Marketing of Neutrogena and Sk Ii in the Hong Kong Market Essay

Culture: SK-II

Brand culture comprises competencies, behaviors, organization, and social fabric elements. The organizational culture directly reflects the brand’s values, which in turn need to continually reinforce organizational culture. Customers who connect with the culture elements of the brand will demonstrate greater loyalty, and the brand will respond by reflecting the norms, behaviors and tenets of the social fabric. In the Hong Kong market, SK-II has developed a culture based on several core feminist principles.

The first is the principle of “changing destiny,” which became a cornerstone of the brand’s advertising campaigns. The “Change Destiny” (????) campaign focused on appealing to women who are independent, creative, and career-driven, rather than following a traditional path of marriage and self-abnegation (Koetse, 2016). Although criticized for being classist, the campaign helped to celebrate female customers who face serious social stigma if they are not married by the age of 25 (Koetse, 2016). In fact, the culture of SK-II draws heavily on the principle of mature women who may or may not be married but who are forward-thinking and unconventional.

The second method by which SK-II has established its culture in the Hong Kong market is through the development of the Skin DNA Concierge position in the Hong Kong market. The Skin DNA Concierge concept aligns with the “Change Destiny” principle because it refers to changing the perceived destiny of DNA in determining skin features or the aging process.

· Competencies: The Skin DNA Concierge position reflects SK-II’s commitment to core competencies, the formal criteria that the organization seeks. Those competencies include understanding of skin care, and how to identify the customer’s needs. At the level of management, SK-II expects employees to embody the core values of the organization in terms of the “change destiny” attitude, so that the brand permeates company culture.

· Behaviors: Employee behaviors go beyond the technical skills and training required for mastering core competencies. The desired behaviour sought in individual employees, from entry to senior executive, will reflect the visionary, forward-thinking, empowering attitude embodied by the message of the brand.

· Structure: Likewise, the organizational structure of SK-II aligns with the principles of the brand and the lifestyle of its target market. Although typical hierarchies and job titles remain integral to the harmonious operations of SK-II, there is significant leeway for creative personnel to participate in the evolution of the brand.

· Social Fabric: Finally, social fabric describes the unwritten, informal communications that permeate the organization and which creates the actual company culture or social atmosphere. At SK-II, the brand needs to remain true to its values supporting independent and progressive women who are self-assured, empowered, and influential.

Culture: Neutrogena

Compared with SK-II, Neutrogena has a weak cultural identity. Although their latest “See What’s Possible” global campaign has penetrated somewhat into the Hong Kong market, Neutrogena’s culture is less established or cohesive versus SK-II (Neff, 2016). The newest campaign is an attempt to catch up with other cosmetics brands by focusing less on the…