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Men's Grooming Products in China



EMI-CN-MGP$900.00
Euromonitor International
June 2011
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About this Report

About this Report

This Euromonitor market report provides market trend and market growth analysis of the Men's Grooming industry in China. With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.

The Men's Grooming in China market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic volumes and values, company and brand market shares
  • Five year forecasts of market trends and market growth
  • Robust and transparent market research methodology, conducted in-country

Our market research reports answer questions such as:

  • What is the market size of Men's Grooming in China?
  • What are the major brands in China?
  • Are systems or disposable razors and blades more popular in shaving?
  • Which men’s category is seeing most dynamic growth?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

Sample Analysis

TRENDS

  • There were two main trends in men’s grooming towards the end of the review period. Firstly, the core consumer base for these products traded up to value-added products and bought a wider range of men’s grooming. These consumers are typically young, urban and affluent or aspirational. They are strongly focused on career and social success and generally equate a well-groomed and fashionable appearance with a higher status. These consumers are a particularly strong force in China’s more affluent and westernised regions, with East China alone accounting for 31% value share in 2010. These consumers continued to closely follow Western and Japanese trends in men’s grooming and began to spend more in this area as the economy saw stronger growth in 2010. These were the consumers driving growth for premium brands such as L'Oréal’s Biotherm Homme and Elca’s Clinique for Men, which saw 20% and 60% current value growth in 2010 over the previous year. These consumers also drove growth for functional products such as men’s whitening facial cleanser brand Nivea for Men Whitening Lotion.

COMPETITIVE LANDSCAPE

  • Procter & Gamble was the leading player in men’s grooming products in 2010, accounting for a strong 23% value share. The company owes its lead mainly to its dominance of men’s shaving, accounting for 68% value share in men’s pre-shave in 2010 and 72% share in men’s razors and blades with its mid-priced Gillette and economy Flying Eagle brands. Gillette is regarded as a high quality brand and benefits from strong advertising support in the country. 2010 for example saw TV advertising timed to coincide with the Chinese New Year and Valentine’s Day, with this targeting urban men in their 20s and linking appearance to romantic success. Procter & Gamble also benefits from the strength of the well-advertised Head & Shoulders for Men brand, which ranked second in men’s hair care in 2010 with 15% value share.

PROSPECTS

  • Growth in men’s grooming will be mainly driven by stronger sales in smaller cities, towns and rural areas during the forecast period. Young men in these areas are increasingly convinced of the benefits of men’s skin care and men’s hair care thanks to strong advertising by leading players such as Procter & Gamble and L'Oréal. There is also expected to be an ongoing shift from informal to formal retailing channels for men’s razors and blades, with sales also benefiting from these products being bought with a greater frequency.

Table of Contents

Table of Contents

Men's Grooming in China - Category Analysis

HEADLINES

TRENDS

  • There were two main trends in men’s grooming towards the end of the review period. Firstly, the core consumer base for these products traded up to value-added products and bought a wider range of men’s grooming. These consumers are typically young, urban and affluent or aspirational. They are strongly focused on career and social success and generally equate a well-groomed and fashionable appearance with a higher status. These consumers are a particularly strong force in China’s more affluent and westernised regions, with East China alone accounting for 31% value share in 2010. These consumers continued to closely follow Western and Japanese trends in men’s grooming and began to spend more in this area as the economy saw stronger growth in 2010. These were the consumers driving growth for premium brands such as L'Oréal’s Biotherm Homme and Elca’s Clinique for Men, which saw 20% and 60% current value growth in 2010 over the previous year. These consumers also drove growth for functional products such as men’s whitening facial cleanser brand Nivea for Men Whitening Lotion.

COMPETITIVE LANDSCAPE

  • Procter & Gamble was the leading player in men’s grooming products in 2010, accounting for a strong 23% value share. The company owes its lead mainly to its dominance of men’s shaving, accounting for 68% value share in men’s pre-shave in 2010 and 72% share in men’s razors and blades with its mid-priced Gillette and economy Flying Eagle brands. Gillette is regarded as a high quality brand and benefits from strong advertising support in the country. 2010 for example saw TV advertising timed to coincide with the Chinese New Year and Valentine’s Day, with this targeting urban men in their 20s and linking appearance to romantic success. Procter & Gamble also benefits from the strength of the well-advertised Head & Shoulders for Men brand, which ranked second in men’s hair care in 2010 with 15% value share.

PROSPECTS

  • Growth in men’s grooming will be mainly driven by stronger sales in smaller cities, towns and rural areas during the forecast period. Young men in these areas are increasingly convinced of the benefits of men’s skin care and men’s hair care thanks to strong advertising by leading players such as Procter & Gamble and L'Oréal. There is also expected to be an ongoing shift from informal to formal retailing channels for men’s razors and blades, with sales also benefiting from these products being bought with a greater frequency.

CATEGORY DATA

  • Table 1 Sales of Men’s Grooming by Category: Value 2005-2010
  • Table 2 Sales of Men’s Grooming by Category: % Value Growth 2005-2010
  • Table 3 Sales of Men's Razors and Blades by Type: % Value Breakdown 2006-2010
  • Table 4 Men’s Grooming Company Shares 2006-2010
  • Table 5 Men’s Grooming Brand Shares by GBN 2007-2010
  • Table 6 Men's Razors and Blades Brand Shares by GBN 2007-2010
  • Table 7 Forecast Sales of Men’s Grooming by Category: Value 2010-2015
  • Table 8 Forecast Sales of Men’s Grooming by Category: % Value Growth 2010-2015
  • Table 9 Sales of Body Shavers by Type: % Volume Analysis 2005-2010

Men's Grooming in China - Company Profiles

Amway (China) Co Ltd in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 2 Amway (China) Co Ltd: Competitive Position 2010

L'Oréal China in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 4 L’Oréal China: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 5 L’Oréal China: Competitive Position 2010

Procter & Gamble (Guangzhou) Ltd in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Procter & Gamble (Guangzhou) Ltd: Competitive Position 2010

Shanghai Jahwa United Co Ltd in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 10 Shanghai Jahwa United Co Ltd: Competitive Position 2010

Shiseido China Co Ltd in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 12 Shiseido China Co Ltd: Competitive Position 2010

Unilever China Ltd in Beauty and Personal Care (China)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 14 Unilever China Ltd: Competitive Position 2010

Beauty and Personal Care in China - Industry Context

EXECUTIVE SUMMARY

Strong growth fuelled by rising disposable income levels

Competition widens beyond first tier cities

Strong multinationals push for growth

Beauty specialist retailers and internet retailing continue to emerge

Further economic growth to fuel stronger sales

KEY TRENDS AND DEVELOPMENTS

Economic growth encourages growing interest in value-added products

Looking good shifts from luxury to essential positioning for many consumers

Internet retailing sales see dynamic growth

Domestic players develop strategies to compete

Rising income disparity results in divergent urban and rural trends

TERRITORY KEY TRENDS AND DEVELOPMENTS

East China

Mid China

North and Northeast China

Northwest China

South China

Southwest China

MARKET DATA

  • Table 10 Sales of Beauty and Personal Care by Category: Value 2005-2010
  • Table 11 Sales of Beauty and Personal Care by Category: % Value Growth 2005-2010
  • Table 12 Sales of Premium Cosmetics by Category: Value 2005-2010
  • Table 13 Sales of Premium Cosmetics by Category: % Value Growth 2005-2010
  • Table 14 Sales of Beauty and Personal Care by Region: Value 2005-2010
  • Table 15 Sales of Beauty and Personal Care by Region: % Value Growth 2005-2010
  • Table 16 Beauty and Personal Care Company Shares by NBO 2006-2010
  • Table 17 Beauty and Personal Care Company Shares by GBO 2006-2010
  • Table 18 Beauty and Personal Care Brand Shares by GBN 2007-2010
  • Table 19 Sales of Beauty and Personal Care by Distribution Format: % Analysis 2005-2010
  • Table 20 Sales of Beauty and Personal Care by Category and by Distribution Format: % Analysis 2010
  • Table 21 Forecast Sales of Beauty and Personal Care by Category: Value 2010-2015
  • Table 22 Forecast Sales of Beauty and Personal Care by Category: % Value Growth 2010-2015
  • Table 23 Forecast Sales of Premium Cosmetics by Category: Value 2010-2015
  • Table 24 Forecast Sales of Premium Cosmetics by Category: % Value Growth 2010-2015
  • Table 25 Forecast Sales of Beauty and Personal Care by Region: Value 2010-2015
  • Table 26 Forecast Sales of Beauty and Personal Care by Region: % Value Growth 2010-2015

DEFINITIONS

  • Summary 15 Research Sources

Segmentation

Segmentation

This market research report includes the following:

  • Men's Grooming
    • Men's Shaving
      • Men's Post-Shave
      • Men's Pre-Shave
      • Men's Razors and Blades
    • Men's Toiletries
      • Men's Bath and Shower
      • Men's Deodorants
      • Men's Hair Care
      • Men's Skin Care

Statistics Included

Statistics Included

For each category and subcategory you will receive the following data in Excel format:

From Passport

  • Market sizes
  • Company shares
  • Brand shares
  • Distribution
  • Analysis by type
  • Pricing
  • Products by ingredient
  • Products by ingredient

Market size details:

  • Retail volume
  • Retail volume % growth
  • Retail volume per capita
  • Retail value retail selling price % growth
  • Retail value retail selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price real (constant 2008) prices % growth
  • Retail value retail selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price % growth
  • Retail value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price real (constant 2008) prices % growth
  • Retail value manufacturer selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail volume alternative
  • Retail volume alternative % growth
  • Retail volume alternative per capita
  • Retail value retail selling price nominal (current) prices % growth
  • Retail value retail selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price nominal (current) prices % growth
  • Retail value manufacturer selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY

Methodology

Methodology

Global insight and local knowledge

With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

Industry specialists

Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

Country and regional analysts

Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

In-country research network

To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

Research Methodology

Our research methods

Each Euromonitor International industry report is based on a core set of research techniques:

Desk research

With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

  • National statistics offices governmental and official sources
  • National and international trade press
  • National and international trade associations
  • Industry study groups and other semi-official sources
  • Company financials and annual reports
  • Broker reports
  • Online databases
  • The financial, business and mainstream press

Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

Store checks

Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

  • Place: We track products in all relevant channels, selective and mass, store and non-store
  • Product: What are innovations in products, pack sizes and formats?
  • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
  • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

Trade survey

Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

Trade surveys allow us to:

  • Fill gaps in available published data per company
  • Generate a consensus view of the size, structure and strategic direction of the category
  • Access year-in-progress data where published sources are out of date
  • Evaluate the experts’ views on current trends and market developments

In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

Company analysis

At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

Forecasts

Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

Data validation

All data is subjected to an exhaustive review process, at country, regional and global levels.

The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

Market analysis

Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.




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