1.
Andrea Jung was very strong as chief strategist of Avon Products. She never feared the need to make drastic changes that would help drive Avon back to the top of the Cosmetics, Fragrance and Toiletry Industry. She knew that serious issues were present and the company needed to address them. These issues included product appeal, marketing strategy, pricing, process reengineering, and product innovation/employee motivation. Her strategic plan was to fix these problems by fixing the entire company structure, which included changing the product packaging for better appeal to changing the distribution channel which was a major asset to Avon.
After reading the case study, I felt that Andrea Jung performed well in her duties to help Avon move back to the top of the cosmetics chain. She knew what needed to be done and did it, which is a must to be an excellent CEO. I would grade Andrea Jung's performance with an A because she developed an excellent strategy that helped push sales from 1.5 percent in 1999 to 6 percent in 2001. That's a major jump in just a two year span, especially considering she had never been a CEO of such a large corporation before. Her remarkable strategy also helped boost sales in foreign markets, mostly in Europe and Asia. The strategies she envisioned and implemented helped push Avon for a poor company on the downfall, to an important company with excellent growth potential.
2.
Jung knew that her strategic vision was vital to the success of Avon Products in the future. She envisioned Avon as the "ultimate relationship marketer of products and services for women." (Thompson, C-37) Her view was an Avon that went beyond selling just cosmetics, but also becoming a trusted retailer of almost any type of good or service that the consumer wanted or needed. Her new company would allow women (chief consumer) to purchase beauty products as well as financial services.
After reading Jung's strategic vision, I feel that her ideas and beliefs for Avon are strong and well presented. This should ultimately lead to the growth she knows the company can achieve. Under the former CEO, Avon had never exactly changed in course as a company, which was why it was starting to diminish. Jung knew this and when she took over changed the company completely. It was time to change because the consumers which Avon relied on were unhappy with the company's image with the same old products and unattractive catalog, as well as its distribution problems it had been facing the last few years.
Based on the case, Lawson Cosmetics has an unresolved issue. They cannot decide on whether they should take the new branding initiative global, which is brought up by Gupta. Lawson is obviously a multinational company. In my opinion, they should develop major elements to market locally, and regionally and globally at the same time with a consistent brand image, but they need to adapt its brand to different markets by different ways carefully.
Mary Kay was founded on having a higher purpose to allow women everywhere to find their own personal and financial success. Their belief is that any woman can build their own business that will benefit their lives free of any restrictions. The company gives women the potential to become independ...
Recently I watched a T.V. show called The Profit and recognized some similarities from the current Marketing chapter discussed in class. The current episode was about a company called Bentley’s Corner Barkery, which is committed in providing all-natural pet food and treats for their customers. The episode highlighted how Bentley’s Corner Barkery was struggling and not reaching all of their potential customer base because of its marketing structure among other poor managing and financial elements. Before Marcus Lemonis (he is the investor) the company marketing strategy was the quality of product will attract customers. Marcus Lemonis immediately ask for the company’s mission statement and help the owners identify their target customers by segmentation.
The Consumer and Industrial Products, Inc a company where their headquarters is based in the United States , also doing business internationally with facilities in Europe, Asia and South America. They are a manufacturing company what produced well known products to individuals and industries. This company is experiencing a great deal of trouble with their internal Payable Audit System (PAS) and how it would purchase goods; receive goods and pays for them. They are challenged with the redundancy and the lack of productivity to their system. They were finding ways to lower costs and eliminating steps in how these processes are getting accomplished. They decided that they needed to change their system and the way they did things at their business. There are some people, their roles and departments that will be closely involved with the process of this project. Some of these important roles will come from Ted Anderson director of disbursements, Peter Shaw the user project manager and Linda Watkins project director for the Payable Audit System (PAS). In addition, the Steering Group and the IS management department will have some important roles to the project too. Finally, there will be several major problems with the development of the project and how the one person would deal with these issues.
Andrea Jung became president and CEO of Avon in 1999 and has totally revamped the company. Under her leadership, the company has updated its product line, launched new advertising, and created a new image (Fact Monster, 2005). Avon's sales have increased by 30 %, profits 40%, and the stock price has dramatically improved (Ibid). Jung's has been able to align the firm's core capabilities with its strategic targets which has lead to phenomenal results. It appears that Jung has been able to establish a clear vision for the firm that has been incorporated in every aspect of the firm's operating system. This vision is shared by all employees and representatives of Avon priming the company for continued success.
L’Oreal is the largest beauty company in the world and in the past 100 years that it has expanded, it has supplied to 130 countries with offices in 58 different countries. This global company is the number one premium cosmetic product in the world today and has taken the core and beauty of people’s everyday lives since 1907, the beginning of L’Oreal. The superior leadership of a guy named Eugene Schueller started this strategic company with basic products such as hair care and also the first man-made hair color product. Five years later you could find these products in Austria, Italy, and the Netherlands. In 1934 Eugene invented the first mass market of soap less shampoo and this led the success of L’Oreal in the country of Europe which soon recognized them as the leader in body care and hair coloring products. Finally soon after World War II L’Oreal moved into the United States and the company seemed to change. When L’Oreal expanded the competition was more involved and more growth was needed in order for the company to be more successful. With problems like this, the strategy and planning that has been applied in L’Oreal has been huge for the success of the company. L’Oreal realized they needed to expand in other fields of the beauty market and target markets in order to stay alive and successful. This would mean that L’Oreal would need to acquire other companies as part of their expansion and through this they have kept the constancy of the leading company with acquisitions of many small companies. Finally in the 1980s they started their globalization into new markets all around the globe by acquiring new companies that would form the cosmetics that we know today. Although the role of acquisitions has never been the main focus of the company, internal growth and strategy was the number one reason for L’Oreal becoming such a big name. The main strategy was to adopt new companies and expand it from within believing that the brand could be taken globally and benefit their overall brand portfolio. The main role of acquisitions was to increase and lengthen the internal growth rate. L’Oreal started acquiring companies from the beginning of their name. They started with the basics of their own brands such as L’Oreal Professional, L’Oreal Paris, Kerastase, and Club des Createurs de Beaute.
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
My conclusion is that he is a very effective leader. If I were to become a successful CEO, I would follow his example.
Michael Scholz, CEO of M&J Cosmetics, is tailor-made for this opportunity because he has taken Introduction to Business Online. Other members of the management team include:
1. Ken Lay served as CEO and chairman and Jeffrey Skilling also served as CEO. They both were responsible for planning, organizing, controlling and leading the company. They set goals for the company and organized how they would be achieved. Kay’s role was as the figurehead and the leader. He also served as the spokesperson for the company and made many of the decision on the future of the company. As CEO’s they both possessed effective communication skills, where decisive, which was evidenced by their vision for the company and refusal to admit wrong even at the end, and visionary. Throughout Lay’s tenor the company continued to grow and prosper at a fast pace.
Albertsons CEO, Johnston believes in using IT as an enabler of business to keep prices competitive and make the shopping experience more compelling. Therefore the company would be well organized to implement IT for analytical processes. As the CEO himself is involved, the company would be well structured.
The Strategic Analysis will show some of the steps that have been taken to overcome some of the difficulties that Sears has had. The newest CEO, Arthur C. Martinez, has been a motivating leader for the company. He has implemented many changes that have increased sales and moved Sears back up to the top of the retail chain. These changes would include store remodeling, Internet strategies, differentiation, and human resource management.
Mary Wilson was both nervous and excited as she opened her first staff meeting in the marketing department of St. Margaret’s General Hospital (Clow & Baack, 2010, p. 49). Mary is the new Director of Marketing and Communications for St. Margaret’s Hospital and has been tasked with increasing St. Margaret’s Hospitals increased visibility and image in the eyes of the public (Clow & Baack, 2010). Her long term goal is to attract the best possible physicians while increasing use of the hospital’s facilities and attracting more patients (Clow & Baack, 2010, p.49). There are four questions that Mary most look at and address as the new Director of Marketing and Communication for St. Margaret’s. First, what are the image issues for St. Margaret’s Hospital? Second, what are the brand-name issues; and if so should the brand name
In writing the business plan, I determined our target market and our marketing strategy to gain a share of the market. I also had t...
One important strategic decision that Besier, the CEO (who believed that his products should be sold heavily on American market that that of Europe), took was to move away from the German model in several aspects. One of the aggressive decision he took was to put the entire sales force team under commission sales plan as a result of which, Chevron, the first multimillion dollar sale of R/3, evidenced to be a turning point for SAP. As an outcome, SAP outperformed all of its competitors by 300-800%, the success opened up other large accounts to company.