Jurlique was Australia’s largest global beauty business with operations in 22 countries. In Australia the brand had plateaued at number 3 for skincare behind Clarins and Clinique, and in other markets it lacked the brand clarity required to drive rapid customer adoption. The challenge was to significantly accelerate brand-led growth in preparation for an exit event by its private equity owners.
To maximise the value of the business using brand equity as the cornerstone. The aim was to demonstrate the brand’s unique and compelling positioning as a foundation for continued category, channel and geographic growth around the world.
First a baseline for brand health and growth potential was established via market research across Australia, the US, UK, China and Korea. Customer research, data analysis, market and competitor reviews identified the market opportunity, and internal stakeholder interviews uncovered the cultural and operational barriers and enablers to grow the brand. This research, combined with our Stakeholder Alignment methodology, led to a recalibration of the brand positioning required to fuel the business’s growth.
A purpose-led and globally-compelling brand identity and brand guidelines were developed; the strategy was designed to evolve the brand at every consumer touchpoint; the product range was rationalised; new market-specific categories were created (particularly for China); and a product navigation system was designed to deliver better CX.
The brand positioning of ‘Nature + Science = Beauty’, the purpose of ‘Converting the world to natural beauty” and a comprehensive Product & Communication strategy was delivered over a 12 month period with consistent implementation in all 22 markets. Based on in-depth consumer research, a China-specific strategy was developed in parallel across Tier 1, 2 and 3 cities. This included the opening of more than 80 doors across department store concessions and freestanding stores in a single year.
It worked. Within 12 months Jurlique moved to the number one skincare brand in Australia. Over 3 years, the China business grew 400%. Overall the business experienced 197% growth over the 3 years.
The final outcome was a successful sale supported by Goldman Sachs, which attracted interest from LVMH, Lauder Group and L’Oreal and culminated in the purchase of the business by Pola Orbis for $335 million.
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