Avon Case Study

Avon Products, Inc. (Avon) is based in New York. The firm eng get alongs in the cook up and tradeing of smasher and complimentary produces primarily in North the States, Latin America, Europe, and Asia Pacific.Avons produces ar classified into three product categories Beauty, Beauty Plus, and beyond Beauty. The Beauty category consists of cosmetics, fragrances, skin c be, and toiletries Beauty Plus includes fashion jewelry, watches, apparel, and accessories and beyond Beauty comprises home products, give way and decorative products, candles, and toys.The come with mete outs and marts its products by a combination of civilise exchange, trade by independent Avon representatives, and via its consumer Web site, avon. com. Avon was unitary of the prominent direct gross r hithertoue companies in the beauty products industry.Started in the lately 1800s by David McConnell, the smart set sold a wide variety of beauty-related products to homemakers finished its direct gross gross gross sales timents. However, by the 1980s, the comp both had lost its luster and exercise began to falter. A failed diversification scheme made it the target of several(prenominal) coup take in charges.Turn closely efforts were initiated in the 1990s under therefore chief operating military officer James Preston and keep by his winneror Charles Perrin, however, they failed to make a significant impact. Performance began to modify solo after Andrea Jung became the chief executive officer of the beau monde in 1999. Andrea Jung became president and CEO of Avon in 1999 and has totally revamped the follow. Under her leadership, the corporation has updated its product livestock, launched natural advertising, and created a bran- freshly get wind. Avons sales confound attachd by 30 %, profits 40%, and the stock charge has dramatically make betterd.Jungs has been commensu pose to align the firms core capabilities with its strategic targets which has l ead to phenomenal results. It appears that Jung has been able to establish a clear romance for the firm that has been structured in every aspect of the firms operating system.This heap is shared by all employees and representatives of Avon priming the social club for continued success. an opposite(prenominal)(a) strategies of Jung include cost cutting by reducing make out of raw(prenominal) material suppliers, shifting production from smaller plants to larger peerlesss, moving manufacturing from naughty cost nations like Great Britain to lower cost countries much(prenominal) as Poland.As menti championd in the Avon case study, the e-representative initiative as well as has helped Avon cut be. The direct marketers are asked to fill in the order online. Avons trademark has definitely resonated for women done the familys.During the 1980s, the company began to extend by investing in retirement properties and healthcare products, and institution catalogs for men and children. During the initial stages of this outline, Avon number oneed to remove itself from its core market of exchange to women. The results were downward r counterbalanceue trends and slow increment throughout the 1990s which resulted in several takeover bids.Unfortunately, Sears Roebuck and JC Penny do not really resonate s hygienic with being a carrier of womens beauty supplies. The name Sears nominate been associated with appliance and not beauty products. The move of aligning with this companies and trying to sell higher end beauty products will just push Avon in the opposite educational activity that it should be heading, which is to move back towards tailoring to women domestically and internationally. Over the eld, Avon has experienced several problems leveraging its brand in galore(postnominal) of its product lines.As a result, positive net sales and lucre growth for the past five stratums postulate been in single digits and steady declining year after year . Specific problem areas are stagnated sales, slow earnings growth, limited dispersal capabilities and shift in personal care preferences and expenditure habits.Andrea Jungs proposal to scatter into certain sell markets will however perpetuate Avons trend of declining net sales. The pro arrestd plan will so create an rise to poweral statistical distribution outlet and cater to this market segment. However, the interrogative sentence to examine is at what expense or cost will Avon turn out reservation this decision?Avon has faced tremendous pitfalls marketing its product lines to in effect maturation brand committedness and recognition. Examples of this include the hair care product line. Avon did not effectively give out products for ethnic hair types. Additionally, Avon did not piddle a hair coloring product line. As a result, Avon suffered in body-building brand awareness and loyalty with the younger generation as substantially as the older generation that also dem anded this product. Avon has lost loyalty and brand recognition as a result of its decision to diversify into unalike industries and different product lines.This has resulted in a loss of market share drastically affecting one-year profit margins. To examine the anterior question of what cost will Avon endure deciding to move into the sell markets? It is clear and evident the cost will be a to a greater extentover extension of the live internal problems that Avon faces. Deciding to move into the retail market to create a store inside a store is not in Avons best interest. This move would be a get on expansion of Avons preceding(prenominal) decisions to diversify into markets that do not have synergy and indeed will hurt the overall branding of the company.Finally, carry throughing Andrea Jungs proposal to enter the retail market would be detrimental to the already fragile state of Avons brand awareness, recognition and loyalty. other mover for the under motion of Avon i n the late 1990s is its failure to develop the online business. For the fear of alien its labor force, Avon down contend the importance of developing the e-business. A company cannot ignore the surroundings and expect to be successful in the long run.Due to its internal defend with the internet dodging, Avon fell behind other slight established companies in victorious advantage of the explosive growth of the internet Avons antenna should build on original focussing and executions however expanding as obligatory to fit flowing trends and environmental judgings.The nidus should be on existing internal structures to build, create and advance occurrent product lines. Avons focus should also exist in the field of technology to increase online sell opportunities, update internet technology and to re-brand themselves to be a leader of online sells.To get hold of this, dodge should focus on expanding kiosks globally and domestically. The expansion will leverage Avon by appea ling to the market segment requesting additional distribution channels. This outline will allow for trained beauty advisors to liberty chit advice, education and samples thus increase brand awareness and loyalty.Kiosks will have minimal start up cost and lower overheads. stress on product lines and provide to the needs and wants of each demographic group will prevent the earlier pitfalls of lack of integration and decreased brand awareness and loyalty.Keeping Avons product crack separate and distinct will help existing challenges of branding. Focusing on technology improvements and online sales, Avon will have an opportunity to emerge as a leader in this area, thus adding additional channels of distribution and appealing to the overwhelming need.Under Andrea Jungs leadership, Avon has faced a number of challenges. most of these challenges were addressed successfully and others were not. In the early part of 2000, the management aggroup had the daunting trade union movement of choosing an appropriate schema for the immediate and long-term future day for the company.One setback was a decrease in the firms growth rate to single digits and stagnated earnings. Avons CEO, Andrea Jung, was presented with a multitude of pickaxes that ranged from distributing through other surgical incisions stores, establishing kiosks, to overhauling the firms e-business. Jung was right in acknowledging that Avons core capacity is direct selling and its major strength is its brand name. By refocus on the core competency, alter efficiencies, and adapting to the environment with new initiatives, Avon could overcome the hurdles of the past and turn the company in the new direction.This case discussed the revivification of Avon under Andrea Jung.1) What is your assessment of Andrea Jungs performance as chief strategian at Avon Products? What has she done well? What overall grade would you give Andrea Jung for the telephone circuit she has done as CEO? AnswerMy assessment of Andrea Jungs performance as chief strategists at Avon products is that she has done excellent patronage. Her first task was to hit the streets of her neighborhood, ringing doorbells, to better understand the desires of nodes and needs of sales agents. She pushed for the addition of attractive new products to Avon and its sales representatives.Andrea listened to the guests and grew global beauty category sales by new product development, sampling and more than than up-to-date advertising. The company was in serious trouble with annual sale growth of less than 1.5 percentage and a crashing stock price during the general economic thanksgiving in history. Jung took the role of Avon lady to better understand what customers fantasy more or less companys product and within field of direct sales model. . Avons gold dodge under the leadership of Andrea Jung has its merits and is the grand strategy is properly rivet and directed.Andrea Jung has clearly directed the successful tr ansformation of Avon Products Inc. by defining its vision as the company for women. With grand strategies in-place she is revitalizing Avons reputation as the demesnes foremost direct seller of beauty products while leading the company into exciting new lines of businesses, launching a series of frank and image enhancing initiatives, and expanding life story opportunities for people around the world. The strategic plan in place has its merits and the grand strategy is properly foc rehearsed and directed. Currently, Avon is the worlds leading direct seller of beauty and related products, with $7.7 billion in annual revenues.Avon markets to women around the world through 4. 9 cardinal independent sales representatives. The evidence shows that Jungs grand strategies were sound. The argument that the grand strategies were not optimal and infallible to be refocused was short due to the overall improvement of company performance and increase in shareholder wealth. Andrea Jungs chari smatic communication skills and management direction has catapulted Avon as a leader in the global beauty and cosmetic market. I would like to give Andrea Jung an A for the job as she has done her job well as CEO.She developed great strategy for Avon that helped to increase in sales. Andrea Jung outlined new vision and strategic plan for Avon that call for extremely innovative new products, build new line of business, critical connecter as internet in direct selling model and update its direct sales model to better fit 21st century. At age 40 Jung become CEO and in 2001, at age 42 she listed fourth on Fortunes ranking of the 50 most powerful Women in American Business.2) What is Andre Jungs strategic vision for Avon? Do you approve of the companys new strategic direction? Why was it time for Avon to heavyly change direction? AnswerAndrea Jungs strategic vision for Avon was for them to be the company that understands and satisfies the product, service and self fulfillment needs f or woman globally. I think their new strategic direction made sense. She knew products had to be made to fill the needs of different age group and races. It was time for Avon to become more modern and up-to-date. Jungs fit of new Avon was that of a company beyond selling cosmetics as trusted product which is needed by any women. She was in customer convenient strategy in beauty and financial services.She insisted that supporting women touches not only beauty, but health, fitness, self empowerment and most important financial independence. Yes, Avons new strategic direction would launch an entirely new line of business, the development of innovative products, new packaging, new channels to the distribution, a new approach to fork up string management, new sales models and new approaches to image building. When Andrea Jung became Avons new CEO in November 1999, the companys annual sales growth had slowed to less than 1. 5 percent and its stock price had fallen from a high of $55 to a three year low $25.The strategies initiated by Charles Perrin had resulted in some improvement in 1998 with downhearted sales growth, but in late 1999 Avon was in need of bold direction. When Perrin resigned because of his lack in direct sales limitation, Andrea Jung need a fundamental change in direction. Jung understood the desires of customers and needs of sales agents. She heard the customer grips over product colors, mishandled orders, unattractive packaging, lack of innovative products and confusing promotions.Ultimately she sight the structural obstacles to chance on in success. Policies for placing orders made difficult for sales agents to increase sales volume and commissions. When Andrea Jung stepped in as CEO of Avon, she brought with her numerous new, tonic ideas that helped make Avon what it is today. Her strategy didnt agree with what consultants thought, but she willingly took risks to follow through what she believed to be the best strategy for Avon. We bel ieve that her strategy was good, solid world that will continue to keep Avon at the top as Americas number one selling Cosmetic and Beauty Company.3) What is your assessment to the financial and strategic objectives Jung has set for Avon? Do they contain too a good deal ambit? Too little stretch? AnswerSeveral things happened formerly Andrea Jung was named CEO of Avon. First, she decided to reverse the current trend of losing sales. She did this by creating a strategy that would turn the company around. Jungs suggested strategy to partner with Sears and JC Penney segment stores was an idea that would help to promote the strategy she had come up with. It would award a new, upscale product line, thus increasing profits, sales and across the country exposure to the baby boomer segment. Retail selling increased with in-store customer craft and expected growth of spending power to 16 percent within five years.Face-to-face selling comprised 79.7 percent of direct selling, preferre d among older citizens. The marketing budget would be increased to target customer traffic at Sears and JC Penney. Investment costs were limited to $15 20 million to launch retail products, with a bulk of expenses being absorbed by the department store. Avons strengths would help increase global recognition of brand name and image. Jung suggested promoting certified Beauty Advisors in department stores and increased incentives for sales representatives.In addition, having department stores sell via the Internet would increase the channels of distribution, thus increasing consumer loyalty. Reduce inventory level while improving service to representatives which increase the forecasting accuracy and order fill rate in supply chain management. Strategy provides opportunity for sales representatives to increase their income and greater career opportunities through sales leadership. Develop E- commerce opportunity for Avon and sales representatives, improving operating margins 50-100 ba sis heights though business process redesign.Another strategy is evolution global beauty category sales through in new product development, advertising and sampling. All these factors would affect Avons long-term goals by forcing Jung to find new, creative ways to stay fresh in the market. Jung had created a strategic plan that met the vision of Avon she had created goals that were measurable and geared toward future company growth. The goals seemed to be obtainable in the current business market. In addition, Jungs idea that technology may be the answer was in retort to a changing business environment which included movement toward e-business.This idealistic would be synergistic and build upon their present success. It is too little stretch because the objectives were not set boldly and aggressively high. These goals were not impossible targets.4) What have been the attain elements of Avons strategy been under previous CEOs? What new and different strategy elements have been i nitiated by Andrea Jung? How well does Andrea Jungs new strategy seem to match features of the global cosmetics industry and Avons resource strength, warlike capabilities, and culture? AnswerKey elements to Avons strategy under previous CEO were set to sell directly to consumers via independent sales representatives work on commission. Avon catered to mostly upper middle income fe young-begetting(prenominal)s and focused almost but on US cosmetic market.Andrea Jung initiated expansion into markets outside US making Avon products available online, and began selling Avon products through retail channels. She also instituted a more upscale packaging to match the look of prestige cosmetic brands. She focused on a low cost/ low price strategy and focus to sale to low and middle income families.Andreas new strategy was apparent to improve Avons financial performance and help build a competitive advantage. Her approach is sensible in light of what competitors are doing and the position they hold in the market place.Avon is passing backward fused, self-manufacturing many of the items that they sell. This causes the competitive pressures of suppliers to be weak. Avon can get supplies from many parts of the world because they have entered foreign markets and produce products in different countries. A great deal of Avons supplies such as packaging, may be easily substituted if a supplier raised prices.Under Andrea Jungs direction, Avon is focusing on developing nations in particular china. Many developing countries are more receptive to direct selling by women since jobs with Avon are opportunities for women who want to be independent in the male dominated cultures. Avon has also recognized that the demographics has changed and recruiting younger women to sell to the younger customer base. Competitive pressures stemming from customer buying power is moderate because switching costs are low and customers have the competency to fulfill their needs by switching br ands.Buyers tend to be well informed about Avons product prices and costs largely due to the Internet and this put customers at a position of higher bargaining power. Customers do not pose a threat of integrating backwards, because it would not be easy for women to develop their own make-up, perfume or skin care products. Due to the direct selling business model, there is an extremely large number of buyers. Another Avon objective that aims to alleviate pressures coming from competing sellers includes consists of reinventing their antiquated image.Realizing this, Jung endorsed the Williams sisters. Venus and Serena Williams were popular young icons that portrayed the image where Jung hoped to achieve for Avon young, powerful, and ambitious.5) How well has Avons new strategy been implemented so far? What are Avons strategy successes so far? What problems or missteps do you see? How important has Susan Kropf been to Avons implementation efforts? Was she a good select as chief operat ing officer? Why or why not? AnswerAndrea Jungs highly successful career would not be possible without effective and perceptive management.Throughout Jungs ambitious expansion, her management style was to emphasize open air communication, goal orientation, and feedback from her sales force. Avon routinely brings in the top performing sales reps from across the globe to Avons headquarters in New York urban center in order to gather first hand feedback from the employees in the field. Ms. Jung herself even attempted to sale Avons products as a traditional Avon lady. An attempt she acknowledges was not one of her more successful endeavors. The attempt however, showed Ms. Jungs commitment to understanding all aspects of the Avon business. A common typography in Ms.Jungs leadership speeches encourage women empowerment and promote a belief that more women will continue to hold key administrator roles. Under Ms. Jungs leadership, Avon management supports flexible work schedules and en courages employees to create a healthy balance between work and family responsibilities.There are a number of missteps that Avon has taken under Andrea Jungs leadership. They include partnering with companies that image does not adequately match Avons and the companys problems with launching its online business segment. Recently, Avon denote plans to partner with Sears and JC Penneys.One of the potential negative aspects for Avon partnering with JC Penny and Sears would be the possible hard of brand name for Avon. The company ran the risk of possible further lessening of its brand name. Since its inception Avon has worked very hard in tailoring its nook market towards women. Ms. Kropfs most recent responsibilities included certain global staff functions. She retained tariff for global marketing as well as the companywide Business Process Redesign efforts that have freed up nearly $400 million in the past three years for reinvestment in consumer brand building and other growth initiatives.Yes, Susan Kropf was a good choice as a chief operating officer of Avon Products Inc. with full profit-and-loss responsibility for all of Avons worldwide operations, including global marketing and supply chain. Susan has played a critical role in Avons success by sharing her insights on Avons rich history and the companys successful strategies for sustaining brand power for over a century. Susan Kropf reconfigured the value chain thereby cutting costs of non-value adding areas.6) Has Andrea Jung been effective in evaluating the companys performances, monitoring new developments, and initiating corrective adjustments?Does Andrea Jung appear to have Personal traits well suited to refining and fine-tuning the companys strategy and implementation efforts? ar her strengths better suited to instituting sweeping changes and quickly moving to a new project? AnswerAndrea Jung represents a great strength to Avon Products Inc. Regardless of gender, any CEO who can take a company w ith a 50 percent drop in share price and raise company stock by 164 percent in five short years shows insightful leadership and effective management. In addition to the financial success, Ms. Jung has also played a vital role in Avons unrestricted relations arena.She shows an amazing ability to connect with a variety of shareholders and the public. Her ability to communicate with all levels of an internationally diverse Avon staff and public present to Avons ability to successfully implement strategic changes in direction.Yes, Andrea Jungs vision of what she wanted to accomplish as CEO of Avon included a strategy to improve brand image, introduce new products, increase use of the internet as a channel of distribution, provide greater incentives and opportunities for the sales force, reduce unnecessary costs in the value chain, and continue to expand into global markets.Product innovation was a large part of Jungs strategy for Avon. In fact, in 1999 she challenged Avons R&D gro up to develop a new product within two years. In less than one year Avon introduced Anew Retroactive, an anti-aging skin cream. It achieved record sales for Avon and led to the development of other successful lines of business.In less than one year Avon introduced Anew Retroactive, an anti-aging skin cream. It achieved record sales for Avon and led to the development of other successful lines of business. For example, Avon Wellness products exceeded sales estimates by 300%.One problem that Avon faces is the safe competition within fields they are trying to expand into. Avon is marketing a nutritional product line called Wellness, which includes vitamins, supplements, bars, etc. This market is competitively strong. Being ahead of the industry in introducing new products combined with the companys already strong market position could further improve Avons brand equity and therefore revenues. In particular, Avon should continue to integrate sales representative into all aspects of sal es. This is Avons own key success factor and what sets them apart from their competitors.With the growing popularity of the internet as an outlet of commerce, Jung was compelled to implement internet sales into her strategy, realizing that the Avon Lady is the distinctive core competency for Avon in new projects.7) What additional actions would you recommend Andrea Jung take to help the company to achieve its long term strategic and financial objectives? Are any changes needed in the companys vision? Its objectives? Its strategy? Its implementation efforts? What challenges office the new strategy present to Avons top management team? What risks do you see? AnswerBased on demographic data, China holds 20% of the worlds population. This represents a vast market of which Avon has only begun to cover. Avon should continue to focus on the expansion of retail outlet sales in China. Also, because the only sales in China are generated through retail outlets, Avon should further develop the ir Beauty Advisors training. Europe should also be a continued focus for Avon. Industry leader, LOreals attributes 50% of their total sales to the European market. Avon had a successful growth rate in Europe but only 23% of the total 2003 sales came from Europe.There is still room to expand in this market. Based on one of the industrys key success factors, product innovation, Avon should focus even more resources on R&D especially in the areas of anti-aging products and teen products. Because 23 million teenagers have an average weekly fluid income of $85, Avon should continue with innovative teen marketing such as the current mark brand but also work on products for problem teen skin. Avon Products Inc under the leadership of CEO Andrea Jung is at a point where there are opportunities for growth for the organization. However Ms.Jung appears to be indisposed towards taking steps to take advantage of Avons position. Also her approach is flawed. lets take a look at her approach an d then also look at viable alternatives. Andrea advocates partnering with Sears and JC Penny department stores so as to create a store-within-a-store, Avon products.Based on this, the board of directors felt that Jungs original options did not provide the same amount of increased sales and revenues, attraction to increased clientele base, motivation and acceptance by current sales representatives, or increase shareholder wealth as the consultants options did.The consultants options provided a means to Avon Products, Inc. to become a household name to those whom were not attracted by limited previous distribution channels, and Jungs choices of re-invigorating the brand, instituting beauty advisory training, expanding multilevel sales programs or partnering with department stores. Kiosks were admittedly a risk. At $6,000 per kiosk and lack of information on kiosk performance, Andrea indicated these would be too expensive.Perhaps a trial run of a low number of kiosks in the environment would settle this question. In conclusion, the Avon CEO strategy did not impress as very well thought out and it was a good thing she went to the review board first. Avon should hang with their bread and butter the sales representatives as it is the channel where they were recognized and where they became one of the largest beauty products in the world. The website should be a complement to the services that Avon offers. RecommendationsFor promoting direct-sales through consumer and the business one is to offer incentives to its customers and second is to motivate the business to promoting its products by advertisements, establishing sales competition for employees, participating in conventions, and by endorsing franchise of its products to retail stores.Promoting Avons products and high chance of increasing direct-sales is to offer incentives to its consumers. Incentives provide a positive motivational influence to encourage and excite buyers to buy the products. such incentive s, appropriate for this situation, are coupons, rebates, product samples and awards.Coupons can be prone in mail, beauty magazines, newspapers, and advertisements on mail or on the internet companys official website. Rebates can be offered also to attract more buyers to buy the products.Rebates can be advertised also on coupons through mail or the internet. Another successful way of attracting consumers is by offering samples of Avons cosmetic products, which can be done door-todoor or attached on an advertisement through mail. Finally, awards through prizes, contests or sweepstakes can offer consumers the chance to win something small or big like bullion or free-trips.Also, prizes can be offering a free gift whenever a consumers purchase one of Avons products. This last incentive option attracts more attention from consumers than the three other options. Motivate the Avon business to go through its goals of promoting its products and gaining sales through advertisements, sales c ompetition, participating in conventions and endorsing franchise. Advertising is the key to attracting consumers and the outcome is high sales. Such advertisement is done through media (television), mail, or the internet.The more awareness from the public of the company likely to attract more buyers and the outcome is high sales. The next option is to encourage Avons sales representatives with awards/prizes that reached their sales goals within a period of time.Another is participating in conventions and this is more likely to increase sales through direct contact with customers. expire is to endorse franchise of Avons products with small and big cosmetic-related retail stores, such as Macy, JC Penny, etc. This option can be most likely increase sales and in turn profit which is any companys ultimate aim.