摘要
同样从中国市场撤离，露华浓是削足适履，而卡尼尔则是为了配合母公司欧莱雅，从全品类模式向细分模式转型。因此，管理层在规划公司战略时，不能单方面从财务角度思考，而更应该基于未来的市场战略思考自己的下一步。
Revlon and Garnier, once so popular among Chinese women, both left Chinese market. Are they really leaving with crushing defeat? Revlon left because it tried to cut its feet to fit the shoes of Chinese market, while Garnier left to assist the transition from holistic strategy to segment strategy of its holding company, Loreal. Therefore, when making development plans of the company, managers should think more about future marketing strategy over financial perspective.
出处
《经理人》
2014年第3期60-63,18,共4页
Manager
