Introduction
A Synopsis of MAKE Beauty and Carrie Barber
MAKE Beauty’s owner and creative director is a well-known figure in the beauty industry, Carrie Barber. Barber’s experience in product development, branding, and design has informed her approach to revitalizing and revamping MAKE Beauty. She has had positions at Violet Grey, Sephora, and Glossier. When MAKE Beauty was first established in 2013, self-expression and creativity were prioritized. However, it found it difficult to keep up its momentum in a competitive market. Barber saw the business’s potential after buying it and relaunched it emphasizing clean beauty, cutting-edge technology, and sustainability. Her goal for MAKE Beauty is based on a deep integration of contemporary science and conventional skincare techniques to provide goods that are both cutting-edge and eco-friendly.
Innovation and Adaptability Are Critical in the Beauty Industry
For a number of reasons, including quick shifts in customer preferences, advancements in technology, and environmental concerns, the cosmetics industry is unstable. One needs to be creative and adaptive in order to thrive in a world that is changing all the time. Businesses that innovate frequently find that they may better meet customer expectations by launching new items, enhancing current ones, and implementing environmentally responsible procedures. Furthermore, a brand can only be relevant and competitive if it can adjust to changes in the legal system, the market, or unanticipated obstacles. When combined, innovation and adaptation foster growth and increase a brand’s ability to withstand shifts in the marketplace.
Objective of the Case Study: Extracting Key Business Lessons and Strategies from Carrie Barber’s Journey
To identify important business lessons and tactics that may be implemented throughout the beauty industry, this case study will examine Carrie Barber’s experience with MAKE Beauty. We seek to learn more about successful brand management, how to combine sustainability with innovation, and the value of a customer-centric strategy by analyzing Barber’s strategy for resurrecting a failing brand. To successfully traverse the complexities of the beauty market and achieve long-term success, entrepreneurs, brand managers, and industry professionals may learn a great deal from this analysis. Through this investigation, we hope to shed light on the larger implications of creativity and flexibility in maintaining a competitive advantage in the dynamic beauty sector.
Background
Unlikely Beginnings
Carrie Barber’s journey into the world of beauty and art direction was marked by a series of unexpected turns, shaped by early ambitions, personal challenges, and an artistic upbringing. Barber was born with dyslexia and struggled in typical classroom environments, which led her to pursue athletics at first. In her youth, she excelled in a number of activities, and she felt a feeling of accomplishment from the structured and regulated environment of sports. Barber relied on artistic expression and visual storytelling as means of expressing her thoughts and feelings, therefore her dyslexia also helped her develop a strong visual sense. Her artistic tendency and her creative family history finally inspired her to delve deeper into the arts, which initiated her shift from athletics to creative industries.
Career Pivot
Carrie Barber transitioned from athletics to the creative industries because of her love of fashion and design. Barber altered her course in life and enrolled at San Francisco’s Academy of Art University to pursue her dream of working in the fashion industry, where she could effortlessly blend her creative abilities with her excitement for design. This decision was motivated by her love of beauty and her artistic ability. Barber studied a wide range of art and design courses at the Academy of Art, including conventional fine arts and contemporary digital media. Her technical abilities were refined by this academic background, which also helped her have a deeper awareness of the wider creative scene and the connections between digital media, fashion, and art direction.
Barber’s knowledge of the creative industry grew, and she started to switch her emphasis from fashion to art direction, a subject that gave her greater freedom to use her skills in visual storytelling. This change was prompted by her understanding that art direction provided a special chance to shape the visual identity and story of businesses, enabling her to combine her artistic inclinations with analytical communication. With the importance of visual branding and storytelling in the cosmetics industry, this newfound interest set the foundation for her future success.
Breakthrough at Sephora
Carrie Barber’s breakthrough experience came while she was employed at Sephora as a production designer. Her career took a significant turn when she started this position since it introduced her to the fast-paced world of beauty retail and the complexities of e-commerce and digital marketing. Barber worked at Sephora where she was in charge of developing and overseeing visual material for various platforms. This job required her to have a strong grasp of both technology and aesthetics. Developing unified and captivating visual campaigns that complement Sephora’s brand identity required her to work with cross-functional teams.
Barber’s work at Sephora gave her vital knowledge about the significance of having a digital presence in the cosmetics sector. She gained knowledge on how to use digital tools and platforms to increase sales, foster brand loyalty, and improve consumer interaction. In addition to enhancing her proficiency in digital marketing, this experience piqued her curiosity about the nexus of technology and beauty, which would eventually form the basis of her strategy at MAKE Beauty.
Key Insights and Observations
Strategic Observations at Sephora
Carrie Barber observed several strategic developments while working at Sephora, which subsequently influenced her commercial acumen and innovative approaches in the cosmetics market. One of the most significant realizations she made was the impact that peer-to-peer recommendations have on consumer behavior. Barber observed that customers were increasingly turning to peer recommendations rather than traditional advertising for guidance when making purchases in a field where reputation and authenticity are critical. This movement was greatly aided by the advent of social media platforms, which allowed influencers and beauty enthusiasts to offer product evaluations, how-tos, and recommendations to their followers. Peer-to-peer recommendations have made beauty advice more accessible, emphasizing the need of developing sincere client connections and using user-generated content to increase engagement and brand loyalty.
Barber also mentioned how beauty blogs are starting to have an increasing impact on consumer behavior. Many independent producers operated these websites, which attracted a large readership with their in-depth product evaluations, beauty advice, and first-hand accounts. Beauty blogs, in contrast to traditional ads, provided a more individualized and sympathetic viewpoint on beauty goods, which led many customers to consider them as reliable sources of information. Brands must interact with the blogging community and take into account the influence of digital word-of-mouth in their marketing strategy, as noted by Barber’s observation of this trend. The transition from top-down marketing techniques to more community-driven and collaborative strategies that meet the changing needs of contemporary customers was highlighted by this strategic insight.
Entrepreneurial Spirit
During her time at Sephora, Carrie Barber showed an entrepreneurial spirit by being proactive in spotting and seizing new chances. Barber never settled for doing the things that were allocated to her; instead, she was constantly looking for new and creative ways to contribute. She was able to present fresh concepts that connected with Sephora’s target demographic because of her innovative thinking and ability to foresee market trends. To improve customer engagement and brand visibility, for example, Barber played a key role in the development of digital marketing activities that made use of social media platforms and emerging technologies. Her proactive approach not only helped Sephora succeed but also set the stage for her other business ventures.
One cannot emphasize how crucial innovation is to corporate strategy, especially in the fiercely competitive beauty sector. Barber’s tenure at Sephora served as further evidence that maintaining a step ahead of trends in the market and adapting constantly is essential for long-term success. Her readiness to test out new ideas and technology innovations makes her an excellent example of the entrepreneurial spirit that fosters innovation and provides value in any organizational context. In today’s dynamic market, when businesses must react swiftly to shifts in consumer preferences and technology advancements, this approach is crucial.
Carrie Barber’s experiences at Sephora have, taken as a whole, produced significant observations and insights that provide crucial lessons in strategic thinking and entrepreneurial innovation. Gaining credibility and genuineness in customer relationships has become contingent upon acknowledging the potency of beauty blogs and peer-to-peer recommendations. Furthermore, in today’s changing market environment, the development of an entrepreneurial culture within companies—where innovation is not just welcomed but expected—is essential to corporate strategy. The aforementioned observations not only influenced Barber’s professional path but also provided significant direction for other experts and enterprises attempting to handle the intricacies of the beauty sector.
MAKE Beauty: The Journey
Opportunity Recognition
Carrie Barber had both opportunity and major hurdles when she acquired MAKE Beauty, which was a turning point in her entrepreneurial journey. MAKE Beauty, which was already well-known for its avant-garde approach to beauty, was having difficulty staying relevant in a field that was becoming more and more crowded when Barber and her business partner bought the company. Seeing the potential in MAKE Beauty’s current ethos, which emphasizes inclusivity and creativity, Barber saw a chance to revitalize the brand by bringing it into line with new developments in the beauty market.
A primary obstacle during the early stages was realigning the brand to appeal to contemporary consumers while maintaining its distinct character. Barber had faith in her business partner’s competence and a thorough understanding of the beauty market, which contributed to her optimism about the brand’s potential. Because of their mutual trust and shared goal for MAKE Beauty, they felt comfortable taking calculated chances because they knew their combined knowledge and insights would help steer the brand through its change. Rebranding was only one aspect of the problem; another was making sure MAKE Beauty could stand out in a crowded market by adhering to its basic principles and embracing innovation.
Brand Repositioning Strategy
Clean beauty and biotech ingredients were the two main pillars around which Carrie Barber led the repositioning of MAKE Beauty. Aware of the growing need from consumers for products that are safe for the environment as well as effective, Barber moved the focus of MAKE Beauty to clean beauty products—those made without any potentially hazardous components. This tactic entailed a significant amount of research and development to guarantee that the brand’s products fulfilled the strictest safety and efficacy requirements without sacrificing functionality. MAKE Beauty has been able to develop in the area where science and sustainability converge through the use of biotech components, such as lab-engineered substitutes for conventional botanicals.
MAKE Beauty has integrated sustainable principles throughout all of its product lines, further aligning with its dedication to clean beauty. Included in this was the use of laboratory-engineered components, which offered a more reliable and effective substitute for conventional ingredients while also lessening the environmental effect of resource extraction. Barber has placed a high priority on environmentally friendly packaging, realizing that sustainability in beauty goes beyond product composition to include every facet of the customer experience. MAKE Beauty positioned itself as a pioneer in the eco-conscious beauty trend, attracting customers who appreciate luxury and responsibility, by utilizing recyclable materials and cutting down on packaging waste.
An effective combination of new approaches and a strong ethical stance is demonstrated by MAKE Beauty’s successful brand repositioning. Barber’s approach of emphasizing sustainable ingredients and clean beauty allowed MAKE Beauty to evolve into a brand that not only appeals to today’s sophisticated customer base but also sets new benchmarks for the sector. Using this strategy, MAKE Beauty was able to not only become relevant again but also establish itself as a progressive company with great potential for growth in the future.
Navigating Challenges
Adaptability During Crisis
The COVID-19 pandemic brought about significant changes to the makeup industry as well as several challenges that required prompt and smart solutions. According to MAKE Beauty, the outbreak brought to light how important resilience and adaptability are when handling unforeseen setbacks. Lockdowns and other social distancing measures caused a sharp fall in revenues for the beauty business, which has historically placed a high priority on in-store experiences and physical retail. This change made it necessary for many beauty firms to review their business strategies and place a stronger focus on operational effectiveness and digital transformation.
Realizing the pandemic’s short- and long-term effects, Carrie Barber started a deliberate reworking of MAKE Beauty’s operations. To keep up with evolving consumer trends, the brand’s priorities switched to improving its online presence, streamlining the supply chain, and reassessing its product lineup. Barber saw that MAKE Beauty needs to intensify its e-commerce approach in light of the significant restrictions on in-person shopping. To meet the growing demand for online shopping, it was vital to improve the website’s user experience by incorporating interactive and personalized elements and ensuring smooth logistics. The outbreak highlighted the need for new products as consumers began prioritizing personal health and self-care. In response, MAKE Beauty launched skincare and wellness-focused lines, catering to the market’s desire for comfort and self-care during challenging times. Barber made sure MAKE Beauty stayed relevant and strong in the face of international challenges by keeping an eye on changes in the market and consumer attitude.
Innovative Launch Strategy
Carrie Barber’s experience at Sephora provided valuable insights for MAKE Beauty’s digital-first strategy, which was implemented in response to the pandemic’s issues. The pandemic hastened the beauty industry’s migration to digital, which MAKE Beauty embraced by concentrating on internet platforms as a more efficient way to reach consumers. This approach focused on building a strong online presence that could attract and keep clients in a cutthroat market, in addition to making the switch to e-commerce.
Barber’s work at Sephora, where she developed a thorough grasp of customer behavior and digital marketing, was important in formulating MAKE Beauty’s launch plan. She understood how crucial data-driven choices were for creating consumer-focused marketing initiatives. MAKE Beauty was able to customize its product introductions to match the unique requirements of its target market by examining consumer behavior and preferences. To do this, influencer collaborations, customized content, and focused social media campaigns were employed to create a compelling online brand story.
Additionally, MAKE Beauty improved the online buying experience by utilizing augmented reality (AR) and virtual try-on technologies. These developments helped close the gap between physical and digital shopping by enabling customers to explore and engage with products in a manner that mirrored the in-store experience. This tactic enhanced customer confidence and higher conversion rates by encouraging customers to feel more certain about their purchases. The achievements of MAKE Beauty’s digital-first approach underscore the necessity of flexibility and creativity in surmounting obstacles encountered by the contemporary beauty sector.
After overcoming the challenges presented by the pandemic, MAKE Beauty emerged as a more robust and resilient organization by concentrating on consumer-centric innovation and digital transformation. This case study highlights how crucial flexibility and strategic planning are to maintaining corporate growth and continuity in trying circumstances.
Technical Blueprint
Importance of Intellectual Property
In the beauty industry, intellectual property (IP) is a vital asset, safeguarding innovation and unique brand identity. Companies like MAKE Beauty leverage patents and trademarks to protect their IP, ensuring a competitive edge and business growth. Patents secure technological discoveries, such as new formulations or production methods, while trademarks protect brand names, logos, and distinctive product designs, helping to fortify their market position and preserve their innovations.
To make sure that their ideas are unique and unencumbered by infringement, entrepreneurs must first do thorough patent searches before they can successfully negotiate the IP environment. To find out if any other inventions are similar, the procedure entails looking through scholarly publications, patents, and other publicly accessible data. Once novelty is proven, startups can start preparing patents. Writing a thorough description of the invention and claims that define the scope of protection are required steps in this process. To ensure that the patent is robust and defendable at this point, working with patent attorneys or agents who specialize in the beauty industry is essential.
A similar procedure is used for trademark protection, which begins with a trademark search to make sure the brand name or emblem is distinctive. After verification, a complete list of the products and services the brand represents is included in a trademark application that is filed. Maintaining a brand’s identity and stopping rivals from using confusingly identical marks is made possible by this protection.
Successful beauty companies’ data-backed case studies highlight the need to protect intellectual property (IP) early in the company’s lifetime. As evidence of the value of IP in creating a long-lasting beauty brand, Glossier’s strong IP strategy, which includes patents and trademarks, has been crucial to the company’s growth in the market and brand awareness.
International Patent Filing
Startups should think about filing an international patent to protect their ideas in several different countries in today’s worldwide market. For beauty firms that want to grow internationally, like MAKE Beauty, this is especially crucial. International patents give the startup’s inventions protection from infringement in several nations and offer a framework for the international enforcement of intellectual property rights.
A Patent Cooperation Treaty (PCT) application is usually the first step in the process, enabling entrepreneurs to concurrently apply for patent protection in several nations with a single application. The patent’s feasibility is initially assessed through the PCT application, allowing the company to adjust its approach before pursuing national phase entry in several nations.
The significance of international patent filing is underscored by its function in patent value, which is a crucial element of corporate expansion and investor attention. Since it shows a dedication to worldwide innovation protection and commercialization, a robust foreign patent portfolio can greatly increase a startup’s valuation. For example, companies like Olaplex, which have patents in important countries, have drawn significant funding and grown their market share abroad.
Startup Valuation Techniques
A mix of quantitative and qualitative elements that take into account the brand’s prospective market as well as important financial metrics are used to value a business in the beauty sector. A well-liked technique for estimating future cash flows and determining intrinsic value is the discounted cash flow (DCF) analysis. Cash flows in the future are discounted to their current value. This approach works especially well for businesses that have substantial room for growth and evident revenue growth. Another well-liked method is Comparable firm Analysis (CCA), which compares a firm to peers in the industry using valuation multiples such as price-to-earnings (P/E), enterprise value-to-revenue (EV/R), or enterprise value-to-EBITDA (EV/EBITDA). This method offers a solid valuation benchmark, which is particularly helpful for startups that have recently acquired rivals or comparable publicly traded companies. Furthermore, investors commonly use the Venture Capital (VC) method, in which they project a startup’s exit value and work backward to determine its current worth—taking into consideration the required return on investment—to determine its current value. This method is particularly relevant for companies seeking venture financing, as it aligns with investor expectations for future returns. These strategies collectively offer a comprehensive framework for assessing the value of beauty industry businesses, guiding both investment and strategic growth decisions.
The use of these valuation techniques is demonstrated by case studies from prosperous beauty businesses such as Kylie Cosmetics and Fenty Beauty. For example, Fenty Beauty attracted a lot of funding and quickly penetrated the market by using its distinctive brand identification and inventive product line to obtain a high valuation. The significance of the brand and intellectual property in startup valuation is further demonstrated by Kylie Cosmetics, which achieved a billion-dollar value through a combination of strong brand awareness and a direct-to-consumer sales approach.
Actionable Insights
Continuous Learning and Adaptation
Resilience in Entrepreneurship: A Strategic Imperative
Success in the competitive, fast-paced beauty industry requires perseverance. This trait has been demonstrated by successful businesspeople like Carrie Barber, who surmounted obstacles like owning and marketing MAKE Beauty and navigating the COVID-19 pandemic’s uncertainty. Business executives that are resilient overcome challenges, adjust to changing market conditions, and constantly improve their business plans. Businesses should encourage staff training, stay up to date on industry developments, and invest in continuous education and professional development to create resilience. Two further strategies to strengthen your resilience are to be receptive to new ideas and advice. Strong organizational cultures help businesses learn from the past and adapt to changing market conditions, which eventually results in long-term success and a competitive advantage.
Strategies for Fostering a Culture of Innovation
To remain competitive in the beauty industry, companies such as MAKE Beauty must embrace innovation. The company’s embrace of clean beauty and sustainability—two topics that appeal to today’s consumers—has helped it successfully relaunch its brand. Businesses should allow employees to experiment and explore new ideas freely. This will allow them to work across functional boundaries and provide a variety of viewpoints to problem-solving, ultimately fostering an innovative culture. Putting money into research and development (R&D) can help this strategy by enabling the discovery of novel materials, techniques, and technologies that differentiate the brand. The importance of R&D in fostering innovation is demonstrated by MAKE Beauty’s emphasis on biotech ingredients and environmentally friendly procedures. Agile approaches also emphasize rapid prototyping and iterative development, which helps businesses quickly respond to changes and grab new possibilities. This flexibility guarantees a quicker, more adaptable reaction to market demands. To recognize trends, comprehend customer behavior, and improve strategy, organizations must also leverage data and consumer insights. Carrie Barber’s encounter with Sephora brought to light the significance of beauty blogs and peer recommendations; these revelations have shaped MAKE Beauty’s successful digital marketing approach.
Key Takeaways
Sustainability as a Pillar of Brand Positioning
Today’s consumers expect sustainability to be a given, not a special interest. Companies that put sustainability first can draw in more clients and win their steadfast devotion as consumers grow increasingly aware of how their purchases affect the environment. Sustainability may be the deciding factor, as shown by MAKE Beauty’s dedication to clean beauty and environmentally responsible packaging.
Prioritizing openness and publicly sharing their sustainability practices—including ingredient sourcing, production impacts, and packaging lifecycle—will help businesses successfully integrate sustainability into their brand strategy. To satisfy consumer demand and meet environmental regulations, they need also invest in sustainable innovation, as demonstrated by MAKE Beauty. Fostering sustainability throughout the value chain also calls for cooperation, among other things, with manufacturers, suppliers, and customers. Through this partnership, greener materials, production techniques, and consumer behavior will all be promoted.
The Function of Digital Marketing in Contemporary Business Plans
With its unparalleled ability to facilitate customer interaction, establish communities, and boost sales, digital marketing is a crucial component of modern business strategies. Carrie Barber’s thoughts from her time working at Sephora demonstrate how effective digital marketing can be in influencing consumer behavior and creating a positive brand image.
Several essential components are necessary for an efficient digital marketing plan. Content marketing is essential since it highlights the brand’s values and areas of expertise while drawing in customers with pertinent, high-quality content including tutorials, blog entries, and user-generated material. Participating on social media is similarly important because users of Instagram, YouTube, TikTok, and other platforms have a large audience of beauty consumers who are drawn to visual material and peer recommendations. Brands should focus on creating shareable and appealing content for their target audience. Additionally, using data analytics provides useful information about customer behavior, helping businesses track the effectiveness of their efforts and make informed decisions. Brands may continuously improve their digital marketing efforts and get greater results by evaluating data like website traffic, social media engagement, and conversion rates.
Data-Backed Examples
Case Studies from the Beauty Industry
Examples of Brands Successfully Navigating Similar Challenges
Estée Lauder Companies: A strategy for going digital Estée Lauder, a pioneer in high-end cosmetics worldwide, has proven how effective digital transformation can be in helping businesses overcome obstacles. As foot traffic in traditional shops fell, Estée Lauder focused on online sales channels and made significant expenditures in digital marketing and e-commerce. Online sales significantly increased as a result of the company’s capacity to employ data analytics to customize consumer experiences, especially during the COVID-19 epidemic. Carrie Barber’s leadership of MAKE Beauty, especially its creative digital launch strategy, has taught her that digital-first tactics are crucial in a market that is evolving quickly. Estée Lauder’s success highlights this point.
Glossier: Community-Initiated Development Direct-to-consumer beauty firm Glossier has developed a robust community-driven business strategy that closely resembles the customer behavior insights that Sephora’s Carrie Barber identified. Glossier has a very devoted following of customers and strong brand advocacy as a result of its approach of interacting with its customers on social media and putting their input into product development. This strategy is in line with Barber’s appreciation of the influence of beauty blogs and peer-to-peer recommendations, and it demonstrates the potency of consumer-centric approaches in establishing brand equity.
Fenty Beauty: When Rihanna launched Fenty Beauty—a brand recognized for highlighting diversity—she fundamentally altered the makeup industry. By providing a broad variety of hues to complement various skin tones, Fenty Beauty not only made a significant impression on the market but also illustrated the significant influence that inclusion can have on the beauty business. In order to appeal to a larger and more varied customer base, Carrie Barber redesigned MAKE Beauty, and she has utilized this crucial information to guide her strategy. The brand’s emphasis on inclusivity reflects the importance of comprehending and meeting consumer requirements. This case study demonstrates how successful market disruption can result from recognizing and catering to underserved market niches.
Analysis of Market Trends Supporting Carrie Barber’s Strategies
Several major trends are propelling the change in the beauty business, supporting the strategic choices taken by Carrie Barber at MAKE Beauty.
The emergence of “clean” beauty products—those produced using sustainable methods and without hazardous chemicals—is completely changing the beauty market. This market is expected to develop at a 9.4% CAGR, according to Grand View Research, and reach $11.5 billion by 2027. This growth highlights MAKE Beauty’s strengthened position and dedication to clean, innovative advancements. The emergence of digitally native businesses that focus online and direct-to-consumer marketing is causing a simultaneous shift in the sector. According to McKinsey & Company, the expanding significance of e-commerce will propel a 23%+ increase in online cosmetic sales by 2020. This trend has been accelerated by the epidemic, therefore it is imperative that companies continue to be inventive and flexible in order to satisfy changing customer needs and stay competitive. With her digital-first approach, Carrie Barber of MAKE Beauty demonstrates this transition and highlights the need of having a strong online presence for product releases and client involvement in the modern market.
Customers’ Preference for Customization Personalized beauty experiences are becoming more and more valuable to clients as more businesses offer customized goods and services. 56% of American customers are drawn to beauty products that may be tailored to their own needs, according to Mintel. Barber has utilized customer data to inform MAKE Beauty’s product development and marketing efforts, and this pattern is consistent with her view of their significance.
Conclusion
Recap of Key Lessons Learned from Carrie Barber’s Journey
Carrie Barber’s journey through the beauty industry offers a multifaceted roadmap for entrepreneurs and industry leaders. Her career evolution—from her early artistic influences and athletic ambitions to her role as a production designer at Sephora—illustrates the importance of adaptability and continuous learning in professional growth. The strategic observations she made at Sephora, particularly regarding the impact of peer-to-peer recommendations and the burgeoning influence of beauty blogs, provided her with critical insights into consumer behavior. These observations laid the foundation for her proactive and innovative approach to business, which she later applied at MAKE Beauty.
Barber’s leadership at MAKE Beauty is characterized by a keen sense of opportunity recognition, particularly her decision to acquire and reposition the brand amidst challenging circumstances. Her dedication to sustainable techniques, incorporation of biotech components, and emphasis on clean beauty all point to a progressive approach that is in line with new trends in the market. Her ability to use a digital-first strategy and her prior Sephora expertise to negotiate the complexity of the COVID-19 pandemic highlights the need for resilience and creativity in preserving company continuity during emergencies.
Final Thoughts on the Importance of Innovation, Adaptability, and Sustainability in Business
The story of Carrie Barber from MAKE Beauty is a great illustration of how crucial innovation, adaptability, and sustainability are in today’s corporate world. The fast-moving beauty market requires understanding and adapting to customer trends. Persistent innovation is necessary for sustained success. This can be done through developing novel products, implementing environmentally responsible practices, or looking at innovative company ideas. Barber’s pandemic-related strategic adjustment highlights the significance of adaptation in handling unforeseen obstacles and preserving a competitive advantage. Businesses need to be flexible in response to shifting consumer demands and technical breakthroughs as the world economy shifts. Sustainability is no longer merely a choice—it is now a need. Consumers who are more aware of their environmental impact provide businesses that prioritize sustainable operations their trust and business. In addition to reflecting her principles, Barber’s dedication to eco-friendly packaging and clean beauty puts MAKE Beauty as a pioneer in the sustainability movement, meeting the growing demand for a morally and responsibly conducted company.