...NATURA COSMETICS: From Brazil to United States INTRODUCTION TO THE COUNTRIES: BRAZIL AND UNITED STATES Brazil, one of the fastest growing emerging markets in the world is the “country of the moment” as many called. Low cost manufacturing, develop infrastructure, government incentives, and increase of income levels has set Brazil as hot stop for investor and a secure place for international expansions. Not only a hot stop for investor, but also a homeland of many entrepreneurs going out of the national barriers and growing internationally in a remarkable way. With rising of wages, a stability of inflation, Brazilian population is getting richer. In the last couple years, that was increase of the wealth population and a significant improvement of the middle and low class purchase power, resulting in growing of the country and putting new challenges for local business thinking of going to other countries. Not surprising, Brazilians are spending more in many different market segments, one of them cosmetics, fragrances, and personal hygiene. In 2010, with an impressive 12% growing of the cosmetic market, Brazil became the second largest consumer of cosmetics in the world just behind United States. According the ABIHPEC, Brazilian Association of cosmetics, fragrances, and personal hygiene, the market of these products has grown substantially over the past 15 years. Exports grew 17.8% in 2010, reaching $ 693 million, versus $ 588 million in 2009. Imports of these...
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...------------------------------------------------- Visit Natura Question 1 : How does a strong vision and a corporate culture based on human well-being affect employees? You don’t just all of a sudden ‘have’ the almost 8,000 motivated employees that Natura can globally count on, you have to earn them every day. There are several ways in which one can see what influences both company and employee at the same time, and we’ll try to elaborate on at least some of those corporate characteristics. Maybe the most straight forward aspects are to be found when you take a closer look at the employee advantages related to the work, the so-called fringe benefits. As what I’ve learned from the guided tour, apart from their regular monthly pay-check, employees are made feeling very supported when performing their professional activities in the Cajamar factory. Besides the somewhat more regular insurance plans, payback of transportation costs and a restaurant to enjoy a healthy lunch or snack, Natura employees with kids can also use the baby day-care centre if there short on a babysitter. Even more, mothers with new-borns are allowed to stay home for 6 months and even new dads are allowed to take up much more weeks than the Brazilian average of two weeks of paternal leave. Apart from this, the Cajamar factory also includes a gym where employees can stay fit, a medical facility for urgencies, a bank and a shop for easy access to all of the products in the Natura catalogue. In addition to the more tangible...
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...Task 1 (not more than 1200 words, maximum) Sub-section 1: Learning and willingness to learn from new market’s culture. How is the new market? How are the new customers? You’re learning from the experience and introduce it into your products. 1. Willingness to learn: what different things did they (Natura) learn in the new market? Did they introduce new products? Did they hire local employees? Did they provide some sort of different systems for the customers to buy their products? So what is the different system that they have changed? If they changed, give examples. 2. High level of energy and commitment: You remember we have talked about some markets that need more work to be done because they are not developed yet, they’re under developed. So what do you do? You provide more resources in there, you look after the market in order to mature the market. So give example, something like, when they (Natura) enter Russia market, how they commit to that market? Are they trying to provide extra credits to the manufacturers, or wholesalers in the market? Are they try to give extra offers to the customers? That’s commitment. 3. Control and effective monitoring: Have they decentralized their control in new markets? Or they centralize their control? Sort of control: how much they centralize/decentralized their control? What sort of activities they centralize or decentralize? First part of Task 1 can be breakdown into...
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...Natura 1. How are these cultural factors demonstrated in Natura’s marketing in Brazil? Brazil is a culture that is based off of several different factors, looking at and using Hofstede’s five dimensions the Brazilian culture shows how Natura has developed it’s marketing to the culture. The Brazilian culture respects hierarchy and inequalities are acceptable among different people and Natura used this acceptable differences between people and women to create their culture of natural beauty that is not defined by models but by the differences and increasing the self-esteem of women. The strong sense of responsibility to one’s family and the group led Natura to take on the culture of long-term relationships with its direct sales force and cultivate a better relationship between Natura’s customers and the company. Also, the Brazilian culture is long-term oriented and this is why Natura is driven to look at the long-term success of the company in markets that they aren’t necessarily making a short-term profit. A good example of this would be when Argentina devalued their currency in 2001, Natura took the long-term approach and didn’t raise their prices and decided to cultivate its relationship with their customers and reduce costs and improve efficiencies instead of looking for the short-term profits. 2. Natura is considering entry into the US market. Considering cultural characteristics, what elements of marketing do you think they could standardize from their Brazilian...
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...NATURA The eco and customer friendly company. Table of Contents Introduction: 3 The Natura Concept: 3 Products: 4 Competitors: 4 Biodiversity: 5 Production and Operation: 6 Social Responsibility: 6 Financials: 7 Conclusion: 8 Introduction: Natura, a Brazilian based company was founded in 1969, by Luiz Seabra and later partnered with Guilherme Leal and Pedro Pasos. Today, as a public company since 2004, Natura is a leading manufacture and marketer in the skin care, solar filters, cosmetics, perfume, and hair products (Natura). Natura sold in Latin America and France is looking to enter the U.S. markets once they stabilize after the recession (Azevedo). The Natura Concept: Unlike many other companies within the personal care industry, Natura takes a position in promoting inner beauty and self-esteem. In 1992, Natura implemented the Truly Beautiful Women Campaign, focusing on women with healthy levels of self-esteem as possessing “true beauty” instead of the traditional focus on outer beauty and age (Natura). Natura prides itself in its strong research and development efforts and its use of ordinary women rather than supermodels in their advertisements (Natura). Since Natura conception in 1969, they have made it their focus to positively effect the environment, consumers, and the universe, and based off of this belief: “We have been fundamentally committed to conducting our business with consideration for environmental...
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...Natura Overview A company that was established in 1969 in a small garage in the city of Sao Paulo has grown to become considered currently as the largest and most lucrative corporation in the cosmetics sector and one of the most successful in the whole of Brazil. The business model implemented promotes an economic growth compatible and in pace with the social development while responsibly utilizing the country’s natural resources and biodiversity. This socio-ecologically correct behavior has given the company status and recognition while allowing the building of a very particular and differentiated profile which turned out to be very much appreciated by its clients. Natura adopted a direct-selling model that has developed into the core of its DNA and that allows for consultants to act as ambassadors of the brand and product offer as they approach the end consumer in an individual and personal basis. This direct-selling allowed for geographical expansion without loss of the interpersonal relations that were vital for the valorization of the brand by enhancement of its attributes and product uniqueness. The brand has experienced exponential growth between 1979 and 1989 (US$ 5 million to US$ 170 million), which is a testimony to the assertiveness of this tactic. Additionally, Natura promotes the idea that beauty should be directly related to well being and harmony of body and soul rather than to the incessant search for resemblance to industry’s unachievable beauty stereotypes...
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...While preparing to write this article, I did a lot of research and I will attempt to inform my readers particularly intending home buyers about the state of real estate market in Houston. My focus is on Houston because this where I reside, having said that my interest in real estate and issues related to the housing market has also been a source of inspiration. My feature story which I intend to publish in a magazine called Houston Realtor, a professional magazine for real estate agent in the city of Houston will inform my audience of the reason why they can buy in that city. Prior to 2006 in the United States the Housing market was bubbling, banks were giving loans and by early 2006 housing prices reached their peak. Later that year and in 2007 and up till 2008 the United States recorded increase in foreclosure rate among home owners. According to the case- Shiller home price index reporter its largest price dropped in his history. Between that time and now the Houston real estate market remains one of the strongest in the country. According to statistics generated from many real estate and economic analysis the general conclusion is that the Houston real estate market was ranked the no.2 this year, in terms of home values. According to research Houston gained nearly 10,000 new jobs in 2010 because the real estate market is attractive, hesitant home buyers have a good reason to go ahead with their purchase. Mortgage rates are expected to stay below five percent. The phrase...
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...| case study | | | 17/02/2014 | Natura : Global Beauty Made in Brazil | | David Molina 11185093 | case study Natura : Global Beauty Made in Brazil | | | What are the key success factors in the cosmetics industry?We’re going to go with a step by step analysis, similar to a PEST analysis, in order to find the key factors in the cosmetic industry, especially in Brazil and according to the article.First, the political reforms in Brazil in the 1990s has led to a better openness of trade and investment from the global market. From 1995 to 2000, it has created a more decentralized and market-driven environment through the deregulation of state monopolies and prices, according to the WTO report of trade policies in Brazil in November 2000. It also explains the influence of better resource allocation and greater flexibility of the Brazilian market on the recovering from the financial crisis that lead to the floating of the real in 1999, and thus show an increasing resistance of the market.On the other side, the economic structure of Brazil was supporting the development of the cosmetic market. In 2005, it has 180 million of people which 83% were located in urban areas, which are targeted consumers for cosmetic products. Also there was a strong demand for cosmetic products in Brazil, the country being among the top ranked countries in term of sales. Before the 1990s, there was also a lack of international competition in Brazil, a few multinational were eager...
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...1. Objetivos e Metodologia do Trabalho.............................................................. 3 2. Apresentação da Empresa: Natura................................................................... 4 3. Revisão Teórica.................................................................................................. 7 3.1 Business Performance Manegement: Current State of Art.................. 7 3.2 Modelo de Avaliação do Desempenho-Organizacional....................... 7 3.3 Balanced ScoreCard............................................................................. 13 3.4 Total Quality Mangement.................................................................... 17 3.5 Sustentabilidade................................................................................... 19 4. Modelo de avaliação de desempenho proposto........................................... 22 4.1 Modelo Inicial....................................................................................... 22 4.2 Modelo corrigido com gestor Natura.................................................. 26 4.3 Implementação.................................................................................... 27 5. Aplicação do modelo e análise........................................................................ 28 6. Conclusões, recomendações e Propostas..............................
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...Natura: Global Beauty Made in Brazil I. Situation Analysis The beauty market has experienced exponential growth rates and is an important sector in many countries—particularly Brazil – a country known for its cultural importance of self-image. Amidst a highly competitive beauty industry with a number of major global players, one local gem stands out from the crowd – Natura. Founded in 1969, the company is the industry leader in cosmetics, fragrances and personal care market in Brazil. Natura developed it products using environmentally sustainable practices and employed a direct sales business model, which has overtaken Avon, the giant U.S. company. Natura provides a wide range of products with solutions for consumers’ various needs including face care, body care, hair care, make-up, fragrances, oral hygiene and product lines for children. The company was tremendously successful in Brazil despite the tough economy. Natura began its international expansion in 1982 around the neighborhood countries, starting with Chile followed by Argentina, Peru and recently Mexico in 2003. However it was in 2005 that Natura took a major step in its internationalization by opening a shop in Paris, the world capital of beauty and cosmetics. The analysis below examines and evaluates a strategic decision for future international expansion for Natura – whether it is to stay within Latin America and Europe, enter the attractive US market or expand to fast-growing Russia? And as part of the growth strategy...
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...Initial situation: Natura, found by Mr. Luiz Seabra in 1969 in Sao Paulo, is a cosmetic company offering a wide range of products. The company was originally found on different values such as building a better world based on harmony with oneself, with others and with nature. In 1969, the company was selling its product only in one store in an upper-class neighborhood in Sao Paulo. The products were manufactured in a small laboratory. Few years after its foundation, the company has decided to expand its distribution by using a direct sale distribution model. This distribution model consists to sell a product from person to person and was an advantage for the company because they were able to foster the relationship with the clients and to extend the distribution at low cost. This direct sale strategy was organized in a simple structure. Natura hired some sales supervisors that have to hire sales representatives who were trained and monitored by the supervisors. This strategy was interesting for the company because the sales representatives had no work attachment with Natura, which gave flexibility for the company. Their salary was just a commission on the products sold. The customers had to select products on catalogues and placed their orders threw a call center or company’s website. Then the products were delivered to the sales representatives in 24 hours and delivered to the customers. This directs sales system is an interesting system for Natura, because it is a...
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...– Programa Carbono Neutro - Natura Cosméticos S/A - RESUMO: A Natura é uma marca de origem brasileira presente em sete países da América Latina. No Brasil, a empresa é líder do mercado de cosméticos, fragrâncias, higiene pessoal e no setor de vendas diretas. Em seu comportamento empresarial, a Natura busca, alinhada com o modelo do Triple Botton Line, criar valor para a sociedade como um todo, gerando resultados integrados nas dimensões econômica, social e ambiental. Nesse sentido, dentro de sua política de desenvolvimento sustentável, a Natura lançou em 2007 o projeto Carbono Neutro – apresentado no presente trabalho – que objetiva reduzir as emissões de Gases do Efeito Estufa (GEEs) e neutralizar o que não pode ser reduzido, por meio de projetos de compensação ambiental. 1. Introdução A responsabilidade sócio-ambiental hoje é tratada por muitas empresas como um fator estratégico para o negócio e esta tem influenciado o desempenho econômico das organizações. Essa afirmação pode ser evidenciada pelo fato de que o Triple Bottom Line é a principal ferramenta do Índice de Sustentabilidade Empresarial (ISE) da Bolsa de Valores de São Paulo. Nessa conjuntura, pode-se constatar que as questões sócio-ambientais estão intimamente relacionadas a questões de competitividade empresarial e imagem frente aos stakeholders. Frente a esta nova realidade de mercado e em consonância com seu compromisso com o desenvolvimento sustentável, a Natura engajou-se na questão da redução...
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...KOMPENSASI KARYAWAN: TUNAI VS NATURA Karyawan yang bekerja di sebuah perusahaan dan pemberi kerja lain akan menerima imbal hasil dari jasa yang ia diberikan, berupa kompensasi. Kompensasi yang diberikan oleh pemberi kerja dapat berupa gaji, upah, honorarium, bonus, tunjangan-tunjangan seperti dana pensiun dan tanggungan biaya kesehatan, sampai pemberian fasilitas yang biasa kita kenal dengan biaya kenikmatan atau natura. Pemberi kerja tentu ingin memaksimalkan keuntungan yang mereka terima, dengan memaksimalkan biaya yang bisa mereka bebankan sebagai pengurang penghasilan, agar pajak yang mereka bayarkan semakin sedikit. Di lain pihak, pemberi kerja juga ingin memacu motivasi karyawannya agar dapat bekerja secara produktif dengan memberikan kompensasi tambahan, disamping kompensasi pokok yang mereka berikan. Dalam hal ini, pemberi kerja harus memperhitungkan dengan cermat kebijakan yang akan mereka pilih. Idealnya tentu mereka ingin agar dapat memberikan kompensasi tambahan, dan biayanya dibebankan. Maka dari itu, sebagai bagian dari tax planning, pemberi kerja dapat mempertimbangkan cara pemberian kompensasi tersebut. Natura, menurut Kamus Besar Bahasa Indonesia diartikan sebagai “barang yang sebenarnya, bukan dalam bentuk uang (ttg pembayaran).” Sedangkan menurut Surat Edaran Dirjan Pajak Nomor SE-03/PJ.23/1984 tentang pengertian kenikmatan dalam bentuk natura (seri PPh Pasal 21-02), kenikmatan dalam bentuk natura adalah setiap balas jasa...
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...To L'Oréal, Brazil's Women Need New Style of Shopping By CHRISTINA PASSARIELLO (See Correction & Amplification below .) RIO DE JANEIRO—Brazilian women are among the biggest spenders on beauty products anywhere. But the world's largest cosmetics company, L'Oréal SA, has faltered in Brazil. The reason: Brazilian women from the banks of the Amazon to Sao Paulo's slums and the affluent beach communities of Rio de Janeiro have traditionally bought their skin creams and mascaras from door-to-door sales representatives, not the shops where L'Oréal sells its brands. Cosmetics giant L'Oreal is trying to change the way Brazilian women buy makeup. WSJ's Christina Passariello reports from Rio De Janeiro. The French company won't use the direct-sales approach, but the company has adopted a strategy that takes a page from it: introducing personal beauty advisers at department stores. L'Oréal also plans to offer a new line of lightening creams at pharmacies. "Our big bet here is to create a makeup business in retail from scratch," said Jean-Paul Agon, L'Oréal chief executive, as he picked up a tube of Maybelline mascara, one of his company's many brands, in a Lojas Americanas department store in a middle-class Rio neighborhood. "The more the market develops, the less relevant direct sales will be." For L'Oréal, winning over Brazilian women is crucial if it is to meet its goal of adding one billion consumers—a doubling of its current clientele—over the next decade. L'Oréal currently...
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...Enterprise Risk Management at Hydro One (A) An early adopter of Enterprise Risk Management, energy giant Hydro One anticipated new threats and opportunities in an industry that faced climate change and carbon legislation, the deregulation of electricity markets, and the greater adoption of renewable technologies. CEO Laura Formusa felt Hydro One's risk profile had shifted, to the extent that she had to ask herself -- was the strategy tenable? The case provides a rich description of Enterprise Risk Management in action, and shows how Hydro One executives arrive at a shared understanding of the risk profile of the company. In the narrative a diverse group of managers (the chief executive, the chief financial officer, the head of the public relations and the chief regulatory officer) voice their views on the risks, collectively bringing a multiple stakeholder perspective to the risk profile. The case challenges students to define the problems and risks that the company faces, given its strategic objectives, its evolving risk profile, and the changing environment. The case also offers a discussion ground for defining the role of the chief risk officer, and the relationship between risk management, strategic planning and capital budgeting. Procomp Informatic: Stepping on Ethical Landmines in Asia The collapse of Procomp Informatics Ltd, a major Taiwanese chipmaker, has been regarded by Taiwan's market watchdogs as similar to the scandal of the U.S. energy giant Enron in 2001....
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