The body shop going green

        by ckobia










The body shop is an international competitive green brand that provides its customers with ecofriendly, naturally inspired beauty and cosmetics products. It was founded in 1976 by Anita Roddick it currently has 2500 stores worldwide in 61 countries. In 2006 the body shop was bought by L’Oréal and it is now listed in the Paris Stock exchange. (Rawat, K.2010) The Body Shop


The main products of the body shop include skin and hair products. The body shop successfully combined their green sense with their products but insist of using natural material. For example the soaps made by the body shop were made from palm wine and verifies by the roundtable on sustainable palm oil (RSPO) which was established by the major key players and manufacturers of palm oil industry. In recent research all the customers regard the products as natural and good quality. As for wood all their eye pencils, diffusers and massagers are sourced from FSC which means they get a stable timber supply while protecting the environment. (The Body Shop Value Report, 2009).




The body shop used the corporate environmental responsibility activities to promote their products by showing concern through advertisement. In the body shop homepage there is use of body image of a beautiful woman with light make up and river running in the middle of the forest, a    green leaf and trees under the sunshine. This is to express to the customers the great attachment and importance to the environment.

The second aspect is by advertising their catalogue and campaign on their website on their activities being done to help promote ecofriendly environment like activities against animal testing, protecting the planet and defending human rights. The body shop also grants part of their profit on the body shop foundation to help express their concern towards animal protection and human rights


 A price is often viewed in several perspectives including cost of production, quality, market segmentation, demand and supply (Green T, 2011). On green pricing the price is mostly viewed based on customers’ perception of the product value rather than cost of production and selling the offer. The perceived value is known as the price the customers are willing to pay so as to get the benefits from product. The most common strategic pricing is using the customer perception that the higher the price the greater the benefits. With knowledge of environmental and societal problems companies are being seen as main source of pollution and the ones with power to change are bringing much attention to the public. According to research Body shop has gained sustainable competitive advantage through pricing their product with green and natural concept. (The body shop international, 2012). The body shop.


The Body shop has a chain of retail shops and stores all stores have the same principles, training of the staff,values.According to Szymankiewez(1993) key issues required In developing a credible green distribution strategy are packaging and waste creation. The body shop made a new rule on reducing emission and pollution every years using their transportation system which have reduced environmental costs in terms of energy consumption and pollution. The other important aspect is to reduce the impact of carbon dioxide emission, the body shop succeeded to reduce carbon dioxide emissions between 2007 to 2008.They continue to minimize their air freight and to research more about reducing carbon dioxide polluted form of transport. By these the company differentiates from other companies once the consumer hears about the information about the Eco-friendly services they have a positive attitude towards the company.



Green, T 2011, ‘Designing and branding your empire’, EventDV, 3, p. 36, Academic One File, EBSCOhost, viewed 25 April 2016.

Jan Szymankiewicz
, (1993) “Going Green: The Logistics Dilemma”, Logistics Information Management, Vol. 6 Iss: 3, pp.36 – 43



Rawat SR. Green marketing- an extended corporate social responsibility. Asia Pacific J Market & Manag Rev (APJMMR) 2014; 3 (7): 15-23.




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