Assignment 2: Avon Products or GE Money America Case Study
Due Week 4 and worth 150 points
From the Goldsmith & Carter textbook, select either the Avon Products (Chapter 1) or GE Money Americas (Chapter 6) case study for this assignment.
Write a five to seven (5-7) page paper in which you:
1. Provide a brief description of the status of the company that led to its determination that a change was necessary. 2. Identify the model for change theory typified in the case study of your choice. Discuss what led you to identify the model that you did. 3. Illustrate the types of evaluation information that were collected and how they are used to benefit the company. 4. Speculate about success of the changes within the next five (5) years and how adjustments could be made if the results become less than ideal. 5. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources. Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. • The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: • Explore how to identify and develop high-potential talent. • Analyze behavior change theories and their impact on talent management processes. • Determine the effects of leadership in the management of talent pools and the talent review process. • Use technology and information resources to research issues in talent management. • Write clearly and concisely about talent management using proper writing mechanics.
Avon Case Study
Your Name here
Assignment 2 Avon Products
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Avon is the company that stands for beauty, innovation, and optimism, and above all for women. Avon Products, Inc. Avon is based in New York. The company appoints the manufacture and marketing of beauty and complimentary products primarily in North America, Latin America, Europe, and Asia Pacific. Avon’s products are classified into three product categories: Beauty, Beauty Plus, and Beyond Beauty. The Beauty category consists of cosmetics, fragrances, skin care, and toiletries; Beauty Plus includes fashion jewelry, watches, apparel, and accessories; and Beyond Beauty comprises home products, gift and decorative products, candles, and toys. Andrea Jung became president and CEO of Avon in 1999 and has totally makeover the company. Under her leadership, the company has updated its product line, launched new advertising, and created a new image. Avon’s sales have increased by 30 %, profits 40%, and the stock price has dramatically improved. Jung’s has been able to align the firm’s core capabilities with its strategic targets which has lead to outstanding results. It appears that Jung has been able to establish a clear vision for the firm that has been incorporated in every aspect of the firm’s operating system. This vision is shared by all employees and representatives of Avon motivate the company for continued success. Provide a brief description of the status of the company that led to its determination that a change was necessary. Avon has experienced several problems moving its brand in many of its product lines. It showed positive net sales and earnings growth for the past five years have been in single digits and steadily declining year after year. Specific problem areas are stagnated sales, slow earnings growth, limited distribution capabilities and shift in personal care preferences and...
References: Annual Report. (n.d.). Retrieved July 2012, from Annual Report: www.annualreport.com
Avon. (n.d.). Retrieved July 2012, from Avon Website: www.avon.com
Carter, M. G. (2005). Best Practices in Talent Management. In M. Effron, Avon Products, Inc (p. 16). San Francisco.
Grahl, J. and Teague, P. (2004), “The German model in danger”, Industrial Relations Journal, Vol. 35 No. 6, pp. 557-73.
(Carter, 2005)Groysberg, B., Mclean, A.N. and Nohria, N. (2006), “Are leaders portable?”, Harvard Business Review, Vol. 84 No. 5, pp. 92-100.
Gunnigle, P., Collings, D.G. and Morley, M. (2006), “Accommodating global capitalism? State policy and industrial relations in American MNCs in Ireland”, in Ferner, A., Quintanilla, J. and Sanchez-Runde, C. (Eds), Multinationals, Institutions and the
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