Revlon Indias Turnaround Navigating OnlineOffline Decisions Using a Balanced Scorecard Tatiana Sandino Samuel Grad
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Revlon’s turnaround strategy has been a mixed bag. At first, it was driven by “The Great Revamp” in 2011, a complete overhaul of its strategy and business model, including its product development, pricing, marketing, and distribution strategies. But the turnaround was not sustainable in the long run. Revlon has had to focus on reviving its brand, reducing expenses and cutting back on R&D, while at the same time improving its customer experience. Its “Rev-a-Shade
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Online shopping has been one of the most popular trends of the last decade, and it has been gaining popularity in recent years. As such, companies need to understand the implications of the shift towards online retail. This case study discusses Revlon’s turnaround process, navigating online-offline decision making, and the adoption of a balanced scorecard strategy to mitigate risks and enhance performance. The company Revlon Indias experience Revlon Indias experience is an exemplar of the struggles that
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In 2010, the beauty cosmetics company, Revlon, was facing various challenges. On the back of the global economic downturn, demand had slowed and its competitors in the beauty industry were gaining market share. The company had undergone a major transformation in recent years, adopting various digital marketing and sales strategies to reach a younger audience in an online-first era. However, the new digital-first focus was hindering its growth in its core business. To address this, I conducted a thorough analysis
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Revlon Indias turnaround: Navigating OnlineOffline Decisions Using a Balanced Scorecard. The case explores the case study of a leading global cosmetics company, Revlon India Limited, that had undergone a significant turnaround in the past couple of years with the help of various online/offline strategy tools and decision making framework. Revlon India has taken various innovative and strategic decisions in the last three years and has increased revenues by over 25%. click here for more The major challenge faced by Revlon India was to navigate between
PESTEL Analysis
Revlon Inc. Has a successful brand but its turnaround started in mid 2007 after a year-long acquisition of the beauty and personal care brand Rodin by Revlon and its $3.7 billion purchase of the makeup line of Sephora in 2008, a purchase which led to a merger with the L’Oreal (Paris: LOR) cosmetics unit. In 2012, Revlon reorganized its business units and reported 60% year-on-year decline in
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Revlon Indias Turnaround: Navigating OnlineOffline Decisions Using a Balanced Scorecard Its balance sheet shows that Revlon is growing rapidly in the online market while experiencing weakness in the offline market. The company has successfully navigated the on/offline decisions in a 180 degree manner using a balanced scorecard. Revlon India’s digital market is worth $34 million, up from the previous year’s $13 million. The company also announced the acquisition of the global beauty business of French
Case Study Analysis
Turnaround: Revlon Indias turnaround is a complex one, requiring a balanced scorecard. In 2009, the company was considered the best perfume company in the world. However, the company’s online and offline operations were operating inefficiently. The offline operations comprised of over 5000 retail outlets and 300 sales force agents. The online presence was in the form of website www.revlon.com, mobile-app, online sales, etc. The sales growth was negligible. In