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Flevy Management Insights Case Study
Innovative Product Development Strategy for Cosmetics Startup in Asia


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Strategic Planning to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: A budding cosmetics startup in Asia is at a crucial juncture, requiring strategic planning to navigate a saturated market and differentiate itself.

Facing a 20% decline in sales over the past quarter, the organization is up against fierce competition from established global brands and emerging local players. Challenges include limited brand recognition, an underdeveloped online presence, and the need to keep pace with rapidly changing consumer preferences. The primary strategic objective of the organization is to innovate its product line and enhance digital marketing efforts to capture a larger market share and build a loyal customer base.



The cosmetics industry in Asia, renowned for its rapid pace of innovation and highly discerning consumers, presents a formidable challenge for new entrants. To remain competitive and achieve sustainable growth, it is imperative for our cosmetics startup to undertake a comprehensive strategic analysis and planning exercise.

Market Analysis

The cosmetics industry is characterized by intense competition and high consumer expectations for quality and innovation. Understanding the dynamics of this industry is crucial for our strategic planning.

There are several key forces shaping the competitive landscape:

  • Internal Rivalry: The cosmetics market in Asia is highly competitive, with numerous players ranging from luxury brands to budget-friendly local startups competing for market share.
  • Supplier Power: Supplier power is moderate, with numerous suppliers available but some strategic ingredients or components controlled by a few key suppliers.
  • Buyer Power: Buyer power is high, given the wide range of choices available to consumers and the ease of switching between brands.
  • Threat of New Entrants: The barrier to entry is relatively low, leading to a constant threat of new entrants, especially with the rise of indie beauty brands.
  • Threat of Substitutes: The threat of substitutes is high, with consumers willing to experiment with different types of beauty and skincare products, including organic and natural alternatives.

Emerging trends in the industry include a shift towards sustainable and eco-friendly products, the rising importance of digital marketing and e-commerce, and a growing emphasis on personalization. These trends offer both opportunities and risks:

  • Increased demand for sustainable and eco-friendly products opens up new product development avenues but requires significant investment in research and sourcing of sustainable materials.
  • The digital transformation of the cosmetics industry accelerates the need for a robust online presence, offering the opportunity to reach a wider audience but also demanding substantial investment in digital marketing and e-commerce capabilities.
  • Personalization and customization in product offerings can serve as a key differentiator but necessitate advanced technology and data analytics capabilities.

A STEEPLE analysis reveals that social trends towards sustainability, technological advancements in e-commerce, and legislative changes regarding product safety and environmental impact are significantly influencing the cosmetics industry.

Learn more about Digital Transformation Strategic Planning Data Analytics Market Analysis

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Internal Assessment

The organization possesses a passionate team with innovative ideas for cosmetics but lacks the operational scale and digital marketing prowess of its competitors.

Our MOST Analysis indicates a misalignment between the organization's mission to innovate and its strategy, which has been overly focused on traditional sales channels. Objectives related to market expansion and brand recognition are not fully supported by tactics, indicating a need for strategic realignment.

The RBV Analysis highlights the organization's strong product development capabilities as a key internal strength. However, limitations in supply chain management and digital marketing are significant weaknesses that need to be addressed.

Distinctive Capabilities Analysis suggests that the organization’s ability to rapidly innovate and respond to market trends is a potential source of competitive advantage. However, leveraging this capability effectively requires strengthening digital marketing efforts and enhancing online customer engagement.

Learn more about Supply Chain Management Competitive Advantage Product Development

Strategic Initiatives

  • Revamp Digital Marketing Strategy: This initiative aims to build a strong online presence and engage with consumers through targeted digital marketing campaigns. The expected impact includes increased brand awareness and customer engagement. The source of value creation comes from leveraging digital platforms to reach a broader audience and drive sales, requiring investment in digital marketing skills and technology.
  • Sustainable Product Innovation: Develop a new line of eco-friendly and sustainable cosmetics products. This initiative seeks to tap into the growing consumer demand for sustainable beauty products, aiming to differentiate the brand and capture market share. The value creation lies in meeting consumer expectations for sustainability, potentially leading to increased loyalty and market share. This will require investment in research and development, as well as sustainable supply chain practices.
  • Enhance E-commerce Capabilities: Focus on developing a seamless online shopping experience to increase direct-to-consumer sales. This initiative involves optimizing the online store, improving user experience, and integrating advanced analytics for personalized recommendations. The value comes from capturing higher margins on direct sales and gathering valuable consumer data. Resources needed include technology investment and e-commerce expertise.

Learn more about Digital Marketing Strategy Supply Chain Value Creation

Strategic Planning Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


That which is measured improves. That which is measured and reported improves exponentially.
     – Pearson's Law

  • Website Traffic and Engagement Metrics: Monitoring these KPIs will help assess the effectiveness of the revamped digital marketing strategy.
  • Sales Growth from Sustainable Product Lines: An increase in sales from these products will indicate successful market penetration and consumer acceptance of the new offerings.
  • E-commerce Conversion Rate: Improvement in this metric will demonstrate the effectiveness of enhancements made to the online shopping experience.

Tracking these KPIs will provide insights into the success of strategic initiatives, allowing for timely adjustments and ensuring alignment with overall strategic objectives.

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Strategic Planning Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Digital Marketing Strategy Plan (PPT)
  • Sustainable Product Development Roadmap (PPT)
  • E-commerce Optimization Framework (PPT)
  • Customer Engagement and Retention Analysis (Excel)

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Revamp Digital Marketing Strategy

The organization applied the Consumer Decision Journey (CDJ) framework to revamp its digital marketing strategy. Developed by McKinsey, the CDJ framework offers a comprehensive view of the consumer's purchase process, emphasizing touchpoints that influence the decision-making process. This framework was chosen for its relevance in understanding and mapping the digital behavior of cosmetics consumers in Asia. It proved instrumental in identifying key online channels and moments that matter to our target audience.

Following the adoption of the CDJ framework, the organization undertook several steps:

  • Conducted an extensive analysis of the consumer's journey, from awareness to loyalty, identifying critical digital touchpoints for engagement.
  • Mapped out the preferred channels and content formats at each stage of the journey, aligning them with consumer preferences and behaviors.
  • Developed targeted digital marketing campaigns tailored to each stage of the consumer decision journey, focusing on high-impact touchpoints to drive engagement and conversions.

The CDJ framework enabled a more nuanced understanding of the consumer's path to purchase, leading to a more effective and targeted digital marketing strategy. The result was a significant increase in consumer engagement across all digital platforms, with a notable uplift in conversion rates and customer retention.

Learn more about Consumer Decision Journey Customer Retention

Sustainable Product Innovation

For the sustainable product innovation initiative, the organization utilized the Value Innovation framework, which is central to the concept of Blue Ocean Strategy. Value Innovation focuses on making the competition irrelevant by creating new market space that offers unprecedented value to consumers. This framework was particularly apt for developing a new line of eco-friendly cosmetics, aiming to differentiate the brand in a crowded market. By focusing on value innovation, the organization sought to meet the growing consumer demand for sustainable products while also achieving cost savings through efficient processes.

In implementing the Value Innovation framework, the organization proceeded with the following steps:

  • Identified unmet needs and under-served segments within the cosmetics market, particularly focusing on consumers interested in sustainability.
  • Redesigned the product development process to integrate sustainable practices, from sourcing of ingredients to packaging, ensuring that every aspect of the product line offered unique value.
  • Launched a market communication strategy that highlighted the unique value proposition of the new eco-friendly product line, differentiating it from conventional cosmetics products.

The implementation of the Value Innovation framework led to the successful introduction of a groundbreaking eco-friendly cosmetics line. This initiative not only captured a significant share of the market interested in sustainable products but also established the brand as a pioneer in environmental responsibility within the cosmetics industry.

Learn more about Value Proposition Value Innovation

Enhance E-commerce Capabilities

The organization chose the Digital Maturity Model (DMM) to guide the enhancement of its e-commerce capabilities. The DMM framework provides a roadmap for organizations to assess their current level of digital maturity and identify specific areas for improvement across various dimensions, including strategy, customer experience, and technology. This framework was critical in pinpointing the exact areas within the e-commerce operations that required enhancement to meet the evolving digital expectations of consumers.

Adopting the DMM framework involved the following steps:

  • Assessed the current digital maturity level of the e-commerce platform, identifying gaps in technology, customer experience, and digital marketing.
  • Developed a phased improvement plan, prioritizing initiatives that would have the most immediate impact on customer satisfaction and conversion rates.
  • Implemented advanced analytics to personalize the shopping experience, and optimized the mobile shopping platform to improve ease of use and accessibility.

The application of the Digital Maturity Model enabled a structured approach to enhancing the e-commerce capabilities of the organization. As a result, there was a marked improvement in the online customer experience, reflected in higher engagement rates, increased conversion rates, and a boost in direct-to-consumer sales.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased brand awareness and customer engagement through targeted digital marketing campaigns, leveraging the Consumer Decision Journey framework.
  • Launched a successful line of eco-friendly cosmetics, capturing a significant market share interested in sustainable products.
  • Improved online customer experience, resulting in higher engagement rates and increased direct-to-consumer sales.
  • Implemented advanced analytics for personalized shopping experiences, leading to an uplift in e-commerce conversion rates.

The strategic initiatives undertaken by the cosmetics startup have yielded notable successes, particularly in enhancing brand awareness, customer engagement, and market share for its sustainable product line. The targeted digital marketing campaigns, grounded in the Consumer Decision Journey framework, effectively increased consumer engagement and conversion rates, demonstrating the power of a well-structured digital strategy. The launch of the eco-friendly product line, leveraging the Value Innovation framework, not only met the growing consumer demand for sustainable products but also positioned the brand as a leader in environmental responsibility within the cosmetics industry. However, the results were not without their shortcomings. The report does not detail the expected versus actual ROI on these initiatives, leaving questions about their financial efficiency. Additionally, while the e-commerce capabilities were enhanced, the competitive landscape of the cosmetics industry in Asia means that continuous innovation and adaptation are necessary to maintain momentum. An alternative strategy could have included a stronger focus on leveraging social media influencers and partnerships with established retailers to further increase market penetration and brand recognition.

For next steps, it is recommended that the company continues to monitor and adapt its digital marketing strategies to stay ahead of consumer trends and technological advancements. Further investment in data analytics and customer relationship management (CRM) systems could enhance personalization and customer loyalty. Additionally, exploring strategic partnerships with influencers and retailers could provide new channels for growth and brand visibility. Lastly, maintaining a commitment to innovation, particularly in sustainability, will be crucial for long-term success in the competitive cosmetics industry.

Source: Innovative Product Development Strategy for Cosmetics Startup in Asia, Flevy Management Insights, 2024

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