Research on the enterprise online marketing mode based on data mining

With the development and popularity of mobile networks, online shopping has gradually become a trend. For enterprises, the traditional marketing mode has been difficult to play an effective role when facing the emerging online shopping mode. This study aims to improve the revenue benefits of online shopping. This paper first introduces the traditional marketing mode and then selects the data mining model used for consumption preference segmentation to build an online marketing mode. An example analysis was conducted on a book sales company and a real estate company. The results showed that more users in this community preferred five types of books, and the percentages from high to low were teaching and learning materials, modern novels, popular science books, historical literature, and classical novels; more customers preferred online platforms among the channels for collecting information on home purchase. No matter it was the book sales company or the real estate company, compared with no fluctuation in the company’s turnover under the traditional marketing mode, the turnover of the company increased month by month after adopting the online marketing mode.

Individuation Based Usability of a Customized E-commerce Platform

The usability of interfaces is critical in commerce, as it can lead to increased productivity and revenue. However, employees often have different needs from a system based on their role within the company. Hancock, Hancock, and Warm (2009) suggested that applied scientists should embrace person-specific interactions as the world moves ever more toward individual customization. Magento is an open-source e-commerce platform that can be tailored to the needs of respective companies. In conjunction with a retail plant and flower sales company in Clearwater, Florida, we assessed the usability of a custom Magento interface, focusing on each employee’s individual needs in the organization using heuristic evaluation, usability assessment, and structured interviews.

Vertical Brand Extension Strategy of L'Oreal Group

To compete in the current cosmetics market, strategic changes are needed according to the target market. Therefore, in this study, L'Oreal Group, the No. 1 global sales company, was selected as the subject of the study to study vertical brand expansion strategies used within the cosmetics industry. The purpose of the study is to analyze the vertical brand expansion strategy of L'Oreal Group and examine its effectiveness. The method of research is qualitative research that considers degree papers, journals, related books, and accounting materials from 1995 to 2020 by the L'Oreal Group. The results of the study are as follows. First, after examining L'Oreal Group's vertical brand expansion strategy, it was found that it used strategies such as ‘Mergers and Acquisitions of Various Brands’, ‘Brand Management by Business Department’, and ‘Localization’. Second, looking at the vertical brand expansion effect of L'Oreal Group, it was found that it gained the effect of ‘Increasing Sales’, ‘Strengthening Brands’, and ‘Ease Market Access’. Therefore, it can be concluded that the effect of a differentiated vertical brand expansion strategy played a role in L'Oreal Group's growth into the world's No. 1 cosmetics company. This suggests that utilization based on success stories is important, not indiscriminate application of vertical brand expansion strategies. We hope that further research will be conducted on the vertical brand expansion and online business trends of cosmetics companies in the future.

Vertical Brand Extension Strategy of L'Oreal Group

To compete in the current cosmetics market, strategic changes are needed according to the target market. Therefore, in this study, L'Oreal Group, the No. 1 global sales company, was selected as the subject of the study to study vertical brand expansion strategies used within the cosmetics industry. The purpose of the study is to analyze the vertical brand expansion strategy of L'Oreal Group and examine its effectiveness. The method of research is qualitative research that considers degree papers, journals, related books, and accounting materials from 1995 to 2020 by the L'Oreal Group. The results of the study are as follows. First, after examining L'Oreal Group's vertical brand expansion strategy, it was found that it used strategies such as ‘Mergers and Acquisitions of Various Brands’, ‘Brand Management by Business Department’, and ‘Localization’. Second, looking at the vertical brand expansion effect of L'Oreal Group, it was found that it gained the effect of ‘Increasing Sales’, ‘Strengthening Brands’, and ‘Ease Market Access’. Therefore, it can be concluded that the effect of a differentiated vertical brand expansion strategy played a role in L'Oreal Group's growth into the world's No. 1 cosmetics company. This suggests that utilization based on success stories is important, not indiscriminate application of vertical brand expansion strategies. We hope that further research will be conducted on the vertical brand expansion and online business trends of cosmetics companies in the future.

The Impact of COVID-19 on Electricity Demand Profiles: A Case Study of Selected Business Clients in Poland

The COVID-19 pandemic has caused changes in electricity demand and, consequently, electricity consumption profiles. Given the rapid changes in energy prices, it is significant from the perspective of energy companies, and forecasting consumed energy volume. A necessity for accurate energy volume planning forces the need for analyzing consumers’ behaviors during the pandemic, especially under lockdowns, to prepare for the possibility of another pandemic wave. Many business clients analyzed in the paper are economic entities functioning in sectors under restrictions. That is why analyzing the pandemic’s impact on the change in energy consumption profiles and volume of these entities is particularly meaningful. The article analyzes the pandemic and restrictions’ impact on the total change of energy consumption volume and demand profiles. The analysis was conducted basing on data collected from a Polish energy trading and sales company. It focused on the energy consumption of its corporate clients. Analyzed data included aggregated energy consumption volumes for all company’s customers and key groups of economic entities under restrictions. The analysis demonstrates the influence of pandemic restrictions on energy consumption in the group of business clients. Significant differences are observable among various sectors of the economy. The research proves that the largest drops in energy consumption are related to shopping centers and offices. Altogether, the restrictions have caused a 15–23% energy consumption drop during the first lockdown and a maximum 11% during the second against expected values.

Market basket analysis with association rules in the retail sector using Orange. Case Study: Appliances Sales Company

This research is conducted to analyze the shopping basket by using association rules in the retail area, more specifically in a home goods sales company such as appliances, computer items, furniture, and sporting goods, among others. With the rise of globalization and the advancement of technology, retail companies are constantly struggling to maintain and raise their profits, as well ordering the products and services that the customer wants to obtain. In this sense, they need a new approach to identify different objectives in order to be more competitive and successful, looking for new decision-making strategies. To achieve this goal, and to obtain clear and efficient strategies, by providing large amounts of data collected in business transactions, the need arises to intelligently analyze such data in order to extract useful knowledge that will support decision-making and, an understanding of the association patterns that occur in sales-customer behavior. Predicting which product will make the most profit, products that are sold together, this type of information is of great value for storing products in inventory. Knowing when a product is out of fashion can support inventory management effectively. In this sense, this work presents the rules of association of products obtained by analyzing the data with the FPGrowth algorithm using the Orange tool.

Women of Enterprise

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.

Ding Dong! Avon Calling!

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.

Introduction

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.