Case study about The Body Shop &amp

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L’occitaneThis is where design comes in as before a manager does any action, he will have to reflect on the intentions and then design an intervention or strategy, including structure and system. This will be useful in getting things done at the right time and at the right price (van Aken, in Huff et al, 2006). In addition, van Aken (Huff et al, 2006) suggested that academic management research as a design science develops valid knowledge to support organizational problem-solving (p 413). It provides direct, indirect or instrumental support as well as general enlightenment (van Aken, in Huff et al, 2006). The design sciences have been juxtaposed against natural or explanatory sciences and design sciences aim to develop knowledge to support the creation of solutions to field problems experienced by professionals such as in the medicine and engineering fields. This paper will try to identity the design process undertaken by The Body Shop L’Occitane as a tool for corporate development and provide comparison and contrast on their communication, clarification, confirmation, and evaluation process. The research method to be used shall be evaluation of communication materials, research on published data, and other materials that will determine the objectives of this paper. 1. Introduction into the two brands history The Body Shop Acquired by cosmetics giant L’Oreal in 2006, the Body Shop was founded by Anita Roddick who had the aim to conduct business as a force of good which profit will not compromise principles (The Body Shop, 2009). The first The Body Shop store was opened in 1976 in Brighton, United Kingdom. It introduced ethical shopping by promoting health and well-being through innovative products that were not tested on animals, did not destroy the environment, and did not exploit the people who made them (The Body Shop, 2009). This was achieved through use of natural and traditional ingredients and recipes such as the babassu oil from Brazil by community people who are marginalised. Today, the Body Shop is globally known for its nature-inspired and ethically produced beauty and cosmetic products. It now has more than 2,500 stores in more than 60 countries with a product range exceeding 1,200. The Body Shop (2009) states that The Body Shop We believe there is only one way to be beautiful, nature’s way. The company sought out wonderful natural ingredients from all four corners of the globe then brought consumers products that burst with effectiveness to enhance natural beauty. The company also strives to protect the planet and the people who depend on it not because it is fashionable but because it is the only way (The Body Shop, 2009). It went on to state The Body Shop: Sustainable Design for The Body Shop which hopes to achieve a natural balance of sustainability and beauty. The context of which is to support and amplify its new brand positioning, Nature’s Way to Beautiful, evolve its existing retail formula for the launch of a premium, eco-friendly concept store in Singapore. The challenge is to evolve the brand’s retail formula specifically for their flagship outlet at Singapore’s newest premium mall—Ion Orchard with the aims: to enhance the brand’s beauty, but also reduce the environmental footprint of The Body Shop stores. Proposed solution has been to showcase eco-conscious retail design, employing sustainable materials and