Partner – Resources & Toolkit

Individual Experience and Backgrounds & Compensation:

Our research shows that within businesses where ecommerce is yet to be strategically significant, a
Head of Ecommerce earning well under $300,000 may well suffice. But as multichannel, ecommerce
and increasingly mobile revenues begin to drive the sales growth of a company then this function
needs representation at a more senior strategic level.

For the largest tier one retailers, the multichannel and ecommerce function is often split, with trading,
content and demand generation being looked after by a director from a marketing or commercial
background, while the technical aspects of the site, the development of the proposition and user
experience are handled by a director with a more technical skill set.

This has the benefit of allowing day-to-day trading to continue without slowing down the speed of
progression – a vital factor in today’s commercial environment where there are rapid developments in
multichannel services and mobile commerce.

Then, depending on the size of the business, a Multichannel Director, ‘Multichannel Director Plus’, or
an MD may top the hierarchy of the function. While the job titles may vary from one organization to
another the actual roles are similar.

The Head Of All-rounder

Responsibilities:

In a smaller company where they are reporting in to a Marketing, Commercial or Finance Director, the
Head of Ecommerce may have full P&L responsibility for the site and a very broad range of
responsibilities. In larger companies a Head of Ecommerce will report into an Ecommerce VP, in
which case their role and responsibilities will be more tightly defined.

Skill sets:

Heads of Ecommerce in smaller businesses tend to be Jack-of-all-trades, so a mixture of technical and trading
experience is the norm. Online trading, merchandising, SEO, user experience, technical and logis>cs will all fall
under their remit. They may have plaCorm selec>on and re-plaCorming experience but are unlikely to have
been the final decision-maker on such a project. What’s oHen lacking in candidates at this level is a high-level
strategic view of where ecommerce fits in the business and the skills and experience to work alongside board-
level execu>ves.

Background:

They may have come from either a technical or marke>ng/trading type ecommerce background. 5 to 10 years
ago heads of ecommerce oHen came into the role fairly light on direct experience but with knowledge of retail
opera>ons, marke>ng and/or product. Today, new candidates coming into this role are far more likely to have
more substan>al digital experience, and to have come up the career ladder through ecommerce teams and
digital agencies.

Salary range: $250,000 - $300,000

51

The Multichannel Director Plus

Responsibilities:

We’ve noticed a trend for Multichannel Directors to be given an aligned function as part of their remit -
marketing, customer analytics or loyalty, responsibility for store operations or more broadly “the
customer” for example. The emergence of the Multichannel Director Plus role shows how increasingly
crucial digital channels are becoming to a retailer’s overall success. It often makes sense to have one
director responsible for more than one function where there has been a real blurring of
responsibilities. For instance, marketing is often aligned with multichannel in businesses where much
of the marketing is digital, and where the website and mobile channels are being used to help drive
customers into stores.

Skill sets:

These candidates are skilled at building relationships with other board-level directors and should be
able to effectively communicate the multichannel strategy at the highest levels, as well as ensure it is
disseminated and understood throughout the business.

Background:

Typically has previous experience as an Ecommerce Director/Multichannel Director. This role is a
step up with additional responsibilities. At this level candidates will normally also have experience of
other functions at some point in their career such as marketing, IT or stores. Many will have also done
consultancy or a fulfilled a strategy role in the past.

Salary range: $350,000 - $650,000

Digital MD

Responsibilities:

Likely to be running an online-only business or in a top executive board position with a major retailer,
Digital MDs are increasingly important within the retail industry. It’s easier to name people who could
be said to sit within this category as they are likely to be directors of major listed companies.

Background:

It is harder to define the typical experience of these executives as it differs greatly from person to
person. However, they are likely to have been early into ecommerce, seen the potential and delivered
substantial results, making the retail old-guard sit up and take notice. Unafraid to challenge the status
quo, such executives are now proactively sought out to help bricks-and-mortar retailers put
multichannel retailing and a customer focus at the heart of their business.

52

Skill sets:
Operating at the highest level, these candidates have a full strategic understanding of the business as
well as a competent grasp of the technical issues. Within online-only retailers their willingness to
embrace change is useful as these businesses seek to stay one step ahead of their increasingly
competitive peers.
Salary range: $500,000+
Digital Trends - Global, North America and Asia Pac
Spending on digital adverts served to internet-connected devices and mobile phones will reach
$137.53 billion this year, according to eMarketer’s latest estimates of worldwide paid media spending.
Digital spend will be up 14.8% over 2013 levels, according to the forecast, and will make up just over
one-quarter of all paid media spending worldwide. That’s up from about one-fifth of spending in 2012,
and it is set to rise to nearly one-third of the total by the end of the year.
The US is still the single biggest spender on digital ads, with North America thus the highest-spending
region. Nearly two in five digital ad dollars this year will come from advertisers in North America,
compared with 28.6% in AsiaPacific. Western Europe accounts for nearly one-quarter of all digital
spending around the world, and other regions make up just a small share.

53

Asia-Pacific is already a digital ad giant, with expenditures in the region having reached $27.3 billion
last year, according to eMarketer’s forecast for digital ad spending. The region is expected to become
the second-largest digital ad market in the world by the end of this year, surpassing Western Europe
by nearly $2 billion.
The major emerging markets of Indonesia, China and India will increase faster than Asia-Pacific’s
overall regional growth through 2016, while mature markets in Australia, Japan and South Korea will
continue to increase at a steady but unspectacular clip. India and China will see growth of around
30% each this year, and maintain a pace of increase of about 20% or higher throughout the forecast
period.

54

Having achieved a peak 25% increase last year, Asia-Pacific will experience considerable growth
throughout the forecast period, eMarketer estimates, spurred largely by digital ad spend growth in
these emerging markets.

By 2014, marketers in China will invest more in digital advertising than their counterparts in Japan
and the UK, as China pushes ahead to the No. 2 spot in worldwide digital ad expenditures. Despite
their high growth rates, India and Indonesia will continue to account for the smallest share of digital
ad dollars in the region.

Digital in the FMCG Industry

The FMCG industry is very quickly investing in interactive marketing, with pioneering brands including
Nestlé, Unilever and Tiger Beer moving marketing budget into a variety of digital media and
applications. Digital marketing, with its Interactivity, helps tremendously in building customer loyalty,
brand awareness and engagement hence addressing the key concern of FMCG brands. FMCG
companies are being drawn to social media despite limited sales online thanks to the lower ad rates,
instant feedback that helps iron out glitches and the ability to micro-target consumers in a slowdown

The digital movement has allowed FMCG industries to flourish. FMCG business are able to target
much larger markets of potential customers and digital space has also provided another point of
differentiation besides from its products. FMCG companies can now differentiate with competitors in
terms of the online service they provide in terms of ease, convenience and post-purchase offerings
and service.

The Rise of Digital Marketing

•  Create competitive advantage.
•  Engage consumers by interacting with them along the entire path to purchase.
•  Creating customer centric/ responsive organizations.
•  Create consumer experiences that redefine brand relevance and value.
•  Tailor campaigns cost-effectively to target niche markets and specific audiences with relevant

messages.
•  Aggressively test promotion concepts, tactics and values to determine which combination of

factors yields the best results.
•  Leverage new technologies and advanced analytics to distill insights on consumer behavior,

building a digital factory to quickly and efficiently reach consumers and new channels as they
emerge (e.g., Pinterest), to reduce non working spend.
•  Variabilize and save money on their marketing infrastructure.

General Industry Challenges

•  Difficult to maintain all round knowledge of digital
•  Large reliance on traditional offline channels
•  Fragmented nature of digital maturity

55

Talent Challenges

Online Marketing Institute surveyed 747 advertising and Fortune 500 marketing executives on the
state of digital marketing skills, knowledge, and training in their companies:

•  The largest skill gaps are in analytics and mobile marketing. 76% of those surveyed believe
analytics is a very important/important skill to have, but only 39% believe their talent is stronger/
much stronger than other teams. Also, 58% of those surveyed believe mobile is a very important/
important skill, but only 29% believe their talent is stronger/much stronger than other teams.

•  It is difficult for companies to vet and hire qualified individuals in social media and digital. Over
80% of companies surveyed face significant challenges in consistently locating, hiring and
retaining top talent.

•  Online certificate and eLearning programs fill the gap. 83% of companies identified eLearning &
online certificate programs as a viable solution to filling the gap of skills and new job seeker
credentials.

•  There are more open positions than available talent. 40% of companies surveyed have more
projects and positions open than they can fill with qualified talent, and analytics is the most
desirable skill. This is a tremendous opportunity for job seekers.

Structures and Intel within Key FMCG

•  P&G global Ecommerce and Digital function underwent a massive restructuring 4 years ago,

resulting in the integration of Digital and Ecommerce under a new matrix structure. They have
enjoyed close Ecommerce partnership with Amazon and outsource their Ecommerce and
programming to Accenture in India, London and Italy. They also use 3rd party service providers for
operations and project management for E-Commerce and Digital marketing. Over the past year,
P&G has demonstrated its effective use of the digital space in various campaigns including our

Secret Mean Stinks campaign, Old Spice Smell Like a Man Campaign, Pampers Village, our
Golden Households program in Western Europe

•  Mars operates on a slightly different structure. It outsources a large chunk of its marketing

activities to BBDO worldwide. The internal Ecommerce team basically looks into all online activities

including web design, analytics, tracking, trends and implementing social media tactics and

language translations. Mars relies heavily on social media tools including Facebook, YouTube,

Twitter, Mars.com (offer RSS feeds for fans, mobile and emails). The Ecommerce account

managers report into the Team Leader Specialty Markets and work closely with the global

marketing team on key initiatives 56

•  Reckitt Benckiser does not have a global e-commerce or digital team. They function locally within
their own markets, however, the senior leadership is trying to restructure the function and make it
more centralized. As the global head office, UK has a rudimentary Ecommerce team for developing
countries while US is operated as a raised ceiling market where a large chunk of the innovation
takes place. Reckitt has a lean structure and outsources quite a bit of the innovation and creative
to 3rd party, in the US they hire digital athletes and digital savvy professionals to pull together
different programs Reckitt globally operates a joint business plan with Facebook, Pinterest and
twitter in order to optimize their digital presence. Etailers and Ecommerce sales for last year was
close to $ 200 million

Preferred Location for Top Line Management

•  Senior leadership within the top tier MNC's understand that Asia is more of a low cost model for
most companies focused on manufacturing. The strategic top line thinking is generally carried out
in the US. Two major hubs for Ecommerce and digital in the US are New York and San Francisco,
these 2 hubs pose the highest growth prospects and majority of innovative tests take place.

Industry Case Studies

P&G

Recently, P&G has begun to transform the way it uses the digital world to make a lasting impression
on consumers. P&G is investing almost a third of its media spend in digital, social and mobile as it
looks for ways to improve marketing efficiency through clearer messages and better targeting.

The Olympics campaign is one such example of P&G innovation. It was part of the largest multi-brand
commercial initiative in the company's history, and came as the group sponsored the 2012 London
Olympic Games. The nascent idea soon bloomed to encompass a detailed and targeted advertising
campaign in both traditional and online mediums, in conjunction with P&G products such as Pampers,
Gillette, Pantene and Tide.
As part of the Web campaign, P&G produced a tribute film called Best Job and an online app on
Facebook, which allowed both Olympians and regular consumers to thank their own mothers for their
hard work and sacrifice. At the end of P&G's "Thank You, Mom" campaign, the group "exceeded
expectations", hitting 20 billion impressions which amounts to 10 times any normal campaign

Unilever

Unilever, which owns brands such as Dove, Vaseline and Marmite, had invested 17 per cent of its
media spend in digital in 2013. To ignite a global conversation about the definition of beauty, Unilever
launched Dove Real Beauty Sketches, a three-minute YouTube film about how women view
themselves. The video received 163 million global views, topped the Cannes YouTube Ads
Leaderboard and won the Titanium Grand Prix at the Cannes Lions International Festival of Creativity.
It is the most watched online ad ever, according to Unilever.

57

Mondelez
Oreo is a social media power house and was the brand with the highest increase of ‘buzz’ in 2012,
with a 49% higher online chatter than in the previous year. Oreo uses a combination of Facebook,
Twitter, Pinterest, Vine and Instagram to keep the 100 year old brand new and alive.
Facebook is home to Oreo’s 34 million followers, receiving daily updates from the cookie brand.
Oreo’s biggest success has been its ‘Daily Twist’ campaign. For Oreo's 100th birthday, every morning
for 100 successive days in 2012, Oreo published a brand new picture to celebrate a specific
milestone of the day. This campaign won Oreo two Cyber Grand Prix awards at 2013’s Cannes
International Festival of Creativity and led to 433 million Facebook views, a 280% increase in shares
and created 231 million media impressions overall.

Pepsico
Pepsico created a daily publishing strategy designed to reach Millennials and increase brand equity
by keeping Pepsi Max top of mind when they think of cool and innovative brands. They teamed up
with the magician Dynamo to film a viral video of him "levitating" alongside a bus as it toured London.
The video was placed at the top of Facebook users’ News Feeds using a News Feed Reach Block
(desktop and mobile), reaching 18.7 million individuals. The brand chose Facebook’s native player for
its video over YouTube as, during the summer months, Facebook’s reach on mobile remains
consistent even when desktop audiences shrink. Pepsi Max then used ongoing Facebook media to
maintain the momentum.
The result was 2.4 million paid media video plays, more than 600,000 organic views and more than
100,000 shares/likes. The campaign was also successful on Instagram, with the theme of "living for
now" going hand in hand with the idea of sharing life moments

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Following is the list of individuals that we are closely networking with:

Name Company Position Location
Beth Reilly Barilla USA
Head of Digital Engagement - Americas (Ex Head of
Angie Yeh Chanel Global Digital at Mondelez) China
Brandon Finch Jelly Belly Head of Digital, Greater China Region USA
Yang Yang L'Oreal Director of eBusiness China
Vincent Stuhlen L'Oreal France
Jane Lockwood L'Oreal Director of Ecommerce, Consumer Product Division USA
Bonin Bough Mondelez Global Head Of Digital - L'oreal Luxe USA
AVP, Ecommerce & Digital Marketing
Julie Fleischer Mondelez Vice President of Global Media and Consumer USA
Bob Rupczynski Mondelez Engagement USA
Carlo Licuanan Mondelez Director, Media & Consumer Engagement Philippines
Vice President, Media, Data, CRM
Michael Chrisment Nestle Switzerland
Regional Category Lead, Asia Pacific & Head of
Pete Blackshaw Nestle Digital, Asia Pacific Switzerland
Chris Padgett Nestle Global Head of Integrated Marketing, SBU Beverage, USA
Patrick Onken-p Nestle Nescafé Switzerland
Antonio Sciuto Nestle Global Head of Digital Marketing & Social Media Nestle
Doug Pace P&G USA
VP Marketing - Head of Digital
Ella Lu P&G Marketing & eCommerce Director China
Global Head of Ecommerce
Lindsey Crawford P&G Singapore
Cross Channel Business Development Associate
Sam Gagliardi R&B Director - NA Market Strategy & Planning USA
Michael Norton ToysRus Consumer Communications Director, Asia - USA
Keith Higgins Unilever Engagement, eCommerce UK
Anthony Woo Unilever Head of ASEAN: Innovation, eCommerce and Drug & UK
Oliver Bradley Unilever Pharmacy Channel UK
Lau Dorcas Unilever Marketing Director E-Commerce Hong Kong
Richard Okwesa Unilever VP Global eCommerce USA
Doug Straton Unilever Global SVP e-Commerce USA

Jordan Berke Wal-Mart Global eCommerce Innovation & Strategy Director China
Global eCommerce Innovation & Strategy Director
VP, Digital Marketing and eCommerce, North Asia

Global Digital Marketing & Ecommerce Director
Digital-eCommerce, NA Center of Excellence,
Marketing to Shoppers
Senior Director/General Manager- Merchandise,
Electronics

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Preliminary Client Presentation: Hershey’s

61



Talent Acquisition Consulting Proposal



63

Table of Contents

•  Hershey’s Objectives
•  Ward Howell Proposal

•  Executive Search Services
•  Advisory Partner Consultancy
•  Business Intelligence Research
•  Costing Model
•  Terms of Payment
•  Benefits to Hershey’s
•  Annexures
•  Value Added Services
•  Global Brochure

64

Hershey’s Objectives

•  Redefine the TA role as a strategic partner to the business leaders
•  Significantly improve the quality of hires and recruitment timelines
•  Proactively share competitor information and industry talent trends with business

leaders
•  Transparency and regular communication with stakeholders
•  Eliminate wasted resources and optimize cost effectiveness
•  Integrate internal succession planning into the TA strategy
•  Develop a strategic partnership with an external search firm to achieve the objectives

above

65

Ward Howell Proposal: Executive Search Services

•  Executive Search Process: Week 1
Week 4
•  Role profile clearly defined in consultation with advisory partners – Week 6
•  Share and discuss potential candidate pool and recommendations – Week 12
•  Search and advisory partners to jointly present short list candidates – Weekly
•  Finalize Hershey’s assessment process and offer acceptance –
•  Updates on the status of the search to key stakeholders –

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Advisory Partner Consultancy

•  Involve advisory partners to proactively consult with the GLT Members with the aim of
understanding their business strategy while conducting searches for their key hires

•  Advisory partners will work in conjunction with search partners; linking business
strategy to the search process, and ensuring a higher degree of success

•  Advisory partners to bring the perspective of “real business leaders” who are highly
successful and experienced C-level executives

•  Deliver power of counsel through a pragmatic business approach as opposed to a
purely theoretical approach

67

Business Intelligence Research

•  Access to a dedicated Business Intelligence Unit charged with monitoring the
movement of top CPG talent globally and reporting back to Hershey’s with
recommendations on a quarterly basis.

•  Competitor intelligence provided on a quarterly basis:
•  M&A activity
•  New capital investments and divestitures
•  Change in strategic directions
•  Financial performance

•  Continue to support due diligence and market research on Hershey’s global initiatives.
Examples of past reports: R&D Center Asia, Malaysian Plant.

68

Costing Model

2014 Actuals

# of searches Ave. fee/hire Total Cost

Level 3+ 33 $95,000 $3,135,000

Level 1-2 32 $50,000 $1,600,000

Total $4,735,000

Proposed Scenario A

# of searches Ave. fee/hire Total Cost

Level 3+ 33 $95,000 $3,135,000

Level 1-2 32 $50,000 $1,600,000

Total $4,500,000 (5% discount applied)

Proposed Scenario B

# of searches Ave. fee/hire Total Cost

Level 3+ 50 $95,000 $4,750,000

Level 1-2 51 $50,000 $2,550,000

Total $6,570,000 (10% discount applied)

Hershey’s will need to commit to a minimum number of searches for either scenario

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Payment Terms

Proposed Scenario A $ 375,000
Monthly Fee $4,500,000
TotalAnnual Cost

Proposed Scenario B $ 547,500
Monthly Fee $6,570,000
TotalAnnual Cost

Additional Projects
•  Any additional projects in excess of the monthly YTD quota of projects will be invoiced on

a prorated basis; and, additional projects beyond the annual committed number will be
invoiced on standard discounted terms
Terms of Payment
•  Invoice to be submitted at the beginning of the 30-day cycle – payment due in 15 days
Cancellation Clause
•  Service contract may be cancelled by either party by giving a 90-day written notification

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Benefits to Hershey’s

Ward Howell Project Benefits
•  Link the business strategies to the search process via the advisory partners and provide

a more consultative approach to the GLT
•  A dedicated team of partners, led by Asad Haider, will be regularly available on site
•  Proactive and real time market knowledge through the business intelligence research

quarterly reports
•  No off-limits creates stronger candidate market coverage as well as access to talent
•  TA process include shorter timelines, higher quality of candidates, ongoing project

feedback to stakeholders and reduction in resource waste
•  International footprint and experience gives access to high quality “global" candidates
Cost Benefits
•  2014 Actuals of $4,735,000 versus Scenario A at a discount of 5%; and Scenario B at a

discount of 10%
•  Internal cost savings due to outsourced model is approximately 40% of $3,900,000

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Value Added Services

Scenario A Scenario B

Included in Pricing 40 hrs x 4 (80K$ value)
4
Advisory Partner 20 hrs x 4 (40K$ value)
Dedicated Search partners 3 4 Days (24K$ value)

Training and/or coaching 2 Days (12K$ value)

Reverse secondees to be trained by WHI Team

Invoiced at Cost
WHI Secondees placed onsite as interim resources

72

Preliminary Client Presentation: Shiseido

73



Leadership Talent Overview – Greater China

CEO, Shiseido China

Prepared for Shiseido

Table of Contents

1.  Our understanding of the role
2.  Overall Search Strategy
3.  Talent Options

1. Our understanding of the role

CEO Shiseido China

Background
Shiseido globally has embarked upon:

•  A Brand Marketing led transformational approach to turn around and
firmly put the business onto a positive growth trajectory

•  Transform the organization through introducing international best
practices in the management approach.

The CEO China role
•  Crystallize the vision for the next 5-10 years and deliver on the execution plan
•  Full P&L responsibility including leading commercial functions,
demonstrating strong business acumen and the ability to identify
investment opportunities
•  Develop consumer insights and marketing plans in-line with the brand/channel
strategies and drive exceptional revenue growth
•  Inspire through leadership and collaboration and leverage Japanese cultural
elements

Experience
Should demonstrate experience in the following areas:

•  P&L responsibility, with a track record of turning around a sizeable business
•  15+years experience of which 10 years in leading consumer / beauty

businesses within a sizeable and complex organization
•  Track record of building and leading the business through brand marketing led

approaches
•  The ability to deploy strategic thinking into commercial execution plans
•  Key accounts experience / and experience of building business with luxury

retailers
•  Exceptional financial management skills

2. Search strategy

Search Geography: APAC with key focus on China

Identify top leadership talent within the following industries across the search geography:

•  Beauty & Cosmetics:
-  Chanel
-  YSL
-  L'Oréal
-  Estee Lauder
-  LVMH, Dior
-  Avon
-  Beiersdorf
-  Mary Kay
-  Coty
-  Amore Pacific

•  Luxury Retailers:
-  LVMH
-  Richemont Group
-  Luxottica Group
-  The Swatch Group
-  Kering SA
-  Fossil Group
-  Ralph Lauren
-  Uniqlo

•  CPG:
-  P&G
-  Unilever
-  Colgate Palmolive
-  Reckitt Benckiser

We have categorized the candidates accordingly:
•  Experience in Beauty / Cosmetics
•  Experience in Luxury Retail
•  Experience in CPG

3. Talent options

Candidates for discussion

Liqi Peng

LOCATION: Boston, USA

EDUCATION: AMP, Advanced Management Program, Harvard Business School,
USA, 2012

B.S., Mechanical Engineering, HUST, USA, 1995

CAREER SUMMARY: PROCTER & GAMBLE USA
1995 - Present: Brand Director, Gillette Global USA
2012 - Present: Associate Marketing Director, Gillette Global China
2009 - 2012: Category Leader, Feminine Care - Greater China Markets China
2006 - 2009: Brand Manager, Olay China
2005 - 2006: Brand Manager, Whisper (Always + Alldays) China
2004 - 2005: Brand Manager, Ariel, China/Walmart Shopper Marketing Manager China
2002 - 2004: Assistant Brand Manager, Ariel China
1999 - 2002 Production Department Manager, Laundry
1995 -1999

Christine Angco

LOCATION: Singapore

CAREER SUMMARY: PROCTER & GAMBLE Singapore
2000 - 2015: Vice President and General Manager Singapore
2008 - Present: General Manager – Skin Care, SK II & Personal Cleansing Philippines
2006 - 2007: Marketing Director – Philippines and New Business AAI Singapore
2002 - 2006: Marketing Director – Fabric and Home Care
2000 - 2002:

Christine Tan

LOCATION: SINGAPORE

CAREER SUMMARY:

2009 - Present: LA PRAIRIE GROUP Singapore
2013 - Present: General Manager Distributor Markets Asia Singapore
2009 - Present: General Manager (Greater China) Singapore
2004-2008: General Manager - MAC cosmetics at Estee Lauder
China
1997 - 2004: L'Oreal China
2002 - 2004 Brand Director - HR/ GA/ PCI China
2000 - 2002: Training & Development Director - Consumer Division China
1998 - 2000: National Key Account Manager - Consumer Division Singapore
1997 -1998: National Key Account Manager - Professional Division

Emily Chang

LOCATION: CHINA

EDUCATION: MBA in Competitive Strategy, Finance, University of Rochester ,
USA (2000)
CAREER SUMMARY:
2014 - Present: BS Science, University of Rochester, USA (1998)
2014 – Present:
2014 - 2014: IHG – INTERCONTINENTAL HOTELS GROUP China
Chief Commercial Officer, Greater China China
2011 - 2013: Vice President, Sales & Marketing
China
APPLE
Head of Retail Marketing - Asia

1999 - 2011: PROCTER & GAMBLE
2009 - 2011: Global Associate Marketing Director, Personal Health Care
1999-2009 Assistant Brand Manager / Brand Manager

1995 - 2002: US TALENT AGENCY US/China
1998 - 2000: Commercial Model

BELL CURVE INC.
Founder, Tutor

Laura Lai

LOCATION: Shanghai, CHINA

CAREER Van Cleef & Arpels China
SUMMARY: Managing Director

2010 - PRESENT:

2005 - 2008: Parfums Christian Dior China
Regional Media & PR Director - Asia Pacific China
China
2001 - 2005: Parfums Christian Dior
Information System Manager - Asia Pacific

Jackson Yaodong Zhang

LOCATION: CHINA

EDUCATION: South China University of Technology

CAREER FOSSIL
SUMMARY: Managing Director

2015 - PRESENT:

1996 - 2014: L’OREAL China
2010 - 2014: Vice President
2002 – 2010: General Manager China
1996 - 2002: Sales Director Paris
China
1995 - 1996: MAYBELLINE
National Sales Manager China

1990 - 1995: PROCTER & GAMBLE China
1993 – 1995: Category Sales Manager China
1990 – 1993: Sales Representative, Unit Manager, Trade Marketing

Christine Wu

LOCATION: CHINA

EDUCATION: MBA in Marketing/Marketing Management, General, University
of Michigan
USA (1996)
BBA in Business Administration and Management, National
Taiwan University, Taiwan (1992)

CAREER SUMMARY: Estée Lauder Companies Inc.
2013 - Present: Brand General Manager, Estee Lauder

China

2009 - 2013: Clarins
Vice President, Marketing, APAC
Hong Kong

2008 - 2008: Avon China
2005 - 2008: Category Director, Skincare, APAC

1996 - 2005: Procter & Gamble
Associate Marketing Director, SK-II/Max Factor, Greater China Taiwan

Joanna Lee

LOCATION: HONG KONG

EDUCATION: MBA in Marketing, University of Pittsburgh, USA, 1997

CAREER ESTEE LAUDER
SUMMARY: Regional Director, Origins, Asia Pacific

2012 - Present:

Hong Kong

2002 - 2012: LOREAL China
2008 - 2012: Brand Director, Kiehl's USA
2007 - 2008: International Business Director, Kiehl's Taiwan
2004 - 2007: Brand Manager, Kiehl's Taiwan
2003 - 2004: Brand Manager, Kerastase Taiwan
2002 - 2003: Marketing Manager, L'Oreal Professional
Taiwan
2000 - 2002: LVMH
Brand Manager
1997 - 2000:
NIKE
Marketing Specialist

Potential candidates

Potential candidates



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