A Study on Organizational Change Models at the Strategic Decision-Making Level of Enterprises in the Post COVID-19 Era--Taking L'Oreal as an Example

Zheyao Li; Tianyao Tong; Zihan Zhao

doi:10.62051/zn40jz47

Authors

Zheyao Li
Tianyao Tong
Zihan Zhao

DOI:

https://doi.org/10.62051/zn40jz47

Keywords:

Organizational Change; Leadership Strategy; Marketing Strategy.

Abstract

The impact of COVID-19 on the global economy has been significant and far-reaching, with extensive recognition and thorough analysis both academically and globally. In the post-COVID-19 era, it is crucial for businesses to make strategic decisions and adjust their management models based on their unique strengths and the domestic and international environments to achieve rapid recovery of profitability. As a global leader in the beauty industry, L'Oréal has quickly regained its market share through precise strategic adjustments and optimization of its management model. Despite the adversity, L'Oréal has not only expanded its market presence but also significantly enhanced its brand rating and popularity. This paper delves into the strategies employed by the L'Oréal Group in making decisive business choices and modifying its management strategies in the aftermath of the pandemic. It does so by leveraging the company's unique characteristics and adeptly navigating both internal and external environmental factors. The ultimate objective of this research is to offer practical methodologies and recommendations that can serve as a guide for other enterprises facing similar challenges.

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