Assignment Avon Study Case Student’s name Professor’s name Dr. Course title 532 – Talent Management Date 2013 Provide a brief description of the status of the company that led to its determination that a change was necessary. In 2005‚ Avon Products success story turned ugly. After six straights years of ten percent plus growth and a tripling of earnings under CEO Andrea Jung‚ the company suddenly began losing sales across the globe. The company found itself challenged by
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MKT: 715 Case Study No. 9-591-111 Harvard Business School. (2003). Avon.com David B. Godes 1) Women are the target market for Avon. Avon is “the company for Women”. Harvard Business School. (2003) p. 8. Since the company began in 1886‚ the company has promoted building relationship and it seems natural for women to embrace the power of the Web to help women forge relationships beyond their geographic confines. Andrea Jung‚ CEO. Avon’s market
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Case Study 2 – Avon in Global Markets in 2009: Managing and Developing a Global Workforce 1. Referring to this chapter and Chapter 9‚ evaluate Avon’s Strategic International Human Resources practices in global markets regarding development of a global management cadre‚ HCNs‚ and building company associates and independent representatives in host countries. Avon Strategic International Human Resources practices in global markets: In this day and age the world is no longer bound by distance;
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Avon in Global Market in 2009: Managing and Developing a Global Workforce 3. Since 70 percent of Avon’s revenues are generated outside of US‚ what recommendations would you provide to the company regarding dealing with a culturally diverse workforce and a multicultural marketplace in the coming years? In order to deal with this kind of diversity Avon’s Human Resource Management should focus on hiring and training local workforce to deal with local markets. By doing so‚ the labor force already knows
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MKT 3016 Customer Relationship Management Seminar Case Study The Beauty of Neighbourhood Networks In today’s age of digital technology and the World Wide Web it would be easy to dismiss door-to-door direct sales companies as something of an anachronism. Borne out of nineteenth-century America‚ where door-to-door salesmen peddled everything from health tonics to encyclopaedias‚ direct selling was as much a means of self-employment as it was for companies trying to reach outlying communities
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Avon Case Study Analysis During the 1990s‚ Avon began to lose its appeal to the public. The number of new company sales representatives had begun to stall; and by 1999‚ the U.S. sales representatives had dropped 1% from the previous year (Pearce and Robinson‚ 2005‚ pg.423). It was at this critical time that Andrea Jung‚ an Avon saleslady herself‚ was hired as CEO to help take the company in a new direction. A turnaround grand strategy was envisioned in 2000 to help reenergize the flagging U.S. sales
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I. Time Context 1993 – a line of intimate apparel and casual wear introduced. - 3‚000 Avon Ladies‚ associates‚ franchise dealers and managers‚ and their family and friends‚ participated in the first year of the Avon Global Running Program‚ a worldwide event aimed at promoting good health and fostering camaraderie between and among the ladies of Avon. 1996 – received the Flame for excellence in sales‚ marketing‚ and operations. 1997 – Avon’s net sales worldwide increase 6 percent to $
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I. Problem Statement When Jung took over‚ there was no definite strategic vision for Avon. Avon reps had no common goal to work towards‚ and this was translated in their work‚ which led to the brand having no evident personality even for the consumers. Along with the lack of strategy came the inability to cope with the changing times. A company that was set on their old business model‚ Avon found it hard to integrate technology into their daily operations. And lastly‚ proper leadership was lacking
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In 2006‚ Avon Products success story turned ugly. After five straights years of ten percent plus growth and twenty-five percent operating profit growth under CEO Andrea Jung‚ the company suddenly began losing profits. One of the main reasons of this lost was the fast growth of Avon that couldn’t be supported by its employees. As with many growing organizations the structure‚ people and processes that were right for a $5 billion company were not necessarily a good fit for a ten billion dollar company
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Founded in 1886‚ Avon is one of the world’s largest manufacturers and marketers of beauty-related products. This case describes Avon’s push into foreign markets via a combination of nationally responsive and globally standardized marketing strategies. The company has its own sales operations in 66 countries and territories‚ and it distributes to another 44. More than 75 percent of its sales come from outside the U.S. Avon seeks to develop a global image of being a company that supports women and
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