The motivation to produce this document is very basic: There is much discussion about whether the direct selling model is temporarily challenged or simply going through what might be one of its best transformations. The new business environment is impacted by forces and competition that did not exist just five to 10 years ago. The speed of change has never been greater and its impact upon society has never been as profound. Current observations reveal some mature companies are doing very well and new growth companies are emerging, providing much optimism for the future of direct selling as a channel. However, a rapidly changing business landscape—impacted by quantum leaps in technology and major recessions in mature markets around the world—appears to have raised challenging questions for those seeking new ways to better serve an ever-evolving and much more informed consumer and prospective independent contractor. In an effort to better plan for the future, businesses often assess their current state using an examination of Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.). Such projects will spur additional research by those capable of bringing the best findings to direct selling companies and the overall industry. I have chosen to eliminate the words “Weaknesses” and “Threats” in the S.W.O.T. methodology and replace them with “What’s important” and “The future.”
|Strengths: |What’s important (Weaknesses): | |service |lack of credit | |individual customer approach |brand being non recognized in the Armenian market | |brand range | | |price...
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