3c. What factors are acting to intensify/weak... What factors are acting to intensify/weaken the competitive pressures associated with substitutes in the beauty industry? Select yes" for those statements below that are accurate and choose "no" for those that are not: There are plentiful substitutes for cosmetics retailers including big box retaliers. Consumers have a wide range of options when it comes to purchasing and applying beauty products. The competitive oressures associated with the threat of substitutes in the beauty retail market is a moderate competitive force. Substitute products for the beauty retall industry is capped; consumers should not expect to see many more retail companies enter this market. The combetitive mressures associated with the threat of substitutes in the market for beauty retal are weak. Ulta Beauty's Race to Win in an Omnichannel World This new case should generate considerable student interest and provoke a lively, interesting class discussion of Uita's struggle to maintain its prominence in the intensely competive cosmetics, beauty, and fragrances industry. How much further can the company grow now and what can it do to deter rivals from taking away market share? is Uita's push toward omnichannel retail segments to appeal to different segments for cosmetics products sustainable or will the company's bricks-and-mortar operations at shopping malls, establishments experiencing highly uncertain demand at best and closures at worst become a drag on company earnings and stock price appreciation? in particular, what moves must CEO Dave Kimbell make to keep the company back on track and outdistance its major direct rival, Sephora? Should the partnership with Target be continued, beefed up, or dropped? What, if any, further changes in strategy are needed at Ulta? Uita Beauty inc. (Uita) was founded in 1990 by Richard E. George and Terry Hanson. For the company's first 22 years. consumers could only buy its cosmetics and beauty products from company bricks-and-mortar stores, primarily located in shopping malls, In 2012, Ulta developed and rolled out an omnichannel strategy enabling consumers to purchase solely in stores, online for in-store pick-up, or online for home delivery. Led by CEO Mary Dillon, Uita devoted its efforts in the years that followed towards training its employees in product knowledge and customer service, revamping its in-store locations. creating virtual try-on tools via its mobile app, all with the intention of providing improved consumer experiences. 3d. What factors are acting to intensify/we... What factors are acting to intensify/weaken the bargaining power and leverage of suppliers in the beauty retail industry? Solect yes" for those statements below that are accurate and choose "no" for those that are not. There is a verv low threat of forward integration by suppliers into retall except as niche marketers. The combetitive oressures associated with suppliers in the beauty retail market is a weak competitive force. There are many alternative suppliers that provide raw materials, packaging, and labor to manufacture cosmetics products that are sold to retailers like Uita and Sephora. Product differentiation (fi it is truly significant) almost certainly enables suppliers to command a price premium intensifying their baraainina nower in this industry. Switchina costs afe too high for Ulta to find suppliers who offer the same products
