Under NDA
Aesthetics launch for a
L’Oréal Group brand
Bridging global brand strategy with local market execution to win and build the China go-to-market platform for a premium beauty product.
Aesthetics launch for a
L’Oréal Group brand
Served as the strategic bridge between L’Oréal’s global brand team and the China market: directing primary HCP research, leading creative and asset mapping, and managing scope, project budget and pre-production control.
Pillar 1Cross-border pitch win & delivery pipelineActed as the key China market specialist within the global agency team, articulating deep local insights that proved crucial in winning L’Oréal’s global strategic pitch.
Pillar 2Primary HCP research & strategic directionOversaw and directed a local specialist consulting agency to conduct primary HCP research in China, converting the strategic findings into actionable go-to-market directions through strategy workshops.
Pillar 3Creative development & holistic asset mappingLed creative strategy and asset development: architecting the messaging hierarchy, visual identity, Reasons to Believe (RTB), and an end-to-end asset ecosystem including KVs, product videos, eDAs and product brochures.
Pillar 4Budget governance & production managementManaged post-contract client budget allocation and time tracking, while overseeing pre-production management: defining production briefs, directing talent and director alignment, and maintaining strict cost control.
Successfully launching a new product innovation to capture market share in China.
L’Oréal Group sought to introduce a premium beauty product into the highly competitive Chinese market. The ambition was to build a comprehensive, compliant and localised go-to-market platform that aligns global brand vision with local clinical expectations, ensuring a high-impact commercial launch that secures significant market share.
Navigating aggressive local competition, a new product category, and complex multi-stakeholder governance.
Launching in China presented significant strategic hurdles. The local market was already crowded with strong, established competitors, and although L’Oréal enjoyed high global brand recognition, this launch represented an entirely new product category for the brand in China.
Internally, the team faced substantial friction in translating a global brand narrative into China’s fast-moving market landscape. Aligning an extensive ecosystem of stakeholders required tight strategic control to keep the narrative sharp and execution-ready: client global HQ teams, client local China commercial teams, multiple internal client approval layers, cross-border agency partners and local agency networks.
From pitch victory to primary research, creative development, and production orchestration.
To win the pitch, I bridged our global agency team with our teams in China, as well as connecting client HQ with client teams on the ground and local partner agencies. By framing cultural insights on Chinese beauty aspirations and proving we had the operational network for seamless local delivery, we provided L’Oréal with the strategic confidence to award us the scope.
Following the pitch win, I oversaw and directed a specialist local consulting agency in China to execute targeted qualitative research exclusively with HCPs. By synthesising these field insights, I led collaborative strategy workshops to align global brand objectives with local clinical realities.
I spearheaded creative strategy and development, translating research findings into core creative concepts, key visuals and messaging structures. I established a holistic asset mapping framework spanning all key touchpoints, producing compliant e-Detail Aids (eDAs), product brochures, key visuals (KVs) and launch product videos tailored for China’s market.
As Global Account Manager, I oversaw post-pitch budget utilisation, scope governance and team resource tracking against the signed client contract. As the project moved toward execution, I managed pre-production workflows: defining clear creative production briefs, reviewing director pitches, and exercising strict cost and quality control ahead of the hero shoot.
Successfully won the global pitch and delivered the complete foundational strategy, primary HCP research framework, holistic creative asset mapping and pre-production assets.
Following the completion of the strategic and creative phases in 2025, the commercial rollout timeline was shifted by the brand to a planned 2027 (TBD) launch. Consequently, detailed product specifications, category designations and visual assets remain strictly confidential under non-disclosure agreements (NDA) until official market release.
Managing full-service cross-border campaigns and experiential activations between Australia and China for Bayer Consumer Health
Share where you are, what’s at stake, and what you’re trying to move.
Write to me → or write directly to nina@xuconseil.fr