...Initial situation: Natura, found by Mr. Luiz Seabra in 1969 in Sao Paulo, is a cosmetic company offering a wide range of products. The company was originally found on different values such as building a better world based on harmony with oneself, with others and with nature. In 1969, the company was selling its product only in one store in an upper-class neighborhood in Sao Paulo. The products were manufactured in a small laboratory. Few years after its foundation, the company has decided to expand its distribution by using a direct sale distribution model. This distribution model consists to sell a product from person to person and was an advantage for the company because they were able to foster the relationship with the clients and to extend the distribution at low cost. This direct sale strategy was organized in a simple structure. Natura hired some sales supervisors that have to hire sales representatives who were trained and monitored by the supervisors. This strategy was interesting for the company because the sales representatives had no work attachment with Natura, which gave flexibility for the company. Their salary was just a commission on the products sold. The customers had to select products on catalogues and placed their orders threw a call center or company’s website. Then the products were delivered to the sales representatives in 24 hours and delivered to the customers. This directs sales system is an interesting system for Natura, because it is a...
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...NATURA COSMETICS: From Brazil to United States INTRODUCTION TO THE COUNTRIES: BRAZIL AND UNITED STATES Brazil, one of the fastest growing emerging markets in the world is the “country of the moment” as many called. Low cost manufacturing, develop infrastructure, government incentives, and increase of income levels has set Brazil as hot stop for investor and a secure place for international expansions. Not only a hot stop for investor, but also a homeland of many entrepreneurs going out of the national barriers and growing internationally in a remarkable way. With rising of wages, a stability of inflation, Brazilian population is getting richer. In the last couple years, that was increase of the wealth population and a significant improvement of the middle and low class purchase power, resulting in growing of the country and putting new challenges for local business thinking of going to other countries. Not surprising, Brazilians are spending more in many different market segments, one of them cosmetics, fragrances, and personal hygiene. In 2010, with an impressive 12% growing of the cosmetic market, Brazil became the second largest consumer of cosmetics in the world just behind United States. According the ABIHPEC, Brazilian Association of cosmetics, fragrances, and personal hygiene, the market of these products has grown substantially over the past 15 years. Exports grew 17.8% in 2010, reaching $ 693 million, versus $ 588 million in 2009. Imports of these...
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...Natura Overview A company that was established in 1969 in a small garage in the city of Sao Paulo has grown to become considered currently as the largest and most lucrative corporation in the cosmetics sector and one of the most successful in the whole of Brazil. The business model implemented promotes an economic growth compatible and in pace with the social development while responsibly utilizing the country’s natural resources and biodiversity. This socio-ecologically correct behavior has given the company status and recognition while allowing the building of a very particular and differentiated profile which turned out to be very much appreciated by its clients. Natura adopted a direct-selling model that has developed into the core of its DNA and that allows for consultants to act as ambassadors of the brand and product offer as they approach the end consumer in an individual and personal basis. This direct-selling allowed for geographical expansion without loss of the interpersonal relations that were vital for the valorization of the brand by enhancement of its attributes and product uniqueness. The brand has experienced exponential growth between 1979 and 1989 (US$ 5 million to US$ 170 million), which is a testimony to the assertiveness of this tactic. Additionally, Natura promotes the idea that beauty should be directly related to well being and harmony of body and soul rather than to the incessant search for resemblance to industry’s unachievable beauty stereotypes...
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...Management at Hydro One (A) An early adopter of Enterprise Risk Management, energy giant Hydro One anticipated new threats and opportunities in an industry that faced climate change and carbon legislation, the deregulation of electricity markets, and the greater adoption of renewable technologies. CEO Laura Formusa felt Hydro One's risk profile had shifted, to the extent that she had to ask herself -- was the strategy tenable? The case provides a rich description of Enterprise Risk Management in action, and shows how Hydro One executives arrive at a shared understanding of the risk profile of the company. In the narrative a diverse group of managers (the chief executive, the chief financial officer, the head of the public relations and the chief regulatory officer) voice their views on the risks, collectively bringing a multiple stakeholder perspective to the risk profile. The case challenges students to define the problems and risks that the company faces, given its strategic objectives, its evolving risk profile, and the changing environment. The case also offers a discussion ground for defining the role of the chief risk officer, and the relationship between risk management, strategic planning and capital budgeting. Procomp Informatic: Stepping on Ethical Landmines in Asia The collapse of Procomp Informatics Ltd, a major Taiwanese chipmaker, has been regarded by Taiwan's market watchdogs as similar to the scandal of the U.S. energy giant Enron in 2001. In June 2004, Procomp...
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...Task 1 (not more than 1200 words, maximum) Sub-section 1: Learning and willingness to learn from new market’s culture. How is the new market? How are the new customers? You’re learning from the experience and introduce it into your products. 1. Willingness to learn: what different things did they (Natura) learn in the new market? Did they introduce new products? Did they hire local employees? Did they provide some sort of different systems for the customers to buy their products? So what is the different system that they have changed? If they changed, give examples. 2. High level of energy and commitment: You remember we have talked about some markets that need more work to be done because they are not developed yet, they’re under developed. So what do you do? You provide more resources in there, you look after the market in order to mature the market. So give example, something like, when they (Natura) enter Russia market, how they commit to that market? Are they trying to provide extra credits to the manufacturers, or wholesalers in the market? Are they try to give extra offers to the customers? That’s commitment. 3. Control and effective monitoring: Have they decentralized their control in new markets? Or they centralize their control? Sort of control: how much they centralize/decentralized their control? What sort of activities they centralize or decentralize? First part of Task 1 can be breakdown into...
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...A BRAZILIAN MARKETING STRATEGY FOR SKINCARE PRODUCTS International Marketing 2010-2011 1 Content 1. Introduction........................................................................................................................ 4 1.1 1.2 1.3 2. International Marketing .............................................................................................. 4 Company description ................................................................................................... 5 Goal of the study ......................................................................................................... 5 General cultural concepts .................................................................................................. 7 2.1 2.2 2.3 History.......................................................................................................................... 7 Geography and environment ...................................................................................... 7 Demography ................................................................................................................ 8 Basic facts ............................................................................................................. 8 Population density.............................................................................................. 10 Brazilian ethnicity .................................................................................................
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...Innovation And Organization Structure 1 Report on Innovation & Organization Structure With case study on Google Inc. Ltd. Prepared By:Akash Tripathy (MS12A005) Deepti Agrawal (MS12A031) Nanda KumarA(MS12A044) Ravinder Reddy(MS12A063) Shine Nagpal (MS12A083) Sunaek Sivadas Vishesh Kumar Agarwal(MS12A103) Innovation And Organization Structure 2 TABLE OF CONTENTS Introduction…………………………………………………………………………………….3 Innovation a. What is Innovation? ……………………………………………………………..........4 b. What are the different types of innovation possible in the organization?....................5 Organization Structure a. What is Organization Structure?.................................................................................9 b. Role of Organizational structure in Innovation…………………………….….……..9 c. The nine common characteristics of innovative organization……………….….…...9 Innovation in Organization a. Examples of Organization promoting Innovation…………………………....…......10 b. Common practices found among organizations fostering innovation………………12 c. Ways to Find Innovation at an Organization………………………………….……..12 d. Processes at organization to drive Innovation ……………………………….……..13 Case study of an Organization- Google a. Organization structure of Google……………………………………………………14 b. Google’s organization chart…………………………………………………..….….19 c. Products of Google……………………………………………………………….….20 d. Advertising services of Google………………………………….…………….…….21 e. Communication and publishing tools of Google………………...
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...trendwatching.com’s free Monthly Trend Briefing How will YOU deliver on consumer expectations in the next 12 months? 10 crucial consumer trends 2013 December 2012 / January 2013 trendwatching.com/trends/10trends2013 Introduction: 2013 will be the perfect storm of necessity and opportunity: some economies will do OK(-ish), others will be shaky, but in whatever market or industry you’re in, those who understand & cater to changing consumer needs, desires and expectations will forever have plenty of opportunity to profit. A remapped global economy, new technologies (or ‘old’ technologies applied in new ways), new business models... hey, what’s not to like? Hence this overview of 10 crucial consumer trends (in random order) for you to run with in the next 12 months. Onwards and upwards » 1. PRESUMERS & CUSTOWNERS 2. EMERGING2 3. MOBILE MOMENTS 4. NEW LIFE INSIDE 5. APPSCRIPTIONS 6. CELEBRATION NATION 7. DATA MYNING 8. AGAIN MADE HERE 9. FULL FRONTAL 10. DEMANDING BRANDS 11. MORE-ISM w w w. t r e n d w a t c h i n g . c o m 10 crucial consumer trenDs for 2013 2 1. PRESUMERS & CUSTOWNERS “Consumers will embrace even more ways to participate in the funding and (pre-)launch of new products and brands.” 2013 will see passionate consumers embrace two innovative new ‘consumption’ models: becoming PRESUMERS and CUSTOWNERS. PRESUMERS love to get involved with, push, fund, and promote products and services before they are...
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...Integrating the Enterprise Vertical "command and control" sabotages organizations that need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally. Sumantra Ghoshal and Lynda Cratton nc ofthe most fundamentiil Lind enduring tensions in all liiit very small companies is between siibunit aulononiy and empowermenl on ihc one hand and overall organizaliontil integnition and cohesion on Lhe other.' The tensions grow with increasing organizational complexity and assume tbe most intensity in large, diversified global companies.^ In our research with such organizations, we have seen ihal it is possible to balance those tensions successtijlly by implementing four kinds of horizontal integration for .ichieving cohesion witboul hierarchy. Over the lasL decade, many large companies around the world focused on creating relatively autonomous subunits and empowered managers by breaking up ihoir organizational behemoths into small, entrepreneurial units. Some, though nol all, achieved significant benefits from such restructnring.-' Freed from bureaucratic ccnlral controls, the empowered units improved both the speed and the quality of responsiveness to market demands — and fostered increased innovation. Companies were able to reduce tbeir corporate-level overbead and make internal-governance processes more disciplined and transparent...
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...CASE: E308 DATE: 02/14/08 ENDEAVOR Endeavor was formed for the purpose of promoting entrepreneurs in emerging markets, beginning in Latin America. Its basic model is to link up small and midsize businesses with seasoned entrepreneurs so that little guys and gals can get the advice and contacts they need to grow their companies into bigger businesses that can employ more people—the best antipoverty program of all. —Thomas L. Friedman, from his book, The World is Flat (version 3.0) It was July 2007, and Linda Rottenberg, cofounder and CEO of Endeavor—a nonprofit dedicated to transforming the economies of emerging markets by identifying and supporting high-impact entrepreneurs—was preparing for a quarterly meeting with the global board of directors. She leafed through a copy of the 2007 Impact Report, checking over the newly published figures one more time. In its 10-year history, Endeavor had selected 272 promising entrepreneurs in eight countries, after screening 15,500 candidates, and then helped them develop and grow their businesses through ongoing mentorship and guidance. Rottenberg was proud of the organization’s accomplishments, but she also knew there was no time for complacency. With aggressive goals for international expansion, the board would definitely want to hear an update on Rottenberg’s growth strategy. The directors had also asked to discuss the recent surge in corporate partnership opportunities and long-term plans for funding Endeavor’s...
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...options; there is no right or wrong decision, nor one that is better than the other. But whatever is to be done, will be definitive. There is no turning back. We can continue being a family business, like in my grandfather’s and father’s days, or become a professional company with a strong and clear capital market strategy.” —David Feffer, Suzano, Chairman of the Board, speaking to his relatives after his father’s death Practical Guide to Corporate Governance 121 Family Business Challenges Chapter 5 Governance Challenges for Family-Owned Businesses F amily-owned or controlled companies are the leading form of business organization in Latin American countries, even among large listed companies: one recent study from Brazil...
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...CASE STUDY Brand Kingfisher : Creating a Lifestyle Brand -- Lekha Ravi Team Leader, The Icfai Research Center, Chennai. The author can be reached at lkhravi@yahoo.co.in The United Breweries (UB) group today (2008) boasts a diverse portfolio of businesses - alcoholic beverages, life-sciences, engineering, aviation, agriculture, chemicals, information technology and leisure. The man behind this potent diversity is none other than India's flamboyant tycoon Vijay Mallya (Mallya). Mallya's association with the rich, trendy and the luxurious seems to have rubbed off on his brands. All through his glitzy forays into various fields, Mallya has fastidiously endorsed Brand `Kingfisher'. His entry into aviation with the glamorous launch of Kingfisher Airlines drew a lot of its brand equity from Mallya himself. Media reports often analyze how Mallya promotes the `Kingfisher' brand by associating it with lifestyle events like horse-racing, Formula 1 racing and prestigious launches. Reflecting on how he contributes enormously to it through his own flamboyant lifestyle, it is pertinent to probe into the prospects of Kingfisher's brand extension. The Kingfisher brand has come to epitomize a lifestyle that encompasses some of the finest things in life and is today synonymous with delivering a premium experience. - Vijay Mallya Brand Kingfisher I am the brand ambassador; I am the `King of Good Times',said Mallya, the brainchild of Kingfisher brand launched in the year 1980. Reports say...
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...9-706-411 REV: NOVEMBER 21, 2006 PANKAJ GHEMAWAT CARIN-ISABEL KNOOP DAVID KIRON AmorePacific: From Local to Global Beauty In 2005, Suh Kyung-Bae, President and CEO of South Korean cosmetics company AmorePacific, surveyed a map in his office in downtown Seoul: We have held off major multinational players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in that country, Lolita Lempicka. In China, our cosmetics line is sold in more than 100 department stores in 70 cities and business is finally growing. And we have opened a flagship spa in New York that is doing very well. For 2004, AmorePacific reported 3,300 employees and sales of 1,272 billion Korean Won (KRW), equivalent to US$1,111 million. Cosmetics and toiletries generated four-fifths of sales (and green tea and health care the rest), placing the company among the top 30 worldwide. AmorePacific held a share of more than 30% of the Korean market for cosmetics, versus 8% for its leading local competitor, LG Household and Health Care, and 4% for L’Oréal, the world’s largest beauty products company and the leading multinational competitor in Korea.1 But although AmorePacific’s share of the Korean market had reached record levels and its overall operating margins of 15%+ ranked among the highest in the sector, its sales fell by 5% from 2003 to 2004—and its operating income...
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...Research at The Customer Framework. He is author or co-author of many articles and thirty books and also on the editorial advisory boards of several academic journals. He has a first class honors degree and doctorate in economics from Sussex University, UK. In parallel to his business career, he has also pursued a full academic career, holding senior posts at various universities. He is now a visiting professor at De Montfort, Oxford Brookes and Portsmouth Universities, teaches economics for the Open University and marketing for Exeter University. Jane Fae Ozimek The author is a writer and researcher in the areas of IT, Business and the Law. Jane is currently editor of the Journal of Database Marketing and has previously published works on the use of statistics in business and Marketing Resource Management. Recent research papers include publications on the misuse of security protocols by major corporations, and a re-evaluation of the Loyalty Ladder concept in marketing theory. Jane was also co-author of the recently published Carbon Trading and the Effect of the Copenhagen Agreement (published by Business Insights, 2010). 2 Disclaimer Copyright © 2011 Business Insights Ltd This report is published by Business Insights (the Publisher). This report contains information from reputable sources and although reasonable efforts have been made to publish accurate information, you assume sole responsibility for the selection, suitability and use of this report and acknowledge that...
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...Colgate: Global Strategies, Local Strength 2010 Annual Report Colgate: Global Strategies, Local Strength Succeeding With Consumers, The Profession And Our Customers u Innovating Everywhere u Effectiveness And Efficiency In Everything u Strengthening Leadership Worldwide u Colgate-Palmolive Company is a $15.6 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses – Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food. Cover: Photo taken in Chengdu City, Sichuan Province, China Contents: Financial Highlights Dear Colgate Shareholder Succeeding With Consumers Succeeding With The Profession Succeeding With Our Customers Innovating Everywhere Effectiveness And Efficiency In Everything 18 Strengthening Leadership Worldwide 2 4 8 10 12 14 16 20 Colgate’s Corporate Governance Commitment 21 Your Board Of Directors 22 Your Management Team 23 Non-GAAP Reconciliation Of Financial Measures 24 Global Financial Review/Form 10-K IBC Shareholder Information t Mexico Financial Highlights 2006 2007 2008 2009 2010 Net Sales ($ millions) 2006 2007 2008 2009 2010 $12...
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