King of Selling

Author(s):  
Clovis E. Semmes

S.B. Fuller was one of the most successful black entrepreneurs of the twentieth century. Early on, he primarily catered to black consumers through his Fuller Products Company, a door-to-door direct sales company featuring personal care products. Later, he surreptitiously bought the previously white-owned Boyer International Laboratories whose product line included Jean Nadal cosmetics. When southern whites discovered Fuller’s ownership of Boyer International, a subsequent boycott damaged this aspect of Fuller’s business holdings. In addition, problems associated with his ownership of Chicago’s South Center commercial complex (which included the iconic Regal Theater), led to his bankruptcy. Ironically, Fuller, during his career, publicly downplayed the importance of white racism. Yet, the racially motivated boycott of Boyer International products was the catalyst for later his commercial misfortunes.

Author(s):  
Leandro A. Guissoni ◽  
Paul W. Farris ◽  
Ailawadi Kusum ◽  
Murillo Boccia

Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead the company in the strategic transition to focus less on the direct sales consultants and more on reaching the end consumers directly with multiple channels and touchpoints. In October 2016, the company’s board appointed its former commercial vice president, João Paulo Ferreira, as the most recent CEO. Ferreira’s challenge was to find the right balance between the direct-selling and other channel formats to market Natura, thus enabling it to thrive in the face of intense competition in the beauty and personal care market in Brazil.


Author(s):  
Katina Manko

Avon Products employs women as both corporate employees and as sales representatives. Employees receive a salary and work at the office while the representatives are independent contractors who work from home and are paid by commission on their personal sales. Avon Ladies visited the private homes of their customers, cultivating a personalized service integral to the corporate culture. Avon, as a direct sales company, has always sold two products. The first was its line of cosmetics, perfumes, and toiletries as displayed in its catalogs. The second, to which Avon also devoted substantial time and resources, was selling the business opportunity and recruiting women to become Avon Ladies. Avon organized its representatives in city or regional sales offices run by salaried managers, and unlike modern multi-level marketing companies, it did not require representatives to recruit. As a leader in the direct selling industry, Avon occupied an influential position in the twentieth-century conversation about women in business and the value of women’s entrepreneurship.


2012 ◽  
Vol 2 (10) ◽  
pp. 1-2
Author(s):  
D. Muthukrishnaveni D. Muthukrishnaveni ◽  
◽  
Dr. D. Muruganandam Dr. D. Muruganandam

2020 ◽  
Vol 6 (8) ◽  
pp. 2223-2238 ◽  
Author(s):  
Arvid Masud ◽  
Nita G. Chavez Soria ◽  
Diana S. Aga ◽  
Nirupam Aich

Reduced graphene oxide-nanoscale zero valent iron (rGO–nZVI) nanohybrid, with tunable adsorption sites of rGO and unique catalytic redox activity of nZVI, perform enhanced removal of diverse PPCPs from water.


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