Natasha a Case Analysis
NATASHA (B)
CASE ANALYSIS
SUBMITTED BY:
REGINE CHARMAINE ANTONIO
SUBMITTED TO:
PROF. ROSALINDA LACERONA NATASHA (B)
Time Context
July 1999
SUMMARY
In 1993, Victoria Jardiolin established a retail store “Natasha” and located it at a mall along a main thorough fare to attract more of the C and D crowd. However, this move was not successful because it happened at the time when the greater Manila area was plagued with 6-hour power outages, which created fear for personal safety in dimly lighted shopping malls. People that used to shop at the malls stopped going to the malls, a major contributing factor to sales of Natasha stores plummeting to their lowest. Jardiolin then decided to do focus Natasha in wholesale instead of retailing. By wholesaling, Natasha would sell to dealers who would then resell the products to their end users. Initially, she gave a few dealers about a dozen pairs of shoes. This was when the idea of network marketing came about.
At first, network marketing was not easy. She invited her children to help her think about direct selling of shoes. She would be the first to venture into direct selling of shoes. The members of her family attended to all the details: Moyeen, the daughter took charge of selecting the merchandise, while the younger son, Mahar, took pictures of the products for the catalogues. Even the layout of the catalogues had to be done by the members of the family. The other son, Tweed, worked on developing the dealer network. So, from the crisis in the early 1990s, Natasha emerged stronger and bigger company. And by 1998, the entrepreneurial spirit of the new owners turned crisis to opportunity.
The networking operation is turning her dealers into entrepreneurs. Her dealers are taught how to nurture their business, by developing and teaching them a set of values that Natasha shows by example. Today, Natasha’s direct selling is through over 200,000 dealers, 80% of which are active. The dealers earn
CASE ANALYSIS
SUBMITTED BY:
REGINE CHARMAINE ANTONIO
SUBMITTED TO:
PROF. ROSALINDA LACERONA NATASHA (B)
Time Context
July 1999
SUMMARY
In 1993, Victoria Jardiolin established a retail store “Natasha” and located it at a mall along a main thorough fare to attract more of the C and D crowd. However, this move was not successful because it happened at the time when the greater Manila area was plagued with 6-hour power outages, which created fear for personal safety in dimly lighted shopping malls. People that used to shop at the malls stopped going to the malls, a major contributing factor to sales of Natasha stores plummeting to their lowest. Jardiolin then decided to do focus Natasha in wholesale instead of retailing. By wholesaling, Natasha would sell to dealers who would then resell the products to their end users. Initially, she gave a few dealers about a dozen pairs of shoes. This was when the idea of network marketing came about.
At first, network marketing was not easy. She invited her children to help her think about direct selling of shoes. She would be the first to venture into direct selling of shoes. The members of her family attended to all the details: Moyeen, the daughter took charge of selecting the merchandise, while the younger son, Mahar, took pictures of the products for the catalogues. Even the layout of the catalogues had to be done by the members of the family. The other son, Tweed, worked on developing the dealer network. So, from the crisis in the early 1990s, Natasha emerged stronger and bigger company. And by 1998, the entrepreneurial spirit of the new owners turned crisis to opportunity.
The networking operation is turning her dealers into entrepreneurs. Her dealers are taught how to nurture their business, by developing and teaching them a set of values that Natasha shows by example. Today, Natasha’s direct selling is through over 200,000 dealers, 80% of which are active. The dealers earn