Research on Optimization of Marketing Strategy of Pierre Cardin Cosmetic Company in Angola ()
1. Introduction
1.1. Background of the Study
The global cosmetics industry has experienced significant growth over the past two decades, with the market expected to surpass $650 billion by 2027, according to Statista [1]. The drivers of this growth include urbanization, rising disposable income, globalization of beauty standards, and the growing influence of social media and digital marketing. Consumer demand for personal grooming, skincare, and cosmetic products continues to evolve, especially in emerging economies, which are becoming increasingly vital to the global beauty market. In particular, Sub-Saharan Africa, with its youthful population, growing middle class, and shifting consumer lifestyles, represents a largely untapped and promising market for international brands.
Pierre Cardin, a globally recognized French fashion house, has diversified its brand portfolio over the years to include fragrances, skincare, and cosmetic products. With a legacy that combines European luxury and affordability, the brand has achieved varying degrees of success across global markets. However, in Angola, the brand remains underrepresented despite its international stature. The Angolan beauty market, like many African countries, is witnessing an upsurge in demand for personal care and cosmetic products. This is influenced by a youthful population (over 60% under age 25), increasing beauty consciousness among both women and men, and rising access to global beauty trends through mobile phones and social platforms.
Angola is one of the most resource-rich countries in Africa, with oil and mineral wealth contributing significantly to its GDP. In recent years, the country has undergone economic diversification, aiming to reduce dependency on oil and invest in sectors such as retail, services, and consumer goods. This macroeconomic shift has opened up opportunities for international brands in the beauty and cosmetics sector. Yet, challenges such as infrastructure gaps, income inequality, and limited supply chain networks continue to affect the effectiveness of standard marketing strategies.
Angola’s cosmetic market is characterized by the coexistence of global brands and smaller local or regional players. Many consumers in urban centers like Luanda, Benguela, and Huambo are brand-conscious but price-sensitive. Preferences are shaped not only by aesthetic trends but also by climate, skin tone, availability, and trust in brand quality. Thus, for a brand like Pierre Cardin to thrive in Angola, it must move beyond a generic or globalized marketing strategy and instead adopt a localized, culturally sensitive, and data-driven approach.
1.2. Problem Statement
Although Pierre Cardin has global brand equity and product diversification, it remains a marginal player in Angola’s cosmetics industry. The brand’s visibility is low, its market penetration shallow, and its consumer engagement limited. This could be attributed to a number of strategic and operational inefficiencies, including:
Lack of market-specific adaptation: Pierre Cardin’s product lines and promotional materials do not adequately reflect the tastes, skin types, and cultural preferences of Angolan consumers.
Weak brand presence: Limited retail partnerships and scarce digital marketing have contributed to poor consumer recall and low market share.
Competitive pressure: Global giants like L’Oréal, Nivea, and Maybelline, alongside local African brands, have been more aggressive and culturally aligned in their marketing efforts.
Insufficient consumer engagement: The brand has not sufficiently invested in influencer marketing, beauty education campaigns, or local collaborations, all of which are becoming essential in African markets.
Without a refined and well-executed marketing strategy tailored to Angola’s unique economic, cultural, and consumer landscape, Pierre Cardin risks being overshadowed by more dynamic and adaptive competitors.
1.3. Research Objectives
The primary aim of this study is to investigate and optimize the marketing strategy of Pierre Cardin Cosmetics in Angola. Specific objectives include:
1) To analyze Pierre Cardin’s current marketing strategy in the Angolan cosmetic market.
2) To evaluate Angolan consumers’ perceptions, preferences, and behavior toward cosmetic products.
3) To identify internal and external factors (using SWOT and PESTEL frameworks) that influence Pierre Cardin’s performance in Angola.
4) To benchmark Pierre Cardin’s strategy against key competitors in the market.
5) To recommend strategic improvements in product offering, pricing, promotion, and distribution to enhance competitiveness.
1.4. Research Questions
In pursuit of the above objectives, the study will seek to answer the following research questions:
What are the components and effectiveness of Pierre Cardin’s current marketing strategy in Angola?
How do Angolan consumers perceive Pierre Cardin compared to other cosmetic brands?
What socio-economic, cultural, and technological factors influence purchasing behavior in Angola’s cosmetic sector?
What gaps exist between Pierre Cardin’s current approach and the expectations of the local market?
What optimized strategies can be implemented to improve brand positioning, consumer engagement, and sales performance?
1.5. Significance of the Study
This research is relevant to a variety of stakeholders:
For Pierre Cardin Cosmetics: The study will provide a roadmap for strategic adjustments that can enhance market performance in Angola and potentially serve as a model for other African markets.
For the academic community: It contributes to literature on international marketing in emerging economies, particularly concerning localization strategies in the cosmetic industry.
For policy makers and business development agencies: Insights from this study can inform initiatives aimed at promoting foreign investment, improving retail infrastructure, and supporting entrepreneurship in Angola’s beauty sector.
For local entrepreneurs and beauty professionals: The findings may help identify partnership opportunities, gaps in product offerings, and innovative marketing trends to watch for.
For consumers: Optimized strategies may result in better access to quality products, improved representation in advertising, and more competitive pricing.
This study also reinforces the importance of cultural sensitivity, inclusivity, and localized innovation in international business strategy---critical factors in the success of foreign brands operating in developing markets
1.6. Scope and Limitations
The study focuses on the cosmetics division of Pierre Cardin in Angola, primarily within urban commercial hubs such as Luanda, Benguela, and Huambo, where the brand’s activities are most concentrated. The analysis will include various elements of the marketing mix (product, price, place, promotion) and draw upon primary and secondary data, including interviews, surveys, and market reports.
However, the research is subject to the following limitations:
Access constraints: Gaining direct insights from company executives or internal sales data may be restricted due to confidentiality policies.
Sample representativeness: Surveys and interviews may be skewed toward urban consumers, leaving rural preferences underrepresented.
Time and resource limitations: These may affect the scope of field research, especially across geographically dispersed regions.
Economic volatility: Angola’s economic fluctuations, inflation, and currency instability could influence consumer behavior during the research period.
Despite these challenges, the study aims to provide a robust and actionable framework for strategy optimization that is grounded in market realities and supported by empirical data.
2. Literature Review
2.1. Theoretical Framework
Understanding and optimizing marketing strategy in emerging markets requires a solid grounding in marketing theory. This section outlines several key frameworks that guide the analysis of Pierre Cardin’s performance in Angola.
2.1.1. The Marketing Mix (4Ps and 7Ps Model)
Originally developed by McCarthy (1960), the 4Ps framework—Product, Price, Place, and Promotion—remains a core model for designing and analyzing marketing strategies. In the service sector, this model has evolved into the 7Ps model, incorporating People, Process, and Physical Evidence [2]. These elements are critical when considering cosmetic products, which are influenced by not only functional performance but also emotional appeal, branding, packaging, and service interactions
Relevance to Pierre Cardin:
A tailored application of the 7Ps can help identify where Pierre Cardin’s strategy might be misaligned with local preferences. For example, the product formulation may not suit African skin tones or climates, and pricing strategies might not match local income levels.
2.1.2. SWOT Analysis
SWOT—Strengths, Weaknesses, Opportunities, and Threats—helps firms internally assess what they do well and where they face challenges, while externally identifying market gaps and competitive risks [3]. For Pierre Cardin, SWOT analysis can illuminate issues such as brand recognition, distribution efficiency, and consumer perceptions in Angola
2.1.3. Porter’s Five Forces
Michael Porter’s (1980) Five Forces Model is essential in assessing competitive intensity and market attractiveness. It includes:
This model is particularly useful in Angola’s cosmetic market, where local brands, imported products, and informal market alternatives all exert pressure.
2.2. Consumer Behavior in Emerging Markets and Africa
2.2.1. Cultural Influences on Cosmetic Consumption
Consumer behavior in cosmetics is highly culturally dependent. Research shows that skin tone, beauty ideals, social media, and traditions significantly shape cosmetic preferences [4]. In African markets, there is growing demand for products tailored to darker skin, oily skin, and local beauty standards [5]. In Angola, skin-lightening products, bold-colored cosmetics, and perfume usage are widespread among both men and women, highlighting a cross-gender beauty culture rooted in urban identity and status expression.
2.2.2. Price Sensitivity and Brand Loyalty
While consumers in emerging markets aspire to premium brands, they often exhibit price sensitivity due to lower disposable income. According to Mahajan (2012), loyalty to international brands grows when consumers feel represented in advertising and perceive superior value. However, loyalty can be fragile if price promotions or better substitutes appear
Implication for Pierre Cardin:
The brand must balance affordability with the aspiration for luxury, perhaps through smaller-sized packaging or localized sub-brands.
2.2.3. Digital Influence and Informal Channels
The rise of mobile internet and platforms like Instagram and TikTok have transformed how beauty products are discovered and promoted in Africa. However, in countries like Angola, a dual system exists: formal retail and informal (open-market) sellers. Studies by Nielsen [6] highlight how over 60% of cosmetic sales in Sub-Saharan Africa occur via informal vendors, especially in semi-urban and rural areas
2.3. Global Cosmetic Brands in African Markets
2.3.1. Case Study: L’Oréal in Nigeria and Kenya
L’Oréal has successfully localized its African strategy by:
Acquiring African brands (e.g., Interconsumer Products Ltd in Kenya);
Launching Dark and Lovely, a product line targeting African hair and skin;
Investing in beauty education programs and training salons.
These moves improved both trust and market share.
Lesson for Pierre Cardin:
Local engagement, education, and product adaptation are vital pillars for success.
2.3.2. Local Competitors in Angola
Brands such as Bio Oil Angola, Bellcare, and imported Brazilian and South African products dominate local shelves. They often benefit from:
These brands appeal to everyday Angolans by providing affordable luxury and functional skin benefits suited to the climate and lifestyle.
2.4. Challenges of Foreign Brands in Angola
2.4.1. Infrastructure and Distribution
One major obstacle is the lack of reliable logistics networks. According to World Bank data, Angola ranks low in the Logistics Performance Index. This affects distribution costs and makes retail partnerships in remote regions difficult. Pierre Cardin, if reliant on central distributors or formal retail, may struggle to reach wider markets.
2.4.2. Currency Instability and Import Dependence
The volatility of the Angolan Kwanza (AOA) and import taxation policies often raise final consumer prices for foreign brands. This makes them less competitive compared to local or regionally produced goods. The IMF [7] noted that inflation in consumer goods, including cosmetics, reached over 16% annually between 2021-2023.
2.4.3. Language and Cultural Disconnect
Advertising in Angola must resonate linguistically and visually. Portuguese is the official language, but many consumers speak Umbundu, Kimbundu, and other native languages. Western ad campaigns often fail to connect emotionally with this audience unless culturally translated.
2.5. Gaps in the Literature
While several studies have addressed marketing localization in emerging markets, few have focused specifically on French luxury brands operating in Angola’s cosmetic sector. Most literature addresses either:
Global expansion of cosmetic companies in Asia or Latin America;
Consumer behavior studies in pan-African markets;
Case studies in larger African economies like Nigeria, Kenya, or South Africa.
2.6. Conceptual Framework
To better understand and structure the analysis of Pierre Cardin’s marketing strategy in Angola, a conceptual framework is developed. This framework outlines the relationships between the company’s internal marketing decisions, external market dynamics, and the overall outcome in terms of market performance. It serves as a roadmap for identifying areas of strategic optimization in the Angolan cosmetic sector.
2.6.1. Core Structure of the Framework
The conceptual framework is structured around three primary components
1) Independent Variables—Internal Marketing Strategy Factors (7Ps Model)
These are the controllable elements of Pierre Cardin’s strategy that directly influence its success in the Angolan market:
Product Strategy: Customization of cosmetics to suit local skin tones, climate, and cultural preferences.
Price Strategy: Adoption of tiered pricing, mini packaging, and affordable luxury positioning.
Place (Distribution): Engagement with informal and formal retail channels, partnerships with local distributors.
Promotion Strategy: Use of local language, celebrity endorsements, social media campaigns, and cultural events.
People: Training and involvement of local staff, beauty consultants, and brand ambassadors.
Process: Simplified purchasing systems such as mobile orders, WhatsApp sales, and cash-on-delivery.
Physical Evidence: Consistent brand presentation in stores and packaging tailored to local tastes.
2) Mediating Variables—External Market Dynamics in Angola
These factors influence how the company’s internal strategies are received and interpreted by the market:
Consumer Behavior: Income sensitivity, aspirational buying, and preference for familiar or imported brands.
Cultural Factors: Local beauty ideals, language preferences, and historical influences from Portuguese and Afro-Brazilian cultures.
Technological Factors: Mobile internet access, popularity of social platforms, digital payments.
Economic Environment: Currency volatility, inflation, and accessibility of imported goods.
Competitive Landscape: Dominance of local or regional brands, informal market players, and customer loyalty to alternatives.
3) Dependent Variable—Market Performance Outcomes
These are the measurable effects that reflect the effectiveness of Pierre Cardin’s strategy:
Brand Awareness;
Sales Volume and Revenue Growth;
Customer Retention;
Market Share in Angola’s Cosmetics Sector;
Customer Satisfaction and Brand Loyalty.
2.6.2. Research Application and Relevance
This framework is used to:
3. Methodology
This section outlines the methodological framework used to investigate and analyze the marketing strategy of Pierre Cardin Cosmetics in Angola. A mixed-methods approach was adopted to capture both the measurable aspects of consumer behavior and the contextual, strategic insights necessary for optimization.
3.1. Research Design
A mixed-methods research design was selected to provide a comprehensive and nuanced understanding of the subject. This approach integrates quantitative methods (structured surveys) with qualitative techniques (semi-structured interviews and focus groups) to triangulate findings and enhance validity. The research is exploratory and descriptive in nature:
and descriptive in nature:
premium cosmetic marketing in Angola.
3.2. Research Approach
The research employed both quantitative and qualitative approaches. The quantitative approach was used to measure awareness, preference, price sensitivity, and brand perception numerically. The quantitative approach was used to measure awareness, preference, price sensitivity, The qualitative approach was and brand perception numerically. The qualitative approach was used to explore used to explore deeper consumer insights, emotional deeper consumer insights, emotional drivers, drivers, and brand interaction and brand interaction.
3.3. Data Collection Methods
3.3.1. Primary Data Collection
Structured Survey structured Survey (Quantitative) (Quantitative)
A detailed questionnaire was A detailed questionnaire was designed and designed and administered to consumers of administered to consumers of cosmetic products in Angola.
The survey consisted of multiple-choice in Angola.
The survey consisted of multiple-choice and Lik and Likert-scale questions covering-scale questions covering:
Brand awareness and.
Brand awareness and familiarity with familiarity with Pierre Cardin.
Pierre Cardin.
Frequency and type of Frequency and type of cosmetic purchases.
Factors influencing buying decisions (price, quality, brand prestige, etc.).
cosmetic purchases.
Factors influencing buying decisions (price, quality, brand prestige, etc.).
Perceptions of Pierre Cardin’s • Perceptions of Pierre Cardin’s marketing efforts marketing efforts (visibility (visibility, trust, appeal, trust, appeal).
b. Semi-Structured Interviews (Qual Interviews) (Qualitative)
Conducted with key stakeholders with key stakeholders to gain insights into to gain insights into market positioning market positioning and operational challenges:
Pierre Cardin regional and operational challenges:
Pierre Cardin regional distributors (if accessible).
distributors (if accessible).
Beauty product retailers and store managers.
Marketing professionals’ managers.
Marketing professionals in the cosmetics sector.
in the cosmetics sector.
Interview questions explored:
Strategic marketing choices made by Pierre Strategic marketing choices made by Pierre Card Cardin.
Perceived in.
Perceived gaps and consumer feedback.
gaps and consumer feedback.
Comparison with competing brands.
c. Focus Group Discussions
Two focus groups each with 6 - 8 participants, targeting women8 participants,
Discussions aged 18 - 35.
Discussions included:
Brand perception included:
Brand perception of Pierre Cardin.
of Pierre Cardin.
Advertising impact and product experience Advertising impact and product experience.
Suggestions for improvement in product offerings and promotions
3.4. Secondary Data Sources
Secondary Data Sources
Company brochures, catalures, catalogs, and advertising Ogs, and advertising materials from materials from Pierre Cardin Pierre Cardin.
Industry reports on the Angolan cosmetics sector (e.g., Stat reports on the Angolan cosmetics sector (e.g., Statista, Euromonitor’s, Euromonitor, African Development Bank).
Academic articles on global marketing strategies African Development Bank).
Academic articles on global marketing strategies in emerging markets.
Government in emerging markets.
Government data on data on trade, import regulations trade, import regulations, and, and consumer income trends.
3.5. Sampling
3.5.1. Population
The target population includes:
Consumers of includes:
Consumers of cosmetic products cosmetic products (mainly female) in (mainly female) in Angola.
Marketing stakeholders involved.
Marketing stakeholders involved in the distribution or promotion in the distribution or promotion of Pierre of Pierre Cardin products.
3.5.2. Sampling Technique
For Surveys Techniques
For Surveys: Stratified random sampling was Stratified random sampling was used to use to ensure representation across age ensure representation across age groups, groups, locations, and income locations, and income groups.
For Interviews: Purposive sampling was used topside sampling was used to identify knowledgeable individuals in the field knowledgeable individuals in the field.
For Focus Groups: Conven Convenience sampling-based sampling based on availability and relevance (young adult female consumers consumers)
The included 250 survey respondents, 10-respondents, 10-interview participants, and 2 focus group sessions with 6-8 participants each.
3.6. Data Analysis Techniques
Quantitative Data (from Surveys)
Excel.
Descriptive statistics (• Descriptive statistics (percentages, means, frequencies, means, frequencies) were used to) were used to summarize responses.
Cross summarizes responses.
Cross-tabulations helped compare variables (e.g., age-tabulations helped compare variables (e.g., age vs. brand awareness).
Inferential statistics vs. brand awareness).
Inferential statistics (e.g., chi-square tests) were applied (e.g., chi-square tests) were applied to test relationships between consumer demographics and preferences.
Qualitative Data (from Interviews and Focus Groups) Qualitative Data (from Interviews and Focus Groups)
Audio recordings were transcribed and analyzed• Audio recordings were transcribed and analyzed using thematic analysis.
Responses were coded and grouped under themes such thematic analysis.
Responses were coded and grouped under themes such as:
“Brand visibility and awareness”.
“Price sensitivity”.
“Cultural “Cultural preferences”.
“Advertising and message relevance”.
3.7. Validity and Reliability
Content Validity Reliability
Content Validity: Questions were reviewed by two: Questions were reviewed by two academic supervisors and a local marketing academic supervisors and a local marketing consultant.
Pilot Testing: The survey instrument was piloted on 10 individuals to refine piloted on 10 individuals to refine clarity and structure.
Triangulation and structure.
Triangulation: Use of multiple devaluation: Use of multiple data sources (surveys, sources (surveys, interviews, and focus groups) ensured interviews, and focus groups) ensured convergence of findings and improved credibility convergence of findings and improved credibility.
Reliability: Internal consistency.
Reliability: Internal consistency of the survey was assessed using of the survey was assessed using Cronbach’s alpha for Lik Cronbach’s alpha for Likert-scale items.
3.8. Ethical Considerations
Informed Consent: All participants Informed Consent: All participants received an explanation of the explanation of the study and voluntarily agreed to participate.
Confidential study and voluntarily agreed to participate.
Confidentiality: Names and identifying information: Names and identifying information were excluded from final reports.
were excluded from final reports.
Anonymity: All data was anonymized before analysis.
Data Protection: Files were securely stored and only accessible data was anonymized before analysis.
Data Protection: Files were securely stored and only accessible to the researcher.
to the researcher.
4. Data Analysis and Result
This section presents the analysis of data collected through surveys, interviews, and focus groups. The aim is to objectively report the results that form the basis for interpretation in the following section (Discussion).
4.1. Data Analysis and Results
This section presents the analysis of data collected through surveys, interviews, and focus groups. The aim is to objectively report the results that form the basis for interpretation in the following section (Discussion)
A Survey Data Analysis (Quantitative Results)
A total of 250 valid responses total of 250 valid responses were collected from cosmetic consumers across Luanda, were collected from cosmetic consumers across Luanda, Benguela, and Huambo. The Benguela, and Huambo. data was analyzed using SPSS and Excel, focusing on descriptive statistics and cross-tabulations.
The data was analyzed using SPSS and Excel, focusing on descriptive statistics and cross-tabulations.
4.1.1. Demographics
The survey respondent’s graphics
The survey respondents comprised 72% female and 28% comprised 72% female and 28% male participants male participants. The age distribution. The age distribution showed 41% were aged41% were aged 25 - 34, 25 - 34, 30%30% were 18- were 18 - 24, 24, 20% were 20% were 35 35 - 44, and-44, and 9% were 9% were 45 years or older45 years or older. Income levels indicated. Income levels indicated that 47% earned between47% earned between 100 100 - 300 k AOA, 30% - 300 k AOA, 30% earned less than earned less than 100 k 100 k AOA, AOA, 17% 17% earned between 300 earned between 300 k-k-600 k AOA600k AOA, and, and 6% earned more 6% earned more than 600k AOA.
4.1.2. Cosmetic Buying Behavior
Regarding purchasing frequency, 12% of respondents bought cosmetics weekly, 58% monthly, 22% occasionally, and 8% rarely. The most frequently purchased products were perfume (68%), body lotion (53%), makeup (46%), and hair products (39%).
4.1.3. Brand Awareness and Purchase Behavior
The survey revealed that only 40% of respondents were aware of Pierre Cardin cosmetics, while 60% had not heard of the brand. Only 25% had purchased Pierre Cardin products, compared to 75% who had not. Competitor brands showed much higher usage rates: Nivea (81%), L’Oreal (66%), and Avon (54%).