Strategic Management (9001SMGT)
Strategy Development and Implementation Report
Word count: [3347 words]
1
Executive summary
The report develops and implements strategies for Company X in the
present competitive beauty market. Company X is a worldwide beauty
omnichannel that retails luxury beauty products. This report is an
extension of the analysis by Goitom (unpub.), where Company X’s
competitive situation was examined to reveal strategic issues and
priorities that Company X’s management must re-evaluate. Company X’s
critical strategic issues are a lack of male beauty brands, AI and AR in the
customer experience and training for its beauty advisors.
This report recommends Company X competitive strategies to manage its
prioritised strategic issues in the present competitive conditions.
Company X must continue utilising its competitive strategy of best-cost as
this is one of Company X’s advantages, being the only player in the
Australian luxury beauty market using this strategy. Moreover, the bestcost strategy can diversify its male beauty brand category and
technological innovations. Additionally, Company X can employ
complementary strategic actions to improve its competitive position and
maximise its overall strategy. Company X effectively uses the offensive
strategies of cost-based advantage, acquisition, and exclusive brands.
However, Company X must employ its best-cost strategy to its maximum
and address its critical strategic issues. Company X must utilise the
offensive strategies of consistent innovations of AI and AR to improve the
customer experience, retail exclusive male beauty brands to have a
sustainable competitive advantage, and adopt Mecca’s skin clinic instore.
The analysis concludes by discussing Company X’s ethics and
organisational culture regarding the recommended competitive
strategies and strategic actions. Company X must consider ethics
encompassing gender identity and customer data privacy. Moreover,
There is no need for in-text
citations in the executive
summary.
An executive summary should
summarise the key points of
the report. It should state the
purpose of the report, highlight
the major points of the report,
and describe any results,
conclusions, or
recommendations from the
report. This executive
summary address most of
these points. It could avoid
steering towards sounding like
an introduction.
2
Company X must keep in mind the role of human resources in developing
consistent training for its beauty advisors.
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Table of Contents
Executive summary…………………………………………………………………………..1
1 Introduction………………………………………………………………………………4
2 Organisation and industry context……………………………………………….4
3 Critical strategic issues ……………………………………………………………….5
3.1 Adapting AI and AR …………………………………………………………….5
3.2 Expanding male beauty brands ……………………………………………6
3.3 Improving beauty advisor’s education ………………………………….6
4 Competitive strategies ……………………………………………………………….7
4.1 Broad cost leadership …………………………………………………………7
4.2 Broad differentiation ………………………………………………………….8
4.3 Implementation of differentiation strategies…………………………9
5 Complimentary strategic actions ……………………………………………….10
5.1 Cost-based advantage ………………………………………………………10
5.2 Acquisition ………………………………………………………………………11
5.3 Exclusive brands……………………………………………………………….11
5.4 Consistent innovation of AI and AR…………………………………….12
5.5 Adopt and improve competitor’s ideas……………………………….12
6 Ethics ……………………………………………………………………………………..13
6.1 Data privacy …………………………………………………………………….13
6.2 Gender identity………………………………………………………………..14
7 Organisational culture………………………………………………………………14
7.1 Beauty advisors………………………………………………………………..15
7.2 Human resources……………………………………………………………..15
8 Conclusion ………………………………………………………………………………16
References …………………………………………………………………………………….17
A well-structured and
presented table of
contents. The headings
and sub-headings show
consistency with the use
of capital letter. The
numbering and page
numbers are correct.
Using Word to generate
the table of contents will
ensure that the table
formats with a
professional look.
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1 Introduction
This report is a strategy development and implementation for Company X
in the current competitive conditions of the beauty industry. The analysis
is an extension of the previous report, where Goitom (unpub.) did an
investigation on the competitive situation of Company X to uncover
strategic issues and priorities that management must re-examine.
Company X is a beauty omnichannel that sells luxury products worldwide.
The strategic development and implementation report recommend
competitive strategies for Company X to address its prioritised strategic
issues in the current competitive conditions. Furthermore, the report
identifies complementary strategic actions to maximise Company X’s
overall strategy and competitive position. The analysis concludes by
examining Company X’s ethics and organisational culture surrounding the
recommended competitive strategies and strategic actions.
2 Organisation and industry context
Company X is an international beauty destination that retails luxury
products. Company X offers a growing variety of beauty products from
carefully selected brands (Company X 2022a). Furthermore, Company X is
an omnichannel with an online and app store.
Dominique Mandonnaud founded Company X in France in 1970 and was
the first to create a shopping environment where customers were
allowed to test beauty products in-store before purchasing (Company X
2022a). In 1997, Louis Vuitton Moët Hennessy (LVMH), the multinational
luxury corporation, acquired Company X. LVMH expanded Company X
globally, with over 2,700 stores in 35 countries (Loeb 2013; Company X
2022a). Company X first launched in Australia in December 2014 and
currently has 23 stores nationwide (Company X 2022b; Shopping Centre
News 2022).
A reference is needed here.
A well-written structure
section.
A purpose statement
specific to this report could
be given.
The introduction could
start with a sentence or
two to set the context
and/or establish the
importance of taking
appropriate strategic
actions.
5
The beauty industry in Australia is worth 6.9 billion dollars and is
projected to increase (IBISWorld 2022a; IBISWorld 2022b). The beauty
industry is extremely competitive and has countless new beauty products
and brands entering the market. Beauty e-commerce is in the growth
stage of its life cycle as the variety of brands and products online is
rapidly growing (IBISWorld 2022a; IBISWorld 2022b). Online retailing has
particularly increased since the COVID-19 lockdowns (IBISWorld 2022b).
Beauty brick-and-mortar stores are in the mature life cycle stage as they
are easy to find locally (IBISWorld 2022a). To enter the beauty brick-andmortar market is a medium barrier, and the online beauty market is a low
barrier, and unfortunately, both are declining (IBISWorld 2022a;
IBISWorld 2022b).
3 Critical strategic issues
The previous report by Goitom (unpub.) identified Company X’s strategic
issues that must be revised to remain sustainably competitive. The
beauty industry is expeditiously expanding and extremely competitive.
Therefore, it heightens the rivalry between Company X and competition
and constraints Company X’s power over brands and customers. Most of
Company X’s capabilities and resources can be substituted and imitated,
making its competitive advantage quite average. Furthermore, some of
Company X’s competitors have been able to be on par, and others have
surpassed what Company X offers. Moreover, the previous analysis
determined key strategic issues Company X should prioritise to expand
Company X’s market share and sustainable competitive advantage.
3.1 Adapting AI and AR
Goitom (unpub.) states that Company X must adopt beauty AI and AR
from American Company X stores and other more advanced continents.
Technological advancements improve the business’s position and give
competitive advantages (Rodriguez-Salvador & Castillo-Valdez 2021).
Important industry
information is stated.
The information in this
section is clear. However,
adding more different type
of resources/citations
(adding more dimensions)
would be helpful.
Nice introduction to this
section.
6
Beauty brick-and-mortar is becoming increasingly digitally enhanced in
the next five years (IBISWorld 2022a). Digital and physical engagement is
essential in stores to stay relevant and increase loyalty (Cosmetics
Business 2022). Beauty stores contain AR and VR apps to test products
before purchasing to increase customer appeal and solve customer
queries regarding the safety of testers, especially since the COVID-19
pandemic (IBISWorld 2022a; McKinsey & Company 2020). After the
government lockdowns, beauty brick-and-mortar is thriving, which offers
a massive opportunity for retailers to design unique destinations that
deliver immersive experiences (Cosmetics Business 2022). Seamless and
engaging Company X stores worldwide enhance customer experience and
loyalty.
3.2 Expanding male beauty brands
Goitom (unpub.) explains that Company X must retail various male
beauty brands as this demographic grows and to be inclusive. Company
X’s vision for its business is to become inclusive; however, it retails very
few brands with a male audience. Male beauty consumers have grown
immensely in the last five years and are forecast to increase (IBISWorld
2022b). This growth is because men are increasingly becoming imageconscious due to social media and the rise of video calls since COVID-19,
such as Zoom calls for work (Cosmetics Design 2022; IBISWorld 2022b;
Kestenbaum 2022). Furthermore, the anonymity of e-commerce has also
fueled this growth (Kestenbaum 2022). Many beauty brands are aware of
this trend, therefore, are catering to the male consumer’s beauty needs
(IBISWorld 2022a). For Company X to compete and grow its market share,
expanding its male range is imperative.
3.3 Improving beauty advisor’s education
Goitom (unpub.) suggests Company X must prioritise its beauty advisor’s
education because they are a valuable resource and a significant part of
A persuasive argument,
supported by references.
Information is synthesized
from different texts.
The information in each
sentence is related to the
information in the next
sentence. However, it may
be possible to combine
information from two texts
into the same sentence to
strengthen this. Small
changes in the order of
information or the addition
of linking phrases and
transition signals can help
strengthen an argument.
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its business strategy. Company X’s beauty advisors must have in-depth
training in all of Company X’s beauty categories and have a high
knowledge of beauty. The beauty advisors receive general brand training
but only detailed training in some beauty categories. An employee’s
performance significantly correlates to receiving education and training,
including fulfilling a company’s goals and boosting performance (Flegl,
Depoo & Alcázar 2022). Furthermore, consistently developing employee
skills prevents high turnover, a problem Company X has (Rathi & Lee
2015). Company X must utilise its resources and capabilities to their
maximum to surpass its competitors.
4 Competitive strategies
Company X must use competitive strategies to manage its prioritised
strategic issues in the present competitive circumstances. Competitive
strategies minimise a company’s threats, satisfy customers and position
the company to gain a competitive advantage (Thompson et al. 2022).
Company X’s broad overarching strategy is cost leadership and
differentiation, creating a best-cost hybrid strategy. Best-cost strategy is
when a company strives to produce products with various desired
attributes at a lower cost than its competitors but not necessarily as the
lowest-cost provider (Geurin & Burch 2017). Company X is the only luxury
retailer in Australia that offers a broad spectrum of beauty products at a
broad range of prices while offering frequent discounts throughout the
year. This strategy gives the company a competitive advantage as its
customers views its products as the most valuable for the cost (Geurin &
Burch 2017). Company X should continue using these strategies to stay
competitive in the beauty industry.
4.1 Broad cost leadership
Company X is a broad cost leader in the Australian luxury beauty market.
Broad cost leadership is where a company strives to retail products that
The section should start
with an overview of the
Five generic strategies. The
Five Generic Strategies
include broad low-cost
strategy, focused low-cost
strategy, broad
differentiation strategy,
focused differentiation
strategy, and best-cost
strategy.
The writer has investigated
their previous research (in
assessment 1) well. Nice
work in identifying the key
issues the organisation
should prioritise and why.
Read the assessment question
carefully to determine how
many strategies to justify. The
number may change with the
term.
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attract a broad range of customers at a lower cost than its competitors
(Thompson et al. 2022). Company X is the only Australian luxury
omnichannel retailer with a broad range of prices and frequent discounts
and sales throughout the year. Company X has multiple storewide sales
annually ranging from 15% to 25%, as well as discounts on selected
products throughout the year. Company X’s main brick-and-mortar
competitor Mecca never has discounts. Companies that offer products at
a lower price outperform their competitors by satisfying customers and
achieving higher market share (Liu & Atuahene-Gima 2018). Company X’s
main e-commerce competitor is Adore Beauty. While Adore Beauty offers
a variety of luxury products and discounts, not to the degree Company X
does; furthermore, they do not have a physical store. Customers prefer
trying a product in-store before buying but purchase at a competing
retailer if sold at a lower price (Mehra, Kumar & Raju 2018). Company X
also offers exclusive sales for loyalty members. Company X’s loyalty
program offers customers discounts and free gifts depending on how
much they spend. Mecca, in comparison, only offers a free box of
products depending on if the customer reaches a certain level of
spending per year. The more loyalty perks a company offers, the more
likely the consumer will spend on that company, even when there are no
sales (Gu et al. 2022). Company X should continue its successful strategy
of being the broad cost leader in the Australian luxury beauty market.
4.2 Broad differentiation
Company X also uses a broad differentiation strategy. Broad
differentiation is where a company offers products different from its
competitors that appeal to a broad range of customers with diverse
preferences (Thompson et al. 2022). A significant part of Company X’s
differentiation strategy is offering various beauty brands in different
categories. A multi-brand strategy appeals to all customers with various
needs and increases sales transactions (Desmichel & Kocher 2020).
Company X embodies differentiation by retailing a range of exclusive
The literature is applied to
the business. However, the
writing style or the flow of
sentences can be improved
with the use of phrases that
connect the literature to the
business action.
e.g. This works in Company X’s
favour because companies
that offer products at a lower
price…
E.g. Adore Beauty…do not
have a physical store which
puts them at a disadvantage
because customers prefer….
A reference from a peerreviewed journal article
(academic source) as opposed
to an industry report (credible
source) would have been
useful.
A persuasive argument that
follows a good discussion of cost
leadership.
The use of data helps strengthen
the argument.
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brands, including ones in demand that only Company X can sell. Broad
differentiation is a crucial strategy for Company X as many beauty brands
and external companies to the beauty industry, such as pharmacies,
supermarkets, and mass-market outlets, are increasingly stocking various
brands (IBISWorld 2022a). Company X also offers many beauty services,
including makeup and skincare applications. In the last two years,
Company X has opened a hair station in collaboration with Blow On-TheGo in two flagship stores to stay competitive. Company X must continue
the broad differentiation strategy in all aspects of its stores to stay
competitive.
4.3 Implementation of differentiation strategies
Expanding Company X’s male category is crucial for it to reach its full
potential in its differentiation strategy. Metrosexual and modern men are
starting to care more for their appearance and skin as they are
discovering that skincare is a part of self-care (Cosmetics Design 2022).
Furthermore, Generation Z males have transformed self-expression
regardless of traditional gender roles, which includes destigmatising
men’s self-care (Cosmetics Design 2022). Growing the male category
Company X retails will assist in embodying Company X’s values of
inclusivity and capture a larger market share.
Additionally, Company X should adopt varying AI and AR across its
customer experience to further improve its differentiation strategy. AI
and AR in smart displays, mobile devices and applications can enhance
the customer experience (Chen, Mandler & Meyer-Waarden 2021).
Innovating advanced technology that differs from rivals gives a
competitive advantage in cost leadership and differentiation (Liu &
Atuahene-Gima 2018). Furthermore, technological advances in loyalty
programs are an opportunity for Company X (Chen, Mandler & MeyerWaarden 2021). AI and AR in loyalty programs provide new ways to
interact with customers and collect data to improve and deliver highly
This section demonstrates a
good understanding of the
principles associated with
Porter’s generic strategies
model. The discussion is
connected to a range of
academic sources.
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personalised offerings such as rewards, incentives, services and products
(Chen, Mandler & Meyer-Waarden 2021). Successfully implementing
further differentiation strategies will give Company X a competitive edge.
5 Complimentary strategic actions
Company X must implement strategic actions complementary to its
competitive strategies to strengthen its competitive position and overall
strategy. Company X can implement offensive and defensive strategies to
maximise its overall strategy. Strategic offensives are when a company is
aware of opportunities that attain more market share at its competitor’s
cost, using the company’s strength to attack a rival’s weakness or when a
company has no choice but to diminish a strong rival (Thompson et al.
2022). Strategic defensives lower the company’s chance of being
attacked by a competitor, weaken any attack, and challenge rivals in
retaliation (Thompson et al. 2022). Company X currently employs
offensive strategies and should continue with this strategy.
5.1 Cost-based advantage
One of Company X’s offensive strategies is a cost-based advantage as
they pursue the competitive strategy of best-cost. Cost-based advantage
strategy is when a company offers a product that is equally good or
better than competitors at a lower price (Thompson et al. 2022).
Company X offers premium luxury beauty products and brands in
demand while having the lowest prices compared to other luxury brands,
primarily because they have frequent discounts. Lower prices can deliver
a larger market share if the company convinces its customers that its
product is equally good or better than its competitors and its rivals do not
react with lower prices (Thompson et al. 2022). Company X has
successfully mastered the cost-based advantage strategy and other
offensive strategies.
This section is introduced with
references to theory. This is a
positive.
This section presents a good
discussion. However, adding
more precise justification
using recent academic
citations (e.g., peerreviewed journals), would
add value.
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5.2 Acquisition
Company X also uses the offensive strategy of acquisition. An acquisition
is when one business buys and occupies the operations of another
company (Thompson et al. 2022). Table 1 illustrates the objectives of an
acquisition. LVMH acquired Company X 25 years ago, which boosted
Company X in all objectives of an acquisition. Acquisitions are a popular
strategy as they strengthen a company’s market position (Thompson et
al. 2022). Acquisitions also give a company a competitive advantage and
help to sustain market turmoils, such as when LVMH supported Company
X through COVID-19 (McKinsey & Company 2020; McKinsey & Company
2021). Furthermore, Company X had a subsidiary named Company X
Originals, now known as Kendo Brands, which has also been acquired by
LMVH in 2014 (Kendo Brands 2020). Horizontal acquisitions involve
combining the company’s operations within the same service or product
industry to quickly expand the scope and scale of its business (Thompson
et al. 2022). Kendo Brands is a global beauty powerhouse that acquires
in-demand brands (Kendo Brands 2020). The brand’s Kendo Brands offers
are exclusive to Company X, a part of Company X’s competitive strategy
to gain a larger market share. The acquisition strategy has gained
Company X access to many brands, including exclusive ones.
Table 1 – Objectives of an acquisition

Source: Modified from: Thompson et al. 2022.
5.3 Exclusive brands
Another offensive strategy Company X uses is offering exclusive brands,
which is part of its best-cost strategy. High-end customers prefer
It’s good that the textbook
has been drawn from
extensively as a source. To
take your discussion to the
next level, identify more
academic sources, e.g.,
peer-reviewed journal
articles and books.
The table shares relevant
information.
It is well formatted: It has a
title and the text is one size
smaller than the text in the
Reference has minor
formatting inconsistencies
with the AIB Style Guide.
Source: Modified from
Thompson et. Al. 2022.
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exclusive brands and low-end customers prefer a brand that high-end
customers use (Amaldoss & Jain 2015). Company X uses this strategy to
attack rivals, avoid dispersing the brand’s sales and gain market share.
When a significant majority of consumers prefer a specific brand,
consumer brand preferences are weak (Mills 2017). Therefore, the
exclusive brand has more bargaining power making it more profitable for
the company to negotiate an exclusive contract (Mills 2017). Concerning
expanding Company X’s portfolio of male beauty brands, Company X
should set exclusive contracts with popular and up-and-coming brands.
Company X will require extensive research of the male beauty market to
choose the most profitable brands. Branding decisions are crucial to the
success of new brands and products (Amaldoss & Jain 2015). There are
other offensive strategies Company X can employ to stay competitive.
5.4 Consistent innovation of AI and AR
Company X should use the offensive strategy of constant innovations to
solve the lack of AI and AR. While adopting AI and AR from America is
advantageous, consistent technological innovations will keep Company X
sustainably competitive. Continuous product innovations remove sales
and market share from less innovative competitors (Thompson et al.
2022). Furthermore, consistent production of new and improved
products can put competitors under immense pressure, mainly when the
competitor’s new product development capabilities are inadequate
(Thompson et al. 2022). LMVH is currently working with Station F,
creating a high-tech luxury program that can benefit Company X’s success
(CB Insights 2022). Consistent innovations are a successful offensive
strategy, including adopting other rivals’ innovations.
5.5 Adopt and improve competitor’s ideas
Another offensive strategy Company X should utilise is adopting and
improving the profitable ideas of other companies. Companies gain a
A good example of using
insights from the literature
to inform the company
strategy.
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competitive advantage by identifying and employing external
opportunities in existing and new markets (Liu & Atuahene-Gima 2018).
Company X should adopt Mecca’s new business model that includes a
mini skin clinic in-store and, most recently, a skin clinic next to their
Highpoint store named Mecca Aesthetica. The skin clinic comprises skin
services, including technology-based services, by Mecca’s expert team
and dermal therapists (Mecca 2022). There are countless skin clinics
throughout Australia, which is why Australia is in the top ten countries
spending the most on cosmetic procedures (Chan 2020). This trend is
growing as non-invasive cosmetic procedures are accessible and easy to
incorporate into an everyday routine, as many have minimal to no
downtime (Cosmetic Physicians College of Australasia 2016). Company X
should follow the multidomestic strategy as adopting the skin clinic idea
in Australia is profitable but may not be overseas depending on the
customer’s needs. The multidomestic strategy is when a company varies
its competitive strategy and product offerings based on the local market
and varying customer needs (Collings, Mellahi & Cascio 2019; Thompson
et al. 2022). Innovation is essential for Company X to stay ahead of
competitors.
6 Ethics
Company X must assess the ethics surrounding the privacy of customers’
data and gender identity. An ethical company embodies morally correct
behaviour and is socially responsible (Mili, Gharbi & Teulon 2019).
6.1 Data privacy
Company X must be aware of its customer’s privacy concerning any
technological innovations, specifically AI and AR. While technology has a
positive influence and brings financial and market share gains, it has its
negatives. AI and AR are invasive technology where private customer
data can be easily exposed if not protected (Carmody, Shringarpure &
An important point.
The importance of ethics could
be stated.
Important and interesting
information.
Great! Multidomestic
strategy has been defined.
This point needs to be
developed further.
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Van de Venter 2021; Kaspersky 2022). Cyberattacks are increasingly
dangerous to companies as $445 billion is lost annually in the global
economy to cybercrime (Marotta & McShane 2018). Company X must
invest in strong cyber security to ensure no data leaks. Cyberattacks can
immensely damage a company’s reputation and bring legal and financial
consequences (Tosun 2021). Ethics around technology is equally as
important as the ethics surrounding people.
6.2 Gender identity
Company X should be mindful of gender identity while expanding its male
category. While expanding the male category will be profitable, Company
X should be cautious about sounding inclusive to only some genders. The
LGBTIQA+ community takes up a significant share of the beauty market,
so considering the community’s sensitivity is crucial to Company X’s
image (Cosmetics Design 2022). Assuming a person’s gender harms the
health and well-being of LGBTIQA+ people (Australian Institute of Family
Studies 2022). Understanding and using the correct terminology ensures
that companies are inclusive and respectful and can help LGBTIQA+
people feel welcome (Australian Institute of Family Studies 2022). Many
beauty brands are aware of societal changes concerning genders and are
adapting by being more inclusive in their marketing and products
(McWhirter & Courtney 2022). Company X must include brands that are
uni-sex to appeal to all genders. It is a part of Company X’s values and
culture to be inclusive, so it must consider modern gender identity in its
strategies. Ethics also influence a company’s organisational culture.
7 Organisational culture
Company X should assess the organisational culture of its beauty advisors
and their education. Organisational culture is the values and behaviour
the employees reflect that define how a company operates and attains its
objectives (Park & Kim 2019). Positive organisational culture influences
The organisation of the
paragraph could be improved by
considering the order in which
the first two sentences are
presented. The second sentence
is a general introductory
sentence about technology while
the first sentence states a
specific negative, finishing with
AI and AR, which are picked up
the third sentence.
The argument appears to be
sound. However, associating
with any relevant theory would
add value here.
15
an employee’s behaviour and performance by fostering innovation, trust,
job satisfaction and commitment (Park & Kim 2019).
7.1 Beauty advisors
Beauty advisors play a significant role in Company X’s organisational
culture, values and business model. To ensure Company X’s beauty
advisors portray its vision, they must have adequate training. Training
programs meet the company’s vision and build the employee’s
knowledge and skills (Nankervis et al. 2020). Training employees is a
significant part of achieving a vision; however, the company’s leaders
must also embody the vision so the beauty advisors and organisational
culture may embody the vision as well (Whitlock 2013). Company X must
hire trained dermal therapists for the proposed skin clinics. Qualified
employees work more efficiently with less cost and training time so that
companies can spend on new employees (Park & Kim 2019). Additionally,
qualified employees build trust with customers and therefore enhance
customer loyalty. Moreover, as skin services at clinics are invasive, the
employees must be trained and certified to avoid any legal retribution.
The beauty advisor’s training is in the hands of Company X’s management
team.
7.2 Human resources
Human resources also contribute significantly to organisational culture
and employee education. Human resources influence the company’s
culture in how they support employees (Park & Kim 2019). As part of the
human resources strategies and the company’s goals, they must provide
individual professional development opportunities (Park & Kim 2019).
The Company X education department must work alongside human
resources to develop an education plan for its beauty advisors. Human
resources develop plans and strategies for development, learning,
education, and training to meet the current and future demands of the
A persuasive argument supported
by a reference.
This assessment discusses two
areas the organisation should
consider in implementation.
Read the assessment question
carefully to determine the
required number. This may
change from term to term.
16
company (Nankervis et al. 2020). Furthermore, upgrading skills and
continuously training employees improves employee retention
(Presbitero 2016). Company X must utilise all employees efficiently to
gain a competitive advantage.
8 Conclusion
Company X must implement the recommended competitive strategies
and complementary strategic actions to address its critical strategic
issues, maximise its business strategy, improve its current beauty market
position, and stay competitive.
Company X’s critical issues are a lack of AI and AR in the customer
experience, male beauty brands and training for beauty advisors.
Company X should continue using its competitive strategy of best-cost to
diversify its technological innovations and male beauty brand selection.
Company X can use the offensive strategies of exclusive brands to stay
competitive in the male beauty market, consistent innovations of AI and
AR to enhance the customer experience, and adopt Mecca’s skin clinic
model to expand its market share.
While implementing these strategies, Company X must consider its
organisational culture and ethics. Organisational culture, specifically
human resources, plays a significant role in creating in-depth training for
its beauty advisors. Moreover, Company X must consider the ethics
surrounding the privacy of its customer’s data and gender identity.
Addressing the critical issues through implementing competitive
strategies and strategic actions will keep Company X ahead of rivals in the
Australian beauty market and expand its market share.
Overall, the section does well to
evaluate organisational culture
and ethics and discuss their
appropriateness for the
recommended strategy.
The conclusion captures the
focus of the paper. Good work.
However, a good conclusion is
more than a summary. Relate
it to your introduction (such as
the aim of the paper and the
extent to which that aim has
been achieved). It can also
state any implications that
may arise from the findings.
The main ideas are
summarised.
17
References
Amaldoss, W & Jain, S 2015, ‘Branding conspicuous goods: An analysis of
the effects of social influence and competition’, Management
Science, vol. 61, no. 9, pp. 2064-2079,
https://doi.org/10.1287/mnsc.2014.2078.
Australian Institute of Family Studies 2022, LGBTIQA+ glossary of
common terms, February, viewed 2 December 2022,
https://aifs.gov.au/resources/resource-sheets/lgbtiqa-glossary-commonterms.
Carmody, J, Shringarpure, S & Van de Venter, G 2021, ‘AI and privacy
concerns: A smart meter case study’, Journal of Information,
Communication & Ethics in Society, vol. 19, no. 4, pp. 492-505,
https://doi.org/10.1108/JICES-04-2021-0042.
CB Insights 2022, How Company X built a beauty empire to survive the
retail apocalypse, 16 May, viewed 2 December 2022,
https://www.cbinsights.com/research/report/Company X-teardown/.
Chan, G 2020, Cosmetic surgery statistics Australia & around the world,
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