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A business plan is the project that provides details the business goals, mission and vision and intends to accomplish them while considering both internal and external factors. The report will discuss on RadiantHerbs profile that provides herbal beauty salon services within UK. Nowadays are customers are aware of eco-friendly services that include organic salons. RadiantHerbs by establishing sustainability with salon business operations and marketing can contribute to promote corporate social responsible. The analysis of the firm will provide industry analysis by using PESTLE. Stakeholders’ analysis will include Porter 5 forces model, SWOT, generic strategies and balance score card. Stakeholder and marketing analysis will be done through stakeholders mapping, STP frameworks and marketing mix. Resource and capabilities will be accomplished through VRIO analysis and financial analysis using triple bottom line.
RadiantHerbs will promote eco-friendly choices at every step of their business. They can also improve waste management, lowering salon’s carbon footprints, and energy usage and make use of natural and chemical free ingredients within its products to promote organic services. RadiantHerbs will provide the best organic salon services and products within a relaxed as well as artistic atmosphere. They will be driven by wellness and stunning chemical free products. They company’s staff will be driven by dedication and wellness to make customers experience outstanding while reducing toxicity as well as improving health.
Company name: RadiantHerbs
Company’s background
RadiantHerbs identifies that beauty; health as well as being sustainable conscious will help them to promote its business. The company will offer vegan, natural, organic as well as cruelty free products that will endorse a healthy life style. The firm believe is offering resorcinol, ammonia as well as PPD free products to their clients. The business will have dedicated team of experts and professionals with a goal for creating the sustainability within business. According to the data global market demand for organic hair products is going to rise at 7.1 percentage CSGR by the end year 2033 (Organic product market, 2023). The growing demand of organic products has forced RadiantHerbs to draw awareness of simpler, safer and latest natural products within their business. A large population of sustainable population in Cambridge will also contribute to the success of the business. RadiantHerbs will offer luxurious salon services to its clients through exclusive collection of organic as well as natural professional salon products and services. The firm will consistently invest in research and development programs to offer safest and high quality products to its customers. They will also provide best education to local community of sustainable beauty services offered by their professionals. They will be committed to their products being gluten free, vegan and cruelty free as well as free from harsh chemicals that can harm customer health ad skin.
Key partners | Key activities | Value propositions | Customer relationships | Customer segments |
· Partnerships and collaborations with local salon companies · Provide a two way referral initiatives | · High trained professional staff · Quality services · Low price | · Professional experts workers · Premium services · Quality facilities · Organic products | · Leverage referrals · Recognize great customers · Treat every client with kindness and respect | · Sustainability conscious customers · Age group: 30-60 · Marketing through social media channels · Marketing separately because of differences in requirement from salon |
Key resources | ||||
· Education programs in local community · Consistent investment in research and development | channels | |||
· Social media marketing · Email marketing · Website · Local distributed flyers | ||||
Cost structure | Revenue streams | |||
· Renting a facility · Loan to cover primary enhancements. · Tools and equipments purchase. | · Day to day activities · Blogs · storytelling · Retail sales |
Pestle analysis
The beauty salon sector is a diverse that comprises more than just skin care and make up products and services. Pestle analysis will provide deeper insights of herbal beauty salon to grow in UK markets.
Strategic Position
Porter’s 5 forces analysis: this model was developed to analyze both external as well as external factors that affect the competitiveness of the beauty salon industry.
Threat of new entrance | The salon industry has a low threat of new entrants because of huge cost on entry (Goyal, 2020). Rising customer requirement needs various resources. Another factor is extensive competition within the industry that affects the firm to operate without trouble. |
Bargaining power of consumers | This industry has high bargaining power as this raise competition as well as availability of the organic products from the various the manufacturers. |
Bargaining power of suppliers | This is high in salon industry because of high number of similar firms offering same products and services to customers at low rates (Mishra and Tripathi, 2021). |
Threat of substitutes | This is high as the customers can find similar companies offering same services at lower price. |
Barrier to entry | This includes high research and development costs to enter into the beauty salon market. |
SWOT
Strengths · Skilled and professional staff · Sustainable organic products and services · Includes various services to customers · A hygiene and welcoming environment · Strong connections with suppliers (Vardopoulos et al, 2021). | Weaknesses · Limited hours of work · Lack of marketing budget · Not have enough online appointment facilities · |
Opportunities · Expanding various areas · Partnering and collaborating with other businesses · Offering discounts · Launching various new products and services to attract customers (SWOT analysis, 2023). | Threats · Changing customer demands and requirements · Economic turndown (Mio et al, 2022). · Changes in policies and legal regulations · Change in technologies and innovation |
Strategic Choice
Generic strategies
Companies’ strategies are helpful for providing to the sales accomplishment of the RadiantHerbs beauty salon (Sarkar, 2023). Porter generic strategy is an assisting tool that will help the company to gain competitive advantages. This includes cost leadership, differentiation and focus strategies.
The firm will apply differentiation strategy that will help them to differentiate their products and services from competitive firms. The company by understanding their customers’ needs and bring innovation can differentiate their products (Keiningham et al, 2020). RadiantHerbs is wanted to gain a market growth can control costs to increase profits while maintaining average prices. The company will also use promotion strategies as well as discounts to enhance customer preferences and demands.
Strategic Action
Balanced Scorecard
This is a management system that aims at formulating an company’s strategic objectives into the set of performance objectives. This model includes 4 perspectives:
Stakeholder mapping
A stakeholders mapping is a visual representation of peoples who are interested or involved within the business. This will help RadiantHerbs to identify key stakeholders both external as well as internal along with understanding their influence on stakeholders’ management. The firm by indentifying all particular peoples and groups that are impacted by project will we included. The company should also prioritize the stakeholder according to their interest within the business (Freudenreich et al, 2020).
STP Framework
Marketing Mix
Integrated marketing communication (IMC): This theory facilitates continuous communication across various platforms as well as offers unify brand practice for clients. This is essential for business in long term success as all marketing programs depends on it (Blakeman, 2023). This makes sure that brand consistency communicates its information for building up its relations with target customers.
VRIO analysis
This analysis helps the business to analyze the way company’s resources contribute to the marketplace position. VRIO analysis is an internal evaluating technique which can be used by RadiantHerbs to categorize its internal resources on the basis of convinced characteristics outlined in the structure (Ariwibowo et al, 2021).
Bank loan and personal savings
Bank loan will the most suitable funding strategy for RadiantHerbs to grow in an market. This is generally a rapid as well as straight way to safeguard the funding requirements as well as is mainly offered with fixed period of time (De Angelis, 2021). By investing personal saving the owner can invest in herbal beauty salon to gain better returns without bearing any interest.
Conclusion
In conclusion, beauty salon business is rising rapidly as well as fuel by rising income of people. People are now aware of various products and services in beauty salon especially among youth. Salon service industry has grown into a global marketplace that offers diverse services and wellness. This has lead business to differentiate its products and services from that of competitors to grow strong presence in a market. The rising importance on personal appearance in both social and professional frameworks has forced company to use more sustainable and organic products to maintain demand of their products and gain brand reputation. Social media channels plays essential role in enhancing beauty trends as well as drive the needs for salon services. This has lead RadiantHerbs to provide organic services to its clients to expand and develop its business by partnering with various similar firms. The company by offering customized experiences as well as solutions can tailor the unique requirements to fit one size approach. RadiantHerbs by leveraging advancement in technologies such as data analytics and AI power tools can analyze clients’ preferences as well as provide tailored services to its customers. They can also involve wellness hubs by incorporating relaxation methods such as mediation as well as natural therapies within their services.
RadiantHerbs should ensure their accountability to sustainability is prominent and visible through salon services. This will include displaying affiliations and certifications to show sustainable products and services they offer. The firm by making its accountability to sustainability can attract customers to share similar values on environmental responsible business. They can include offer organic hair treatments such as non toxic dyes and offering water saving services like dry cuts can differentiate from competitive companies. The firm should also educate and aware its clients on organic and herbal service practices as well as advantages of using eco-friendly products. They can offer tips to manage their skin and hair by using more organic products to improve them. The firm can also partner with suppliers as well as brands that are also accountable to sustainability. This allows providing high quality services and also assisting business to build accountability with the customers. The firm by partnering with brands can open the chance for joint marketing programs and events that allow reaching target audience. The business by leveraging social media channels as well as content marketing can show beauty salon’s organic efforts as well as draw attention of eco-conscious customers.
Forecast
Income statement
Particulars | Year 1 (in GBP) | Year 2 (in GBP) | Year 3 (in GBP) |
Sales | 240000 | 276000 | 317400 |
Less: COGS | 72000 | 82800 | 95220 |
Gross Profit | 168000 | 193200 | 222180 |
Less: Indirect expenses | |||
Marketing | 15000 | 17000 | 20000 |
Selling & distribution | 20000 | 22000 | 25000 |
Administration expenses | 22000 | 24000 | 26000 |
Salaries | 30000 | 35000 | 40000 |
Rent | 18000 | 20000 | 22000 |
other expenses | 15000 | 10000 | 12000 |
Light & heat | 12000 | 15000 | 13000 |
Total indirect expenses | 132000 | 143000 | 158000 |
Net Profit | 36000 | 50200 | 64180 |
RadiantHerbs will grow significantly in the upcoming years through internal process by relying on its organic services. The company will focus on its clients base as well as revenue while maintaining profitability. A major portion on RadiantHerbs profits will comes from organic services. The company will use strategies including optimization of procedures, new service offerings as well as relocation of resources.
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References
Books and Journals
Ariwibowo, P., Saputro, F.B. and Haryanto, H., 2021. Analysis of Strength & Weakness, Using the Concept of Resource-Based View with the VRIO Framework in Sharia Cooperatives. Jurnal Manajemen Strategi dan Aplikasi Bisnis, 4(1), pp.279-294.
Blakeman, R., 2023. Integrated marketing communication: creative strategy from idea to implementation. Rowman & Littlefield.
De Angelis, R., 2021. Circular economy and paradox theory: A business model perspective. Journal of Cleaner Production, 285, p.124823.
Fatima, T. and Elbanna, S., 2020. Balanced scorecard in the hospitality and tourism industry: Past, present and future. International Journal of hospitality management, 91, p.102656.
Favoretto, C., Mendes, G.H.D.S., Filho, M.G., Gouvea de Oliveira, M. and Ganga, G.M.D., 2022. Digital transformation of business model in manufacturing companies: challenges and research agenda. Journal of Business & Industrial Marketing, 37(4), pp.748-767.
Freudenreich, B., Lüdeke-Freund, F. and Schaltegger, S., 2020. A stakeholder theory perspective on business models: Value creation for sustainability. Journal of Business Ethics, 166, pp.3-18.
Gil-Gomez, H., Guerola-Navarro, V., Oltra-Badenes, R. and Lozano-Quilis, J.A., 2020. Customer relationship management: digital transformation and sustainable business model innovation. Economic research-Ekonomska istraživanja, 33(1), pp.2733-2750.
Goyal, A., 2020. A critical analysis of Porter’s 5 forces model of competitive advantage. Goyal, A.(2021). A Critical Analysis of Porter’s, 5.
Keiningham, T., Aksoy, L., Bruce, H.L., Cadet, F., Clennell, N., Hodgkinson, I.R. and Kearney, T., 2020. Customer experience driven business model innovation. Journal of Business Research, 116, pp.431-440.
Lu, X., Li, K., Xu, H., Wang, F., Zhou, Z. and Zhang, Y., 2020. Fundamentals and business model for resource aggregator of demand response in electricity markets. Energy, 204, p.117885.
Mio, C., Costantini, A. and Panfilo, S., 2022. Performance measurement tools for sustainable business: A systematic literature review on the sustainability balanced scorecard use. Corporate social responsibility and environmental management, 29(2), pp.367-384.
Mishra, S. and Tripathi, A.R., 2021. AI business model: an integrative business approach. Journal of Innovation and Entrepreneurship, 10(1), p.18.
Murcia, N.N., Ferreira, F.A. and Ferreira, J.J., 2022. Enhancing strategic management using a “quantified VRIO”: Adding value with the MCDA approach. Technological Forecasting and Social Change, 174, p.121251.
Peñarroya-Farell, M. and Miralles, F., 2021. Business model dynamics from interaction with open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), p.81.
Ranta, V., Aarikka-Stenroos, L. and Väisänen, J.M., 2021. Digital technologies catalyzing business model innovation for circular economy—Multiple case study. Resources, Conservation and Recycling, 164, p.105155.
Ravangard, R., Khodadad, A. and Bastani, P., 2020. How marketing mix (7Ps) affect the patients’ selection of a hospital: experience of a low-income country. Journal of the Egyptian Public Health Association, 95(1), pp.1-8.
Sarkar, S., 2023. Identification of groups due to generic strategies among private primary schools using CFA. Asian Journal of Management Science and Applications, 8(1), pp.1-30.
Sjödin, D., Parida, V., Jovanovic, M. and Visnjic, I., 2020. Value creation and value capture alignment in business model innovation: A process view on outcome‐based business models. Journal of Product Innovation Management, 37(2), pp.158-183.
Vardopoulos, I., Tsilika, E., Sarantakou, E., Zorpas, A.A., Salvati, L. and Tsartas, P., 2021. An integrated SWOT-PESTLE-AHP model assessing sustainability in adaptive reuse projects. Applied Sciences, 11(15), p.7134.
Zingraff-Hamed, A., Hüesker, F., Lupp, G., Begg, C., Huang, J., Oen, A., Vojinovic, Z., Kuhlicke, C. and Pauleit, S., 2020. Stakeholder mapping to co-create nature-based solutions: who is on board?. Sustainability, 12(20), p.8625.
Online
Busch, T., 2023. Pestle Analysis of Cosmetic Industry in UK. Online. Available through.:<https://academiaanalysis.com/pestle-analysis-of-cosmetic-industry-in-uk/>
Organic product market, 2023. Online. Available through. :<https://www.factmr.com/report/278/organic-haircare-market >
SWOT analysis, 2023. Online. Available through. :<https://www.mindtools.com/amtbj63/swot-analysis>
Daniel, 2023. Online. Available through. :https://greenbeautycommunity.com/2021/04/industry-trends-impacting-eco-salon-operations/
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