Body Shop International, LTD Essay

SAMPLE EXCERPT . . .
As a Social Responsibility leader, the company is often used as case study in the fields of management and organizational studies. In the field of management organization with recommended instruments drawn from best practices models of evaluation provide the final link in the researched management strategy. From this preliminary Six Sigma tool, core competencies can defined as assessed for further definition by way of comparative analysis with known information about aggregate market forces, customer insights, and product life-cycle. These factors once considered in summary, may then serve to redefine the strategic direction of a corporation where new insights may support the future of actual portfolio performance.

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for only $8.97. Resource analysis, another area crucial to the representation of productivity in companies, is another segment within The Body Shop's value chain activities that relates to its marketing strategy; where organic composites derived from supplier sources are put into the manufacturing of the Company's products, where they must pass quality control testing, and met inventory goals for the facilitation of the retailers distribution channel to its stores and franchises to ensure consistency in its representation and ultimately its revenues. The efficacy of the supplier relationship as part of the scope of media presentation of the Company, and its advocacy interests forms a feedback loop that is still somewhat uncommon, yet certainly considered an ethical goal within the current of contemporary operations logistics, marketing, sales and services discourses.

Essay on Body Shop International, LTD. The Assignment

Product innovation also offers substantive discussion to The Body Shop's social responsibility model, and the translation of product in portfolio analyses determines the level of fiscal liquidity (i.e. products as assets). As both: 1) strategic business units (SBU) available for profit (or loss); as well as 2) magnets for investment capital, products add value to The Body Shop's internal and external financial picture, yet the shelf life of the organic-based products puts emphasis on product-cycle and delimits the competitiveness of its assets where other companies might be more reliant.

The Body Shop is constantly seeking new ways to support the synthesis between its brand identity, its 'sustainability' activities, and the perceptual extension of the life of its products. The definition of SBU within The Body Shop's prospectus then, encompasses the "relationships" built into the identity of its products, rather than the actual salability of its inventory where multi-market growth opportunities are present.

A comprehensive picture on where The Body Shop Social Responsibility decision making and current evaluation of assets in the external context is afforded by way benchmark practices to the SWOT. Enhancement of the tool may be achieved through expansion of the SWOT findings in the more extensive PESTLE Analysis (Political, Economic, Sociological, Technological, Legal, Environmental) not illustrated here due to brevity. Through the years, The Body Shop has been analyzed for its contribution to the concept of Social Responsibility in business, and the strategic efforts of Roddick and company stakeholders have paid off by keeping ahead of the pace of what progressive consumers want (Daviss, 1999).

Rapid growth from the outset brought attention from financial markets and by 1984, The Body Shop went public in London, followed by international prestige in advocacy commencing with projects such as the sponsorship poster of Greenpeace's protest of hazardous waste dumping in the North Sea; and the 1986 stewardship of Princess Diana whom presided over the opening of the Company's headquarters in Littlehampton, UK (Hoovers, 2010). By 1988, The Body Shop opened its first U.S. store in New York City, and two years later expanded into the Pacific Rim with its entrance into the Japanese market. In 2000 the company formed The Body Shop Digital with SOFTBANK Venture Capital, followed by the opening of 39 stores in Asia in 2002. The same year the Roddicks stepped down as co-chairmen of the company and became non-executive directors (Hoovers, 2010). Nearly 30 years after its founding, The Body Shop was sold to L'Oreal France in June of 2006 for an approximate $1.14 billion. In September 2007 founder Dame Anita Roddick died at age 64. Her legacy lives on the Company's vision.

Company Financials

Annual Income Statement

(All dollar amounts in millions except per share amounts) www.hoovers.com

2010

2008

2007

2006

2005

Revenue

Domestic Revenue

Exports

Discontinued Operations

Cost of Goods Sold

Gross Profit

Other Operating Income

Expenses

Selling, Distribution & Admin

23.3

22.0

28.7

41.8

37.2

General, incl.

Depreciation & Amortization

22.5

17.8

28.5

30.3

30.1

Other Operating Charges

17.6

Operating Income

20.0

31.7

59.5

72.3

69.4

Financial Income

39.0

11.1

34.9

2.3

2.1

Interest Receivable

0.5

1.2

34.9

2.1

Other Financial Income

38.5

10.0

2.3

Financial Charges

3.5

5.9

7.8

9.1

5.4

Interest Payable

3.5

5.9

7.8

9.1

5.4

Other Financial Charges

Profit / Loss Before Taxes

55.5

36.9

86.6

65.5

66.2

Income Taxes

1.1

17.5

13.4

14.6

13.8

Corporation Tax

0.3

16.5

14.8

0.0

12.7

Other Tax

0.8

1.0

(1.4)

14.6

1.2

Profit / Loss after Taxes

54.3

19.4

73.3

50.8

52.4

Extraordinary Items

Exceptional Items / Minority Interests

0.6

Net Profit / Loss (before Dividends)

54.3

19.4

73.3

50.8

51.8

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