Avon Background <ul><li>Markets through 3 million representatives in 131 countries </li></ul><ul><li>500,000 representativ...
Avon Goals and Objectives <ul><li>Convert offline representatives into eRepresentatives while growing revenue and reducing...
Representative Concerns and Needs <ul><li>Technology must be easy to use </li></ul><ul><li>Websites must be cost effective...
Key Challenges <ul><li>Aggressive timeline </li></ul><ul><li>Integration with third party platform </li></ul><ul><li>Multi...
Avon Sites avon.com Main Corporate Site Support for finding eReps youravon.com eRep Sites Leadership Rep Sites Localizatio...
Avon’s Solution <ul><li>Representative web sites </li></ul><ul><li>Shared control </li></ul><ul><li>Seamless customer expe...
Application Value <ul><li>Centralized Management </li></ul><ul><ul><li>Avon Corporate controls branding, product, and cont...
Select Featured Products
Select Topics for Advice
Communicate and Recognize
Summary of Avon Approach <ul><li>“ Channel inclusive” strategy </li></ul><ul><li>Integrates online with offline infrastruc...
Summary of Results and Activities to Date <ul><li>Unveiling of eRepresentative program at Las Vegas convention: “Connect w...
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Avon Webinar Case Study

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This was a case study of the product with a huge account that I played a key role in closing.

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  • Let’s take a closer look at the Carlson travel initiative. As more consumers started researching &amp; booking trips on the internet, this leading travel company was faced with the need to compete online . Supporting research from AOL showed that 71% of consumers go online to research a travel purchase before buying , even though they might actually purchase through traditional venues . Carlson understood this phenomenon and sought an online presence to complement their traditional channels. With over 700 franchised travel agencies, the company needed an efficient strategy to integrate their local franchises, so that each franchise could enhance their revenue streams. Carlson understood that franchisees required a cost-effective solution that could be easily implemented, even for technical novices. And while the corporate office wanted to offer personalized web sites for each franchise, they also wanted to maintain control over the branding &amp; look &amp; feel of every site bearing the Carlson Wagonlit name. And while they were at it, they decided to increase the effectiveness of their communications by introducing an online communications channel.
  • Avon Webinar Case Study

    1. 1. Avon Background <ul><li>Markets through 3 million representatives in 131 countries </li></ul><ul><li>500,000 representatives in US </li></ul><ul><li>One of the most recognized consumer brands </li></ul><ul><li>Competitive pressure to conduct business online </li></ul><ul><li>Changing demographics, consumer shift to Internet </li></ul>
    2. 2. Avon Goals and Objectives <ul><li>Convert offline representatives into eRepresentatives while growing revenue and reducing costs </li></ul><ul><li>Help representatives manage their business and increase productivity </li></ul><ul><li>Build and extend consumer access </li></ul><ul><li>Integrate new and existing sales channels with core business </li></ul><ul><li>Provide a reliable and scalable technology platform </li></ul><ul><li>Maintain control of the Avon brand </li></ul>
    3. 3. Representative Concerns and Needs <ul><li>Technology must be easy to use </li></ul><ul><li>Websites must be cost effective </li></ul><ul><li>Improve access by allowing their customers to order online </li></ul><ul><li>Give their customers more choice </li></ul><ul><li>Hardware and Internet access </li></ul>
    4. 4. Key Challenges <ul><li>Aggressive timeline </li></ul><ul><li>Integration with third party platform </li></ul><ul><li>Multiple technology vendors: </li></ul><ul><ul><li>Interface Design </li></ul></ul><ul><ul><li>Systems Consulting </li></ul></ul><ul><ul><li>Consumer Hardware </li></ul></ul><ul><ul><li>Internet Service Provider </li></ul></ul><ul><ul><li>Customer Care </li></ul></ul><ul><li>Communicating across Avon business and IT organizations </li></ul>
    5. 5. Avon Sites avon.com Main Corporate Site Support for finding eReps youravon.com eRep Sites Leadership Rep Sites Localization and Personalization
    6. 6. Avon’s Solution <ul><li>Representative web sites </li></ul><ul><li>Shared control </li></ul><ul><li>Seamless customer experience </li></ul><ul><li>Back office integration </li></ul><ul><li>Scalability </li></ul><ul><li>Bundled hardware, Internet access, and portal service </li></ul>
    7. 7. Application Value <ul><li>Centralized Management </li></ul><ul><ul><li>Avon Corporate controls branding, product, and content choices </li></ul></ul><ul><li>… With local control </li></ul><ul><ul><li>Representative selects choices provided by Avon </li></ul></ul><ul><li>Content scanning </li></ul><ul><li>Application hosting </li></ul><ul><li>Publishing </li></ul><ul><li>Customer support </li></ul>
    8. 8. Select Featured Products
    9. 9. Select Topics for Advice
    10. 10. Communicate and Recognize
    11. 11. Summary of Avon Approach <ul><li>“ Channel inclusive” strategy </li></ul><ul><li>Integrates online with offline infrastructure </li></ul><ul><ul><li>Product and service delivery </li></ul></ul><ul><ul><li>Supply and demand </li></ul></ul><ul><ul><li>Customer touch points </li></ul></ul><ul><ul><li>While controlling the brand </li></ul></ul><ul><li>Enables online and offline human relationships </li></ul><ul><li>Control brand and content while providing the representative personalization capabilities </li></ul>
    12. 12. Summary of Results and Activities to Date <ul><li>Unveiling of eRepresentative program at Las Vegas convention: “Connect with Success” </li></ul><ul><li>Direct mail and collateral distribution </li></ul><ul><li>Seminars and Workshops on e-Representative program </li></ul><ul><li>September launch of personal websites </li></ul><ul><ul><li>Over 10,000 representatives have created sites in the past month </li></ul></ul><ul><li>Estimated $10 million reduction in annual operating costs by 2002* </li></ul><ul><li>*Source: The Wall Street Journal, September 28, 2000 </li></ul>

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