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Avon Case Study

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Avon, A Cut Above the Rest
Nathaniel J. Wilson
Dr. Robert Waldo
HRM 532 – Talent Management
May 4, 2014

Introduction A door to door merchandise company that began well over a century ago flourishes and then almost crumbles to its knees. Why you might ask, well it’s very simple; when major companies continue to grow faster than the structure will allow, they simply cannot keep up with the consumer demand. Avon Products Inc., a global cosmetics and fragrance company that have a rich history for well over 120 years tried to do the unthinkable or should I say the fundamental movement. As stated by Goldsmith & Carter, they tried to integrate globally while building a larger foundation (2). The company started with one man going door to door selling books and as a consolation would give women samples of perfumes to keep them buying; fortunately turned into a multi-billion dollar empire of women’s goods. Avon grew into a household name that is still very profitable today. While operating in over 40 countries the company never defaulted and stayed true to the brand. Unfortunately, they began to notice that they were unable to operate at the same structure as previously. Companies must evolve and change with the needs of the consumer and the need of the market. Fear of any company will develop imbalance in structure and leadership of the company. Not to be overshadowed by the changes the executives began to shift and restructure of the company for the betterment of the brand and also for longevity.

Status of the Company that Lead to Change
Change became inevitable because of the structure of the company at the rapid growth. At the rate of growth and the systematic structure, it was unable to handle the business and continue to grow as most executives are looking for in production. As stated by Silzer & Dowell (2010), it found itself...

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