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Abstract

In 2021, the world's fourth-largest beauty group, Natura & Co, was in the middle of a digital transformation process. Originally a direct-selling company, Natura transitioned to a multichannel business through online and offline channels, while acquiring strong brands such as Aesop, The Body Shop, and Avon. In the A case, the challenge for Natura CEO João Paulo 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. In the B case, Natura's business was back on the growth track as the company successfully aligned the new digital channels with its door-to-door operations, but the details of the omnichannel transformation and digital transformation were still complex. In this C case, Natura's executive team decided to make progress in its digital ecosystem and undertake a digital transformation process by developing a financial-technology (fintech) business. Their choices were mainly between partnering with an existing fintech, buying a solution created by an existing fintech, or creating their own fintech. Meanwhile, the COVID-19 pandemic was spreading.

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Abstract

In 2021, the world's fourth-largest beauty group, Natura & Co, was in the middle of a digital transformation process. Originally a direct-selling company, Natura transitioned to a multichannel business through online and offline channels, while acquiring strong brands such as Aesop, The Body Shop, and Avon. In the A case, the challenge for Natura CEO João Paulo 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. In the B case, Natura's business was back on the growth track as the company successfully aligned the new digital channels with its door-to-door operations, but the details of the omnichannel transformation and digital transformation were still complex. In this C case, Natura's executive team decided to make progress in its digital ecosystem and undertake a digital transformation process by developing a financial-technology (fintech) business. Their choices were mainly between partnering with an existing fintech, buying a solution created by an existing fintech, or creating their own fintech. Meanwhile, the COVID-19 pandemic was spreading.

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