Carina McLaughlin

Professor Badame
Marketing 560: Marketing Strategy
February 24, 2021
Case Assignment: The Multichannel Challenge at Natura in Beauty and Personal Care

What are the issues in the case?

1. Leadership and strategy changes between 2014-2016 caused instability in the company and in the
way it was viewed by its consumers and Independent Sales Consultants.
a. In 2014, a new CEO, Roberto Lima took the helm at Natura and made a strong pivot away
from their tried-and-true strategy of door to door selling and toward an aggressive multi-
channel model. The abrupt change in strategy did not deliver the hoped-for results. This was
partially due to the decline in Brazil’s macroeconomic situation.
b. In 2016, Lima resigned, and Natura appointed a new CEO from within the company. His
strategy was to refocus on direct selling while also exploring multichannel formats.
c. These multiple changes in leadership and strategy meant that the company was seeming
unstable to both its customers and its employees and independent sales consultants. Natura
needed to be clear about where they were going to be putting their focus.
2. Economy in Brazil had been in a strong downturn with a major recession and steep inflation.
a. In 2016, Brazil was going through a major recession. While this may have partially been the
cause of some of Natura’s disappointing results, some of their competitors were still
experiencing growth.
b. The fact that much of Brazil was still underdeveloped made it a welcoming market for direct
selling which catered to middle- and lower-class customers who lacked access to much retail
or e-commerce.
3. Competition in the beauty and personal care industry was fierce from local and global companies.
a. Natura was seeing strong competition in the Cosmetics, Fragrance and, from companies
whose businesses followed a multi-channel approach like Boticario and companies with the
logistical capabilities to supply grocery and drugstores like Unilever.
b. Boticario – a Brazilian company with multiple beauty brands that operated as separate
business units. Boticario had a multi-channel strategy that included a door-to-door channel.
They had many franchised retail stores which also acted as distribution centers for their
growing network of Independent Sales Consultants. Majority of sales were made through
stores, but e-commerce was also growing.
c. Avon – Natura’s main competitor in the direct selling channel. Avon is a global company that
was also experiencing a downturn in direct selling results and market share. Avon was also
beginning to explore a multi-channel strategy.
d. Unilever saw incredible market share and brand penetration likely made possible by its
extensive distribution capabilities and its presence in retail outlets like grocery and
drugstores.
4. Natura’s move toward a multi-channel format of selling was causing conflict with their strongest
channel of direct sales. This was affecting their brand image and needed to be addressed to protect
brand value.
a. Independent Sales Consultants had been the main selling avenue for Natura since its
inception. However, the focus of the company on e-commerce and other formats was taking
potential sales away from these ISC’s.
5. The beauty and personal care market in Brazil was seeing rapid growth, doubling between 2008 –
2015.
 a. This growth showed that while the economy was having periodic struggles, and while direct
selling was seeing a downturn, the potential for companies in this industry was high. They
needed to solve the issue of perfecting a profitable multi-channel strategy in order to take
advantage of this opportunity.
6. Natura’s multi-channel strategy was something that needed to be done thoughtfully taking into
account many factors.
a. Direct selling was a very important part of the beauty and personal care industry in Brazil. It
accounted for 25.2% of sales in Brazil. The only channel that performed better in Brazil was
grocery.
b. Direct selling was important in Brazil because:
i. Independent Sales Consultants were often people who were looking for a way to earn
extra money even with little education. This income stream was very attractive to the
demographic in Brazil who were often less educated and less affluent.
ii. This channel performed well in areas that were underserved by retail establishments
and less developed. Much of Brazil was still underdeveloped though in recent years
more urban areas were achieving greater levels of development.
c. E-Commerce
i. Direct selling CF&T brands were using different ways of exploring online sales.
Methods like specific spin-off brands that were solely released online and e-
commerce websites that required working with a local consultant were used by other
companies. Natura’s initial forays into e-commerce had varying levels of success.
ii. Natura’s e-commerce strategy often caused conflict with its direct selling channel
1. Customers could choose to work with a consultant, or they could choose to
make a direct purchase. Online prices were sometimes lower than the
consultants’ costs which caused negative feeling among ISCs.
iii. Despite conflicts the e-comm channel was having positive results for Natura.
1. Traditionally, Natura’s customers were from lower economic brackets. The
expansion into e-commerce meant more A and B social class customers.
These customers could afford more expensive products and could afford to
make more frequent purchases.
2. Consultants could now choose to be solely digital consultants which attracted
a younger demographic who may not have like the direct selling format.
3. Natura could promote many more products than when they could only
promote through printed materials (catalogs).
4. E-Commerce gave the company and the ISCs usable data that could provide
insights into purchase behavior that they could use in order to recommend
products and cross sell. This increased data could be used to make better,
more informed decisions about the business in the future.
d. Physical Stores
i. Natura had only slowly begun to explore selling through physical stores. The
company started a separate line, Sou, that they sold through drugstores. They also
opened some flagship stores in more affluent areas.
ii. Natura was also exploring other formats like vending machines and ISC run physical
stores (Emergent Retail). These forays into physical stores were done as a way to
combat the decline in direct selling. However, this strategy of so many different
formats lacked focus and clear strategy and often didn’t take into account that
Natura’s core competence and asset was its Independent Sales Consultants.
1. Emergent retail – ISCs often sold multiple brands at one store. Initially these
stores were frowned upon by Natura, but as they began to become more
successful, Natura began supporting them through merchandising and décor
 guidance. This was one way that Natura continued to support their
consultants.
iii. Grocery – Natura lacked the logistical capabilities to distribute to grocery and hair
salons. This was a major weakness as increasing market share was being captured by
companies who had the logistics capabilities to ship and fulfill orders from grocery
chains. Not being available at grocery meant that Natura was missing sales
opportunities from customers who visited the store weekly or even multiple times a
week.

How did Natura first gain market leadership?

How and why did it lose that position?
What are the key metrics that should be utilized to monitor Natura’s performance?

Natura first gained market leadership through their direct sales approach. The combination of this
approach, the economic environment in Brazil, and a large supply of the target demographic for both
consumers and independent salespeople led to Natura gaining large market share and brand recognition.
Direct selling, or door-to-door sales performed well in underdeveloped areas for two reasons. First,
many of the people in Brazil did not have excessive financial resources. The consumers who are most
likely to buy from a door-to-door salesperson are often from lower socio-economic areas. They didn’t
have the same access to other channels like retail in the early years of Natura’s development. Their only
exposure to brands was often through a door-to-door salesperson and the face-to-face interaction and
brand storytelling that came with such a personal interaction. Often these customers were older and likely
were not as able to travel to retail stores. They most likely were not employed outside of the home or
retired and so did not have the opportunity to see and try brands in a retail setting. A trusted salesperson
who would visit them in their home was their only opportunity to buy C, F, & T products.
Because of the lower financial status of many of Brazil’s citizens, they were also more likely to look
for streams of income that would be possible outside of their normal employment. Higher education
would have been expensive and exclusively for the upper class in Brazil. Direct selling offered a way for
people without educational opportunities to add to their incomes. Most of these Independent Sales
Consultants were women who were likely raising families or had responsibilities in their homes. This
additional stream of revenue would allow them flexibility and an ability to bring in extra money without
the need for getting a job outside of the home.
The second reason that door-to-door selling was successful in Brazil, was that much of Brazil was
underdeveloped with a lack of many retail choices. This left companies selling beauty products with
limited ways with which to reach their potential customers. An effective way of getting the product into
the hands of potential customers was through people they already knew in their communities. This
personal nature of selling worked well for the small towns and rural areas that comprised most of Brazil.
In addition to Natura’s success in their sales channel of direct selling, the brand also was highly
regarded in Brazil. Their commitment to innovation and continually introducing new products made the
brand popular as consumers were always looking for the newest in beauty and self-care. Their products
were often made from local materials that were found in Brazil’s ecosystem. Relying on the naturally
existing ingredients that were found locally gave the brand a cache that was popular with customers.
Natura’s commitment to innovation proved beneficial as customers were drawn to newly introduced
products illustrated by the fact that over half of revenues in 2016 were from sales of items that had been
introduced just within the previous two years. The brand was also popular in Brazil due to its
commitment to sustainability initiatives. The company’s commitment to protecting the local forests and
addressing global warming through carbon emission offsets connected with Brazilian consumers who
valued these initiatives and made purchasing decisions based on products’ environmental impact.

Source: https://www.naturabrasil.com

Natura’s challenges were in both lost market share and decreased revenues. They were losing
market share to companies like Unilever who were better positioned to distribute through retail channels
and new entrants like Boticario who were experiencing rapid growth through a retail strategy. In turn, this
loss of market share also meant declining revenues as customers found new products. The reasons that
Natura began to lose their market leadership position were multi-faceted. First, Natura abruptly shifted
their strategy away from their core competency of door-to-door. In 2014, a new CEO was brought in to
lead the company through stark competition who were gaining market share through selling through
channels other than direct selling. In order to meet this competition, Natura began selling through online
and physical stores. By turning away from direct selling as their sole means of reaching consumers,
Natura’s relationship with its ISCs was jeopardized. These consultants were no longer of central
importance and they may have felt threatened. The brand reputation among the public may have suffered
from this shift. It was no longer seen as a company that valued personal relationships.
While the shift away from door-to-door was partially responsible for the company’s downturn,
outside factors were also responsible for some of the disappointing results. Brazil’s economy suffered an
intense recession paired with high inflation. It’s not clear the affect this had on Natura’s sales due to the
fact that other competitors were experiencing growth during the same time. However, it is likely that the
struggling economy hit those in the middle and lower classes disproportionately. These were Natura’s
target market.
While the economy was seeing a downturn, Brazil had also seen development since the early days
of Natura’s growth. The development meant that many cities were seeing more retail stores and even a
greater ability for customers to utilize e-commerce channels for their shopping needs. As consumers were
given more options for shopping, the door-to-door sales channel was seeing a decline and would likely
see further decrease in popularity as development progressed, especially in urban areas.

Natura performance metrics that should be monitored:

• Channel performance (direct, retail, e-commerce)
• Performance in revenue and product sell through for Independent Sales Consultants
 • Number of ISCs working for Natura (must be evaluated in conjunction with revenue per ISC
levels)
• Frequency of purchases
• E-Commerce purchase and consumer data

There are several metrics that should be used to measure Natura’s performance. As Natura moves
forward with a strategy that balances a direct selling focus with one that explores retail and e-commerce
channels, the company should keep close watch on the success of each channel to see where to place their
efforts. While direct selling will likely continue to decline, it’s important not to pull away all focus and
efforts from this channel as it will lead to a negative brand impression amongst both the ISC’s (who were
also customers) and their consumer base. Measuring channel success and the inevitable growth of e-
commerce will help in strategic decision making in these emerging channels.
For direct selling, it’s important to measure the productivity of the ISCs. While there was a major
growth in the number of ISCs working for Natura, it is possible for this market to become saturated with
too many consultants serving the same or fewer number of customers. Therefore, the sheer number of
ISCs is interesting, but certainly doesn’t tell the whole story. It must be combined with per ISC revenue
levels to get a full picture of the success of the ISC channel
Natura should also monitor frequency of purchase. In order to increase sales, they may want to
add more products into their assortment that consumers need to purchase more often (like shampoo)
rather than products that are only purchased once or twice a year (certain cosmetics or fragrances). As
they change the assortment, tracking purchase frequency should indicate whether the strategy is working
and how to make adjustments in the future.
As Natura becomes more committed to the e-commerce channel, they will be able to collect data
about their customers (demographics, purchase data, behavior) as well as product information. Measuring
the performance of the e-commerce channel and specific product performance data can guide decisions
across all channels.

If so, many people do not care for direct selling, why does it still work? Define the profile of the consumers
more likely to be dealing with direct selling. Explore the motivation of both the Independent Sales
Consultants (ISCs) and the consumers who are dealing with direct-selling companies.

Why does direct selling still work?

While many people may not like direct selling, it continues to be an important channel in the
Brazilian beauty products industry. Direct selling continues to work because of the personal relationships
and interactions that are at the center of this method. One of the most important ways that people gather
information about products they want to purchase is by asking people they know for their
recommendations and opinions. For a product category as personal as cosmetics and toiletries, getting a
first-hand review from a sales consultant can be a deciding factor. Customers are more likely to purchase
when they know a product is well-liked by someone they know. Many ISCs are selling to customers that
they know personally and who live in their communities. This level of trust is hard to replicate in
traditional retail or e-commerce. Not only is there a trust built about the quality and efficacy of products,
but customers may find it hard to turn down a sale when they are face to face with a salesperson. Being in
person adds a level of awkwardness if the customer doesn’t want to make a purchase. In order to avoid an
uncomfortable interaction, a customer may make a purchase even if they don’t necessarily want or need
the product.
Direct selling also offers the ability for customers to try a product before purchasing. Sales
consultants usually have samples of products that customers can sample. There may even be the
opportunity to sample over an extended time, over several visits before the purchase is ultimately made.
Trial or sampling may be possible in traditional retail stores but is not possible over e-commerce
channels.
 Direct selling is also incredibly convenient for customers. Sales consultants visit potential
customers at their homes to show products and then delivers products once the order arrives. The
customer ultimately doesn’t need to leave their home at all.

Traditionally, the consumers who are most likely going to be open to direct selling from Natura
tend to be older, less affluent women. These women likely spend much of their time at home taking care
of their families. They financial status means that they may not have access to easy transportation that
could take them to retail outlets. They also likely live in neighborhoods that are underdeveloped and
underserved by traditional retail. These customers may not be as tech savvy as their younger counterparts
making e-commerce an area that they may not be comfortable with.
Today, with much of direct selling having an e-commerce and social media dimension, the target
demographic may be changing. Consumers are reached over social media like Facebook or Instagram by
their friends or acquaintances who are sales consultants. While these visits aren’t happening physically,
there is still a personal aspect of the person-to-person interaction, even if it is happening online. With this
shift to e-commerce, the target demographic is getting younger and now may include those consumers
who may want to try a product like Natura but are uncomfortable with the traditional methods of home
visits of direct selling. The demographic may also be getting more affluent as those who are able to utilize
the e-commerce channel will need to have internet access and a personal computer or mobile device. The
inclusion of e-commerce into the direct selling channel has expanded Natura’s target demographic.

One of the main marketing tools that Natura has is their Independent Sales Consultants. These
ISCs are attracted to the job because of the independence, flexibility, and ability to make an income
without much formal education. This fit in perfectly in the Brazilian society.

How did Natura approach its multichannel strategy and orientation? What are the pros and cons of using
each distribution channel to achieve Natura’s objectives?

In 2014, Natura approached its multichannel strategy by making a strong push into e-commerce
and retail. In the beginning of this shift, much of the focus was taken off of the direct selling channel.
This abrupt change was disregarded the importance of the ISCs and their customers to the performance of
the company. During this time, the direct selling channel saw a downturn.

Direct Selling Pros Cons

• Personal relationships and face to
face interactions were important
to this industry.
• Consumers were able to try
products before purchasing
• Convenient for consumers who
could see products, try them,
purchase them and receive
delivery without needing to leave
their home.
• Maintaining this channel showed
loyalty to ISCs and a commitment
to the values of personal
relationships.
• Consumers were changing how they
wanted to shop. They want to be able
to purchase in whatever way suits
them at that moment.
• Direct selling was showing a
slowdown overall in Brazil, though in
continued to be important.
• Maintaining relationships with over a
million ISCs could be difficult to
achieve.
• Reaching customers one by one was
inefficient and time consuming.
E-Commerce • Ability to reach a younger and
more affluent consumer who were
tech savvy.
• The market for beauty and
personal care was growing and e-
commerce would make it possible
to reach many more customers.
• Consultants could use their own
personal social media pages to
funnel traffic to the Natura site
and to gain customers.
• Natura could use e-commerce for
data gathering and analysis
Retail • An additional way for consumers
to interact with the brand.
• Physical retail allowed for a place
for customers to try the products
before purchasing.
• Ability for Natura to reach
customers who may be initially
going to a retail establishment
looking for a different brand or
product.
• This channel didn’t allow for trial or
sampling before purchase.
• Much of Brazil was still
underdeveloped and didn’t have access
to internet or computers/mobile
devices.
• Fulfillment and shipping for rural areas
could be difficult.
• Natura didn’t possess the logistical
capabilities to ship to grocery retail
• Many of the retail establishments were
“emergent retail” which meant that
ISCs were representing multiple
brands and merchandising them
together in one location. This type of
competition could affect market share
and sales.
• Though physical retail in urban areas
was expanding, much of Brazil
continued to be underdeveloped.
What are at least three recommendations that you would propose to take Natura to the next level, and risks
and mitigations to the risks associated with each of your recommendations?

Recommendation:
Natura should strengthen relationships with independent sales consultants by increasing incentives and
benefits. They may even explore the possibility of making ISCs employees or laying out paths for
advancement and education. Income for independent consultants has likely dropped significantly
during the pandemic and Natura should provide emergency relief and job security for those affected.
Risks Mitigations
• This could be costly given the number of ISCs that • Increased performance of ISCs could offset
Natura had. potential costs
• Relations with ISCs may decline despite greater • Bonuses and increased benefits and pay could be
benefits and compensation. tied to performance and could be incentive based.
• Attracting lower quality consultants • Costs could be offset by small margin increases on
higher end products.
Recommendation: Increase commitment to sustainability initiatives. This will increase brand value and
reputation in Brazil and globally creating more demand for Natura products.
• Sustainability initiatives like carbon neutrality can • Explore grant programs and tax incentives to
be costly. following such programs.
• Other companies may also be doing similar • Positioning as a company that is progressive in its
activities. environmental protection could open up a
• If environment protection initiatives are not consumer base among Gen Z who are more likely
thoughtfully carried out, the company could be see to care about these issues.
to be “greenwashing”. • Natura should partner with accredited agencies and
third party entities to review all initiatives to make
sure they are doing good and not just there for
show.
Recommendation: Give an equal focus to all sales channels: direct, retail, and e-commerce and become
a true omnichannel company that meets consumers when, where, and how they want.

• Direct selling may continue to see less growth
despite a renewed focus on those relationships.
• Consumers may be confused about where it makes
the most sense for them to purchase.
• Equal focus to three very large initiatives could be
difficult causing one or more to be less tended to.
Recommendation: Funnel resources toward a renewed focus on product innovation including adding
products that are vegan, natural, and clean to the assortment. Innovation will help create products that
differentiate Natura from its competitors.
• Innovation can carry a high cost.
• Marketing and promotion of new products can be
difficult.
• Consumers may be less willing to try more
expensive, untried products.
• Create consistent pricing and promotions across all
platforms in order to do away with any
competition between platforms.
• Partner with e-commerce or logistics company to
create a seamless experience for customers and
consultants on the website.
• Form three different business units who work
together but also have separate operating budgets
to ensure that all area receiving the proper amount
of focus and effort.
• Price new and differentiated products at a
premium to cover costs but also to place these
products in a higher tier, exclusive category.
• Partner with social media influencers and
celebrities when launching new products.
• Create smaller sample sizes for shipping through
e-commerce, or allow a 10 day trial period of full
size products before a customer is charged.
Please prepare a case summary that highlights how the three case learning outcomes were applied
to the case.

Learning outcome #1: Determine how Natura first gained market leadership and then lost that
position.

A. Natura first gained market leadership through their direct sales approach.
a. The combination of this approach, the economic environment in Brazil, and a large supply of
the target demographic for both consumers and independent salespeople led to Natura gaining
large market share and brand recognition.
i. Direct selling, or door-to-door sales performed well in underdeveloped areas for two
reasons.
1. First, many of the people in Brazil did not have excessive
financial resources. They didn’t have the same access to other channels like
retail in the early years of Natura’s development. Because of the lower
financial status of many of Brazil’s citizens, they were also more likely to
look for streams of income that would be possible outside of their normal
employment. bring in extra money without the need for getting a job outside
of the home.
2. The second reason that door-to-door selling was successful in
Brazil, was that much of Brazil was underdeveloped with a lack of many
retail choices.
B. In addition to Natura’s success in their sales channel of direct selling, the brand also was highly
regarded in Brazil.
a. Their commitment to innovation and continually introducing new products made the brand
popular as consumers were always looking for the newest in beauty and self-care.
i. local materials that were found in Brazil’s ecosystem
ii. Natura’s commitment to innovation proved beneficial as customers were drawn to
newly introduced products illustrated by the fact that over half of revenues in 2016
were from sales of items that had been introduced just within the previous two years.
b. The brand was also popular in Brazil due to its commitment to sustainability initiatives.
C. Natura’s was losing market share to companies like Unilever who were better positioned to distribute
through retail channels and new entrants like Boticario who were experiencing rapid growth through
a retail strategy.
a. The reasons that Natura began to lose their market leadership position:
i. First, Natura abruptly shifted their strategy away from their core competency of door-
to-door and Natura’s relationship with its ISCs was jeopardized.
ii. Brazil’s economy suffered an intense recession paired with high inflation.
iii. Consumers were increasingly wanting to purchase through retail and e-commerce
and Natura did not have a strong strategy in these areas.

Learning outcome #2: Explain the challenges and opportunities during the multi channel transition
in the beauty and personal care market in Brazil

A. Challenges:
a. Direct selling was a very important part of the beauty and personal care industry in Brazil.
Shifting away from this as the sole channel could cause conflict with consultants and damage
the brand reputation.
 b. E-Commerce
i. Natura’s e-commerce strategy often caused conflict with its direct selling channel
1. Customers could choose to work with a consultant, or they could choose to
make a direct purchase. Online prices were sometimes lower than the
consultants’ costs which caused negative feeling among ISCs.
2. products and cross sell. This increased data could be used to make better,
more informed decisions about the business in the future.
c. Physical Stores
i. Grocery – Natura lacked the logistical capabilities to distribute to grocery and hair
salons. This was a major weakness as increasing market share was being captured by
companies who had the logistics capabilities to ship and fulfill orders from grocery
chains. Not being available at grocery meant that Natura was missing sales
opportunities from customers who visited the store weekly or even multiple times a
week.

B. Opportunities:
a. Despite conflicts the e-comm channel was having positive results for Natura.
i. Traditionally, Natura’s customers were from lower economic brackets. The
expansion into e-commerce meant more A and B social class customers. These
customers could afford more expensive products and could afford to make more
frequent purchases.
1. Consultants could now choose to be solely digital consultants which attracted
a younger demographic who may not have like the direct selling format.
2. Natura could promote many more products than when they could only
promote through printed materials (catalogs).
3. E-Commerce gave the company and the ISCs usable data that could provide
insights into purchase behavior that they could use in order to recommend
b. Natura was also exploring other formats like vending machines and ISC run physical stores
(Emergent Retail). These forays into physical stores were done as a way to combat the
decline in direct selling. However, this strategy of so many different formats lacked focus and
clear strategy and often didn’t take into account that Natura’s core competence and asset was
its Independent Sales Consultants.

Learning outcome #3: Evaluate the variety of formats and touchpoints when doing business in
Brazil and the metrics that should be utilized to monitor the brand’s objectives.

Brazil offered many different sales format possibilities. You could reach customers at their homes
through direct selling, at retail establishments like grocery and drugstores and also through online e-
commerce. New formats like vending machines and ISC started emergent retail were also ways in which
customers could be reached.

Natura performance metrics that should be monitored:

• Channel performance (direct, retail, e-commerce)
o As Natura moves forward with a strategy that balances a direct selling focus with one
that explores retail and e-commerce channels, the company should keep close watch
on the success of each channel to see where to place their efforts. While direct selling
will likely continue to decline, it’s important not to pull away all focus and efforts
from this channel as it will lead to a negative brand impression amongst both the
ISC’s (who were also customers) and their consumer base. Measuring channel
 success and the inevitable growth of e-commerce will help in strategic decision
making in these emerging channels.
• Performance in revenue and product sell through for Independent Sales Consultants
o For direct selling, it’s important to measure the productivity of the ISCs. While there
was a major growth in the number of ISCs working for Natura, it is possible for this
market to become saturated with too many consultants serving the same or fewer
number of customers. Therefore, the sheer number of ISCs is interesting, but
certainly doesn’t tell the whole story. It must be combined with per ISC revenue
levels to get a full picture of the success of the ISC channel
• Number of ISCs working for Natura (must be evaluated in conjunction with revenue per ISC
levels)
o Productivity of the ISCs. While there was a major growth in the number of ISCs
working for Natura, it is possible for this market to become saturated with too many
consultants serving the same or fewer number of customers. It must be combined
with per ISC revenue levels to get a full picture of the success of the ISC channel
o
• Frequency of purchases
o Natura should also monitor frequency of purchase. In order to increase sales, they
may want to add more products into their assortment that consumers need to purchase
more often (like shampoo) rather than products that are only purchased once or twice
a year (certain cosmetics or fragrances). As they change the assortment, tracking
purchase frequency should indicate whether the strategy is working and how to make
adjustments in the future.
• E-Commerce purchase and consumer data
o As Natura becomes more committed to the e-commerce channel, they will be able to
collect data about their customers (demographics, purchase data, behavior) as well as
product information. Measuring the performance of the e-commerce channel and
specific product performance data can guide decisions across all channels.