Expert Answer :SWOT Analysis for Lush Ltd. (Lush Cosmetics)

  

Solved by verified expert:Prepare a SWOT analysis. The SWOT should take full advantage of possible pivot points that the company faces in the immediate future, those new technologies or markets on the horizon that a company is prepared to exploit. In preparing the SWOT, consider both the strengths and weaknesses from the internal point of view. That is, these are from the inside of the organization looking out. For opportunities, the company should identify specific strategies to exploit and expand the opportunities to get the most benefit from these opportunities. For threats, a company should create specific strategies to avoid or mitigate these threats. All of these four dimensions must be put together into a cohesive and comprehensive plan for the benefit of the company. After the completion of the basic four quadrants of the SWOT table and the subsequent detailed analysis, consideration should be given as to the trend of each of the four quadrants. For example, if “Experienced staff of technical employees” is identified as an element in the strengths quadrant, then the question should be asked, “What direction is this strength heading in?” In this case, you may have enough experienced technical employees today, but perhaps 35% of your technical staff is eligible for retirement within one year, which could lead to a serious problem in the near term. So, for each quadrant, consider the trend line as well.
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MBA 515 Milestone Three Guidelines and Rubric
You will submit an environmental scan of the company within the chosen market domain using the PEST format. This analysis will be written viewing the
company from the outside to the inside. This assessment will consider the knowledge gained from the SWOT analysis generated in Milestone Two and assess the
company’s competitive readiness from external dimensions, extending to the global marketplace. The scan will include the external political, economic/financial,
sociopolitical, and technological trends for a given market environment and a potential market. The information gathered from this scan will assist in the
identification of the most lucrative market niche in which to formulate an actual business development strategy in Milestone Four.
A. External Factors
1. PEST Analysis: Complete a PEST analysis on the external factors that affect the company’s readiness to compete. What are the political,
economic, social, and technological factors that affect the company?
2. Prioritized List: Based on the PEST analysis, examine and address the key issue from each quadrant to assist in the success of your chosen
company. Include supporting rationale and research as needed.
3. Readiness: Based on external factors, evaluate the company’s readiness to compete in the business environment of the market domain. Support
your evaluation with information from your market domain evaluation and PEST analysis.
Guidelines for Submission: Your paper must be submitted as an 8-10-page APA-style Word document with double spacing, not counting the cover page and
reference page. It must be in 12-point Times New Roman font, with one-inch margins and at least three authoritative sources cited in APA format.
Critical Elements
External Factors:
PEST Analysis
External Factors:
Prioritized List
External Factors:
Readiness
Exemplary (100%)
Meets “Proficient” criteria, and
analysis demonstrates nuanced
understanding of external
factors affecting company’s
business environment
Meets “Proficient” criteria, and
prioritization demonstrates
nuanced understanding of key
issues from each quadrant
Meets “Proficient” criteria and
demonstrates nuanced
understanding of relationship
between competitive readiness
and external factors affecting
company’s business
environment
Proficient (90%)
Completes comprehensive PEST
analysis on external factors
affecting company’s readiness
to compete
Examines and addresses the key
issue from each quadrant,
including supporting rationale
and research
Comprehensively evaluates
company’s readiness to
compete in business
environment based on external
factors, supporting response
with market domain evaluation
and PEST analysis
Needs Improvement (70%)
Completes PEST analysis on
external factors affecting
company’s readiness to
compete, but analysis is cursory
or inaccurate
Examines and addresses the key
issue from each quadrant but
lacks rationale
Not Evident (0%)
Does not complete PEST
analysis on external factors
affecting company’s readiness
to compete
Value
30
Does not examine or address
the key issue from each
quadrant
30
Evaluates company’s readiness
to compete in business
environment based on external
factors, but response is cursory
or inaccurate or lacks support
Does not evaluate company’s
readiness to compete in
business environment based on
external factors
30
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy-to-read
format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
Earned Total
10
100%
My focus company is Lush, Ltd (Lush Cosmetics)
This week you will prepare a SWOT analysis. The SWOT should take full advantage of
possible pivot points that the company faces in the immediate future, those new technologies
or markets on the horizon that a company is prepared to exploit. In preparing the SWOT,
consider both the strengths and weaknesses from the internal point of view. That is, these are
from the inside of the organization looking out. For opportunities, the company should identify
specific strategies to exploit and expand the opportunities to get the most benefit from these
opportunities. For threats, a company should create specific strategies to avoid or mitigate these
threats. All of these four dimensions must be put together into a cohesive and comprehensive plan
for the benefit of the company.
After the completion of the basic four quadrants of the SWOT table and the subsequent detailed
analysis, consideration should be given as to the trend of each of the four quadrants. For example,
if “Experienced staff of technical employees” is identified as an element in the strengths quadrant,
then the question should be asked, “What direction is this strength heading in?” In this case, you
may have enough experienced technical employees today, but perhaps 35% of your technical staff
is eligible for retirement within one year, which could lead to a serious problem in the near term.
So, for each quadrant, consider the trend line as well.
Week 4 Final Project Milestone 2 Assignment:
I would like to see the parts separated out with internal titles. To receive full credit it is
important that you address all parts separately.
Introduction: Provide an introduction that explains the purpose of the paper.
Part 1: SWOT Analysis. Identify and elaborate on at least four each of the company’s
strengths, weaknesses, opportunities, and threats.
Part 2: Prioritized List. Develop the SWOT analysis to create a more specific business plan
to exploit these strengths and correct these weaknesses. Thus you will want to address your
strengths and weakness in a linear fashion, so that your exploiting the strengths builds on each
other and similarly with the weaknesses.
Part 3: Readiness. Take your plan from part 2 and evaluate how ready the company is to
complete it.
a. Discuss external factors in the business environment of the market domain.
b. Discuss the internal factors within the company.
Conclusion: Include a conclusion that briefly sums up the essential points of your paper.
References: At least three authoritative references in APA style.
https://owl.english.purdue.edu/owl/resource/560/01/
• 2400 words not counting titles and references.
Green Marketing: A Cosmetic Industry Revolution
Johnice Woods
February 17, 2018
MBA-515-X3386 Bus Env Innov & Entrepreneur 18TW3
Southern New Hampshire University
Green Marketing: A Cosmetic Industry Revolution
Lush Ltd is an organization in the industry of cosmetics (Ackerman, 2011). Its first store
was opened in 1976 in England (Ackerman, 2011). Ackerman (2011) notes that the entity now
runs at least 2,500 stores globally, majoring on franchising which has been a successful market
penetration strategy in the 21st Century. The body shop generates more than 57 million in profits
annually, making its profitability to be at about 8.7% (Ackerman, 2011). Each entity exhibits a
unique philosophy in which its organization culture is instilled. For Lush, the original founder,
Anita Roddick, set its base operational philosophy. A human rights activist, Roddick shunned
scholar Milton Friedman’s hard policy of exclusive shareholder wealth maximization, instead
posting that businesses did not exist for the sole purpose of making money, but that they should
engage in corporate social responsibility. Roddick held that corporations should be “about public
good as opposed to private greed” (Ackerman, 2011). Against this backdrop, the company has
grown practicing corporate social responsibility amidst stiff competition in the fashion industry
from rivals such as Origins Cosmetics and The Body Shop. Lush has curved a new market domain
in the beauty industry which is producing only green cosmetics based on natural products while
maintaining corporate social responsibility towards the society as a whole.
Green Marketing and Production
The business world is dynamic. The modern customer is going green (Ramli, 2017). Lush
Ltd has segmented its market to emphasize on the green customer niche. In the cosmetics industry,
green marketing is an emerging issue (Ramli, 2017). Lush uses natural products to manufacture
all its products, hence creating appeal to the market and gaining a competitive edge over its rivals.
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The cosmetics industry has undergone several phases which have been accompanied with
a number of distinct emergent domains (Ramli, 2017). In the 1990s for instance, gigantic brands
such as Estee Lauder, Avon were majorly concentrated on anti-aging products, blemish-base
creams, whitening cosmetics as well as anti-wrinkle products. Even though the previous
commodities still exist, all of them are undergoing a ‘green’ shift (Ramli, 2017). From its bath
brands such as bath bombs and bubble bars to its shower, hair, face, make up and body products
such as body cleansers, deodorants and dusting powders, Lush has been manufacturing its brands
using only natural products, a move which has enhanced its market growth (Ramli, 2017). The
company which has studied current consumer behavior is not only portraying ‘green’ in its
packaging but also advertising and distribution.
Corporate Social Responsibility
Fighting Animal Testing
The background of Lush’s success is Corporate Social Responsibility (CSR). Many
cosmetic companies test their products on animals, a matter which Lush largely came out to
condemn (“Our Story”, 2018). The company’s strict policy on animal testing is unique and it
requests its peers to follow in the same line (“Our Story”, 2018). The company even established a
reward in the year 2012; $250,000 awarded annually to enhance safety testing with regards to
consumer products (“Our Story”, 2018). The reward was also a way of showing commitment to
anti-animal testing activist’s efforts.
Ethical Sourcing of Products
CSR also entails showing ethical empathy towards consumers as part of the society. Lush
works hard to promote its immediate community by sourcing for raw material from it (“Our Story”,
2018). However, when the firm cannot find the best quality for customers around, it looks
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worldwide to find the best quality ingredients for its clients (“Our Story”, 2018). While researching
on the highest quality, the company goes an extra mile of examining the raw material from the
beginning when they are grown to the end when they are finally harvested just to ensure ethical
practices have been adhered to for the sake of maintaining their ‘green’ philosophy.
Future Sustainability of the Green Marketing Domain
Green cosmetic has been accused of being of higher cost as compared to the chemical ones
(Rawat and Garga, 2012). This was a threat to Lush for a long time since it shunned chemical
ingredients. Even so, the long-run cost of using chemicals is environmental damage such as global
warming and the world is turning its head to Corporate Social Responsibility instead of cost-saving
(Rawat and Garga, 2012). Rawat and Garga (2012) observe that green cosmetics, which are part
of a larger green marketing course, contribute to reducing harmful human activities such as the
usage of chemicals. This environmental scenario has exhibited strength for Lush since it had
already ventured into green marketing (Rawat and Garga, 2012). Additionally, it is an opportunity
since the green product awareness is continuing to expand globally, enabling Lush to widen its
market share in the new domain.
“In the factory we make cosmetics, in the store we sell hope” is a famous quote by Charles
Revson who founded Revlon, a US-based cosmetic store (Voigt, Buliga and Michl, 2017). At that
moment, the ‘green revolution’ had not been sparked by cosmetic producers who advocated for a
new and safer niche of health products. Anita Roddick, the founder of Lush, once said that “she
looked at where the cosmetic industry was headed and walked in the opposite direction” (Voigt et
al, 2017). It is from her stance that companies the likes of Lush curved out a new domain in this
beauty sector. Now, economic, legal, socio-cultural factors have all acted in favor of Lush since
4
all heads are turned towards sustainability and consumer safety as depicted through the green
marketing domain.
5
References
Ackerman, D. (2011). A natural history of the senses. Vintage.
Our Story. (2018). Lushusa.com. Retrieved 16 February 2018, from
https://www.lushusa.com/our-story.html
Ramli, N. S. (2017). Green marketing: a new prospect in the cosmetics industry. In Sustainable
entrepreneurship and investments in the green economy.
Rawat, S., & Garga, P. (2012). Understanding consumer behaviour towards green cosmetics.
Voigt, K. I., Buliga, O., & Michl, K. (2017). Pure Beauty: The Case of The Body Shop. In
Business Model Pioneers (pp. 25-39). Springer, Cham.
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