Avon: Reshaping The Tradition Of Brand Community

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Avon: Reshaping the Tradition of Brand Community Rochester College Studies in Marketing - Professor: Introduction “Ding Dong Avon calling” is one of the best-known branding catch phrases for the 1950s, but the Avon ladies have moved on from the iconic-smiling American homemaker to the working mother on the go today. In response, Avon has had to rethink, reevaluate and redefine its customer’s products and business strategies to reclaim the market power and presence it once had. Many women began working outside the home, the arena where most of its demonstrations and sales had traditionally taken place (Coulter, 2003, p. 155). Avon also considerably expanded its presence outside of the United States, especially in Brazil and other South American countries, China, and Eastern Europe. Today, despite the scores of expensive American and foreign brand-name cosmetics, Avon ranks first in sales nationwide, with Avon ladies ringing doorbells from coast to coast (Coulter, 2003, p. 162). With more than 2.6 million representatives worldwide, Avon’s annual sales top $7.7 billion. Andrea Jung’s strategic vision for Avon was for them to be the company that understands and satisfies the product, service and self fulfillment needs for woman globally. She knew products had to be made to fill the needs of different age groups and races. It was time for Avon to become more modern and up to date. Yes, Avon’s new strategic direction would launch an entirely new line of business, the development of innovative products, new packaging, and new channels to the distribution (Flick, 2009, p. 26). Avon’s mission “To be the company that best understands and satisfies the product, service and self-fulfillment needs of women globally” is evidenced through their customer company interactions, brand community building; focus on satisfaction, commitment to provide learning and
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