Cosmetics Manufacturing Business Plan

Bluespa

Executive Summary

Opportunity

Problem

The cosmetics industry is in a state of flux. Traditional brands (Revlon, L’Oreal, Lancôme etc.) are viewed as old. The consumer is looking for more holistic and healing benefits from her skin care products. She is no longer content with just the appearance benefits offered by traditional brands. The Body Shop brought her an awareness of cruelty free and natural products. These initial nudges lead to today’s consumer being more informed and more inquisitive about the benefits of her personal care products. Her skin crème needs to protect her from the suns damaging rays, moisturize her skin and reduce the effects of aging. She is seeking relief from the effects of a hectic 24/7 lifestyle. She has learned the benefits of herbal therapy and aromatherapy. She has either experienced or read about the benefits (both physical and emotional) of a Day Spa.

Solution

Bluespa is a multi-channel concept, combining a wholesale distribution network with a retail strategy, e-commerce, and a consumer catalogue. The face of retailing is changing.

Market

Bluespa will occupy a unique market position. No other brand offers a specialty line that includes skin care, cosmetics, fitness apparel and accessories. However, within each category significant brands do exist. Quality and price vary widely within each group. Bluespa will be positioned as a quality brand. The U.S. cosmetics market has seen large annual growth rates over the past decade. Last year alone, the market grew by over $1 billion. Clear divisions between traditional categories are becoming blurred and new lines, such as aromatherapy are also emerging, creating new openings for profit.

In fitness apparel and accessories there is a tremendous opportunity since the female customer has been grossly overlooked. Most major companies do not produce products focused specifically on the female customer. Puma is the only brand that has developed a line of fitness apparel fro women. Early sales for them have been exceptional, further highlighting the potential within this category.

In the skin care and cosmetics category the competition can be divided into three groups: Commercial–i.e. MAC, Origins, Philosophy, Erno Laslo and Shesheido; Clinical–i.e. Kiehl’s, Clinique, Clarins and Dr. Hauscha; Spa–private label brands associated with spas.

Competition

Traditionally the dynamics of the industry have favored large houses because they can fund the major advertising and marketing campaigns associated with this industry. Today an underground (or gorilla) marketing effort can be more effective in gaining credibility with this market segment. In the past the volume of product required to produce a batch, and the cost of producing packaging have favored the larger players. Today, technology has evolved to allow the efficient production of small batches. Packaging resources exist that allow for efficient cost controls and rapid delivery of these components. In brief, the advantages of size that created barriers to entry for new players have been swept aside. The cosmetic giants still hold a dominant position in this industry and they will most likely continue to. But they have realized the need to acquire new brands and to keep their affiliation in the background. LVMH and Lauder have done an excellent job of identifying emerging brands and acquiring them.

In recent years names like MAC, Bloom, Bliss, NARS, Fresh and Kiehl’s have been acquired. This strategy indicates that a few of the traditional big players recognize the benefits, for themselves and the industry, of emerging niche brands. Add to this equation the growth of the day spa industry in the United States over the last 20 years. 20 yrs ago, there were 25 day spas in America. 10 yrs ago, that number had risen to 200. Today there are over 3,000 day spas in the U.S. and 300 in Canada. Americans are beginning to understand the benefits and pleasures of taking care of themselves.

Why Us?

Bluespa represents quality in skin care, fitness apparel and accessories. We will accomplish this using high quality manufacturing and research, a creative marketing program, and a comprehensive distribution network using both brick and mortar retail outlets, internet presence, and a consumer catalogue.

Expectations

Forecast

In order to launch its unique product line Bluespa requires an initial outlay. Sales at Bluespa retail stores are planned to grow rapidly from Year 1 through Year 5. During this time frame our wholesale revenues are planned to grow enormously. Bluespa will become profitable in our third year of operation. Initial growth will be financed by a combination of equity investment and debt financing. Our ratios are well within prudent limits and our growth plans are challenging, but realistic.