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FINAL PROJECT

Strategic Management

Case Study of AVON Product Inc. 2009


Group Members:
Tariq Ali Shaikh MBA 90 (6th)
Syed Shahzaib Abbas MBA 90 (6th)
Anum Siddique MBA 36 (1st)
Muhammad Usama Daudpota MBA 36 (1st)
Muhammad Waseem Memon MBA 90 (5th)
Sandiya MBA 72 (4th)

1
Contents
Introduction......................................................................................................................................3
Vision Statement..........................................................................................................................4
Mission Statement.......................................................................................................................4
Slogan..........................................................................................................................................4
Vision Statement (Proposed).......................................................................................................5
Mission Statement (Proposed).....................................................................................................5
Slogan (Proposed)........................................................................................................................5
Analysis of Vision Statement.......................................................................................................5
Analysis of Mission Statement....................................................................................................5
Analysis of Slogan.......................................................................................................................5
Avon Inc. Location Map..................................................................................................................6
The Input Stage................................................................................................................................7
External Factor Evaluation Matrix (EFE)....................................................................................7
Analysis of EFE Matrix...........................................................................................................7
Internal Factor Evaluation (IFE)..................................................................................................8
Analysis of IFE Matrix............................................................................................................8
Competitive Profile Matrix (CPM)..............................................................................................9
Analysis of CPM......................................................................................................................9
SPACE Matrix...........................................................................................................................10
Analysis of SPACE Matrix:...................................................................................................11
The Matching Stage.......................................................................................................................12
BCG Matrix...............................................................................................................................12
Analysis of BCG:...................................................................................................................12
GRAND Matrix.........................................................................................................................14
Analysis of GRAND Matrix:.................................................................................................14
SWOT STRATGIES:.................................................................................................................15
SO Strategy:...........................................................................................................................15

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ST Strategy:...........................................................................................................................15
WO Strategy:.........................................................................................................................15
WT Strategy:..........................................................................................................................15
The Decision Stage........................................................................................................................16
QSPM........................................................................................................................................16
Analysis of QSPM.................................................................................................................17
Financial Ratio:..............................................................................................................................18
Analysis of Financial Ratios:.................................................................................................18
Conclusion:....................................................................................................................................20
Reference:......................................................................................................................................21

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Introduction
Avon Products, Inc., Known as Avon, is an American International Manufacturer and
direct Selling company in beauty, Household & Personal Care Categories. David H. McConnell
founded The California Perfume Company (CPC) in 1886 with the first office located in New
York. In 1906 the San Francisco earthquake destroyed CPCs California office however, before
long the company reopened. CPCs first office outside United State was opened in 1914 in
Montreal, Canada. In the 1920s CPC sales doubled to $2 Million during this time there were
more than 25,000 representatives in the U.S. The Companys name was change to Avon Products
Inc. after the British town Stratford upon Avon in 1938. Avons sales increased to about $16
million and in 1946 the company was announced publicly with advertising campaign such as
Avon Calling. Avon expanded overseas to countries such as Puerto Rico, Cuba and Venezuela.
In the 1970s U.S Sales top $750 million and the first Avon Asian business was opened in Japan.
Avon also acquired the Jeweler Tiffanys during this period of growth. It was the first major U.S.
cosmetics manufacturer to permanently end animal testing.
Avon adopted 5 core values which are Trust, Respect, Belief, Humility & integrity which
are evident in the mission statement to be a Global beauty leader, womens choice of buying,
premier direct seller, the best place to work, largest women foundation and the most admired
company.
Avon success lies within it channel of distribution, it is the worlds largest direct seller
with 5.4 million Avon representatives in over 100 countries. Additionally, it is the largest micro
lender to woman and it among the world top global brands. The company increased its
investment in 2007 by over $120 million which aided in the development of new sales leadership
opportunity, improved training, technology tools and changes in commission structure.
There are 3 product categories which Avon distributed, they are beauty, fashion and
home. In 2008, Avon changed its marketing approach of concentrating mostly on a homey image
and is now including celebrities as a part of their promotions. The company advertising cost
increased from $136 million in 2005 to $249 million in 2006 and $368 million in 2007. Reese
Witherspoon is the Avon Foundation first global ambassador and honorary chairwoman who
appear in advertisement for Avon make up, skin care products and fragrances. Spotlight the
new fragrance was launched in 2009 with celebrity Courtenay Cox as the face of the brand.
Avons largest manufacturing plants, Brazil, China and Poland received the ISO 14001
certifications in 2008. Various awards were granted during this period such as the Clean Industry
Certificate to the manufacturing plant in Mexico. During the same period Avons revenues
increased 7.5 percent and net income increased by 65%.
Avon products Inc. closest competitors are Revlon, Inc and Mark Kay Inc. Mary Kay Inc
uses the same approach as Avon which is direct marketing approach which Revlon sells its
products through cosmetics counters in department stores are pharmacies.

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Avon revenues far exceed that of its competitors in 2008 Avons revenue was $10.37
billion compared to Mary Kay $2.40 billion and Revlon $1.35 billion.
Avon implemented reconstructing programs in 2009 which included closing two
manufacturing facilities. In addition, there is heavy investment in online search engines and
internet carrier sites to help increase Avons Revenue. Andrea Jung is the CEO who is leading the
management team of thirteen to achieve its goal.

Vision Statement
To be the company that best understands and satisfies the product, service and self-fulfillment
needs of women globally.

Mission Statement
Avon has adopted the following mission Statement:

The Global Beauty Leader We will build a unique portfolio of Beauty and related
brands, striving to surpass our competitors in quality, innovation and value, and elevating
our image to become the Beauty company most women turn to worldwide.
The Womens Choice for Buying We will become the destination store for women,
offering the convenience of multiple brands and channels, and providing a personal high
touch shopping experience that helps create lifelong customer relationship.
The Premier Direct Seller We will expand our presence in direct selling and lead the
reinvention of the channel, offering an entrepreneurial opportunity that delivers superior
earnings, recognition, service and support, making it easy and rewarding to be affiliated
with Avon and elevating the image of our industry.
The Best Place to Work We will be known for our leadership edge, through our
passion for high standards, our respect for diversity and our commitment to create
exceptional opportunities for professional growth so that associates can fulfill their
highest potential.
The Largest Womens Foundation We will be a committed global champion for the
health and well-being of women through philanthropic efforts that eliminate breast cancer
from the face of the earth, and that empower women to achieve economic independence.
The Most Admired Company We will deliver superior returns to our shareholders by
tirelessly pursuing new growth opportunities while continually improving our
profitability, a socially responsible, ethical company that is watched and emulated as a
model of success.

The five values of Avon are: Trust, respect, belief, humility, and integrity.

Slogan
The Company for Women.

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Vision Statement (Proposed)
To be the leading provider of home, fashion and beauty products that will satisfy
customers while preserving the environment.

Mission Statement (Proposed)


Avon is committed to being the leading global provider of home, fashion and beauty
products that will enhance the lives of customers. Avon will utilize latest technology and will
pursue new growth opportunities that will bring about wealth for all stakeholders. At Avon they
firmly believe in respect: respect for people and respect for the environment.

Slogan (Proposed)
The company for everyone - committed to the enrichment of lives.

Analysis of Vision Statement


The Avon vision statement was enhanced to include that customers rather than women,
since the company is currently offering items for all as like women, men and children.
Furthermore, in light of the fact that the world is becoming green viable, it was judicious to
include the nature to underline the responsibility to the society as we whole work towards a
manageable future.

Analysis of Mission Statement


The Avon mission statement that our main goal as an organization is to give a remarkable
arrangement of magnificence, mold, and home brands to fulfill ladies around the world. We
support the individual relationship in the middle of workers and customers by giving a way toentryway experience. As a growing organization, our motivation is to offer our items, as well as
to remain socially responsible. The proposed mission statement is also speaks to the company
core values of trust, respect, belief, humility, and integrity.

Analysis of Slogan
The old slogan for Avon states that the company for women, we have chosen to change
this slogan to Avon that the company for everyone committed to the enhancement of lives.

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Avon Inc. Location Map
Avon Products, Inc. markets its products to women in over 100 countries through over 5
million independent Avon Sales Representatives. This is one of their strategies in developing
Avon in a global perspective. The map below shows the six geographic regions where Avon
products are marketed and sold.

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The Input Stage
External Factor Evaluation Matrix (EFE)

Opportunities

1.
2.
3.
4.
5.
6.

Cosmeticindustrytendstobecountercyclical
Growingtrendofgreenproducts
UrbanTrendsettersmarket
Increasingtrendofeyemakeup
Onlinemarketsbecomingincreasinglypopular
EmergenceoffashionIndustry

7.
8.
9.

Movingtolowcostcountriestogetlocationeconomies
Technologicaladvancement
Avedacosmeticsfound68%ofconsumerswillbeloyaltoa
companythathasasocialandenvironmentalcommitment
GoingGreen(Conservation)

10
.

Weigh
t
0.08
0.05
0.08
0.06
0.05
0.03

Ratin
g
3
2
2
3
2
3

Weighted
Score
0.24
0.10
0.16
0.18
0.10
0.09

0.04
0.03
0.05

4
3
4

0.16
0.09
0.20

0.03

0.09

Weigh
t
0.07
0.08
0.03
0.03

Ratin
g
4
3
2
2

Weighted
Score
0.28
0.24
0.06
0.06

Threats

1.
2.
3.
4.

IntenseCompetition
EconomicDownturn
RisingInflation
NaturalCatastrophes

5.
6.

Changeinconsumerpreferencesabruptly
HostileTakeover

0.04
0.03

3
2

0.12
0.06

7.
8.
9.
10
.

CustomersSwitchingtowardslowpriceproducts
Largemarkettooperatein
ExchangeRaterisk
IncreaseincommodityPrices

0.08
0.05
0.04
0.05

3
3
3
2

0.24
0.15
0.12
0.10

TOTALS

1.00

2.84

Analysis of EFE Matrix


As the result shows that the Avon Companys Total Weighted Score is 2.84 which shows that
somehow company has been successful in utilizing its opportunities and minimizing the threats
around it.

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Internal Factor Evaluation (IFE)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10
.

Strengths
Recognizedglobalbrand
ExtensiveDistributionchannel(worldslargestdirectseller)
Committedanddedicatedworkforce5.4millionAvon
representativeinover100countries
HighlyresponsivetoCSR
ManufacturingoperationsmatchISO14001standards
Successfultelevisionadvertisingcampaigns
TheLargestWomenFoundation
UniquePortfolio
WorldsLargestMicrolenderforwomen
AvonownitsmajormanufacturingAnddistributioncenters

Weaknesses

1.

Avonlaggedbehindsevenoftheircosmeticcompaniesin
customerloyalty
Increasedinpricesofproducts
Highadvertisingcost
Increaseinlongtermdebt
HomeSegmentexperiencingloss
RevenuedecreasedinNorthAmericaby129.4millionin2008
Lackofcontroloverrepresentatives
Company'sglobalchallengesisgeneratingbuzz
Doesnottargeturbantrendsetter
Furloughunprofitableoperationsduetoeconomicdownturn

2.
3.
4.
5.
6.
7.
8.
9.
10
.

TOTALS

Weigh
t
0.08
0.05
0.04

Ratin
g
3
3
4

Weighted
Score
0.24
0.15
0.16

0.05
0.07
0.10
0.03
0.02
0.03
0.03

3
4
4
3
3
3
4

0.15
0.28
0.40
0.09
0.06
0.09
0.12

Weigh
t
0.07

Ratin
g
1

Weighted
Score
0.07

0.06
0.02
0.04
0.05
0.05
0.03
0.10
0.05
0.03

2
1
2
1
1
1
2
1
1

0.12
0.02
0.08
0.05
0.05
0.03
0.20
0.05
0.03

1.00

2.44

Analysis of IFE Matrix


As the result shows that the Avon Companys Total Weighted Score is 2.44 which indicated that
the internal functions and roles are weak.

9
Competitive Profile Matrix (CPM)

Avon

Revlon

MaryKay

Weigh
t

Ratin
g

Scor
e

Ratin
g

Scor
e

Ratin
g

Scor
e

Advertising
MarketPenetration
CustomerService
StoreLocations
R&D
EmployeeDedication
FinancialProfit
CustomerLoyalty
MarketShare
ProductQuality
TopManagement
PriceCompetitiveness

0.10
0.08
0.11
0.08
0.08
0.10
0.07
0.12
0.07
0.08
0.05
0.06

4
3
4
3
2
4
4
2
3
2
3
3

0.40
0.24
0.44
0.24
0.16
0.40
0.28
0.24
0.21
0.16
0.15
0.18

2
1
3
4
2
1
2
3
3
1
3
2

0.20
0.08
0.33
0.32
0.16
0.10
0.14
0.36
0.21
0.08
0.15
0.12

3
2
4
3
3
3
3
4
4
3
3
3

0.30
0.16
0.44
0.24
0.24
0.30
0.21
0.48
0.28
0.24
0.15
0.18

Totals

1.00

3.10

2.25

3.22

CriticalSuccessFactors

Analysis of CPM
The table above shows the Competitive Profile Matrix of different areas of the major
competitors of Avon which is Revlon and Mary Kay. These table shows the competitive edge in
the cosmetic firm. Leading by Mary Kay with a total of 3.22, followed by Avon in the second
position with 3.10 and Revlon with 2.25.
Avon has to create in certain factors such as Product Quality to take them further in the
international markets to be a global player in the cosmetic firm. This can be achieved as Avon
financial profit is strong which followed by Revlon and Mary Kay.

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SPACE Matrix
Internal Analysis:
Financial Position (FP)
Return on Investment (ROI)
Leverage
Liquidity
Working Capital
Cash Flow
Financial Position (FP) Average

Internal Analysis:
Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Technological know-how
Control over Suppliers and
Distributors
Competitive Position (CP)
Average

X-axis
Y-axis

1.4
2.0

4
4
5
4
5

External Analysis:
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

4.4

Stability Position (SP) Average

-1
-2
-2
-3
-2

External Analysis:
Industry Position (IP)
Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential

-2.0

Industry Position (IP) Average

-3
-3
-2
-2
-2
-2.4

5
3
2
2
5

3.4

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Analysis of SPACE Matrix:
According to the graph above, we noticed that the AVON Company falls into the
aggressive quadrant of the SPACE matrix. It is located at the coordinates of +1.4 of x-axis and a
y-axis of +2.0. It shows that the AVON has an admirable position to use its IS in order to take
advantage of external opportunities, overcome weaknesses and avoid threats. So, in this position
AVON Company has set of possible strategies such as market development, product
development, market penetration, forward integration, backward integration, horizontal
integration, horizontal diversification, concentric diversification and conglomerate
diversification depending on detailed conditions that face the company.

12
The Matching Stage
BCG Matrix

Analysis of BCG:
According the BCG chart above, each circle represents a separate division. The size of circle
correspondents to the proportion of corporate revenue generated by that business unit and the pie
slice indicates the proportion of corporate profits generated by that division.
Question Marks: Revenue of North America is 2492.7 and the operating profit is 213.9. In this
division in quadrant I have a low relative market share position and they compete in a high
growth industry. Generally these division of firm cash needs are high and their generation is low.
And the strategy is market penetration, market development or product development or sell
them.
Stars: Revenue of Latin America is 3884.1 and the operating profit is 690.3. Stars represent the
industry best long run opportunities for growth and profitability. In this division quadrant II with
a high relative market share and a high industry growth. Forward, backward, and horizontal
integration, market penetration, market development and product development are appropriate
strategies for these divisions.

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Cash Cows: Revenue of Central and Eastern Europe is 1719.5 and the operating profit is 346.2.
In this Division positioned in Quadrant III have a high relative market share position but
compete in a low growth industry. Cash cow divisions should be managed to maintain their
strong position for as long as possible. Product Development or diversification may be attractive
strategies for strong cash cows. When cash cow division becomes weak, retrenchment or
divestiture can become more appropriate.
Dogs: Revenue of Western Europe, AMEA and China is 2593.8 and the operating profit is 241.1.
In this Division positioned in Quadrant IV have a low relative market share position and compete
in a slow or no market growth industry. Avon Products in this division portfolio has a weak
internal and external position, these businesses are often to be liquidation, divested or trimmed
down through retrenchment.

14
GRAND Matrix

Analysis of GRAND Matrix:


In this industry positioned in quadrant 1 have very strong strategic position. These
Industry focus on their established competitive advantage (CA) and take advantage of it as long
as it allows them. AVON must concentrate on the existing market by adopting the set of product
development, market development and market penetration strategies. AVON that fall in quadrant
1 have focus on a single product and can go for related diversification strategy to minimize the
risk related to limited product line. If these AVON have higher resources they can go for
horizontal, backward and forward set of strategies. These industry can take risks being an
aggressive and can afford to obtain advantage of opportunities in numerous ways.

15
SWOT STRATGIES:
SO Strategy:

Increase Workforce by online markets becoming more popular. (S3, O5)


Increase trend of eye makeup by unique portfolio products. (S3, O5)
Manufacturing and distribution more products that are going to be green. (S10, O10)

ST Strategy:

Decrease Advertising Cost to protect the fashion industry. (W3, O6)


Increase market share by position products to attract urban trendsetters market. (W9, O3)

WO Strategy:

Make more portfolio to avoid competition from other companies ( S8, T1)
Improving marketing strategies to new and existing consumer preferences. (S10, S2, T5)

WT Strategy:

Discount Products that are unprofitable due to economic downturn. (W10, T2)
Improve Experience to operate market for home portfolio. (T8, W5)

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The Decision Stage
QSPM
Improved
Marketing
Strategies

Improved
R&Dto
introduce
Green
Products
AS
TAS
2
0.16
4
0.20
2
0.16
2
0.12

1.
2.
3.
4.

Opportunities
Cosmeticindustrytendstobecountercyclical
Growingtrendofgreenproducts
UrbanTrendsettersmarket
Increasingtrendofeyemakeup

Weight
0.08
0.05
0.08
0.06

AS
3
2
3
3

TAS
0.24
0.10
0.24
0.18

5.
6.

Onlinemarketsbecomingincreasinglypopular
EmergenceoffashionIndustry

0.05
0.03

2
3

0.10
0.09

2
2

0.10
0.06

7.
8.
9.

0.04
0.03
0.05

4
2
3

0.16
0.06
0.15

3
3
2

0.12
0.09
0.10

10.

Movingtolowcostcountriestogetlocationeconomies
Technologicaladvancement
Avedacosmeticsfound68%ofconsumerswillbeloyalto
acompanythathasasocialandenvironmental
commitment
GoingGreen(Conservation)

0.03

0.06

0.12

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Threats
IntenseCompetition
EconomicDownturn
RisingInflation
NaturalCatastrophes
Changeinconsumerpreferencesabruptly
HostileTakeover
CustomersSwitchingtowardslowpriceproducts
Largemarkettooperatein
ExchangeRaterisk
IncreaseincommodityPrices

Weight
0.07
0.08
0.03
0.03
0.04
0.03
0.08
0.05
0.04
0.05

AS
4
2
2
3
1
3
3
3
3
2

TAS
0.28
0.16
0.06
0.09
0.04
0.09
0.24
0.15
0.12
0.10

AS
1
2
2
2
2
2
2
2
2
2

TAS
0.07
0.16
0.06
0.06
0.08
0.06
0.16
0.10
0.08
0.10

1.
2.

Strengths
Recognizedglobalbrand
ExtensiveDistributionchannel(worldslargestdirect
seller)
Committedanddedicatedworkforce5.4millionAvon
representativeinover100countries
HighlyresponsivetoCSR
ManufacturingoperationsmatchISO14001standards
Successfultelevisionadvertisingcampaigns
TheLargestWomenFoundation
UniquePortfolio

Weight
0.08
0.05

AS
4
3

TAS
0.32
0.15

AS
2
2

TAS
0.16
0.10

0.04

0.08

0.08

0.05
0.07
0.10
0.03
0.02

2
2
2
3
3

0.10
0.14
0.20
0.09
0.06

4
3
3
2
2

0.20
0.21
0.30
0.06
0.04

3.
4.
5.
6.
7.
8.

17
9.
10.

WorldsLargestMicrolenderforwomen
AvonownitsmajormanufacturingAnddistribution
centers

1.

Weaknesses
Avonlaggedbehindsevenoftheircosmeticcompaniesin
customerloyalty
Increasedinpricesofproducts
Highadvertisingcost
Increaseinlongtermdebt
HomeSegmentexperiencingloss
RevenuedecreasedinNorthAmericaby129.4millionin
2008
Lackofcontroloverrepresentatives
Company'sglobalchallengesisgeneratingbuzz
Doesnottargeturbantrendsetter
Furloughunprofitableoperationsduetoeconomic
downturn

2.
3.
4.
5.
6.
7.
8.
9.
10.

TOTALS

0.03
0.03

3
3

0.09
0.09

2
1

0.06
0.03

Weight
0.07

AS
4

TAS
0.28

AS
2

TAS
0.14

0.06
0.02
0.04
0.05
0.05

3
2
1
2
3

0.18
0.04
0.04
0.10
0.15

2
2
1
1
2

0.12
0.04
0.04
0.05
0.10

0.03
0.10
0.05
0.03

0
3
3
2

0.00
0.30
0.15
0.06

2
1
1
0

0.06
0.10
0.05
0.00

5.33

4.10

Analysis of QSPM
According to QSPM has given the result which alternative is appropriate for AVON. Actually,
those strategies are appropriate to be implemented. Based on the analysis of the QSPM matrix it
reveals that improved marketing strategies is the most attractive strategy along with
improvement in Research & Development to introduce a Green Products for AVON to reach
the international markets in a global perspective. AVON has implemented some new strategies to
overcome the existing strategies to boost up their level in the international markets to be the
global player in the Cosmetic Industry.
New Strategies
1. To Increase Revenue by 10% for all market segments. This will be achieved through
improved marketing strategies to benefits both new and existing customers.
2. To increase and further develop the Green Products line by 10%. This will be done
through investment for research and development in order to develop such green
products.
To implement the proposed alternative strategies of AVON to be a global player in the
cosmetic industry a total cost of $30 million is estimated. The two new alternatives of QSPM
that has be proposed for AVON will develop a brand new image for AVON from the existing
major competitors to compete through a competitive edge and strength their base to be a
leader in the cosmetic industry in developing AVON in reaching the global perspective. Its

18
score is 5.33, the biggest score of Improved Marketing Strategies & 4.10 scores in Improved
R&D to introduce Green Products.

19
Financial Ratio:
2006

2007

2008

Current Ratio

1.3

1.2

1.2

Quick Ratio

0.7

0.6

0.6

Long Term Debt to Equity

1.5

1.6

2.4

Inventory Turnover

4.0

4.1

3.9

Total Assets Turnover

1.7

1.7

1.8

Accounts Receivable Turnover

13.0

12.9

14.0

Average Collection Period

29.2

30.9

26.1

Gross Profit Margin

0.6

0.6

0.6

Net Profit Margin

0.1

0.1

0.8

Return on Total Assets (ROA)

0.1

0.1

0.1

Return on Equity (ROE)

0.6

0.7

1.3

Analysis of Financial Ratios:

The Current Ratio & Quick Ratio shows that AVON is a good position to meet its short
term debt obligations even without relying upon the sales of its inventories.
The long term debt to equity ratio show that AVON is using more equity to finance
operations.
The inventory turnover shows that Avon sells its entire inventory within 93 days period,
which is quite impressive for such a large global retailer.
The Total Assets turnover shows that the return on the asset investment is good in 2008.
Accounts Receivable Turnover shows that AVON collects receivables about 14 times a
year in 2008. In other words, when AVON makes a credit sale, it will take 26 days to
collect the cash from that sale.
The Average Collection Period shows that the AVON credit terms are 30.9 days as
compared to 2008 year that 26.1 days average collection period would be considered very
well.
The operating profit margin shows that Avon is improving in its efficiency which will
result in greater profit productivity.
The net profit margin shows that profitability will improve thus shareholders can expect
greater return.

20

The ROA shows that AVON has 0.1 in 2006 to 2008 so it need to improve in its
efficiency which will Depending on the economy, this can be a healthy return rate no
matter what the investment is.
In this Industry growth or a higher ROE doesn't necessarily get passed onto the investors
however. If the AVON retains these profits, the common shareholders will only realize
this gain by having an appreciated stock.

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Conclusion:
The strategies that we proposed that of Avon Product Inc. existing
strategies. Internet users are increasing rapidly and it is essential for an
organization such as Avon to be innovative in order to maximize on the
opportunities that can be derived from internet shopping as well as other
market segments. Avon Product Inc. is moving with the rapid changing of
times by assumption of the community concept; manufacturing products to
convince customers needs, making good marketing decisions to achieve
company objectives bearing in mind the long term interests of society.
Avon need to develop products for men, as earlier it was a company for female, now its
for everyone, as market for male is large, in order to increase their market share they should cater
this market and develop special products for males, to ensure the increase in revenue.
These strategies will enable the company to reach its desired long term objectives. We
believe that all strategies are relevant to be successful today and in future.

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Reference:
Strategic Management 13th Edition, Case Study AVON Product Inc. 2009
https://www.scribd.com/doc/52292825/Competitive-Strategic-Management-Developing-AvonIn-A-Global-Perspective