L'Oreal is a global brand that has a large product portfolio from international brands. It was one of the largest French companies whose products were limited within the borders (Jones.et.al., 2005). Today, L'Oreal is the largest cosmetics group in the world, with over 27 international brands in 130 countries (Jones.et.al., 2005). According to our team, we think that being a large multinational company should have no limits on the national beauty images it can globalize. One of L'Oreal's most important goals is to reach every part of the world and sell the brand there. To do this, they must change the perception of beauty analysis in terms of American and French perspectives. Every country is differentL'Oreal didn't just want to focus on local brands like Lancome, one of L'Oreal's most successful brands, to compete in the global market like the US, so it started acquiring US brands (Jones.et.al. , 2005). The main role of the acquisition of US brands was to mark its presence in the international market but also to evolve L'Oreal's internal organization which was eventually divided into three main departments: consumer products division, products division professionals and luxury products division (Jones.et.al., 2005). If the organization is to establish itself globally, this depends entirely on its organizational culture and structure (Kogut.et.al.,1993). The organizational structure defines the fluidity of the flow of ideas between them and will generate a multinationality within the organization which will help them to work as a network of factories around the world (Kogut.et.al.,1993). The matrix organizational structure consisting of brand teams, managers, chief regional officers and others plays an important role in helping them endure globally (Jones.et.al., 2005). Another limitation, according to our team, was some luxury products that L