A new strategic vision for Hazel

1. A new strategicvisionforHazel Elise Hermans, Constance Reuvekamp, Ilse van Outersterp

2. Table of content • Introduction Hazel Company – Elise Hermans • Problem clarification – Elise Hermans • New strategy – Ilse van Outersterp • New product – Constance Reuvekamp • Conclusion – Constance Reuvekamp • Q&A session

3. Introduction Hazel Company • One of the world’slargest direct sellers of cosmeticsand beauty products • Until mid-1980s: one of the leaders in the CFT industry • 1990s: declined sales in US and Western Europe • Modest revenueandearningsgrowth • Annual sales growth of lessthan 1,5%

4. Problem clarification • Productsand sales problem • Outdated image • Lack of interesting new lines • Unattractivecatalogue • Too many different products • Overwhelmingforourcustomers • Poorquality

5. Problemclarification • Not up-to-date supply-chain management anddistribution system • Notabletoreorderandreceivecorrectly • Customersstrugglewithordering system • Direct sales • 7% direct sales • 93% indirect sales • Only focus on indirect sales: more customers, growth in sales

6. New strategy – SWOT analysis

7. New strategy • Reduce the amount of product lines • skin care, colour cosmetics and fragrances • Improvement of our brand image by new promotion campaigns • Launchingproductsfocusedon youngwomen, teenagers and men • Focus on upcoming market Asia

8. New product: The Guyliner • Creates a new chance to increase sales • Modifies the negative thoughtsabout the combination men andcosmetics • Rejuvenates the company

9. Conclusion • Current situation:toomany product lineswhich are alsooutdated  Decreasing sales • New and desired situation: 3 innovative product lines (e.g. introducing the ‘guyliner’)  Increasing sales

10. Q&A session

11. End Thankyouforyour attention