Natura: expanding beyond Latin America
Author: Chattopadhyay, Amitava INSEAD Area: MarketingPublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 31 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Natura is a well recognized and highly regarded brand in Brazil: it enjoyed high brand loyalty among consumers and the highest retention rate among sales representatives in the cosmetics industry. Notwithstanding the triumphs in its home market, attempts at internationalization within Latin America, had thus far not been as successful as expected. The joint Presidents of Natura now wanted to take the leap and enter developed markets in which the Natura value proposition would resonate. The case raises issues related to how Natura should expand. Which market(s)? With what strategy? And what organizational structure should they adopt?Pedagogical Objectives: The objective of the case is to discuss the process of internationalization and the building of an international/global brand. The case allows for a discussion of the process by which a firm should make such a decision and the accompanying implementation decisions both in terms of marketing activities and changes in the organization structure to successfully internationalize.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC007642 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC007641 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
The objective of the case is to discuss the process of internationalization and the building of an international/global brand. The case allows for a discussion of the process by which a firm should make such a decision and the accompanying implementation decisions both in terms of marketing activities and changes in the organization structure to successfully internationalize.
Natura is a well recognized and highly regarded brand in Brazil: it enjoyed high brand loyalty among consumers and the highest retention rate among sales representatives in the cosmetics industry. Notwithstanding the triumphs in its home market, attempts at internationalization within Latin America, had thus far not been as successful as expected. The joint Presidents of Natura now wanted to take the leap and enter developed markets in which the Natura value proposition would resonate. The case raises issues related to how Natura should expand. Which market(s)? With what strategy? And what organizational structure should they adopt?
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