark skin tones will look spectacular in chocolate browns,burgundy reds, or even black.

ConclusionThe bottom line is that the right color is whatever color compliments you the best and looks

fantastic.Just do your research, try a few out, and above all be patient. Good luck!http://www.UpdoPrincess.com

 

Retail Market in India 2012

Consumer Goods 

January 31, 2012 

94 Pages

$ 795   

₨ 39500   

Abstract Table ofContents

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Retail market in India was valued at INR 16.94 tr in 2010 and is expected to grow at a CAGR of 11%. It accounts for 22% of the country's GDP and is the second largest employer with 35.06 mn people. Traditional retail formats are fast getting replaced by modern organised retail formats. Due to growing retail space and changing consumer behaviour, retail market in India is poised for strong growth in the near future.The report begins with the market overview section that gives an insight into the retail market in India, its market size and growth, along with the share of major retail segments. Low organised retail penetration indicates huge growth potential of this market. This is followed by the major segments in the retail market, where food and grocery occupies the largest share. The various market entry strategies available for foreign retailers, franchising, cash and carry wholesale trading, strategic license agreements, joint ventures, manufacturing, distribution, have also been highlighted. A comparison of the traditional retail supply chain with the modern retail supply chain has also been given. The section also includes an overview of the various organised retail formats, hypermarkets, cash-and-carry, department stores, supermarkets, shop-in-shop, specialty stores, category killers, discount stores and convenience stores. Additionally, an analysis of Porter’s Five Forces provides an insight into the competitive intensity and attractiveness of the market.An analysis of the drivers and challenges explains the factors leading to the growth of the market including low organised retail penetration, rising income levels and consumerism, growing retail space and mall boom, increasing availability of credit and changing demographics and consumer behaviour. Strong opportunity exists in the market due to low organised retail penetration in India. This coupled with the fact that income level and consumerism are rising, will drive the retail market. The key challenges identified are insufficiencies in supply chain, shortage of skilled manpower and real estate issues.Key trends in the market have also been analysed which includes emergence of innovative retail formats, online and rural retailing and integration of various business strategies. This is followed by a section on the FDI scenario of the retail market in India which includes evolution of retail FDI policy, current FDI scenario in retail, single brand retailing and multi brand retailing in India. A section on the investment scenario of this market is also highlighted, including

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investment and expansion plans, mergers and acquisitions, and partnership agreements in the retail sector.The competition section provides an overview of the competitive landscape in the market and includes a detailed profile of the major players. It begins with a matrix showing the various retail formats under which the players operate in India. A bubble chart for the public companies, depicting their relative positions in the market with respect to total income, net profit/loss and market capitalization is included. Similarly, a bubble chart for the private players is also included with respect to their total income, net profit/loss and total assets. This section also includes list of products and services, key people, financial snapshot, key ratios and key recent developments for all companies, along with key business segments and key geographic segments for public companies. The report concludes with a section on strategic recommendations which comprises of an analysis of the growth strategies of the retail market in India.Related Reports:Water Purifier Market in India 2012Personal Care Market in India 2012Digital Camera Market in India 2012Fairness Cream Market in India 2011