MBA Case Study范文-AVON产品案例研究。本文是一篇MBA留学生Case Study写作范文，主要内容是讲述AVON的最高管理层是否应该明确地塑造和改变其组织的文化？如果Kroft、Woodbury、Jung或Gold有希望接替Perrin，他们应该做些什么来进一步发展自己的能力和管理领导力，以便AVON董事会审视他们，并得出结论，他们“一直在那里，而且已经做到了”？本次Case Study范文主要以回答问题的形式对AVON产品的案例研究，以下内容就是MBA Case Study范文，供参考，并学习掌握怎么写Case Study的方法。
Identify the problems and issues at AVON, and suggest ideas how the company could gain the competitive advantage in the global trade.
识别AVON的问题和问题，并提出公司如何在全球贸易中获得竞争优势的想法。
Table of Contents 目录
Table of Contents 2
Answer to Question 1: 1
Answer to Question 2: 5
Answer to Question 3: 7
REFERENCES: 9
CITATIONS: 9
Answer to Question 1:对问题1的回答
Yes, the AVON top management should explicitly continue to shape and change the culture within the organization. Based on our study, we found some issues faced by AVON Company as the following:
是的，AVON最高管理层应该明确地继续塑造和改变组织内的文化。根据我们的研究，我们发现AVON公司面临的一些问题如下：
AVON Managers are lack of sensitivity and slow response to the external environment change. In example: AVON’ managers were slow to realize that the influx of women in to corporate America had important consequences for home-based cosmetic sales. Resulted profitability slumped in 1980’s.
AVON管理者对外部环境变化缺乏敏感性，反应迟钝。例如：AVON的经理们迟迟没有意识到女性涌入美国企业对家庭化妆品销售产生了重要影响。导致盈利能力在20世纪80年代大幅下降。
Poor financial performance at AVON has signalled the company for a need to become more responsive to a changing consumer market. Some unnecessary internal activities such like company session tickets for the Knicks and Yankees in the pass has also factored unnecessary cost to company. Those activities were scrapped later.
AVON糟糕的财务表现表明，该公司需要对不断变化的消费市场做出更大的反应。一些不必要的内部活动，比如传球中尼克斯和洋基的公司会议门票，也考虑到了公司不必要的成本。这些活动后来被取消了。
As stated in the case study. Multiculturalism is the main challenge to the company as vital element in meeting customer demand and gaining competitive advantage.
如案例研究中所述。多元文化是公司面临的主要挑战，是满足客户需求和获得竞争优势的重要因素。
Those issues had badly contributed to AVON corporate culture and created impact for company performance in the pass.
这些问题严重影响了AVON的企业文化，并对公司业绩产生了影响。
Definition of Corporate culture:企业文化的定义
So what is the definition of Corporate Culture? The definitions for corporate culture are numerous and are being refined and added to every day. The general academic view is that it is the shared, beliefs, assumptions, values, rules and norms the members of a collective such as a corporation or department hold. While this is perfectly acceptable we prefer to take the view expressed by Marvin Bower of McKinsey who said corporate culture is “the way we do things around here”. There are more sophisticated and certainly convoluted definitions for corporate culture but it is succinct and provides a good starting point for those who are new to corporate culture. Source: Corporate Culture, nd. Dudley Consulting, Inc. [Online] Available at: < http://www.dudleyconsulting-inc.com/culture.html> [Accessed 30 September 2010]
那么，企业文化的定义是什么呢？企业文化的定义很多，每天都在不断完善和添加。一般学术观点认为，这是公司或部门等集体成员所持有的共同信念、假设、价值观、规则和规范。虽然这是完全可以接受的，但我们更愿意接受麦肯锡的马文·鲍尔所表达的观点，他说企业文化是“我们在这里做事的方式”。企业文化有更复杂的定义，当然也更复杂，但它简洁明了，为那些刚接触企业文化的人提供了一个很好的起点。
It’s difficult to change AVON’s culture, “the way we do things around here” does not practice a positive corporate culture this is due to wrong believes, value and rules applied to the company culture. They don’t lead by good examples and good leadership.
很难改变AVON的文化，“我们在这里做事的方式”并没有践行积极的企业文化——这是由于错误的信念、价值观和适用于公司文化的规则。他们没有好的榜样和好的领导才能。
But AVON has done it and turns those wrong doing to a positive culture started 1990s, as following:但AVON已经做到了，并将这些错误的行为转变为20世纪90年代开始的积极文化，如下所示
AVON start creates leadership campaigns such as sending middle managers for leadership development training.AVON启动创建
