Ana Elizondo

1. To develop detailed business plans for commercial opportunities and expansion.

2. To create and implement marketing and customer service strategy

3. To increase conversion rate

• Achieved +76% in sales
• Improved 3 points gross margin
• Increased conversion rate 20% to 22%.

Assisted adults to improve soft skills, develop communication abilities and improve effectiveness by creating and facilitating trainings.

• More than 5000 people trained
• More than 1000 effective hours of training

1. To lead 8 personal care brands in 12 countries

2. To develop the global pipeline for the next 3 years

3. To analyze the market of each country for making recommendations to win SOM

• Increased +22% in 2016 sales vs LY in beauty category.
• Accomplished global image and formulas unification (8 brands)
• Stablish global alignment of brand positioning, key competitors and pricing strategy.

1. To redirect derma and make up strategy

2. To identify insights to design advertising campaigns for the Mexican market

3. To develop products, formulas, packaging and communication strategy

• Teatrical: RNK #3 facial creams market, earning 2 ranks +18% in 2015 sales vs LY
• Zan Zusi: RNK #3 in eyes, 2 mascaras in the top 10 mascaras of the market
• Pomada de la Campana= +45% in 2015 sales vs LY.

1. To define the strategic direction and the 3 years plan of the brands

2. To identify the priorities of the portfolio & know consumer insights

3. To deploy, develop and direct teams (8 directs reports/150 people in field)

4. To operate the budget (sales prevision, Price strategies, ROI, P&L)

5. To guide the marketing mix strategies ( digital, retail, 360)

• Biotherm win SOM in male and anti-age after 5 years of not doing
• Helena Rubinstein win SOM in skin care and surpassed sales to La Prairie in 2015, positive P&L for the first time in 6 years
• Clarisonic, +80% in 2015 for commercial expansion plan.

1. To establish marketing team objectives by brand and axis

2. To prospect annual sales plan per month to total brand, per axis and per franchise

3. To define and control the budget splits

4. To develop marketing strategy

• Increased +9.7% in 2013 sales vs LY, the largest growth in the last 6 years
• Growth above the market in november and december
• For the first time in the history of the brand, we managed to position the fragrance La Vie Est Belle as the #1 in mexican market.

1. To prospect sales per month, per SKU and per client ( forecast)

2. To establish products, quantities, temporality, price, investment and launching strategy

3. To create furniture exhibition, planning and programming strategies suitable for temporality

• Increased .1% in 2011 sell out Vs LY.
• Launched Rouge in Love, total success. Top 1 lipstick on mexican luxury market.
• Reconditioned 120 make up furniture's in POS.

1. To create profitable promotions in point of sales to increase sell out

2. To develop, coordinate and implement national trainings of point of sales team

• Increased +36% in sales vs LY with Colorsilk Promotion
• Increased +28% in sales vs LY with Naté Naturals Promotion
• Increased +43% in sales vs LY with Mothers Day Promotion

1. To coordinate promotion agency and 425 sales employees.

2. To calculate monthly incentives of sales employees.

3. To develop a motivational plan for sales employees “ Magic Revlon, fairies and wizards”

• Improved turnover rate in 2007 ( 22% vs 15% )
• Increased +30% in brand displays during christmas season due to an incentive plan for additional displays at the point of sale