Faced with declining market share and sales, Natura, Brazil's second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead the company in the strategic transition to focus less on the direct sales consultants and more on reaching the end consumers directly with multiple channels and touchpoints. In October 2016, the company's board appointed its former commercial vice president, João Paulo Ferreira, as the most recent CEO. Ferreira's challenge was to find the right balance between the direct-selling and other channel formats to market Natura, thus enabling it to thrive in the face of intense competition in the beauty and personal care market in Brazil.ExcerptUVA-M-0943Rev. Feb. 25, 2020The Multichannel Challenge at Natura in Beauty and Personal CareNatura is headed for a big shake-up. We are sure that in 3 to 5 years our business is going to change significantly.--Alessandro Carlucci, Natura's former CEO, January 2014The business of Natura, Brazil's largest direct-selling company with roughly 1.5 million independent door-to-door sales consultants (ISCs), had started to change in recent years. On August 19, 2014, the company had announced that board member Roberto Lima would replace Alessandro Carlucci as CEO. Carlucci had worked at Natura for 25 years and had held the role of CEO since 2005. This CEO transition occurred when Natura's position in the cosmetics, fragrance, and toiletries (CF&T) market was being challenged by other, nondirect-selling companies.

While innovation in products and services continues apace, today’s competitive strategy is equally based on innovation in the route to market. Tesco.com, Direct Line, First Direct and easyJet are just a few examples of innovative channel strategies as a key component of the value proposition. We find ourselves in a multi-channel world. This book is drawn from the experience of major companies such as IBM, First Direct, Taylor Woodrow and BT. Lessons are explained clearly: be Multi not multiple; channels as weapons; think combinations; design from the top, but think people and measure it. The key concepts are backed by carefully tested practical advice from making organisational change to understanding channel metrics. Based on work from Cranfield's world leading Customer Management Forum, this is the essential practical guide for senior management in key areas like marketing, sales, customer services and strategy.

This volume offers introductions to the work of fifteen avant-garde American women filmmakers.

“Strategic International Management” takes a global perspective and covers the major aspects of international business strategies, the coordination of international companies and the particularities of international value chain activities and management functions. The book provides a thorough understanding of how Production & Sourcing, Research & Development, Marketing, Human Resource Management and Controlling have to be designed in an international company and what models are available to understand those activities in an international context. The book offers 20 lessons that provide a comprehensive overview of all key issues. Each lesson is accompanied by a case study from an international company to facilitate the understanding of all important factors involved in strategic international management.

This work shows how the various elements of consumer analysis fit together in an integrated framework, called the Wheel of Consumer Analysis. Psychological, social and behavioural theories are shown as useful for understanding consumers and developing more effective marketing strategies. The aim is to enable students to develop skills in analyzing consumers from a marketing management perspective and in using this knowledge to develop and evaluate marketing strategies. The text identifies three groups of concepts - affect and cognition, behaviour and the environment - and shows how these they influence each other as well as marketing strategy. The focus of the text is managerial, with a distinctive emphasis on strategic issues and problems. Cases and questions are included in each chapter.

In recent years, emerging markets have come to represent the largest share of global GDP and have made gains in economic development and political influence. In turn, emerging market companies have taken on a new level of importance in driving innovation, local development and global competition. Advancing an integrative view that captures the diversity of innovation among companies in emerging markets, this book highlights the rapid evolution of emerging markets from imitators to innovation leaders. Building upon research conducted by the Emerging Multinational Research Network (EMRN) in collaboration with several universities in North and South America, Europe and China, this rich and expansive collection includes studies of innovation in regions yet to receive focused analysis in the field. The authors also re-examine dominant theories of innovation and capability creation based on a broad range of case studies and research insights. Offering a taxonomy of emerging market innovations, this collection reveals the unique drivers, types, and outcomes of innovation in emerging markets.