In an exclusive conversation with Ámbito, Verónica Marcelo, General Manager of Natura in Argentina, shares the strategies and challenges that the company faces in a constantly evolving market. Under his leadership, Natura has strengthened its presence in the country through innovative digital initiatives, the growth of its direct sales channel and sustained expansion in the retail sector. With a vision that combines economic growth and commitment to sustainability, Marcelo delves into the projects that underpin the company’s future.
Veronica Marcelo (VM): I had no relationship with direct sales and cosmetics, I studied a degree in tourism and worked in that sector. I had my second daughter, and the day Jimena was born, I had my first contact with Natura because they gave us a case from the “Mom and Baby” line. We loved the products. Months later, my husband said “Jimena doesn’t smell the same” and called Natura to buy the cologne again. The next day they called me from Natura; They were very skillful, because at that time, 24 years ago, Natura was only six years old in Argentina and was very little known. A sales supervisor came to my house, showed me the products and invited me to a showroom. That same day I signed up as a reselling consultant. Initially, I thought about the products for myself, but I sold them. I decided to continue as a consultant and, years later, I received a letter in a request seeking female sales supervisors in my area. I sent my CV on a Sunday and I was in the process. I started as a supervisor, stayed there for two years, and then became a sales manager. It was the position I spent the longest, until I was offered a regional challenge as marketing and training manager for the regional teams. In 2016, I was invited to be a commercial manager in Argentina, and finally, on March 13, 2020, I took the current position of general manager, quite a challenge because a week later the pandemic was declared and completely changed the projections we had for the business. .
Q: What do you think the company valued to get you to that place? Did you dream of reaching this position?
VM: The truth is that Natura surprised me. When I started as a consultant, I didn’t know if I would be able to because I had no experience in sales. Then, as a supervisor, I faced another responsibility, but I always thought about it step by step, preparing myself. I am very curious, so in each position I sought to strengthen myself. I feel that my development was partly due to my own drive and partly because of the space the company gave me to develop. My experience in each position allowed me to value field work. Today, in the decisions I make, that closeness with the client and the consultants is present.
Q: How do you analyze the transformation of Natura, which went from 100% direct sales to various channels such as the website and WhatsApp?
VM: I think that if you stay without embracing the new, you will be left behind. Business transformation was a natural part of the evolution. When I started, orders were made without cell phones, some recorded orders on the landline answering machine. If Natura had stayed there, it would not exist today. The brand grew, and although Natura is well-known, there are still customers who say “I can’t find the products.” Today we have stores, direct sales and other channels, because each client seeks different experiences. If we want to make Natura grow, we have to be where the customer is, but that does not mean abandoning direct sales, which is a model that promotes safe entrepreneurship.
Q: The consumer has also changed, especially the new generations are going towards the online channel.
VM: Yes, the client seeks immediacy, and we see that in all generations. We have streamlined delivery times, consultants can place orders at different times. The cultural change is important: clients are no longer just a sale, they are long-term relationships. The good thing about Natura today is that consultants have varied options to serve clients according to their needs.
Q: What is the reality of entrepreneurs in the current context?
VM: The direct sales model is quite resilient. Argentina has an entrepreneurial culture and direct selling is a safe venture with a low initial investment. We provide support and tools to our consultants, from digital catalogs, finance and digitalization courses, to payment tools. We facilitate the development of these independent entrepreneurs, even without exclusivity with the brand. Currently we are maintaining 300,000 consultants, adding both those who follow the traditional model and the digital ones. It is a suitable size for the country.
Q: What is your balance for the year?
VM: Every year we do projections. This was an atypical year, of different stages. The first quarter was complicated, with high inflation and weak consumption. We had also joined the Care Prices program and had to focus there on readjusting our prices, but starting in April we saw stabilization and better than expected results. Although it was not a year of growth, Natura in Argentina continues to move forward, betting on the country.
What are Natura’s projections and projects for next year in Argentina?
VM: For next year, Natura has several goals that align with our commitment to growth and sustainability. First, we will continue to expand the retail channel, opening new stores and stands in strategic locations in the country. By the end of this year we will have 14 stores, we want to further consolidate our presence and get closer to our customers with physical experiences where they are. In addition, we plan to strengthen our presence in marketplaces and strengthen digital tools for consultants, such as the ‘WhatsApp Commerce’ program, which is already in the pilot phase and will have greater deployment in 2025. Another great project is the direct sales platform, which will be more integrated to facilitate the work of our consultants. In terms of products, we will continue to focus on sustainable lines, such as Biome, and developing local innovations that promote both environmental care and a positive impact on communities. Despite economic fluctuations, we are optimistic and firmly believe in the potential for growth, in the strength of the team and in the ability of Argentinians to embrace change and adapt to new challenges. The rules of the game changed, this year we had to go out and attract consumption, but I believe that with more stabilized inflation, and if some conditions are met, with clearer rules, activity will inevitably rebound.
Q.: How is Natura working to strengthen its sustainability initiatives and what is the commitment to the future in this regard?
VM: Sustainability has always been central to Natura’s philosophy, but every year we demand that we take a step further. We firmly believe that sustainability and profitability can go hand in hand; For us it is not just about reducing the environmental impact, but about improving the conditions that already exist. Since our founding in 1969, we have maintained this commitment and now talk not only about avoiding harm, but about regeneration. For example, the new Biome line supports sustainable palm oil production in rural communities. Throughout our entire value chain, we strive to reduce environmental impact. In fact, we have found that the greatest impact occurs after consumption, in homes. This is where we work with consumers to encourage sustainable habits. We want each new product to have a lower impact than its predecessor, and we seek to transmit this awareness to our customers, who are increasingly more informed and committed.
Q: What advice would you give to an entrepreneurial woman?
VM: Sometimes we all have that “imposter syndrome” and it is hard for us to believe that we can. Perseverance, perseverance and the support network that I found along my path helped me. Training myself all the time was key, and not being afraid to say “I don’t know, but I want to learn.” My advice is not to limit yourself, to be encouraged, to persist in your dreams and to rely on the networks of other women.
Source: Ambito
I am an author and journalist who has worked in the entertainment industry for over a decade. I currently work as a news editor at a major news website, and my focus is on covering the latest trends in entertainment. I also write occasional pieces for other outlets, and have authored two books about the entertainment industry.
