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Fragrance Citrus: Light and fresh character of citrus notes (orange, lemon,) is often combined with more feminine scents (flowers, fruits and chypre) to create Citrus Fragrance. These are the refreshing fragrances for the energetic, sporty woman and a re appropriate for office wear, day wear or warm evening wear. As well as, serves as an ideal summer fragrance especially for warm or humid climate. These scents are often light and fresh, and combined with a number of other feminine fragrances including fruits, flowers and more.

Citrus Lifestyle Perfume: These are refreshing and great for sporty women. They are good for day wear and to wear at work, Especially great for the summer, in warm or humid climates.

Fragrance Green: Green notes mean that the fragrance will have a natural character. They are often mixed with fruity and floral fragrances, and are a great modern and fashionable choice of scent. These are modern and fashionable. It serves best for the modern woman, working in an office atmosphere. Best for day wear and occasional evening wear in warmer weather. It adds sporty, charismatic and artful character to your personality.

Fragrance Floral: Different floral fragrance notes are harmonized together. If, combined with any other family, floral perfumes are universally commercial. The starry nights get the soul from floral fragrances. Floral fragrances evoke memories of tender moments. It’s considered to be the most feminine of all fragrance families. These have many different floral notes, and can be combines with any other family of fragrance. These are probably the most universally commercial type of fragrance.

Chypre Perfume: These use woody, flowery and mossy tones and can also often include fruits. These kinds of perfumes are very rich. Based on a woody, mossy and flowery complex, sometimes it comes with aspects of leather or fruits. Chypre perfumes are rich and tenacious. These are considered very elegant, classical for women who tend to prefer slightly out of the norm fragrances. Chypre fragrances smell slightly dry, not very sweet.

Chypre Lifestyle Perfume: This is elegant and a classic fragrance for women who would like something a little different to usual. They are usually slightly dry, and not very sweet.

Fragrance Oriental: These fragrances are mostly worn in evening and add mystical, luxurious, dramatic and sensual character. These fragrances are usually warm, and make use of ingredients such as woods and musks, usually complemented by exotic scents.

Fragrance Modern: Scents in this family are made from aldehydes, which are pure scent chemicals. These scents grow stronger as they are warmed by the skin; aldehydes also intensify the other scents in a perfume. This trend started by Coco Chanel with her Chanel #5 is used in almost every perfume manufactured today. Famous modern fragrances include Chanel No.5 by Chanel, Red by Giorgio Beverly Hills, and White Linen by Estee Lauder.

Oriental Lifestyle Perfume: This is a sexy fragrance, full of mystery, drama, and luxury. This is the perfect fragrance for wearing in the evening.

Oceanic Perfume: this is very fresh and slightly soapy making for a clean fragrance.

Oceanic Lifestyle Perfume: This is a great young fragrance, good for those who are sporty and full of energy. These are the fresh scented, slightly soapy clean fragrances. These are ideal for sporty, young, joyous and energetic women.

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Consumers are highly aware of the need to look and smell good in a society which is dominated by Visual Culture. Indeed, consumers are likelier to feel happier and more confident if they like the way they smell. The marketplace is becoming increasingly saturated with fragrance products, and the added pressure of a recession presents a challenge to industry players that this report seeks to tackle.

Scope

*Detailed insights and analysis documenting the drivers and inhibitors of fragrances

*Analysis documenting the relative importance consumers place on appearance and data sizing the fragrance market

*Strategic conclusions combined with actionable recommendations for all industry players looking to fully capitalize on this segment

*Covers: France, Germany, Italy, Netherlands, Spain, Sweden, UK, US, Australia, Japan, South Korea, China, India, Brazil, Russia, UAE and Saudi Arabia

Highlights

Consumers of both genders feel increasingly under pressure as a result of today’s Visual Culture. These consumers believe that appearance can positively or negatively affect their social standing, their ability to form relationships and even their career success

Traditionally, fragrances (i.e. perfumes) have been more popular with women than men. However, men are becoming increasingly disposed to spending more time on their appearances and paying more attention to the products that they use. Capitalizing on this is a key opportunity for fragrance manufacturers going forwards

Market saturation means that industry players are constantly striving for innovation. Unique aromas are being blended to provide consumers with new experiences, and concepts such as exclusivity and hedonism are being pushed to new levels. In addition, the use of natural ingredients and proving ethical credentials are becoming key differentiators

Reasons to Purchase

*Consumer understanding: obtain a detailed understanding of consumer attitudes and behaviors towards fragrance product

*Market understanding: identify the key fragrance markets and product innovation trends in 17 countries across four territories

*Ideation: find inspiration for innovative formulations and positioning that takes advantage of consumers’ desires for high quality prestige fragrances

Table of Contents :

Overview 1
Catalyst 1
Summary 1
Table of Contents 2
Table of figures 2
Table of tables 3
THE FUTURE DECODED 4
INTRODUCTION: Fragrances are a major component of the overall personal care market 4
This report is one in a series of five category focused reports outlining the future of personal care trends 4
Fragrance preference induces a strong emotional attachment for consumers 4
Consumers view their scent as an important aspect of their personal hygiene, therefore making fragrance usage one of the most significant parts of their daily personal care regimes 7
The overall global fragrance market is subject to a number of drivers and inhibitors 10
TREND: ‘Visual Culture’ and an associated pre-occupation with appearance is the defining trend in the personal care space across product categories 11
Image is important to consumers even if they do not significantly feel societal pressure to look good (at least consciously that is) 12
There is scope for consumers to feel happier about their appearance, given the pressure to conform to demanding beauty ideals associated with contemporary society 17
Key takeouts and implications: Visual Culture is the core macro-trend influencing personal care habits 20
TREND: Fragrance sales have been negatively impacted by the global economic crisis, but the future still holds promise 21
Fragrances have not suffered as much as other personal care products in the recession, and have even thrived in some markets 21
Key takeouts and implications: industry players in the fragrances space have faced inevitable recessionary pressures, but have been successful to a certain degree, particularly in emerging markets 26
TREND: Most consumers are spending longer on their beauty regimes 27
Key takeouts and implications: the most significant growth in fragrance usage occasions going forward will occur in the high growth emerging markets 31
INSIGHT: Fragrances are used by a majority of consumers, with a wide range of purchase motivators contributing to product choice 31
Using fragrances is something which a majority of consumers deem important to do on a daily basis 32
Sensory and value considerations are driving fragrance purchases in the majority of markets worldwide 37
Key takeouts and implications: consumers are motivated to purchase and wear fragrances for a number of reasons, including improving desirability, personal happiness and professional advancement 42
INSIGHT: More importance is placed on branding than efficacy when choosing fragrances 44
Being both quality and brand conscious typically characterizes fragrance consumers, but there are notable variations by country and gender 47
Fragrance manufacturers need to recognize the ‘experience economy’ 55
Key takeouts and implications: frequent fragrance users typically seek products that are both high quality and of a reputable brand, with the two rarely seen as being mutually exclusive 58
INSIGHT: Fragrances, despite being associated with prestige and luxury, are not immune to consumers’ intensifying value-for-money considerations 59
Value-for-money considerations heavily influence fragrance choice 59
Key takeouts and implications: with value-for-money considerations influencing fragrance product choice just like other beauty categories, industry players can not simply rely on the allure of the brand image to generate appeal 65
INSIGHT: Ethicality and the use of natural ingredients are both somewhat important to fragrance consumers, but are typically regarded as secondary considerations 65
Key takeouts and implications: as the marketplace becomes more saturated with fragrance products, being able to champion ingredient, ethical or environmental benefits will grow in importance 74
INSIGHT: Consumers value customization benefits so their fragrances feel more personal 75
Key takeouts and implications: customized benefits enhance consumers’ perceptions that their fragrances match their personalities 81
INSIGHT: Recent fragrance product marketing efforts have focused on appealing to the male demographic and embracing prestige 82
Key takeouts and implications: marketing in the fragrance category typically looks to embrace the prestigious nature of fragrances, but industry players should be wary of being too reliant on celebrities to create brand allure 89
INSIGHT: More fragrances are incorporating active ingredients which provide consumers with additional benefits 90
Key takeouts and implications: the number of functional fragrance products is relatively low, but innovations will keep on occurring and igniting interest in the industry 94
ACTION POINTS 95
ACTION: Continually inflate the prestige and cache of core fragrance brands 95
Marketing must justify the price premium and the prestigious aura of the brand 95
ACTION: Utilize the internet and social media to create brand awareness and easier shopping options 98
There are several advantages to ensuring that consumers have access to a brand over the internet 98
ACTION: Use natural/organic ingredients and promote ethicality to appeal to consumers 101
There are a multitude of reasons why natural and organic reasons can be beneficial to manufacturers 102
ACTION: Use celebrities as a means of strengthening brand reputation rather than relying on them to sell individual products 104
Famous figures and ‘brand ambassadors’ must be used carefully to enhance the brand 104
APPENDIX 107
Methodology 107
Further reading and references 108
Ask the analyst 109
consulting 109
Disclaimer 109

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Summer Beauty Tips, Tricks and Skincare! is a post from: Ritstuff Discount Cosmetics

Eye makeup comprises of all the makeup and makeup accessories that you would use to decorate or highlight your eyes. These include eye shadows, eyeliners, mascaras and even fake eyelashes. In fact, a good eyeliner and/ or eye shadow is all you could really need for one of the most beautiful eye makeup routines ever – irregardless of if you are in a hurry or if you simply prefer the softer look.

The first step of the eye makeup routine is to cover the eyes with foundation in the color of your skin tone. This is the basic step of every makeup routine, so one would assume that if you are making up you eye then you would be applying makeup to your entire face as well. The foundation application is necessary for the illusion of perfectly flawless skin with an even complexion.

Once the foundation is on, you can proceed to apply the eye shadow over the brow of the eyes and the crease of the eyelids themselves. The most recent trends in eye shadow application have seen a shift from the traditional three-color applications on the brow, the crease and the lid (from the lightest to the darkest colors) towards a single layer application or even a two layer application.

Generally though, a lighter color on the brow bone gives the impression of a brighter face and has the tendency to open up the eyes a bit more. Darker colors are commonly used at the crease of the eyelids for a dramatic effect. Additionally, natural tones or mild applications are common for daytime applications but bolder tones and colors are the popular trends for nighttimes.

Once the eye shadow has been applied, carefully brush off any extra eye shadow that may have gotten on your eyelashes or cheeks with your translucent (or brown powder) powder brush for a smooth finish.

The application of the eye shadow can be a stand alone eye makeup, or you could touch up with some eyeliner of your choice on the edge of the eyelid – heavy lines make a dramatic and bold statement, while finer lines are more subtle and demure.

Another eye makeup routine that accents the eye shadow but is totally optional is the mascara application. Long eyelashes are a wonderful accent to the face, and highlight the eyes even more. If you do not have long eyelashes and you desire the dramatic impact that it adds to the eye makeup, you may choose to use fake eyelashes.

Eye Makeup Application is a post from: Ritstuff Discount Cosmetics

This report analyzes global flavor and fragrance industry in terms of market size (based of value), key drivers and resistors, industry trends and competitive positioning of the top 10 players in the global flavor and fragrance market. It includes profiles of the top ten companies in the industry and also involves brief write-up on other major players in the industry. The top 10 companies in the global flavor and fragrance industry were assessed on following parameters:

Each company’s financial performance in the global flavor and fragrances market;
Each company’s growth strategies and major acquisitions and divestments in this market;
Key partnerships and alliances formed by these companies;
Business-related strengths and weaknesses of these companies, and insights into the opportunities and threats facing them.

Key Benefits of this report

Learn from the strategies of the global flavor and fragrance companies to target future growth markets effectively, avoid their mistakes, replicate their successes and learn of the threats they face.

Benchmark your performance against the leading flavor and fragrance companies by comprehending their strategies.

Understand the major issues affecting the global flavor and fragrance market.

Predict the key growth areas in the global flavor and fragrance market arising from the change in consumers’ preferences and global recession.

Save time, money and resources on analyzing the performance of the key flavor and fragrance companies using this report.

Key findings from this report

The global flavor and fragrance market was valued at approximately $16bn in 2008. Business Insights anticipates that the value of global flavor and fragrance market will grow at a CAGR of 2.5% during 2008–13 to reach a total value of approximately $18bn in 2013.

Acquisitions have been ongoing in the industry for some years now creating a distinct two tier industry structure. The top ten players accounted for about 90.3% of the total market size in 2008 and smaller companies operating in niche and often domestic markets represent the remaining share.

Increasing demand for consumer products in emerging markets supported by rising disposable income will primarily drive demand for flavor and fragrance. Demand for differentiated products in developed markets such as natural and functional products will further increase consumption of flavor and fragrance as they serve as a key component to building product differentiation.

The limited market size coupled with the consolidated nature of the industry sets high barriers to entry in the industry. Substantial capital investment and R&D expenses as well as significant investment in quality assurance system further elevate barriers to entry.

T.Hasegawa was the only company among the top 10 players that registered a decline in CAGR of 2.3% during 2004–08. Shift in customer preference in end consumer products market in Japan swayed demand away from related flavor and fragrance, adversely impacting the financial performance of T.Hasegawa during 2004–08.

Burgeoning aging population in developed nations such as the US and Japan is driving the trend towards healthy lifestyle. In response to this trend, major flavor and fragrance companies are investing in the development of R&D capabilities in the field of natural ingredients applicable mostly in food and beverages, and cosmetic industries.

Key questions answered by this report

What was the market size of the global flavor and fragrance industry by value in 2008?
What will be the market size of the global flavor and fragrance industry during 2008-13?
What are the trends in the global flavor and fragrance industry?
Which geographies are expected to be the frontrunners in flavor and fragrance consumption through 2009-10?
Who are the top 10 players in the market?
What are the growth strategies of the top 10 companies?
What are the strengths of the top 10 players in the global flavor and fragrance industry?
What are the weaknesses of the top 10 players?
What are the growth opportunities for the global top 10 flavor and fragrance companies?
What are the problems faced by the global flavor and fragrance companies in the industry?
 
 
  Table of Contents : 
Table of Contents
The Top 10 Flavor and Fragrance Companies
Executive summary 12
Industry overview 12
Givaudan 13
Firmenich 13
International Flavors & Fragrances (IFF) 14
Symrise 14
Takasago 15
Sensient 15
Mane 16
Frutarom 16
Robertet 17
T.Hasegawa 17
Chapter 1 Introduction 20
What is the report about? 20
Methodology 21
Chapter 2 Industry overview 24
Summary 24
Introduction 25
Market dynamics 25
Global flavor and fragrance market size 25
Drivers and resistors 26
Competitive landscape 27
Competitive positioning of the top 10 flavor and fragrance companies 27
Trends 30
Expansion into emerging markets 30
The pace of consolidation will gain momentum 32
Shift towards natural flavor and fragrance 33
Chapter 3 Givaudan 36
Summary 36
Company overview 37
Recent financial performance 37
Performance by business segments 39
Growth strategies 39
Expansion in emerging markets 39
Strengthening R&D to attain competitive advantage 40
Investing in in-house R&D to drive growth in the long term 40
Alliances fostering development of new ingredients 40
Acquisitions and divestments 41
SWOT analysis 42
Chapter 4 Firmenich 44
Summary 44
Company overview 45
Recent financial performance 45
Performance by business segments 46
Growth strategies 46
Expanding production capabilities 46
Strengthening R&D to drive growth through development of new ingredients 47
Acquisitions and divestments 47
SWOT analysis 48
Chapter 5 IFF 50
Summary 50
Company overview 51
Recent financial performance 51
Performance by business segments 53
Growth strategies 53
Improving margins through cost reduction 53
Strengthening foothold in emerging markets 53
Acquisitions and divestments 54
SWOT analysis 54
Chapter 6 Symrise 56
Summary 56
Company overview 57
Recent financial performance 57
Performance by business segments 59
Growth strategies 59
Investing in R&D to drive growth in the long term 59
Fortifying growth in potential sectors through partnerships and alliances 60
Investing in emerging markets to accelerate growth 61
Acquisitions and divestments 61
SWOT analysis 63
Chapter 7 Takasago 66
Summary 66
Company overview 67
Recent financial performance 67
Performance by business segments 69
Growth strategies 69
Strengthening R&D to deliver new flavors 69
Acquisitions and divestments 70
SWOT analysis 71
Chapter 8 Sensient 74
Summary 74
Company overview 75
Recent financial performance 75
Performance by business segments 76
Growth strategies 77
Strengthen distribution network in and commercial presence in emerging markets 77
Improving margins through debt reduction 77
Acquisitions and divestments 77
SWOT analysis 78
Chapter 9 Mane 80
Summary 80
Company overview 81
Recent financial performance 81
Performance by business segments 82
Growth strategies 83
Expanding in international markets to accelerate growth 83
Acquisitions and divestments 83
SWOT analysis 84
Chapter 10 Frutarom 86
Summary 86
Company overview 87
Recent financial performance 87
Performance by business segments 88
Growth strategies 89
Expanding investments in R&D to drive long term growth 89
Acquisitions and divestments 90
SWOT analysis 92
Chapter 11 Robertet 94
Summary 94
Company overview 95
Recent financial performance 95
Performance by business segments 96
Growth strategies 97
Investing in capacity expansion and emerging markets to accelerate its sales growth 97
Acquisitions and divestments 97
SWOT analysis 99
Chapter 12 T.Hasegawa 102
Summary 102
Company overview 103
Recent financial performance 103
Performance by business segments 105
Growth strategies 105
Penetrate new and under-represented sectors in Japan to drive growth 105
Investing in facility expansion outside Japan 106
Acquisitions and divestments 106
SWOT analysis 107
Chapter 13 Other major players 110
Soda Aromatic 110
Company overview 110
Recent financial performance 110
Ogawa 112
Company overview 112
Recent financial performance 112
Agilex Flavors and Fragrances (Agilex) 112
Company overview 113
Cargill Flavor Systems 113
Company overview 113
Recent financial performance 114
Bell Flavors and Fragrances 115
Company overview 116
Huabao International (Huabao) 116
Company overview 116
Recent financial performance 117
Etol 118
Company overview 119
Recent financial performance 119
Mastertaste 120
Company overview 121
China Flavors and Fragrances (CFF) 121
Company overview 121
Recent financial performance 121
Wanxiang International (Wanxiang) 123
Company overview 123
Recent financial performance 123
Chapter 14 Appendix 126
Glossary 126
Index 127

List of Figures
Figure 2.1: Global flavor and fragrance market size ($bn), 2008–13 26
Figure 2.2: Flavor and fragrance industry drivers and resistors 27
Figure 2.3: Top 10 flavor and fragrance companies market share, 2008 28
Figure 2.4: Performance of top 10 flavor and fragrance companies, 2004–08 29
Figure 3.5: Givaudan financial performance ($m), 2004–08 38
Figure 3.6: Givaudan SWOT analysis 42
Figure 4.7: Firmenich financial performance ($m), 2004–08 46
Figure 4.8: Firmenich SWOT analysis 48
Figure 5.9: IFF financial performance ($m), 2004–08 52
Figure 5.10: IFF SWOT analysis 54
Figure 6.11: Symrise financial performance ($m), 2004–08 58
Figure 6.12: Symrise SWOT analysis 63
Figure 7.13: Takasago financial performance ($m), 2004–08 68
Figure 7.14: Takasago SWOT analysis 71
Figure 8.15: Sensient financial performance ($m), 2004–08 76
Figure 8.16: Sensient SWOT analysis 78
Figure 9.17: Mane financial performance ($m), 2004–08 82
Figure 9.18: Mane SWOT analysis 84
Figure 10.19: Frutarom financial performance ($m), 2004–08 88
Figure 10.20: Frutarom’s SWOT analysis 92
Figure 11.21: Robertet financial performance ($m), 2004–08 96
Figure 11.22: Robertet SWOT analysis 99
Figure 12.23: T.Hasegawa financial performance ($m), 2004–08 104
Figure 12.24: T.Hasegawa SWOT analysis 107
Figure 13.25: Soda Aromatic financial performance ($m), 2004–08 111
Figure 13.26: Cargill financial performance ($m), 2004–08 115
Figure 13.27: Huabao financial performance ($m), 2005–08 118
Figure 13.28: Etol financial performance ($m), 2006–08 120
Figure 13.29: CFF financial performance ($m), 2004–08 122

List of Tables
Table 2.1: Global flavor and fragrance market size ($bn), 2008–13 26
Table 2.2: Performance of top 10 flavor and fragrance companies, 2004–08 29
Table 2.3: Select investment in emerging markets by flavor and fragrance companies, 2007–09 31
Table 2.4: Select acquisitions in flavor and fragrance industry, 2007–09 32
Table 3.5: Givaudan snapshot 36
Table 3.6: Givaudan financial performance ($m), 2004–08 38
Table 3.7: Givaudan business segment performance ($m), 2008 39
Table 3.8: Givaudan partnership and alliances, 2007–09 41
Table 4.9: Firmenich snapshot 44
Table 4.10: Firmenich financial performance ($m), 2004–08 45
Table 5.11: IFF snapshot 50
Table 5.12: IFF financial performance ($m), 2004–08 52
Table 5.13: IFF business segment performance ($m), 2008 53
Table 6.14: Symrise snapshot 56
Table 6.15: Symrise financial performance ($m), 2004–08 58
Table 6.16: Symrise business segment performance ($m), 2008 59
Table 6.17: Symrise partnerships and alliances, 2007–09 60
Table 6.18: Symrise investment in emerging markets, 2007–09 61
Table 6.19: Symrise acquisitions, 2007–09 62
Table 7.20: Takasago snapshot 66
Table 7.21: Takasago financial performance ($m), 2004–08 68
Table 7.22: Takasago business segment performance ($m), 2008 69
Table 8.23: Sensient snapshot 74
Table 8.24: Sensient financial performance ($m), 2004–08 75
Table 8.25: Sensient business segment performance ($m), 2008 76
Table 9.26: Mane snapshot 80
Table 9.27: Mane financial performance ($m), 2004–08 81
Table 9.28: Mane business segment performance ($m), 2008 82
Table 10.29: Frutarom snapshot 86
Table 10.30: Frutarom financial performance ($m), 2004–08 88
Table 10.31: Frutarom business segment performance ($m), 2008 89
Table 10.32: Frutarom acquisitions, 2007–09 91
Table 11.33: Robertet snapshot 94
Table 11.34: Robertet financial performance ($m), 2004–08 95
Table 11.35: Robertet business segment performance ($m), 2008 96
Table 12.36: T.Hasegawa snapshot 102
Table 12.37: T.Hasegawa financial performance ($m), 2004–08 104
Table 12.38: T.Hasegawa business segment performance ($m), 2008 105
Table 13.39: Soda Aromatic snapshot 110
Table 13.40: Soda Aromatic financial performance ($m), 2004–08 111
Table 13.41: Ogawa snapshot 112
Table 13.42: Agilex snapshot 112
Table 13.43: Cargill Flavor Systems snapshot 113
Table 13.44: Cargill financial performance ($m), 2004–08 114
Table 13.45: Bell Flavors and Fragrances snapshot 115
Table 13.46: Huabao snapshot 116
Table 13.47: Huabao financial performance ($m), 2005–08 117
Table 13.48: Etol snapshot 118
Table 13.49: Etol financial performance ($m), 2006–08 119
Table 13.50: Mastertaste snapshot 120
Table 13.51: CFF snapshot 121
Table 13.52: CFF financial performance ($m), 2004–08 122
Table 13.53: Wanxiang snapshot 123
 
 

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