i wrote a swot analysis on study case .

BELLOW IS FEEDBACK,,MYPAPER , STUDYCASE

i got a feed back that i couldnt do

Feedback to be implemented

there are some issues regarding the sentence structuring that you might want to go back and look at again. Some are what's called fragmented sentences. Which means they are not full sentences. Check the capitalization of your words and also the punctuation one more time. In regards to the info, you have it there but what you want to do is break it up into 5 paragraphs with headers so that it is clearer. So for example :

History Strengths and weaknesses opportunities and threats SWOT analysis Recommendations Once you have those, that will be easier to organize your points.

I thought I did but the article is somewhat, Tricky . like watching triplet twins , hard to maintain accordingly

/

=================================================

MYPAPER

Avon product Inc established in 1886. By David McConnell. the product distribution relying on personal contact. Targeting females as a Representative of the Avon products. And that lasted for over 100 years. With out any improvement or development. A product that been trending for over 100 years with only one chancel of distribution. the company will only acquire that with an increase of the rep on their channel. Till the total representatives went as far as 3millions.

Having significant increment of working females. makes it harder to gain new clients to Avons product. Reaching this far with no other distribution method. The corporate ought to spice things up. Adding other methods is what corporate aimed for. Only obligation is they need to do so without affecting the current method. Meaning reaching to places, people, were Avon has not had been there. in addition to this. Trying a new product line yet still related. Targeting trendy teens as representatives, reaching this stereotype. Would need level up the game a little. by evolving a product with fancy packaging, logo, and boosting the Advertisement a notch. aside to that in 1995, Avon tried other channels medium overall mail catalog, providing customer inquiries email, telephone, or sending order by fax. Later on, adding a website. to fulfill two purposes. Additional method to inflect on sales (online sales), And a handy tool for representatives to get organized and be consistent. All that allowed Avon Inc. to have another Successful run on new channels, and new product. Becoming the most successful product to reaching about $100 million sales on lunching year. In 2000 Human can be greedy. once a trick become useful, they tend to abuse it until it backfires without going back. therefore, Avon noticed expanding methods of distribution led to where they are. expand even more. Going retail for upscale cosmetic production Becoming. distributed throw two major and well-known retail stores. unfortunately, results were nothing like what it was when the Inc were expanding distribution channels. They have switch to a retail-based company, owning store all over the country. Which, I believe was a big threat. exploring retail distribution method. With two well-known retail names. with unwanted results. The Inc bid all in by making huge move owning stores and outlets all around the country was the transforming point from being weakened. to a point of strength. by exploring retail from another angle instead of a third party like Sears, and JCPenney. would grant the Inc or by now the company to better analyze whether or not pursuing this method of distribution is beneficial or not.

A major step of spreading while just entering retail as the first time, but with so many stores is a huge threat to any organization.

The company clearly was like a freelancing. meaning no rent, no bills etc. for decades. in which it gained huge profit. to entering such new area of distribution. is really butting the companys future at risk, yet. They seem to have had won the bid. with that being mentioned. the company must ensure and prove to Avons representative that the new chancel will not affect them somehow. failing to deliver this promise can have a tragic end.

As far as for now the new channel helped the company reach people places communities were, they never have had chance to do so. Having that promise undelivered can lead to a dead-end. Picture this. you have over million representatives. afterward, you accomplished to expand to societies you werent known between its individuals. The moment you become, while not holding your promise to your representatives. Would flip the odd, and not to your favor.

Covering all angles, and aspects. while maintaining a constant profit, require the experience, scalability, and leadership. if the company couldnt maintain the new channel without an obligation with earliest methods. This is a threat. which can be turn to an internal weakness. One thing, I believe can be a true obligation to both the Inc/company and the representative. If they were exposed somehow, regarding the concept behind hiring a teen representative claiming its been made/crafted by their mothers, untie, etc. angry, fooled clients are not likely to let such con pass like nothing happened, that incase if caught.

Personally, I believe businesss ultimate successful concept is everyone wins. And for every creation, admirer. and every market has it demands. know whats the value you are bringing to the segments your targeting. if it puts great value. Why be twisting facts, be honest, and never but your time, and effort in something you actually dont believe in.

=================================================

Study case

Avon Products, Inc., was founded in 1886, when David McConnell hired a housewife to sell perfume door to door in Winchester, New Hampshire. For the next 100 years the company's marketing formula remained essentially the same: Hire women who want flexible hours and extra income to sell cosmetics to their neighbors. The concept was successful, largely because of the personal contact in the sales process. With her regular visits to homebound women, the "Avon lady" made friends who became loyal customers. Over time, Avon's sales force grew to more than 3 million reps around the world, and annual revenues were in the vicinity of $6 billion.

However, times change. As the number of working women has increased, fewer potential customers can be found at home. These same women have more disposable income to spend on beauty products, but less time to do so. Thus the challenge for the direct-selling firm has been to update its corporate image and reach the tens of millions of women in the U.S. who don't know an Avon rep and have never used one of the company's products. Of course, Avon has to do this without alienating its current sales force and customers. At the same time, Avon is developing a separate product line that will be aimed at trend-motivated female teens.

To reach these groups, Avon adopted a more contemporary logo as well as classier product packaging and sales brochures. Next, it more than doubled the budget for advertising that used slogans like "Dare to change your mind about Avon." Large increases in research and development expenditures are intended to yield highly successful new products, such as Anew Retroactive. The skin cream, launched in 2000, became Avon's biggest-ever product launch with first-year sales of almost $100 million.

But the company's boldest decision was to sell its products through new channels in addition to its independent sales reps. In 1995, Avon distributed a direct-mail catalog and started accepting mail, telephone, and fax orders directly from consumers. Soon after, it added a website for two purposes-to generate online sales and to help its reps manage their businesses. Within several years, the website had 300,000 registered users. Consumers who visit the website can also request a visit from an Avon sales person.

Avon also struck agreements to have an upscale cosmetics line, beComing,

distributed through JCPenney and Sears stores. However, this new channel hasn't worked out well. Sales of the line of lipstick, nail polish, and perfume have not met expectations. Sears soon dropped the beComing line, and Penney later did likewise.

To complete its facelift, Avon decided to open some company-owned stores around the country, including a glitzy showcase in the Trump Tower in New York City. Next, about 50 Beauty Center kiosks popped up in malls. The new outlets reach women who hadn't considered Avon for their cosmetic purchases. In fact, new customers account for over 90% of sales at the stores and kiosks. As one convert at a mall in Peabody, Massachusetts, explained, "I wouldn't take the time to order out of an Avon brochure, but I'll buy it if it's here." Avon can also recruit new reps at these outlets.

Results from the website and retail outlets have been encouraging to Avon's upper management and to at least some of the firm's reps. Numerous consumers visiting the kiosks and Avon.com requested visits from an Avon rep. In addition, market research revealed that brand awareness increased and the company's image improved in areas in which an Avon Beauty Center was located. In the words of a rep in the state of New York, "We felt a pinch when Avon announced the retail venture. But now I look at Avon's beComing as an advertisement for the Avon line I carry."

However, Avon's additional channels were troubling to other reps. And considering that they still account for the lion's share of sales, the reps certainly cannot be ignored. According to a senior executive at the firm, "Managing channel conflict is probably our number one concern right now." To placate its sales force, Avon at first limited the number of products it sold online and at its kiosks to less than 10% of its 5,000-item assortment and gave reps exclusive use of product discounts and promotions.

The head of Avon, Andrea Jung, is committed to the new channels and, in her words, "a far more significant move into retail." Thus, while implementing the new distribution arrangements, Jung may also have to reassure the other Avon reps that she is looking out for their best interests.1

What are the advantages and disadvantages of Avon's using multiple ways to reach consumers?

More about AVON PRODUCTS

Avon remains committed to-and dependent upon- its army of independent sales reps. In fact, the direct-selling firm intends to have 750,000 reps in the U.S. by 2007, which would represent an increase of more than one-third over five years. Beyond its time-tested sales methods, Avon recognizes that adding channels and appealing to new market segments are also critical to the company's success. With about three-quarters of U.S. women in the work force instead of at home and the widespread use of the Internet for commercial purposes, direct selling has become an entirely new business. At the same time, demographic and economic trends have established female teenagers and young women as a viable market segment for cosmetics marketers.

Like so many enterprises, Avon is working hard to capitalize on the power of the Web. The firm's website was launched in 1997, in a rather low-key manner. The caution was intentional, in order to avoid a backlash from Avon reps who felt their sales would be diminished as a result of the Internet. However, this cautious approach may have cost Avon the chance to get a lead in the online cosmetics business. Smaller e-business ventures that didn't face Avon's constraints soon captured the bulk of the online market, worth nearly $1 billion a year.

Redesigned in 2000 with a $60 million budget, www.avon.com now allows customers to search for products, place an order, and take advantage of special offers and promotions-once the exclusive province of Avon's reps. Online shoppers can also obtain information about becoming a sales representative. Avon has even made reps a part of its website. With one click, Internet shoppers can contact an "e-representative" who sells online (with lower order-processing costs than for door-to-door sales). This new type of sales rep earns a 20% to 25% commission while paying the company a fee of only $15 a month. E-reps can offer their customers exclusive features such as access to Avon's full product line, special promotions and new-product offerings, and information about women's health and beauty. Customers also have e-mail access to the rep, which personalizes the shopping experience to some degree.

Avon is using a more personal approach to tap into the teenage female market, which spends about $25 billion annually on beauty-related products. A cornerstone of the strategy is to recruit reps ages 16 to 24 to sell Avon's products to their peers beginning in late 2003. Rather than going door to door, the "junior reps" will make their sales pitches in social settings, even slumber parties.

One reason why Avon is using young people as sales reps is to overcome teens' perceptions that the company's products are for their mothers and grandmothers, but not for them. Toward that same end, Avon has developed an entirely new teen-focused product line, carrying the Mark label.

Avon is now using a variety of methods to reach its traditional market of women ages 25 to 55 as well as female teenagers and young women. In addition, the cosmetics marketer has added retail stores, an Internet presence, and younger sales reps to its long-standing middle-aged sales force. With these moves, Avon believes it has completed its makeover-at least until its appearance becomes weary at some point in the future