Here is the synopsis of our sample research paper on Avon Cosmetics Marketing Orientation. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 4 page paper that discusses Avon’s marketing orientation, why it is dependent on foreign operations, impact of global recession, competitive advantages and other global issues. Bibliography lists 5 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PG690162.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
Avon insofar as every organization needs to be efficient. Product orientation is based on the belief that customers look for quality, innovation and performance on products (Exforsys Inc., 2009; Prodcons
Group, 2011). Avon has always attempted to provide quality and innovation in their products. Selling orientation believes that products must be aggressively sold to customers (Exforsys Inc., 2009; Prodcons Group,
2011). This approach would fail in most international markets. The marketing orientation is one that is customer-oriented and focuses on what customers need and want (Prodcons Group, 2011). The holistic
orientation considers marketing as a total process that begins within the company and carries through to the customer. Holistic marketing is the latest evolution and emphasizes integrated marketing, relationship
marketing, performance and internal marketing as all part of the process (Prodcons Group, 2011). Avon seems to use these last two approaches. There are two major reasons Avon chose
to expand globally. Avon realized that sales in the U.S. had peaked (Daniels, Radebaugh & Sullivan, 2010). This is a fiercely competitive industry. It would have taken a great deal
more resources to try to take market share away from competitors. It was simply less expensive and easier to expand into a global market. The sales approach, which relies on
independent contractors to act as representatives and salespersons worked well when more women stayed home. The company believed that as more women entered the corporate world, the potential pool for
representatives would be severely reduced That turned out to be an erroneous forecast because the number of part-time direct sellers for all companies in the U.S. nearly doubled between
1996 and 2007 (Daniels, Radebaugh & Sullivan, 2010). The selling approach changed among the companys representatives. They stopped going door-to-door as much and began selling more to family, friends, co-workers
...