Ding Dong! Avon Calling!

Author(s):  
Katina Manko

The Avon Lady was a woman who sold cosmetics door-to-door and earned commissions on her sales. In the 1950s, she became famous in a long-running advertising campaign that featured a two-chime doorbell, “Ding Dong!,” followed by the greeting “Avon Calling!” At that time, more than 250,000 women worked as Avon Ladies, and together they represented the largest female direct sales force in the world. Avon began as the California Perfume Company in 1886. Its founder, David McConnell, had sought to provide women with an independent business opportunity largely hoping to soften the seedy reputation of itinerant peddlers. When the company created the Avon brand of cosmetics in the 1930s, changing its name to Avon Products in 1939, it stood as a leader in the direct selling industry and the only company to hire women exclusively as its representatives. This history explores the business of those representatives and the way they were managed. In the second half of the twentieth century, Avon became the largest direct sales company in the United States, spurred by a growing white suburban market. Avon hesitated until the late 1960s to develop recruiting and sales in the African American market, but by the 1970s it was regarded as a leader in affirmative action programs to diversify its workplace and promote women in management. Still, Avon’s executive suite remained a male preserve until Andrea Jung became its first female CEO in 1999. Although Avon closed its doors in 2016, it had earned a solid reputation as a company by women, and for women.

Author(s):  
Chandan Saini ◽  
Ashish Miglani ◽  
Pankaj Musyuni ◽  
Geeta Aggarwal

Regular inspections are carried out to ensure system conformity by the Food and Drugs Regulatory Authority (FDA) of the United States one of the most stringent regulatory authorities in the world. The inspectors send Form 483 to the management after the inspection, detailing the inappropriate conditions. Because the FDA guidelines are difficult to comply with, a company can contravene the regulations. If any significant infringements can affect the protection, quality, effectiveness, or public health of the drug is identified, the FDA issues advice to the company. Warning Letters (WL) shall be an official notification of non-compliance with federal law within a period to be issued by manufacturer, clinician, distributor, or responsible person in the company. The delivery of a letter has a considerable impact on the company's reputation and position in the market. Inadequate WL reactions could lead to a refusal, import denial, memorandum or even conviction and order. A brief study was conducted in this document of Form 483 and WL for four years (2017–2020) on an understanding the regulatory provisions.


2017 ◽  
Vol 20 (2) ◽  
pp. 5-19
Author(s):  
Damian Kaźmierczak

Using a sample of 1,705 convertible bonds issued by manufacturing and service companies from the United States (1,138 issues); Europe (270); and Asia (297) between 2004 and 2014 this paper investigates the role of callable convertibles in the corporate investment process. This research shows first that callable convertibles are used to finance investment projects particularly by American firms which may exercise new investment options to improve poor financial performance. Secondly, the same strategy may be followed by European companies, but they seem not to carry out investments on as large a scale as American firms. Thirdly, the research results do not provide evidence that Asian enterprises use callable convertibles for investment purposes: they likely use these instruments for different reasons.


Author(s):  
Elias Olivares-Benitez ◽  
Pilar Novo Ibarra ◽  
Samuel Nucamendi-Guillén ◽  
Omar G. Rojas

This chapter presents a case study to organize the sales territories for a company with 11 sales managers to be assigned to 111 sales coverage units in Mexico. The assignment problem is modeled as a mathematical program with two objective functions. One objective minimizes the maximum distance traveled by the manager, and the other objective minimizes the variation of the sales growth goals with respect to the national average. To solve the bi-objective non-linear mixed-integer program, a weights method is selected. Some instances are solved using commercial software with long computational times. Also, a heuristic and a metaheuristic based on simulated annealing were developed. The design of the heuristic generates good solutions for the distance objective. The metaheuristic produces better results than the heuristic, with a better balance between the objectives. The heuristic and the metaheuristic are capable of providing good results with short computational times.


2021 ◽  
pp. 209-236
Author(s):  
Katina Manko

During the 1980s and 1990s, Avon had successfully built its reputation as “a company of women and for women.” Avon, along with the Small Business Administration, created a Women of Enterprise awards program that highlighted the success of women business owners outside of direct sales. Through this program, Avon engaged in a popular conversation about women’s ability to “have it all.” Recognized for its women-friendly management policies, organizations such as Catalyst held Avon up as an example of a company where women had shattered the glass ceiling, even though Avon continued to name men to lead the corporation, prompting the defection of several high-ranking women in its global organization. When Andrea Jung became CEO in 1999, Avon had reached its zenith as a direct sales company, but it could not succeed against the fundamental challenges presented by internet marketing.


2030 ◽  
2010 ◽  
Author(s):  
Rutger van Santen ◽  
Djan Khoe ◽  
Bram Vermeer

Mahatma Gandhi supposedly once said: “It took Britain half the resources of the planet to achieve its prosperity. How many planets will a country like India require?” Translated to the world order of today, his question would be: “What if China would aspire to the standards of living of the United States?” Our planet is certainly flexible. A quarter of its surface has been plowed up, and its atmosphere, soil, and water have been fundamentally altered in many places. Humanity now extracts more nitrogen from the air than nature does, and we use more water than all the rivers put together. It’s a miracle that Earth’s systems have been able to withstand these interventions as effectively as they have. Many parts of the world are cleaner than they were a century ago. Pollutants like sulphur, nitrogen, and small particles are now routinely filtered from exhaust pipes and chimneys. We’ve mastered the problems of acidification and smog. But those were the easy tasks. The fact that we dealt with bad things in the past is no guarantee of a rosy future. Interference in our environment is too great for that. Humanity continues its assault on the planet. The toughest problems remain unsolved. The truth is that we are already consuming more than one Earth can support. Just as a company can spend more than it earns by selling its assets, we are eating into Earth’s capital, which was accumulated during thousands of years. In a report published by a group of leading scientists, it was concluded that we already have transgressed safe planetary boundaries in many respects. We already have surpassed the carrying capacity of Earth’s climate with a factor of 1.5, we are at a tenfold rate of bearable biodiversity loss, we extract four times more nitrogen from natural cycles than can be considered sustainable, and we are at the tolerable thresholds of the phosphorus cycle, ocean acidification, and stratospheric ozone depletion. Human civilization is out of kilter with the natural environment. We are using considerably more than one Earth. Many subsystems of Earth react in a nonlinear, often abrupt, way.


1996 ◽  
Vol 4 (3) ◽  
pp. 73-87
Author(s):  
Alan J. Dubinsky ◽  
Abdalla Hanafy

Exporting has become a popular means for businesses to augment sales and profitability and for countries to improve their gross domestic product and balance of trade. As a complement to export selling, high-level government officials increasingly are providing export promotional assistance to their nations’ industries. Much of what is known about this “high-level government selling, “ however, is based on conventional wisdom and anecdotal evidence. This article reports the results of a study that examined non-U.S. politicians’ export selling efforts. Data were obtained from surveys of foreign embassy diplomats in the United States. Findings offer insights into what government officials are doing to stimulate sales of their countries’ exports.


2021 ◽  
pp. 163-208
Author(s):  
Katina Manko

From the 1950s to the 1970s, Avon increased its representative force from 26,000 to more than 6 million women selling products around the world, and it became a leader in both the direct sales and cosmetics industries. Avon developed its iconic advertising campaign, “Ding Dong! Avon Calling!” which promoted both the distinctive door-to-door sales service to customers as well as a recruiting message to attract women to the business opportunity. Avon became established in new white suburban neighborhoods, then expanded into the African American market in the 1960s. In the 1960s, Avon worked to uphold affirmative action and equal opportunity laws, increasing the number of minority employees in its sales staff as well as its corporate offices and manufacturing facilities. Avon named two women to the board of directors in the 1970s, turning its attention to creating a supportive workplace for women. Public relations campaigns sought to rebrand the direct selling opportunity as a business on par with new career paths opening to women during second wave feminism.


Author(s):  
Joseph Golden ◽  
John Joseph Horton

We report the results of an experiment in which a company, Firm Vary, temporarily suspended its sponsored search advertising campaign on Google in randomly selected advertising markets in the United States. By shutting off its ads, Firm Vary lost customers, but only 63% as many as a nonexperimental estimate would have suggested. Following the experiment, Firm Vary merged with its closest competitor, Firm Fixed. Using combined data from both companies, the experiment revealed that spillover effects of Firm Vary’s search advertising on Firm Fixed’s business and its marketing campaigns were surprisingly small, even in the market for Firm Vary’s brand name as a keyword search term, where the two firms were effectively duopsonists. This paper was accepted by Eric Anderson, marketing.


2019 ◽  
Vol 2 (1) ◽  
pp. 65
Author(s):  
Aris Setiyani

In this era of global change, where the millennial generation has begun to enter the workforce, more and more workers around the world are feeling uneasy about staying in their current jobs. Even in a survey conducted  by TNS Employee Insights, a survey agency in the United States, stated that only 14.3% of workers were fully engaged with the company, 29.7% were involved and the rest did not want to be involved in the organization. The survey also noted about 45% of respondents who stated they were not satisfied with their work. The level of employee dissatisfaction will negatively affect the behavior and feelings of employees in a company. This study aims to look at the 3 variables, namely compensation, flexible working hour  and company branding, which is the most influential on employee engagement to stay and  be involved in realizing the ideals of the organization. This research was conducted on millennial respondents who had worked for at least 1 year  in various industries both manufacturing and service industries in the area of West Java, Central Java and East Java as well as Jabodetabek, Indonesia. The number of samples collected and calculated were 285 respondents. Data calculation is done using SEM-AMOS software. From the analysis of the data it was found that compensation, flexible working hour  and company branding  have an influence on employee motivation and employee engagement, and employee motivation has the effect of mediating the relationship between compensation, flexible working hour and company branding on employee  engagement.


2011 ◽  
pp. 110-123
Author(s):  
Navin Sharma

One of the largest direct-selling companies in the world, with sales forces in the U.S. and abroad, sells a line of beauty, health, and fitness products through a network of independent sales representatives. Currently in the United States alone, the representative population has grown to several hundred thousand individuals. Representatives purchase products from the company at a discount, and in turn, sell them to their own customers, earning revenue through volume discounts. Customers order their products from catalogs that contain a mix of seasonally appropriate items along with core and new products, and special promotions to choose from. To assist its field sales force, this consumer products organization provides incentives, sales recognition awards, and training programs in beauty consultation and sales effectiveness.


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