8/10/2019 Wk 6 - Body Shop.ppt
1/22
p.1
Organizational Behavior : Part I The MacroSide
Professor Jim LincolnWeek 6: Discussion
The Body Shop International
8/10/2019 Wk 6 - Body Shop.ppt
2/22
p.2
The Body Shop
Agenda:
1. Project Teams 9 and 10 will each make 15 minute
presentations on the case
2. The class will critique the presentations by Teams 5 and 6 and
complete the analysis
8/10/2019 Wk 6 - Body Shop.ppt
3/22
8/10/2019 Wk 6 - Body Shop.ppt
4/22
p.4
What was Anita Roddick like? What
motivated her?
Do her style and personality provide any clues about the
sincerity of her idealism?
What were her strengths and weaknesses as a leader?
Was there ever more to The Body Shops culture than her
and Gordons personal idealism and energetic pursuit of it?
8/10/2019 Wk 6 - Body Shop.ppt
5/22
p.5
When is it good business strategy to set yourself up
as an alternative to or the antithesis of the dominantbusiness model in an industry?
Did the Roddicks general naivete about and distaste for
the cosmetics industry and business in general prove to be
a business advantage?
8/10/2019 Wk 6 - Body Shop.ppt
6/22
p.6
Dissect the culture of The Body Shop
How would you do a culture audit of it?
Would a full understand of TBS culture require more
information than whats in the case? If so, what?
8/10/2019 Wk 6 - Body Shop.ppt
7/22p.7
How did the Roddicks infuse their products, their
shops, and the shopping experience with TBS
corporate culture
8/10/2019 Wk 6 - Body Shop.ppt
8/22p.8
What kind of leader was Anita Roddick?
Salty, charismatic, colorful, gutsy, pushy, indefatigable
Loved to travel
High energy
8/10/2019 Wk 6 - Body Shop.ppt
9/22p.9
What kind of relationship did TBS build
with its customers?
To what degree they share TBSs culture?
Did Anita deliberately manage the socialization of
customers in TBSs culture
Customer participation (suggestion boxes)
Marketing strategy
Treat customers as intelligent
Educate them
Stores as marketing
8/10/2019 Wk 6 - Body Shop.ppt
10/22p.10
8/10/2019 Wk 6 - Body Shop.ppt
11/22
8/10/2019 Wk 6 - Body Shop.ppt
12/22p.12
How was The Body Shop organized and
managed?
How difficult is it to maintain a strong culture in a global
franchise operation?
Head franchisee in each major market
Regular visits by regional managers
Anita bombarded shops with information
Criticism of cosmetics industry to make them feel special
8/10/2019 Wk 6 - Body Shop.ppt
13/22p.13
employees and her franchisers would share
TBSs values and were generally good fits
to its culture? Franchisee as women without business experience
Women-- concerned with social values. Gender gap in politics. Less
inclined to accept the notion that business is just about making money
She constantly managing culture Reinforce sense of being different
Think frivolously and break rules (except TBSs
rules)
Forced people to stand in meetings
Was she an autocrat
8/10/2019 Wk 6 - Body Shop.ppt
14/22p.14
employees and her franchisers would share
TBSs values and were generally good fits
to its culture? Franchisee as women without business experience Women-- concerned with social values. Gender gap in politics. Less
inclined to accept the notion that business is just about making money
She constantly managing culture
Reinforce sense of being different
Think frivolously and break rules (except TBSsrules)
Forced people to stand in meetings How did she fit people into the culture
Socialization-- day care and training
Motivation
Selection
8/10/2019 Wk 6 - Body Shop.ppt
15/22p.15
d
What was the significance of TBS going public forits culture?
Constrained by analysts expectations?
Some private companies-- Levis keep strongculture
Historic watershed-- be force for social change,protect environment (use new capitalization)
Were allher cultural activities successful in raisingthe bottom line?
8/10/2019 Wk 6 - Body Shop.ppt
16/22p.16
What was the significance of TBS
going public for its culture?
Constrained by analysts expectations?
Some private companies-- Levis keep strong
culture
Historic watershed-- be force for social change,
protect environment (use new capitalization)
Were allher cultural activities successful in
raising the bottom line?
8/10/2019 Wk 6 - Body Shop.ppt
17/22p.17
Was strong culture a good fit (in a
congruence sense) to The Body Shops
global organization and strategy?
Did it help to standardize the shop climate and coordinate
across shops and regions?
Advantage of franchise model-- enabled her to focus on
visions No obsession with beauty in the conventional cosmetics
sense
8/10/2019 Wk 6 - Body Shop.ppt
18/22p.18
How did The Body Shop do in the U. S.
market?
Was there something distinctively European about its
culture that complicated the transfer to the U. S.?
8/10/2019 Wk 6 - Body Shop.ppt
19/22
p.19
8/10/2019 Wk 6 - Body Shop.ppt
20/22
p.20
Most businesses focus all the time on profits, profits,
profitsI have to say I think that is deeply boring. I want
to create an electricity and passion that bonds people to the
company. You can educate people by their passions,
especially young people You have to find ways to grab
their imagination. You want them to feel that they aredoing something important.. Id never get that kind of
motivation if we were just selling shampoo and body
lotion.
8/10/2019 Wk 6 - Body Shop.ppt
21/22
p.21
8/10/2019 Wk 6 - Body Shop.ppt
22/22
22
What was the significance of TBS
going public for its culture?
Constrained by analysts expectations?
Some private companies-- Levis keep strong
culture
Historic watershed-- be force for social change,
protect environment (use new capitalization)
Were allher cultural activities successful in
raising the bottom line?