Siege of Fort Stanwix in the American Revolution

The Siege of Fort Stanwix was conducted from August 2 to 22, 1777, during the American Revolution (1775-1783) and was part of the Saratoga Campaign. In an effort to split New England from the rest of the colonies, Major General John Burgoyne advanced south over Lake Champlain in 1777. To support his operations, he dispatched a force to advance east from Lake Ontario led by Brigadier General Barry St. Leger. Aided by Native American warriors, St. Legers column laid siege to Fort Stanwix in August. Though an initial American attempt to relieve the garrison was defeated at Oriskany on August 6, a subsequent effort led by Major General Benedict Arnold succeeded in forcing St. Leger to retreat. Background In early 1777, Major General John Burgoyne proposed a plan for defeating the American rebellion. Convinced that New England was the seat of the revolt, he proposed severing the region from the other colonies by advancing down the Lake Champlain-Hudson River corridor while a second force, led by Lieutenant Colonel Barry St. Leger, moved east from Lake Ontario and through the Mohawk Valley. Meeting at Albany, Burgoyne and St. Leger would advance down the Hudson, while General Sir William Howes army advanced north from New York City. Though approved by Colonial Secretary Lord George Germain, Howes role in the plan was never clearly defined and issues of his seniority precluded Burgoyne from issuing him orders. General John Burgoyne. Public Domain St. Leger Prepares Gathering near Montreal, St. Legers command was centered on the 8th and 34th Regiments of Foot, but also included forces of Loyalists and Hessians. To aid St. Leger in dealing with militia officers and the Native Americans, Burgoyne gave him a brevet promotion to brigadier general prior to embarking. Assessing his line of advance, St. Legers largest obstacle was Fort Stanwix located at the Oneida Carrying Place between Lake Oneida and the Mohawk River. Built during the French Indian War, it had fallen into disrepair and was believed to have a garrison of around sixty men. To deal with the fort, St. Leger brought along four light guns and four small mortars (Map). Strengthening the Fort In April 1777, General Philip Schuyler, commanding American forces on the northern frontier, became increasingly concerned about the threat of British and Native American attacks via the Mohawk River corridor. As a deterrent, he dispatched Colonel Peter Gansevoorts 3rd New York Regiment to Fort Stanwix. Arriving in May, Gansevoorts men began working to repair and enhance the forts defenses. Though they officially renamed the installation Fort Schuyler, its original name continued to be widely used. In early July, Gansevoort received word from friendly Oneidas that St. Leger was on the move. Concerned about his supply situation, he contacted Schuyler and requested additional ammunition and provisions. Siege of Fort Stanwix Conflict: American Revolution (1775-1783)Dates: August 2-22, 1777Armies and CommandersAmericansColonel Peter Gansevoort750 men at Fort StanwixMajor General Benedict Arnold700-1,000 men in relief forceBritishBrigadier General Barry St. Leger1,550 men The British Arrive Advancing up the St. Lawrence River and onto Lake Ontario, St. Leger received word that Fort Stanwix had been reinforced and was garrisoned by around 600 men. Reaching Oswego on July 14, he worked with Indian Agent Daniel Claus and recruited around 800 Native American warriors led by Joseph Brant. These additions swelled his command to around 1,550 men. Mohawk leader Joseph Brant. Â  Public Domain Moving west, St. Leger soon learned that the supplies Gansevoort had requested were nearing the fort. In an effort to intercept this convoy, he sent Brant ahead with around 230 men. Reaching Fort Stanwix on August 2, Brants men appeared just after elements of the 9th Massachusetts had arrived with the supplies. Remaining at Fort Stanwix, the Massachusetts troops swelled the garrison to around 750-800 men. The Siege Begins Assuming a position outside the fort, Brant was joined by St. Leger and the main body the next day. Though his artillery was still en route, the British commander demanded Fort Stanwixs surrender that afternoon. After this was refused by Gansevoort, St. Leger began siege operations with his regulars making camp to the north and the Native Americans and Loyalists to the south. During the first few days of the siege, the British struggled to bring their artillery up nearby Wood Creek which was blocked by trees felled by the Tryon County militia. On August 5, St. Leger was informed that an American relief column was moving towards the fort. This was largely composed of the Tryon County militia led by Brigadier General Nicholas Herkimer. Battle of Oriskany Responding to this new threat, St. Leger dispatched around 800 men, led by Sir John Johnson, to intercept Herkimer. This included the bulk of his European troops as well as some Native Americans. Setting an ambush near Oriskany Creek, he attacked the approaching Americans the next day. In the resulting Battle of Oriskany, both sides inflicted substantial losses on the other. Though the Americans were left holding the battlefield, they were unable to push on to Fort Stanwix. Despite achieving a victory, British and Native American morale was damaged by the fact that Gansevoorts executive officer, Lieutenant Colonel Marinus Willett, had led a sortie from the fort which attacked the their camps. In the course of the raid, Willetts men carried off many of the Native Americans possessions as well as captured many British documents including St. Legers plans for the campaign. Brigadier General Nicholas Herkimer at the Battle of Oriskany. Public Domain Returning from Oriskany, many of the Native Americans were irate over the loss of their belongings and the casualties sustained in the fighting. Learning of Johnsons triumph, St. Leger again demanded the forts surrender but to no avail. On August 8, the British artillery finally deployed and began firing on Fort Stanwixs northern wall and northeastern bastion. Though this fire had little effect, St. Leger again requested that Gansevoort capitulate, this time threatening to turn loose the Native Americans to attack settlements in the Mohawk Valley. Responding, Willett stated, By your uniform you are British officers. Therefore let me tell you that the message you have brought is a degrading one for a British officer to send and by no means reputable for a British officer to carry. Relief at Last That evening, Gansevoort ordered Willett take a small party through the enemy lines to seek help. Moving through the marshes, Willett was able to escape east. Learning of the defeat at Oriskany, Schuyler resolved to send a new relief force from his army. Led by Major General Benedict Arnold, this column was composed of 700 regulars from the Continental Army. Moving west, Arnold encountered Willett before pressing on to Fort Dayton near German Flatts. Arriving on August 20, he wished to wait for additional reinforcements before proceeding. This plan was dashed when Arnold learned that St. Leger had begun entrenching in an effort to move his guns closer to Fort Stanwixs powder magazine. Unsure about proceeding without additional manpower, Arnold elected to use deception in an effort to disrupt the siege. Major General Benedict Arnold. National Archives Records Administration Turning to Han Yost Schuyler, a captured Loyalist spy, Arnold offered the man his life in exchange for returning to St. Legers camp and spreading rumors about an impending attack by a large American force. To ensure Schuylers compliance, his brother was held as a hostage. Traveling to the siege lines at Fort Stanwix, Schuyler spread this tale among the already unhappy Native Americans. Word of Arnolds assault soon reached St. Leger who came to believe the American commander was advancing with 3,000 men. Holding a council of war on August 21, St. Leger found that part of his Native American contingent had already departed and that remainder was preparing to leave if he did not end the siege. Seeing little choice, the British leader broke off the siege the next day and began withdrawing back towards Lake Oneida. Aftermath Pressing forward, Arnolds column reached Fort Stanwix late on August 23. The next day, he ordered 500 men to pursue the retreating enemy. These reached the lake just as the last of St. Legers boats were departing. After securing the area, Arnold withdrew to rejoin Schuylers main army. Retreating back to Lake Ontario, St. Leger and his men were taunted by their erstwhile Native American allies. Seeking to rejoin Burgoyne, St. Leger and his men traveled back up the St. Lawrence and down Lake Champlain before arriving at Fort Ticonderoga in late September. While the casualties during the actual Siege of Fort Stanwix were light, the strategic consequences proved substantial. The defeat of St. Leger prevented his force from uniting with Burgoyne and disrupted the larger British plan. Continuing to push down the Hudson Valley, Burgoyne was halted and decisively defeated by American troops at the Battle of Saratoga. The turning point of the war, the triumph led to the critical Treaty of Alliance with France.

Restoration as a Better Fitting Term Than Reconstruction...

Restoration as a Better Fitting Term Than Reconstruction for the Period 1865-1877 During the period 1865 to 1877, Reconstruction was the period in American history immediately after the Civil War. The physical rebuilding of Southern cities, ports, railroads, and farms that had been destroyed during the war was only a small part of the Reconstruction process. The major work of Reconstruction involved restoring the membership of the Southern states in the Union. The main president during this period was Johnson, following the assassination of Abraham Lincoln and although Johnson disagreed with slavery he was opposed to equal rights for blacks and the notion that they were equal to whites. The main†¦show more content†¦However, due to the racism in the country during this period, this amendment was not followed through. So to counteract this, Congress decided to take Reconstruction into their own hands and passed the 14th Amendment declaring equality for blacks and the fact that they, Congress, should have the power to enforce this amendment (section 5). This turnaround from what life was like previously for the black people before the war is so significant because before black people were not even considered to be second-rate citizens, which they were following the amendment, they weren’t even citizens in the eyes of the law. This amendment was in many ways badly drafted, decided on through compromise and the need to hurry it through before the Southern states were readmitted and could object to it. In the pattern of passing amendments, the first, second and third Reconstruction Acts were passed in March and July of 1867. These acts provided a much more radical approach to dealing with the South and were the result of shock at Johnson’s obstructive attitude against blacks. Unlike the previous bills they only just made the two thirds majority, which shows that the more moderate of the Republican Party were beginning to feel uncomfortable at the degree of federal intervention in theShow MoreRelatedReconstruction : The Burning Years10732 Words   |  43 Pagesadvised. (beat) From — — — Productions: RECONSTRUCTION: THE BURNING YEARS. (Music) D.G.: Good evening. My name is Dan Gorman. Like many of you, I didn’t learn much about Reconstruction in high school. I had a wonderful teacher who did much to show the nuances of American history, such as the effects of states’ rights and slavery on the Civil War. Still, my teacher, along with the A.P. exam, the state curriculum, and our textbooks, moved quickly past Reconstruction. I assumed that, aside from the FourteenthRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pageswe routinely set apart as centuries suggests the need for flexibility in demarcating phases of world history, and for determining beginnings and endings that accord with major shifts in political and socioeconomic circumstances and dynamics rather than standard but arbitrary chronological break points. In the decades that followed the Great War, the victorious European powers appeared to have restored, even expanded, their global political and economic preeminence only to see it eclipsed by the

Luxury Management †Myassignmenthelp.com

Question: Describe about the Luxury Brand Management? Answer: Introduction: Each brand manager is quick to affirm that their brand or business is not the same as some other, however those overseeing luxury brands are conceivable the only ones who are who are legitimized to claim such gigantic differentiation in their brand or business. In this context there is a need of managing both the intangible and tangible brand characteristics. In order to manage such characteristics there is a need of proper plan and analysis to understand the how the brand is perceived in the market (Hennigs et al., 2013). This is what generally termed as Brand Management. A luxury brand is a brand that is highly exclusive and selective. Managing such brands needs proper emotional value and creativity for customers. Few Authors say that buying such luxury brand is shows the social position in the society. Thus, for managing such brands there is a need of Luxury Brand management which sets to understand the potentiality of such luxury brand in the targeted market (Chevalier and Mazzal ovo, 2012). Therefore, the aim of this report is to understand one of the luxurious brands named LOreal. This report discusses the company profile and tries to relate it current strategies with the brand management concepts. Before understanding these concepts, the report highlights the product life cycle of the LOreal luxury brand and then tries to analyze the relationship among its marketing strategies and brand value and also discusses its critical success factor of the brand. Based on the critical success factor of the organization, the report discusses the techniques and tools to manage the luxury brand. The report is concluded by giving a brief on the overall discussion in the report. Background Of Loreal Brand L'Oreal had manufactured dozen of brands based upon local culture and diverse segments of the worldwide business sector. As opposed to homogenizing the different brands and making them satisfactory in bunch societies, Owen-Jones chose to exemplify their (the brands') nation of source, transforming what numerous advertising masters considered a narrowing element into a showcasing excellence. In 2005, the $18.89 billion L'Oreal group was the biggest and the best makeup organization on the planet, with more than 17 global brands (Ethicalconsumer.org, 2015). L'Oreal was positioned 49th by the Business Week Interbrand overview led in August 2004. Its brands were esteemed at $5902 million ($5600 million in 2003). L'Oreal sold cosmetics, scent, and hair and healthy skin products to both men and ladies in 150 nations (Icmrindia.org, 2015). The group reported its eighteenth successive year of twofold digit development in December 2004. Since 1989, L'Oreal's sales had developed at an aggravate d yearly rate of 12% to $1.7 billion. Quickly, L'Oral is the world's biggest beauty care products and excellence organization. Its self-declared mission is to 'design excellence' and offer everybody access to the best of beautifying agents regarding quality, efcacy and security. The organization was established in 1909 and has turned into a world-driving business with 68,900 representatives in 130 nations overall and incomes of 20.3 billion (Loreal.com, 2015). Product Life Cycle Of Loreal Brand is generally considered to be an intangible asset. The owner of the brand mainly relies on these intangible resources to make profit. The main function of the brand is to make the purchasing behaviour of their potential customers easier by distinguishing the products. It is a tool to identify and distinguish similar products (Mallik, 2009). However, to maximize the potential of a brand there is a need to understand the product life cycle and make business strategies accordingly. Further, at the point when a brand has leverage over other contending brands, such a brand ought to be overseen in order to expand the product's apparent worth to the client, in this way expanding brand value. Marketing administrators are thusly anticipated that they should be aware of the product life cycle idea in light of the fact that it can be a profitable support in creating brand management systems that can manage an association. The idea of product life cycle proposes that any services or product travel through identifiable stages, each of which is identified with the progression of time and has diverse attributes. Accordingly, the product life cycle has the accompanying stages as shown below: Introduction Stage: This stage happens when a product is initially presented to its expected target market. At this stage, sales increase gradually, and benefit is negligible. Purchasers are uncertain about the product and it is not loaded by all wholesalers. The product is adjusted as clients give criticism. Sales are just expanded by early on advertising support and price offers. In the event that buyers are fulfilled by the product, its notoriety will spread and it will enter the growth stage. Growth Stage: This stage is checked by a quick move in the offers of the product particularly the early adopters like the product and the middle class larger part is starting to begin belittling the product. New contenders enter the business sector with distinctive product forms emerging from the expanding number of potential clients. Since it might be fundamental to the achievement of a brand to acquire the amplest conceivable circulation, transactions with these key dispersion players are fundamental. Maturity Stage: No product or business sector can become perpetually; in the end all the noteworthy uses will have been created. The curve of sales will smooth and the business or product will have arrived at the level of maturity. Reach the peak of the profits and afterward start to decay, reflecting heightened rivalry, and particularly on cost. Interest is additionally reasonably steady as of right now with no sudden upsurges or descending plunge in the offers of the product. At this stage likewise, accentuation is on lessening the expenses of generation keeping in mind the end goal to amplify returns; however a superior method for fulfilling the needs of the consumers will more positively be given by an alternate new product and will enter into the decline stage. Decline Stage: This is the period when sales decrease and profits break up rapidly around the zero point. The reduction may be quick or abate. The reason behind entering this stage are: Increase in global or domestic competitors in the market which open some new lines of things which the clients were not aware of in the later past. Technological advances which can render the item offering obsolete, for instance, the gramophones as limited to radios, stereos as opposed to CD and DVC players, thus on furthermore its running as one with line of things. Another reason may be a shift in customers' tastes, which is typical in the clothing business From the above concept of product life cycle, it can be said that the LOreal brand is situated in the growth stage of the life cycle as; it is still innovating and launching new products to tap the untapped markets and also meet the changing needs of its customers. Talking about its introduction stage, LOreal was first launched in the year 1907. In the year 1972, LOreal dispatched the fanciful battle "Because I am worth it, advance the inclination line of hair shading. The enthusiastic pitch "Because I am worth it" the customer like paying higher costs for L'Oreal items. Throughout the following few years, the organization's business extended extensively. It began conveying its items through specialists and committals to the Russia, South America, US and the Far East. Gradually, it entered its growing stage. In year 2005, the brand with $18.89billion became the successful and largest cosmetic companies globally with 17 different international brands. In the year 2004 a survey conducted by the Business Week Interbrand ranked LOreal in 49th position. Its brand value was worth $5902million. Within 2004, 85% of sales of LOreal consolidated outside France. By December 2004, it reported double digit growth. Since 1989, the sales of LOreal grew with an annual rate of 12%. Present, it has captured the market of around 130 countries in world. As per the statistic, in 2011, LOreal had market capitalization of around $73billion compared to PG which is over $68billion and Unilever with $35billion (Forbes, 2011). In 2013, L'Oral was the main brand of personal care in the world with a brand esteem that added up to 17.97 billion U.S. dollars. Since 2010 to 2013, the organization's compound yearly rate of growth expanded by 4.8 percent. Worldwide employing 77,452 individuals in 2013, consolidated sales of L'Oral's created 22.98 billion U.S. dollars. The cosmetic section of the organization is principally centered on skin care, hair consideration, make-up, perfumes and hair colorants with the previous producing 29.7% of worldwide sales of cosmetic section of L'Oral in 2013(www.statista.com, 2015). The organization faces competition with cosmetic manufacturers like Revlon, Avon, Estee lauder, Shiseido and also as seen cosmetic brands like Beiesdorf, Unilever and Procter and Gamble, but still it has presently market capitalization of $98 billion and approximately $30.5 billion revenues by the end of FY 2013. This shows the organization is still growing; it is trying to capture the overall worlds cosmetic market. Relationship Between MArketing Strategies and Brand Value: Today the worldwide business sector is meant by a furiously aggressive environment in which the vital focus for organizations is to catch the expanding return by minimizing/ bringing down production cost with awesome flexibility and speed. Being an international chain, L'Oreal tries to attain to these focuses through its predictable innovation in RD to make products that are attractive and have a huge turnover inside different portions and sub-fragments of the worldwide business (Louis and Lombart, 2010). L'Oreal has not just taken after a complete, RD long term technique that has brought about making technological leap via products like Fructis, however it has additionally attempted to address and keep up its harmony between marketing and RD interface. In addition, the organization takes after a three level method for creating economically reasonable products. The three organized methodology incorporates L'Oreal's propelled research, applied product development and exploration and every stage having its own exceptional capacities to perform with a specific end goal to make successful developments (Romaniuk and Wight, 2009). L'Oral is lavishly enriched with an arrangement of global brands that is exceptional on the planet and that covers all the lines of beauty care products and reacts to the assorted needs of purchasers the world over as demonstrated as follows (Loreal-finance.com, 2015): Every brand division is adding to a particular vision for every distribution channel, to react to the needs of all ways of life. The LOreals collection of worldwide brands has enormous development potential: every one of them catches excellence beauty desires, creating a nearer and nearer association with purchasers. The brand division is as shown below: Source: Made By Author L'Oral Luxe offers both female and male all through the world a collection of morder and prestigious international brands with an extraordinary legacy. The brands of L'Oral Luxe strive to advance the distinctive specialities of extravagance excellence: skincare, make-up and scents. They likewise set out to offer brilliant items through a specific distribution channel, and give phenomenal administration that regards the differences of its customers. The luxury brands in this area are Lancome, Biotherm, Ralph lauren, Diesel, Clarisonic and many more. Then, the consumer production division offers the best in beauty care products advancement to the best number of individuals on every landmass. Its brands are accessible in mass-business channels (hypermarkets, grocery stores, drugstores and conventional stores). This division helps the organization to win more than a further billion purchasers. The brands in this section include Garnier, LOreal Paris, Softsheen, Maybelline and Essie. Furt her, the professional products, verifies that with every passing day more individuals can exploit the most elevated norms of value and skill from excellence salon experts everywhere throughout the world. These brands include Krastase, Redken, Purelogy, Matrix, Decleor, Carita, Mizani, and Essie. Addtionally, Active Cosmetics is to help everybody enhance the quality and wellbeing of their skin, whether they are influenced by touchy skin or dermatological conditions, in all medicinal services channels around the world: drug stores, excellence and wellbeing retailers, drugstores and medi-spas. On account of its profoundly correlative brands, and its nearby connections with dermatologists, pediatricians and doctors who are specializing in aesthetic medicines, this division is worlds number one in dermocosmetics. These brands include the Vichy, Sanoflore, Skinceuticals, La Roche Posay and RoggerGallet. Lastly the Body Shop dependable sourcing, reasonable exchange fixings and supporting t he local commodities. In 2013, the brand is making the following stride with its entrance into Brazil and access to another customer base. These brands include all kind of socially, distinctive and naturally engaged products like masque, exfoliating scrubs etc. LOreal approached to make these brand divisions by not only following a well-defined RD process but also followed the well-segmented product portfolios. It has a well-segmented products functioning across various different pricing tiers. This is helping the brand LOreal to drive its growing sales and also face the challenging times in the economy. L'Oral brands are uniquely fragmented over estimating levels and target groups of onlookers. While YSL and Lancme are premium, L'Oral Paris works in the upper level of the mid business and Garnier is a mass brand (Annual Report, 2013). The retail channels are entirely kept up for these brands so as not to weaken brand picture. For instance, premium extents are mostly accessible in retail chains, while Garnier is utilized for entering as a part of developing nations' lower-level markets. This shows LOreal focused on Income Segmentation strategy. It has segmented the brand into two divisions one for the economical mass and other for the premi um mass. It marketed its products based on these segments. It launched the low cost products to attract the economical mass and high cost products for the rest. Further, LOreal also used the Age segmentation strategy by segmenting the market into kids, younger and the old adults, based on their ages. It introduced products for the kids like Kids Disney Princess Extra Gentle Shampoo, LOral Kids Burst of Sweet Pear Tangle Tamer, etc (Lorealparisusa.com, 2015), for youngster it introduced Youth Code BB cream and for aging people it introduced Revitalift, Age Perfect for mature skin (Lorealparisusa.com, 2015). It also follows the gender segmentation by differentiating the products based on sexes, psychographic segmentation by introducing the luxury brands like Ralph Lauren, Lancme, Biotherm etc. It also further segmented the cosmetic market in the basis of benefits by introducing the Excellence Creme for dry hair for Women. This way it has focused on Multiple Segmentation strategy for a pproaching the cosmetic markets differently (Bothra, 2013). Apart from Segmentation strategy, discussing the targeting and positioning strategy, it can said that LOreal has well targeted the female section. For instance, female with grey hair. It observed a need for targeting this untapped market and started maximizing its profits by making the minds of the customers receptive towards its expensive and luxurious products (Christiaans and Buttgen, 2013). The introduction of Excellence: Creme gave the women segment, additional benefits for making healthy hair without damaging by using the cheap dyes. LOreal justified their reason behind charging high price with their high benefits through this product. Further, keeping in mind the low-income mass, they also introduced the Color Naturals with cost $3.10 (Euromonitor International, 2012). Further, LOreals CSR also plays a vital role in positioning the brand. The social initiatives of LOreal are mainly linked to three different areas that are Education, Science and Women. If seen globally, it laun ched a program Beautiful Beginnings in the year 2009 in India. In year 2013, in Argentina, it introduced beauty salons in Buenos Aires, Los Piletones and Cidanez employing around 500 women to support their pride and confidence. Further, they have taken a commitment to innovate socially and environmentally benefit products by 2020 (SUSTAINABLE DEVELOPMENT REPORT, 2013). These initiatives show that LOreal brand mainly values (shown below) passion for what beautifying agents can bring to ladies and men: prosperity, self-assurance, an openness towards others (Fitzmaurice, 2006), innovation as beauty is an unending mission that continually obliges a more elevated amount of execution (Anholt, 2007), entrepreneurial spirit as LOreal has dependably been energized and epitomized in a particular managing style, open-mindedness that is listening to buyers and comprehension their way of life, being interested in others and profiting from their disparities are outright needs to react to the unbounded assorted qualities of magnificence goals far and wide (Banerjee, 2007), quest for excellence which is an esteem that pervades each part of our business, in every nation and that is communicated in a perspective and a steady quest for perfection and lastly the responsibility which is the obligation to save the excellence of the planet and to add to the prosperity of their workers and of the groups in which they are available (Loreal.com, 2015). Source: Made By Author Critical Success Factor of L'Oreal Brand: There is no doubt that LOreals brand segmentation, RD and passion for beauty are some of the success factors. However, an alternate secret for L'Oral's prosperity is the significance the organization puts on ability development. For youngsters with extraordinary potential, L'Oral liberally offers chances to put their capacities to full utilize. The profession improvement of Mr. Agon, the fifth CEO in the century-long history of L'Oral serves as a case for this devotion to ability cultivation (English.sina.com, 2015). At the same time, the organization additionally provided for him the opportunity to go for different developments, including presenting all-new business arrangements. This demonstrates that the association fosters youth cultivation. Sustainability development of L'Oral is also one of the key success factors. It incorporates eco-responsible methodologies and is positioned among the main 100 most economical organizations. In 2009, the organization declared three natural objectives: to cut significantly its emission of greenhouse, water utilization and waste created in its processing plants and circulation focuses. Its recent creation sites are inherent an eco-friendly manner (Kapferer and Michaut-Denizeau, 2013). Further, the Category expansion has also contributed towards the growth of the organization. For Instance, It entered various new markets, for example, Ukraine with its deodorants, yet the pace appeared to have backed off as of late. It is extending in body care with Roger Gallet yet its best class extension has come from including skin care gadget Clarisonic in the US (Sheng Goh, Chattaraman and Forsythe, 2013). Additionally, the cross-broader knowledge has also helped the organization to tap the market of India and China. Developing professionals from various different cultures have helped LOreal to succeed in the emerging markets. This strategy has helped the organization to transform the France based beauty products organization to a global business leader (Wiedmann, 2015). The multicultural executives played a crucial role in the development of various LOreal products in the market. The managers of LOreal kept in mind that their products are much more than just the chemical mixes. The products are symbol of self-image, sophistication and fashion. Thus, utilizing the traditional marketing approaches would not have helped them to tap the world. Thus, various structural approaches like establishing regional entities and autonomous subsidiaries by meeting the needs of both global and local responsiveness have helped them to be the business leader (Harvard Business Review, 2013). Even, the technological factors have also provided LOreal with effective intends to express their inventiveness and take learning of skin and hair more distant and quicker. While the advancement of dynamic fixings and plan stay at the heart of L'Oral's development, the exploration groups have constantly depended on the most progressive advances to make progress. Today, robotics, advance in medical imagery and even 3D demonstrating add to the advancement of innovative LOreal products. These apparatuses empower analysts to work in a practical, non intrusive way, on the way that skin and hair carry on, or to quicken the procedure of determination or making of dynamic molecule (Loreal.com, 2015). Lastly, excellent supply chain management also plays a vital role in gaining competitive advantage. They used various software tools to make the work simpler and manage the operations complexity. These tools have helped LOreal marketing and sales team to get readily available information and share that real time information with the organization to launch an innovative product. This easily available and visibility towards reliable data is the keystone of the supply chain process of the organization (The Logistics Business, 2015). Critically Evaluate The Current Practices: The above discussed practices of LOreal have helped the organization to reach the position, presently where they are. These strategies have helped the organization to strengthen the competition in the cosmetic market both with the international and domestic players and also retain their market share. With its acquisition strategies, it has also tapped the Chinese market. For Instance, the acquisition of Magic Holdings International Limited in 2013, proves its attitude against the competition. Then, its strong brand segmentation strategy considers a superior allocation of the limited resources of the firm. With developing diversity in the tastes of advanced consumers, L'Oreal is observing the profit of adjusting a multitude of new markets. Additionally, the brand segmentation strategy helped the organization to launch the right products for the right market. This helped them to reduce the risks of making targeting decision and also helped to increase the efficiency of the market by directing effort by being consistent with the characteristics of the segment. It also helped the organization to expand in the untapped territories of the world like China. Further, this process has also helped the organization to retain its customers. Thus, presently, the organization has committed to reach 1bn customers within 2020 (Loreal.com, 2015). Further, the adaption of cross-channel approach through implementation of dynamic omnichannel in product marketing helped the organization to meet the needs of the customers. In 2013, LOral adopted mobile and industry-leading on-site application that helped to deliver face- face experience of consultation to its customers. This shows that the above technological practice is also helping the organization to grow further in the life cycle process. Based on the present practices, it is still recommended that LOreal should focus on their hair care pace. This is the key category in skin care. They can tap the retail channels by branding their products in various salons. Further, the organization needs to focus also on the organic or the natural category. Even thought, LOreal brand Body shop is emerging in the market but yet has to focus to tapping the organic category in the Western markets, though it might face competition from Beiersdorf through its Nivea Pure and Natural. L'Oral has been driving deals development of Clarisonic fundamentally in the France and US. It could consider propelling it in China given Chinese purchasers expanding reasonableness also distraction with skin health management. The brand is accessible on various sites albeit there are questions about its realness. All things considered, Clarisonic has gotten rave surveys, demonstrating a great business opportunity. Conclusion: In conclusion, this report has effectively discussed the concept of luxury brand management by specifically examining the branding strategy of LOreal globally. The reason behind not specifically focusing on a particular market is that, concentrating globally has helped the author to elaborate the broad aspects of luxury brand management. From this report it is clear that the luxury brand need to focus and invest more on their RD process. This would help the luxury brand to reach the customers and also meet their demand. Further, proper brand segmentation also plays a vital role in meeting the need of the customers. However, before starting segmentation analyzing the product life cycle helps the marketing managers to maximize the potentiality of the brand. From the report, it is highlighted that the LOreal brand is in growth stage. Other key success factors that play a vital role in brand management are category management, sustainable development, technological factors and also suppl y chain management. Practicing these success factors effectively helps the brand to manage the process based on customer needs and also continually deliver the brand promise. These promises are nothing but the brand values that integrates with the marketing strategies and also allocate resources and gather intelligence. Like LOreal is exclusively defined its potential customers, every organization need to define their audiences and then build the strategies to meet the needs of the customers. This would then help to differentiate the brand from the customers in the market. 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