A BUSINESS PLAN FOR
Client: MPAcc Investments
July 3, 2009
Painter and Co. Consulting
Valerie Rodriguez
Nicole Kalesnikoff
Elena Bellisario
Marie Koop
Business Plan for Sephora (Client: MPAcc Investments)
TABLE OF CONTENTS
1.0
EXECUTIVE SUMMARY................................................................................................ 2
2.0 INTRODUCTION TO SEPHORA........................................................................................... 2
2.1 DESCRIPTION OF SEPHORA ........................................................................................................... 3
2.2 SEPHORA’S OPERATIONAL GOALS AND OBJECTIVES ........................................................................... 4
3.0 MARKETING PLAN............................................................................................................ 5
3.1 INDUSTRY OVERVIEW AND MARKETING RESEARCH............................................................................ 5
3.3 MARKETING PLAN – 4 P’S............................................................................................................ 8
4.0 OPERATIONS PLAN ........................................................................................................ 13
4.1 LEGAL STRUCTURE .................................................................................................................... 13
4.2 ORGANIZATIONAL STRUCTURE AND FLOOR PLAN ............................................................................ 13
4.3 REGULATIONS .......................................................................................................................... 14
4.4 OPERATING HOURS OF SEPHORA SAKATOON ................................................................................. 15
4.5 INVENTORY SUPPLIERS ............................................................................................................... 15
4.6 CAPITAL BUDGET – REFER TO APPENDIX L ..................................................................................... 15
4.7 OPERATING EXPENSES ............................................................................................................... 16
4.8 INVENTORY ............................................................................................................................. 16
4.9 QUALITY CONTROL ................................................................................................................... 17
5.0 HUMAN RESOURCES PLAN ............................................................................................. 19
5.1 JOB DESCRIPTIONS .................................................................................................................... 19
5.2 TRAINING PROGRAMS AND HR STRATEGY ..................................................................................... 21
5.3 SHAREHOLDER AGREEMENT ....................................................................................................... 22
6.0 FINANCIAL PLAN ............................................................................................................ 23
CONCLUSION ....................................................................................................................... 25
APPENDIX A - SWOT ANALYSIS............................................................................................ 26
APPENDIX B - MARKETING RESEARCH SURVEY ..................................................................... 28
APPENDIX C – SEPHORA COMPLETE BRAND LIST .................................................................. 30
APPENDIX D - LOCATION ..................................................................................................... 33
APPENDIX E – COMPETITORS IN SASKATOON ...................................................................... 34
APPENDIX F – DIFFERENTIATION ANALYSIS .......................................................................... 35
APPENDIX G – SEPHORA GRAND OPENING INVITATION ....................................................... 36
APPENDIX H – SEPHORA GRAND OPENING FLYER ................................................................ 37
APPENDIX I – ORGANIZATIONAL STRUCTURE ....................................................................... 38
APPENDIX J – FLOOR PLAN .................................................................................................. 39
SEE ATTACHED EXCEL DOCUMENTS FOR APPENDICES K-O
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Business Plan for Sephora (Client: MPAcc Investments)
1.0 Executive Summary
A group of four MPAcc students have decided to entertain their entrepreneurial spirit.
Recognizing an under serviced cosmetics market in Saskatoon, they decided that opening a
Sephora store in the city would be a great investment opportunity. The four investors’ goals
are to raise the required debt and equity financing to open a new Sephora cosmetics retail
store in Saskatoon, Saskatchewan. It will specialize in providing a single source for a diverse
selection of beauty products and brands for both men and women. The target market for the
cosmetic retail store is both men and women throughout their entire life cycle with clients
ranging from 15 to 70 years old. The store will have its grand opening on March 20, 2010.
Sephora’s key success factors are:

Inventory monitoring and management as achieved through the following:
o Financial and operational goals of maintaining an adequate level of inventories
o Tracking and reviewing inventory levels using various computer generated
reports and through feedback from clients

Customer service and beauty expertise as achieved through the following:
o Extensive management and staff training provided by Sephora University

Brand and product variety as achieved through the following :
o Sephora’s extensive selection of 250 brand offerings and over 12,000 product
offerings

Sales volume targets as achieved through the following :
o Strategic positioning of the store location in a high traffic space in the Midtown
Plaza
o A hands-on shopping environment at the striking retail store
o Unique products
o Various advertising and marketing campaigns
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Business Plan for Sephora (Client: MPAcc Investments)
Based on the financial analysis that has been performed, it is expected that the rate of return
that will be realized, under the base case scenario, will exceed a required rate of return of 20%.
This information provides that the investment opportunity is viable and will be successful under
reasonable conditions.
2.0 Introduction to Sephora
2.1 Description of Sephora
Background on Client and Business Concept
A group of four friends, all recent Masters graduates from the University of Saskatchewan,
recognized the need for a one-stop shop in Saskatoon specializing in everything from cosmetics
to body and skin care for both men and women. They each received $20,000 as a graduation
gift from their parents for successfully completing their Masters degrees. With the combined
$80,000, they have decided to pursue their passion for business by opening a Sephora store in
Saskatoon to satisfy the demand in this underserved market.
Sephora is a leading retail beauty chain that began and prospered in Europe and has since been
very successful in North America. The business will be incorporated in the province of
Saskatchewan and will be the only store of its type in this region: a single cosmetics retail
location with a diverse, well-known selection of beauty products. The suggested location is in a
currently unassigned space in the upper level of the Midtown Plaza, across from the current
Mexx location. Sephora will target both men and women throughout their entire life cycle with
clients ranging from 15 to 70 years old.1 Cosmetics for men are the next up-and-coming market
and both genders have increased the amount of money spent on moisturizers, colognes and
perfumes in recent years. In addition, Sephora’s emphasis on providing specialized cosmetics
for different ethnic groups will be a good match for Saskatoon’s growing population and
ethnicity. Staff at Sephora will emphasize client service and have expert knowledge in every
single product and brand obtained through training programs at Sephora University.
1
http://www.winnipegfreepress.com/business/cosmetics_retailer_coming_to_city38129914.html;
Retrieved June 27, 2009.
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Business Plan for Sephora (Client: MPAcc Investments)
The company will open operations on March 20, 2010 and maintain a December 31 year end.
Based on the following plan, the recommended structure involves the four friends investing
equity of $20,000 each for a 15% interest each. The rest of the required financing is expected
to come from long term bank debt and an angel investor at $50,000 each. Please refer to
Appendix K for the financial projections and summary of the required financing.
Vision
The vision, which is in line with Sephora’s parent, LVMH, is to represent the most refined
qualities of Western “Art de Vivre” around the world. Sephora must continue to be
synonymous with both elegance and creativity. The products, and the cultural values they
embody, blend tradition and innovation, and they kindle dream and fantasy.
Mission
The Saskatoon’s store mission is to provide the city with an innovative “come in and play”
shopping environment by allowing clients to experience an array of unique fragrance, skincare
and cosmetics products.
Core Values

Be creative and innovative

Aim for product excellence

Bolster the image of our brands with passionate determination

Act as entrepreneurs

Strive to be the best in all we do
2.2 Sephora’s Operational Goals and Objectives
Short-Term Goals
Sephora Saskatoon will aim to achieve the following short-term goals within one year of
operations:
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Business Plan for Sephora (Client: MPAcc Investments)
Short-Term Goal # 1: Maintain adequate inventory levels to meet customer demand (including
a wide assortment of brands) while not stockpiling inventory which is less popular. Inventory
levels will be managed by tracking product sales through various computer generated reports.
Short-Term Goal # 2: To achieve customer satisfaction of 90%. This will be measured through
various customer surveys.
Long-Term Goals
Sephora Saskatoon will aim to achieve the following long-term goals within one to three years
following the opening:
Long-Term Goal # 1: To recognize a 25-30% increase in the base clientele by the end of year
two. This can be measured through the number of customers involved in the Sephora Beauty
Insider Program.
Long-Term Goal # 2: To retain 80-85% of staff in order to reduce employee turnover and
recover any training costs.
Long-Term Goal # 3: To be the market leader for retail cosmetics in Saskatoon and surrounding
area. This can be measured through surveys or other market research conducted in Saskatoon.
Key Success Factors

Inventory monitoring and management

Customer Service and Beauty Expertise

Brand and Product Variety

Sales Volume
3.0 Marketing Plan
3.1 Industry Overview and Marketing Research
Cosmetics Industry
The cosmetic industry continues to grow as women spend more time and money on looking
younger and on their overall appearance. Despite the global recession, demand in
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Business Plan for Sephora (Client: MPAcc Investments)
cosmeceuticals is expected to rise significantly (Mirasol, 2009). Cosmetic and toiletry sales in
Canada continued to grow in value and volume even during the slow times in 2008 as sales
grew 3% and reached over $7 billion (Euromonitor International, 2009). In addition, the
recession has also helped cosmetic retail sales as consumers are more likely to purchase
products rather than spend the extra money for spa or other expensive cosmetic treatments.
The recent “green movement” has also led to increased sales in natural and organic cosmetics
in Canada as consumers become more concerned with the chemical and environmental effects
of standard products (Euromonitor International, 2009). There is also a growing demand for
anti-aging products as society puts more and more emphasis on looking and feeling younger.
Overall, the outlook for the cosmetic industry in Canada is strong. The demand for high-quality
and brand name products has grown steadily and continues to grow. Sephora is wellpositioned to take advantage of the growing market with its focus on variety, quality,
brand names and a unique shopping experience. When new Sephora stores were opened in
Edmonton and Winnipeg, the response was incredible and products sold out immediately.
Given their success, we propose Saskatoon as an excellent opportunity for another Sephora
location in Western Canada.
Saskatoon, Saskatchewan
Amidst the global recession, Saskatchewan has become an international economic success
story. A Government of Saskatchewan March 3, 2009 news release cites the Conference Board
of Canada’s Winter 2009 Outlook, which estimates that “the Saskatchewan economy will grow
by 1.6%, the highest rate among all provinces and well ahead of the estimated 0.5% decrease
Canada-wide.” In addition, the population in Saskatchewan is continuing to grow. On June 23,
2009 Premier Brad Wall presented the latest population figures released by Statistics Canada
that showed Saskatchewan's “net in-migration in the first quarter of 2009 as the second-highest
of any province, behind only Alberta.” With an expected growth in GDP higher than the
country, a growing population that exceeds one million, and a government committed to
growth and business, Saskatchewan has become a great place to establish and grow a business.
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Business Plan for Sephora (Client: MPAcc Investments)
As Saskatchewan’s largest city, Saskatoon is a growing community that supports a population
well over 200,000. Furthermore, a community profile of Saskatoon shows that approximately
70% of the population is between 15 and 64 (Saskatchewan Job Futures, 2008), which are the
target ages for a high-end cosmetics business such as Sephora. In addition, as disposable
income grows in Saskatoon so does the need for high quality consumer products.
Currently Saskatoon does not have a specialized high-quality cosmetics store with a wide
variety of well-known brand name products. The Bay maintains several cosmetic kiosks for
well-known brands such as M.A.C and Clinique and drug stores also provide an assortment of
brands. However, there is no single store with a wide variety and an emphasis on customer
service. As demonstrated by the highly successful Sephora openings in Edmonton and
Winnipeg, the demand for high-end cosmetics is large in western Canada. Given the economic
success and growth in Saskatchewan, we propose to open a Sephora store in Saskatoon to
capitalize on the brand-name cosmetics industry. Please refer to Appendix A for a SWOT
analysis of Sephora in Saskatoon, Saskatchewan.
Marketing Research
Market research was conducted to gain insight on the purchasing trends of beauty products in
Saskatoon and the anticipated reaction to having a Sephora store in Saskatoon. A mail-out
survey was distributed around Saskatoon, which included a self-addressed postage-paid
envelope to promote completion of the survey. Surveys were also circulated at Midtown Plaza
where patrons were encouraged to provide feedback through the survey, but also through
discussions with survey distributors. Please refer to Appendix B for the market research survey
circulated.
The market research survey elicited an 8% response rate, and responses received were both
positive and encouraging. 68% of respondents indicated that they would be willing to purchase
a premium product and 81% had heard of Sephora. Of those that were familiar with the
Sephora brand, 75% replied that they would shop there. Of those unfamiliar with Sephora, 23%
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Business Plan for Sephora (Client: MPAcc Investments)
would shop there, while 64% were unsure. Discussions conducted with shoppers suggested
curiosity and excitement at the prospect of having a Sephora in Saskatoon.
Based on the marketing research conducted and the demographics of Saskatoon, we believe
that there is a market for a specialized beauty products retailer in Saskatoon. “Sephora’s target
market is everybody: women and men, young and old, wealthy and budget conscious” (White,
2000). The Saskatoon Sephora will specifically target both women and men in Saskatchewan
between 15 – 70 years old. The details on bringing the Sephora brand and “affordable luxury”
to this target market is provided below.
3.3 Marketing Plan – 4 P’s
Product
Sephora aims to promote physical health by offering a full range of beauty products. There are
over 250 brands and over 12,000 individual products of makeup, skin care, fragrance, bath, hair
products, hair tools, and beauty accessories carried by Sephora including:
Classic Brands





Estee Lauder
Dior
Givenchy
Clinique
Lancome
Brands not currently available in Saskatoon










Benefit
Fresh
Too Faced
NARS
Philosophy
Murad
Stila
Decleor
Laura Mercier
Sephora’s own private label
Please refer to Appendix C for a complete listing of brands sold through Sephora.
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Business Plan for Sephora (Client: MPAcc Investments)
Clientele are encouraged to test all the products on display and a lifetime return policy is also
available if consumers are dissatisfied with the product. The abundance of in-store samples
provides customers with the freedom to try any and all products before making a purchase.
The freedom to “come in and play” makes Sephora unique.
In addition to selling products, Sephora aims to educate customers on the products with
respect to their specific needs. The following services will also be available:
Personal Consultation: Just ask one of Sephora’s trained Cast Members to assist you in
choosing the right products for your skin, hair, and body.
Express Services: 10 minute beauty sessions are available where you can test Sephora’s
brands and learn tips and tricks to applying makeup.
Makeup Services: Appointments can be made with a Sephora Cast Member to prepare
you for that special occasion.
Place
According to the Saskatoon Regional Economic Development Authority Inc., Saskatoon is the
fastest growing city in Canada. Disposable income is also increasing and leading consumers to
demand specialty items and higher quality products. There is currently no one-stop shop for
beauty products in Saskatoon that meets this demand. As such, the intended location for
Sephora is downtown Saskatoon, specifically, the unassigned lease space on the second level of
Midtown Plaza between J. Michaels and Tuxedo Town and across from Mexx. Please refer to
Appendix D for a map and picture of the proposed location.
The specific location was chosen for a variety of reasons. The central location will be accessible
to Saskatoon’s population. Midtown Plaza is a high traffic mall in Saskatoon and the stores
surrounding the intended location are targeted to a similar clientele. This will provide traffic
volume to Sephora and will encourage shoppers to try the available products.
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Business Plan for Sephora (Client: MPAcc Investments)
Downtown also boasts several office buildings where affluent professionals are employed. The
downtown location is especially convenient for these individuals.
Price
Prices vary depending on the brand and type of product. Sephora has products that hit all price
points. The product prices have a wide range of $5 to over $300. This will allow targeting of a
wide variety of income levels. Sephora proves that quality products can be provided at
affordable prices and that all people should have access to the luxury of a quality beauty
product.
Store prices are dictated by Sephora Canada and Sephora International; and therefore, are
standardized across the globe. Prices for products available in other stores are comparable
across the industry.
Pricing for items, as per Sephora.com, are as follows:
Makeup
Skincare
Fragrance
Bath & Body
Hair
Tools
$5 - $75
$5 - $225
$20 - $300
$8 - $225
$12 - $225
$6 - $240
Sephora will have sales on certain in-store items as determined by Sephora Canada.
The Competitive Scene
The beauty products industry has many players but none of the competition is quite like
Sephora. The main competitors in terms of the products offered are The Bay, Mary Kay, Beauti
Control, drug stores like Shoppers Drug Mart and London Drugs, and grocery stores. Please
refer to Appendix E for an analysis of select competition.
While many of these competitors have more locations and some carry similar brands, Sephora’s
main competitive advantage is the number and variety of brands available, the quality of its
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Business Plan for Sephora (Client: MPAcc Investments)
products, and the experience of shopping at a one-stop beauty shop that has international
prestige, excellence and a unique in-store atmosphere. Please refer to Appendix F for
Sephora’s differentiation strategy.
Sephora is already a highly-regarded and known brand that carries several other brands not
available anywhere else in Saskatoon. It carries a wide range of products and has highly trained
employees available to assist the customer. There is also a European sophistication and
elegance associated with the brand and the appeal of affordable luxury that Sephora has
become known for.
Promotion
With the exception of the Grand Opening, Sephora stores generally do not individually promote
its store and brand, choosing instead to rely on its reputation of providing a large selection of
high-quality beauty products and employing knowledgeable sales representatives and
initiatives set forth nationally and internationally. The Beauty Insider Program is an
international promotional tool.
Sephora Beauty Insider
Sephora Beauty Insider is a rewards program that offers coupons, discounts and points for
frequent buyers and would be available to customers in Saskatoon.
Get Rewarded: Points are received through purchases and can be redeemed for deluxe
samples. Customers also receive invitations to private shopping nights and insider-only
events.
Get Personal: Get personalized beauty tips and product picks from Sephora experts
directly to your e-mail.
Get Gifted: Receive a special gift on your birthday from Sephora.
Get Privileged: Limited-edition and exclusive products may be made available to insiders
before they hit the stores.
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Business Plan for Sephora (Client: MPAcc Investments)
The Sephora Project
The Sephora Project is a Sephora North America initiative created to educate and empower
women whose mission is to make the world a more beautiful place. As explained on
Sephora.com, for each in-store or online purchase of special Sephora Project items, Sephora
makes a donation to Girls For A Change, a national organization that empowers girls to create
positive social change.
Grand Opening
The Grand Opening of Sephora is scheduled for March 20, 2010. Grand opening promotions
include a partnership with the RUH Foundation for an exclusive shopping experience before the
store opens to the public. All proceeds from ticket sales and ten percent of the night’s sales will
benefit the RUH Foundation’s Women’s Health Program. Please refer to Appendix G for a
sample of the invitation. The invitations will be circulated via e-mail to RUH Foundation
Members.
The Grand Opening promotions will also include an advertisement in the Saskatoon Star
Phoenix in the week prior to the public opening. A promotional flyer will also be posted in
Midtown Plaza and in the downtown area in addition to announcements on the Sephora.com
website and via e-mail to Beauty Insiders. Please refer to Appendix H for the Grand Opening
Flyer.
Marketing Expenses
Marketing expenses will comprise costs related to designing and distributing invitations and
advertisements related to the promotion of Sephora. Sephora’s marketing initiatives are
generally undertaken by Sephora Canada and Sephora International and then taken to a store
level. Therefore, there are not a lot of costs associated with marketing the product at the store
level. As mentioned previously, Sephora tends to rely on its reputation and thus does not
spend a great deal of time or money in marketing. The budgeted marketing cost for the first
year is $7,500. This is expected to decrease in the following years as displayed in Appendix M.
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Business Plan for Sephora (Client: MPAcc Investments)
4.0 Operations Plan
4.1 Legal Structure
Sephora will be incorporated to allow for the equity investments of the business partners and
the angel investor. A Board of Advisors will be established that will consist of the four partners,
the angel investor (if desired), the Sephora Manager, the company accountant and the
company lawyer.
4.2 Organizational Structure and Floor Plan
Given the set number of hours that the store must be open because of mall requirements, the
staffing needs are as follows (refer to Appendices I and N for more details):

One Sephora Store Manager;

Three Beauty Supervisors (Shift Supervisors); and

A total of six full-time or 12 part-time or a combination of full-time and part-time beauty
sales staff known as “Cast Members”.
The floor plan, as illustrated in Appendix J, will be implemented in the Saskatoon location.

The floor plan is based on the standard Sephora floor plan obtained from Head Office
and has been modified to meet the capabilities of the leased space in the Midtown
Plaza. It has been proven effective and therefore will be implemented in the Saskatoon
location.

The floor plan for Sephora provides for the following functionality within the 5000
square foot leased space in the upper level of the Midtown Plaza:
o Cashier Area – Located in the heart of the store, there will be a counter with two
cash registers where clients will be required to make their purchases.
o Store Room – As most of the inventory will be displayed on shelves, Sephora will
not require a significant amount of storage space for its inventory. However,
space will be dedicated to excess inventory for products that are expected to sell
out quickly. In addition, a staff washroom will be located in the back in the store
room.
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Business Plan for Sephora (Client: MPAcc Investments)
o Makeup Displays – Makeup displays carrying the numerous products Sephora
will offer will be strategically positioned along the center of the store allowing
clients ultimate freedom to try and test every product they desire. Beside every
makeup display will be applicators and mirrors so that clients can try on the
products. This is an essential element in making Sephora a unique shopping
experience.
o Consultant Stations – Consultant stations will be located in the back of the store.
Each station will contain a beauty chair.
o Perimeter of the Store – The perimeter of the store will contain fragrances,
skincare, haircare, accessories and bath and body products. The left perimeter
of the store will contain men’s products and the right perimeter and the back of
the store will contain women’s products. Products will be housed in built-in
shelves.
4.3 Regulations
As the Sephora retail store meets the criteria of an “Establishment” as defined by Health
Canada, it is required to comply with the International Nomenclature Cosmetic Ingredient (INCI)
Labeling Compliance and Enforcement Policy of section 21 of the Cosmetics Regulations in
Canada. As such, Sephora’s responsibilities in complying with this section is to ensure that
cosmetic products marketed for sale in Canada comply with the Food and Drugs Act and
Cosmetics Regulations, including the labeling of ingredients. 2
Because Sephora will be purchasing all of its products from the Sephora Head Office (see point
4.8 below), it will have to ensure that all cosmetics imported into Canada are in compliance
with sections 5 through 10 of the Cosmetics Regulations as stated in Guidelines for Cosmetics
Manufacturers, Importers and Distributors: The Food and Drugs Act and Cosmetic Regulations.3
2
http://www.hc-sc.gc.ca/cps-spc/person/cosmet/ingredient/compliance-inci-conformite-eng.php;
Retrieved June 27, 2009.
3 http://www.hc-sc.gc.ca/cps-spc/pubs/indust/cosmet_guide/act-loi-eng.php; Retrieved June 27, 2009.
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Business Plan for Sephora (Client: MPAcc Investments)
As stated in Guidelines for Cosmetics Manufacturers, Importers and Distributors: The Food and
Drugs Act and Cosmetic Regulations – Notification of Sale, Sephora will be required to submit a
fully completed Cosmetic Notification Form (CNF) to Health Canada within the first 10 days a
cosmetic product is available for sale.4
4.4 Operating Hours of Sephora Sakatoon
As Sephora is located in the Midtown Plaza, its operating hours are dependent on the shopping
hours of the mall, which are as follows:

Monday, Tuesday and Saturday – 9:30 am to 5:30 pm

Wednesday, Thursday and Friday – 9:30 am to 9:00 pm

Sunday – 11:00 am to 5:00 pm
4.5 Inventory Suppliers
As Sephora Head Office is able to realize significant cost savings by purchasing in large
quantities, the Sephora Saskatoon Store Manager will be required to submit all its inventory
requirements to the Regional Purchasing Manager who will then submit the aggregate orders
from all of Canada’s stores to Head Office for processing.
4.6 Capital Budget – Refer to Appendix L
Store Space
After performing an analysis on the Saskatoon market and the best location for the Sephora
store, it has been determined that the best option would be on the upper level of the Midtown
Plaza Shopping Center in downtown Saskatoon. There is an unassigned space available for
lease that would allow Sephora to target its market and get the traffic it requires to make
sufficient sales. The space is across from the Mexx store and beside the Bay. The lease includes
utilities and security.
Equipment
The largest start-up costs will be the shelving and display equipment which includes island
displays, chairs, hand mirrors, shelf mirrors and a main counter. Refer to Appendix L for all
4
http://www.hc-sc.gc.ca/cps-spc/pubs/indust/cosmet_guide/act-loi-eng.php; Retrieved June 27, 2009.
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Business Plan for Sephora (Client: MPAcc Investments)
capital expenditures required over the next five years. Other equipment includes: two
computers, a network server and two card reader systems to complete sales. The stated cost
of the computers includes all software necessary which will be installed by Sephora Head
Office. This includes the standardized accounting software which is implemented by all
Sephora stores in Canada to allow for an interconnected system necessary for inventory
management. The accounting software will also generate various reports which will allow for
tracking of sales by product and summarization of operating costs and other reports that will
assist with measuring performance. Such reports will be used by management and presented
to the owners during board meetings. Leasehold improvements include costs that will be
incurred to get the leased space up to standards in terms of the typical Sephora design and
layout. Such improvements will include the installation of ceiling lighting, built-in lighting in the
beauty shelves, any necessary electric wiring, installation of chairs that are nailed to the ground
and the installation of signage and necessary décor. Capital expenditures in years three and
four relate to the replacement of shelving, mirrors, computers, the network, and card readers.
4.7 Operating Expenses
Appendix M shows a five year projection of the expected operating costs for Sephora
Saskatoon. Expected annual operating costs range from $465,000 and $597,000 adjusted each
year for inflation estimated at 3%.
4.8 Inventory
Due to the large variety of products and brands that Sephora offers (about 20,000 products
nationally), we have estimated that the Saskatoon store will carry on average 5,000 products at
a time. Because of this, inventory will be one of the largest assets on the balance sheet.
The ability to effectively manage inventory levels and anticipate demand will be a key
determinant of success. Given the significance of this asset, we have developed numerous
goals that will need to be met operationally and financially.
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Business Plan for Sephora (Client: MPAcc Investments)
4.9 Quality Control
Sephora will differentiate itself from other cosmetics retailers in the Saskatoon area through
innovation, exclusivity and exceptional service. In order to maintain client satisfaction, Sephora
will implement the following significant controls:

Development of Staff and Management Expertise:
o As described in the Human Resource Plan, Sephora carefully selects candidates
who are dedicated, innovative, show initiative, work well as team members and
are passionate about servicing the needs of its customers. In addition,
candidates must be willing to work in a fast-paced, creative, dynamic and
information sharing environment in order to fit with the organization’s culture.
o The career of each new employee begins with orientation seminars which
generally span over several days (includes traditional training and field sales
experience). Managers are provided an overview of the Group’s businesses, its
values, exercises to improve understanding of the concept of “luxury”, sharing of
best practices, corporate responsibility programs and more.
o Employees receive continuous training on every single brand, product and in
client service.

Safety: To Sephora, an important measure of quality is through product safety seeing
that some cosmetics manufacturers use harmful ingredients which may cause damage
to users. To ensure the utmost safety in products offered by Sephora, it has taken the
following initiatives to improve quality:
o Its parent company, LVMH, does not use any ingredients for which the complete
safety cannot be guaranteed. In addition, the Perfumes and Cosmetics Houses
are not content with just applying the most stringent international regulations in
force; rather, they anticipate and implement future regulations in advance. 5
o Products containing triclosan, phthalates or preservatives that generate
formaldehyde are no longer developed;
o Animal testing to evaluate the safety of the cosmetics is no longer conducted;
5
LVMH 2008 Annual Report; page 65-66.
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Business Plan for Sephora (Client: MPAcc Investments)
o As discussed in 2.7 Regulations above, Sephora is required to comply with
various cosmetics regulations in Canada. This compliance will ensure Sephora
Saskatoon provides a safe product that meets Canadian government standards.

Continuous monitoring of customer satisfaction: In order to support Sephora’s overall
strategic initiative to differentiate itself through innovation, exclusivity and service,
Sephora Saskatoon will implement a comprehensive customer satisfaction feedback
program initiated by Sephora Head Office. It will involve the following:
o Clients will be invited to access an online survey through a URL printed on their
receipts. 6

This will allow Sephora to obtain customer experience data that is higher
quality and more quantitative than a mystery shopper.

The results from such surveys will also support the identification of
innovative products and retailing opportunities through advanced
analyses of customers’ open ended comments, improve service by
empowering store and regional managers to act on store-level customer
data and by using the data to better train employees and to make the
customer experience more holistic—and more exclusive by tracking and
trending customer experiences.
o Clients will also be encouraged to provide real-time feedback to the beauty
experts and to the sales staff.

Performance Review: In order to measure whether quality is being achieved, Sephora
will monitor the performance of the store based on the following segments: customer
perspective, a financial perspective, competitors and goals and objectives. The following
performance review strategies will be implemented to address each segment:
o Customers: Customer feedback obtained from the online surveys will be
summarized in detailed reports on a monthly basis. The store manager will
review these reports and communicate positive feedback as well as areas for
6
http://www.medallia.com/news/item/prestige-retailer-sephora-selects-medallia-as-customer-feedbacksolution/; Retrieved June 28, 2009.
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Business Plan for Sephora (Client: MPAcc Investments)
improvement on a timely basis. In addition, staff will enquire with clientele
about their Sephora shopping experience while they are still in the store. This
will allow for real-time feedback.
o Financial: An ongoing budget will be maintained by the store manager and with
the assistance of the accountant. The Board of Advisors will meet quarterly and
review the financial statements and the budget allowing for remedial action in
the case that targets are not being met. In addition, reports relating to inventory
and sales forecasts will be reviewed to determine profitability.
o Competitors: Sephora will monitor what products and promotions its main
competitors are offering to ensure that it is the number one choice in cosmetics
retailing in Saskatoon and surrounding areas.
o Goals and objectives: Sephora will monitor its progress against its goals, both
long- and short-term (see 1.2 Sephora’s Goals and Objectives).
Potential Future Changes

Change in location: The need to expand into a bigger space if demand for Sephora’s
products indicates the need to obtain more inventory and space.

Increase in staff: The need to hire more staff if the demand for Sephora’s products
increases from anticipated levels.
5.0 Human Resources Plan
5.1 Job Descriptions
Store Manager

The store manager must have the ability to manage a team of 8-12 team members as
well as effectively run the day-to-day operations of a retail store by:
o Developing weekly shift schedules;
o Performing basic accounting activities such as keeping financial records and
performing payroll functions; and
o Managing inventory
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Business Plan for Sephora (Client: MPAcc Investments)

The manager will be responsible for the recruiting, interviewing, hiring and termination
of employees. The manager will also be responsible for coordinating training for staff
members.

The manager will be responsible for implementing marketing activities from Sephora
Canada.

The store manager should have an in-depth knowledge of store products and should
ensure compliance with Sephora’s policies and procedures.
The ideal candidate for the store manager position is an individual with extensive retail
experience in the cosmetics or other beauty products industry. A minimum of three years of
management experience and certification in management or commerce is required.
Beauty Supervisor

Beauty supervisors are responsible for daily sales management providing guidance to
cast members as required. Supervisors are also responsible for communicating issues
with the store manager.

Supervisors must have an in-depth knowledge of store products and must assist in
providing courteous, knowledgeable service to customers; determining customer needs;
and suggesting products to meet their needs when required.

Supervisors are responsible for counting cash and depositing cash at the end of the day.

Beauty supervisors must be able to effectively resolve conflicts.
Beauty Supervisors must have at least 2-3 years of retail experience, preferably in the cosmetics
or other beauty products industry. Candidates should have high school diploma and an interest
in both management and beauty.
Cast Members (Beauty Advisors)

Cast members are responsible for providing courteous, knowledgeable service to
customers; determining customer needs; and suggesting products to meet their needs.

With training, cast members should be able to provide beauty consultations and
makeovers.
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Business Plan for Sephora (Client: MPAcc Investments)

Cast members are expected to maintain Sephora’s merchandising concepts at all times,
assist in maintaining standards of cleanliness and organization in the store and ensure
compliance with Sephora’s policies and procedures.

Cast members are responsible for participating in replenishment of items and inventory
control.

Cast members are also responsible for performing cashier functions and duties.

Cast members will be hired on either a part-time or full-time basis.
Cast members are required to be approachable and have good communication skills.
Candidates must be willing to obtain the required knowledge to educate and assist customers
in purchasing beauty products.
5.2 Training Programs and HR Strategy
Sephora has its own training program—Sephora University—that aims to develop savvy,
respected beauty experts who provide unique services to its clients. Sephora University is
located in San Francisco and offers a wide range of courses to Sephora employees on topics
including product knowledge, sales, service, and leadership skills development.
As explained at Sephora.com, initially employees will receive a four-day course called the
Science of Sephora that educates employees on the science of skincare, hair care, complexion,
makeup, fragrance, ingredients, and general beauty product knowledge.
After the completion of the Science of Sephora, encore courses certify participants as experts in
skincare, makeup, or fragrance through training, written exams, and scored consultation
practices. Employees will select an area of specialization.
Labour Costs
Labour costs are detailed in Appendix N. Labour costs are initially expected to be approximately
$400,000. Increased demand for products may substantiate more staff on the floor which will
increase these costs.
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Business Plan for Sephora (Client: MPAcc Investments)
Human Resources Strategy
Sephora aims to create an experience for the shopper that is personalized and educating. A
similar experience is aimed toward staff to strengthen Sephora’s reputation as a top employer
in the retail industry. The Sephora philosophy to ensure staff members understand the product
in order to sell it is apparent in the extensive training programs that staff receive prior to
stepping on the floor and the encouragement of staff to test products.
A staff discount of 30% is provided to all employees in addition to a 2% commission on sales for
cast members. Bonuses are available to the Beauty Supervisors and Store Manager based on
performance indicators as determined and distributed by Sephora Canada.
The lines of authority for employees are outlined in the organizational structure. Refer to
Appendix I. Cast members will report directly to the Beauty Supervisor, who in turn will report
to the Store Manager.
5.3 Shareholder Agreement
A shareholder agreement will be drafted by a lawyer agreed upon by the shareholders
indicating that the four MPAcc students and angel investor have control over the corporation.
Future offers of common stock need to be agreed upon by the existing shareholders. In the
event that any shareholder wishes to sell his/her shares, the other shareholders will have the
first option to purchase prior to arrangements made with third parties. In the event of a share
sale, the sale price will be determined according to the value assessed by a Certified Business
Valuator. In the event of a liquidation of assets, after creditors and preferred shareholders are
paid, the remaining proceeds will be divided proportionately among the common shareholders
based on proportional ownership of the common shares.
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Business Plan for Sephora (Client: MPAcc Investments)
6.0 Financial Plan
Sales and Gross Margin
As a result of the grand opening and the history Sephora has had in selling out in other
Canadian locations such as Winnipeg and Edmonton, sales are expected to be at a very high
level for the first 2 months (March and April). This large volume of sales will allow Sephora to
become established in the first few months of operations. Therefore, it is estimated that the
significant sales in the first few months will ensure that the partial first year (March to
December) will have sales equivalent to a full year.
The cosmetics industry enjoys significant margins as the products are mass produced, therefore
resulting in significant mark-ups for retailers. Large companies such as LVMH and Estee Lauder
realize margins of about 75%. This is due to the low production costs and the ability to charge
more for prestigious brand names. Because the Saskatoon Sephora will have to buy inventory
from the brand distributors and Sephora Canada, the margins will not be as high but will still be
anticipated to be around 55%.
Financial Goals
1. To earn a 20% return on the equity investment in Sephora.
2. To earn a profit in the second year of operations.
3. Have inventory turn-over every month (ratio of 12) by year 10.
4. To eliminate long-term debt within 5 years.
Ten year projected financial statements are attached in Appendix O.
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Business Plan for Sephora (Client: MPAcc Investments)
Evaluation of Financial Goals
Goal: Earn a 20% return on the equity investment.
Scenario
Worst Case
Base Case
Best Case
6.61%
24.21%
40.11%
IRR
As displayed above and in Appendix O, provided sales projections under the base case scenario
are met, the goal of a 20% return will be met and/or exceeded.
Goal: To earn a profit in second year of operations.
Scenario
Worst Case
Base Case
Best Case
($34,875)
$385
$28,516
Year 2 Income
Based on the financial projections outlined in the appendix, the goal of earning a profit by the
second year would be met and/or exceeded under the base case. However, the base case has
minimal profit that would be sensitive to a small change in estimates.
Goal: To have inventory turnover every month (ratio of 12) by year 10.
Year
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
Inventory
Turnover
5.31
5.77
6.29
6.15
6.68
7.86
8.97
9.42
10.34
11.37
68.75
63.22
58.06
59.39
54.61
46.44
40.69
38.75
35.30
32.09
Days in
inventory
The above table outlines the inventory turnover ratio under the base case scenario. As shown
above, the goal of inventory turning over on a monthly basis by the 10 th year of
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Business Plan for Sephora (Client: MPAcc Investments)
operations (year 2019) will not be met under the base case. The desired turnover ratio will
likely be met by year 11 (2020) under the estimated conditions.
Goal: To eliminate long-term debt within 5 years.
Under all scenarios, a long-term debt repayment of 5 years has been assumed.
Conclusion
The four key success factors that will determine the viability of the investment to bring a
Sephora store to downtown Saskatoon are as follows:

Inventory monitoring and management;

Customer service and beauty expertise;

Brand and product variety; and

Sales volume
The operational and financial goals of the company have been carefully designed to monitor
performance on these key success factors.
Based on the financial projections, under a base case scenario, it appears that the key financial
goals will be met under reasonable conditions and a return on investment of approximately
24% will be realized which exceeds the anticipated required rate of return.
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Business Plan for Sephora (Client: MPAcc Investments)
References
Community Facts Profile of Saskatoon. Saskatchewan Job Futures. Retrieved 27 June 2009
<http://saskjobfutures.ca/index.cfm?event=page.community.facts&id=saskr>.
Cosmetics and Toiletries – Canada. Euromonitor International – Country Market Insight May 2009 117. Global Market Information Database. University of Saskatchewan Library, Saskatoon SK. Retrieved
28 Jun. 2009 <http://www.portal.euromonitor.com.cyber.usask.ca/passport/Statistics.aspx>.
Feliza Mirasol. . "Fight to stay young." ICIS Chemical Business 20 April 2009 18-19. ABI/INFORM
Global. ProQuest. University of Saskatchewan Library, Saskatoon SK. Retrieved 27 June
2009 <http://www.proquest.com.cyber.usask.ca/>.
Government of Saskatchewan, News Release June 23, 2009. “STILL GROWING – POPULATION HITS
HIGHEST LEVEL SINCE 1988”. Retrieved 27 June 2009 <http://www.gov.sk.ca/news?newsId=72af59d5c0b7-43b4-a7fa-f14d416f6bfb>.
Government of Saskatchewan, News Release March 3, 2009. “CONFERENCE BOARD SAYS
SASKATCHEWAN WILL LEAD THE NATION IN ECONOMIC GROWTH IN 2009”. Retrieved 27 June 2009
< http://www.gov.sk.ca/news?newsId=72af59d5-c0b7-43b4-a7fa-f14d416f6bfb>.
Guidelines for Cosmetics Manufacturers, Importers and Distributors. Health Canada - Consumer Product
Safety. Retrieved 27 June 2009 <http://www.hc-sc.gc.ca/cps-spc/pubs/indust/cosmet_guide/act-loieng.php>.
INCI Compliance and Enforcement Policy. Health Canada - Consumer Product Safety. Retrieved 27 June
2009 <http://www.hc-sc.gc.ca/cps-spc/person/cosmet/ingredient/compliance-inci-conformiteeng.php>.
Kirbyson, Geoff. “Cosmetics retailer coming to city.” Winnipeg Free Press 20 January 2009. Retrieved 27
June 2009.
http://www.winnipegfreepress.com/business/cosmetics_retailer_coming_to_city38129914.html
Prestige Retailer Sephora Selects Medallia as Customer Feedback Solution. Retrieved 27 May 2008.
Medallia. 27 June 2009 <http://www.medallia.com/news/item/prestige-retailer-sephora-selectsmedallia-as-customer-feedback-solution/>.
Sankey, Derek. "The Best Cities for Small Business." Financial Post 20 Oct. 2008. Retrieved 27 June 2009
<http://www.buysaskatoon.com/resources/pdfs/Canada%27s%20Best%20Cities%20for%20Small%20Bu
siness.pdf>.
Saskatoon Regional Economic Development Authority. Retrieved 27 June 2009 <www.sreda.com>.
Sephora. Retrieved 27 June 2009 <www.sephora.com>.
White, John W. “Expanding Cosmetic Cosmo.” Hawaii Business 1 April 2000. Retrieved 27 June 2009.
<http://www.allbusiness.com/north-america/united-states-hawaii/503325-1.html>
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix A - SWOT Analysis
-
-
Strengths
Provide a wide variety of over 250
brands (including organic, anti-aging
and premium products) not offered by
any other, single location in
Saskatchewan.
Offer a unique atmosphere and
shopping experience for consumers by
bringing a “European flair” to
Saskatoon and providing customers
with trained consultants.
-
Carry generous free samples for
customers to test products before
buying and maintain a lifetime return
policy.
-
Provide various ethnic groups by with
specialized products.
-
-
Opportunities
Increase in demand for cosmetic
products that help women feel
younger and enhance their natural
beauty (social pressures).
-
Large start-up costs to set up a new
Sephora store.
-
Requires high inventory levels, and
therefore costs, to ensure products
available for consumers.
-
Needs a high volume of sales to be
successful.
-
Increased ethnicity in Saskatoon and
Saskatchewan as a whole.
-
Desire by women for “affordable
luxuries” such as brand name makeup
instead of expensive surgery or spa
treatments.
Threats
Economic recession may decrease
demand for brand-name cosmetics.
-
Saskatoon population may not be
adequate to support a large, specialty
cosmetics store.
-
Saskatchewan residents may not be
willing to travel to Saskatoon or go to
the mall to purchase makeup (i.e.
prefer online, drug stores etc.)
-
Drug stores and department stores
may increase their product offerings to
compete.
Rise in demand for brand name, high
quality cosmetics.
-
-
-
Weaknesses
Some brands are already offered by
other retailers.
Growth in Saskatoon and an increase
in disposable incomes.
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix B - Marketing Research Survey
Beauty Products in Saskatoon
1. Which of the following products do you usually purchase? (circle all that apply)
a. Makeup
b. Skincare
c. Fragrance
d. Bath & Body
e. Hair Products
2. Where do you usually purchase these?
a. Department store in Saskatoon
b. Specialty store in Saskatoon
c. Drug store in Saskatoon
d. Stores outside of Saskatoon
e. Online
Makeup _______
Skincare _______
Fragrance _______
Bath & Body _______
Hair Products _______
3. Do you like to test products prior to purchasing?
a. Yes
b. No
4. What monthly amount do you generally spend on beauty products?
a. Under $10
b. $20 - $50
c. $50 - $100
d. Over $100
5. Are you willing to spend more for a premium product?
a. Yes
b. No
6. Have you heard of Sephora?
a. Yes
b. No
If yes, please answer the following questions:
7. How did you hear about Sephora?
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Business Plan for Sephora (Client: MPAcc Investments)
a.
b.
c.
d.
Media
Word of mouth
Sephora store in another city
Other
8. Have you purchased any products from Sephora?
a. Yes
b. No
9. Would you recommend Sephora’s products?
a. Yes
b. No
Please answer the following questions:
10. Would you shop at Sephora?
a. Yes
b. No
c. Unsure
11. What is your age?
a. 15-18
b. 19-25
c. 26-35
d. 36-50
e. Other _____
12. What is your gender?
a. Male
b. Female
Other comments?
Thank-you very much for your time and help!!!
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix C – Sephora Complete Brand List
A
C
E
Acqua Di Parma
Alan Cumming
Amazing Cosmetics
AmorePacific
Anastasia
Anthony Logistics For Men
Aquolina
The Art of Shaving
Azzaro
Calvin Klein
Canali
CARGO
Carlos Santana
Carol's Daughter
Carolina Herrera
Cartier
Caudalie
Cellex-C
CHANEL
ck Calvin Klein
Clarins
Clarisonic
CLEAN
Clinique
ColorOn
Comptoir Sud Pacifique
Cosmedicine
Cover FX
Crazylibellule and the Poppies
Ed Hardy
Emanuel Ungaro
Ermenegildo Zegna
Escada
Evian
B
B. Kamins Chemist
Balmshell
Bare Escentuals
beautyblender
Benefit Cosmetics
Bieux Skin BioNaturals
Billy Jealousy
Blinc
Bliss
Boscia
Boucheron
Bourjois
Bremenn Research Labs
Britney Spears
Burberry
Bvlgari
By Terry
D
DDF-Doctor's Dermatologic
Formula
Decleor
Demeter Fragrance Library
Dermadoctor
Diesel
Dior
DKNY
Dolce & Gabbana
Donna Karan
Dr. Brandt Skincare
DSquared2
DuWop
Dylan's Candy Bar
F
Fake Bake
Salvatore Ferragamo
Frederic Fekkai
Fresh
Fusion Beauty
G
Gendarme
ghd
Giorgio Armani
Givenchy
GO SMiLE
Gucci
Guerlain
GUESS
H
Hampton Sun
Hanae Mori
Harajuku Lovers
Hard Candy
Hilary Duff
Hourglass
Hugo Boss
I
Imju Fiberwig
Issey Miyake
IZOD
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Business Plan for Sephora (Client: MPAcc Investments)
J
M
P
Jack Black
Jean Paul Gaultier
John Varvatos
Jonathan Product
Josie Maran
Juice Beauty
Juicy Couture
Juicy Loves Sephora
Jurlique
MAKE UP FOR EVER
Marc Jacobs
Mariah Carey
Masaki Matsushima
Matte For Men
MD Skincare
Metropolis
Michael Kors
Miller Harris
Missoni
ModelCo
Murad
Mustela
Mystic Tan
Pacifica
Passport
Perfekt
Perricone MD
Peter Thomas Roth
Philosophy
Phyto
PlantLove
Pop Beauty
Prada
Prevage
Pucci
N
Quiksilver
Nanette Lepore
Narciso Rodriguez
NARS
Nina Ricci
nono
Nude Skincare
Nuts Cream Perfume
NVEY ECO
R
K
Kate Somerville
Kat Von D
Kenneth Cole
Kenzo
Kevyn Aucoin
Kinerase
Klein-Becker
Klorane
Korres
L
L.A.M.B.
L'Occitane
Lab Series For Men
Lacoste
Lancome
Laura Geller
Laura Mercier
LAVANILA
Lilly Pulitzer
Living Proof
Lolita Lempicka
LORAC
Lulu Guinness
Painter and Co. Consulting
O
Q
Ralph Lauren
REN
Rene Furterer
Robert Piguet
Rocawear
Rochas
Rosebud Perfume Co.
Rx for Brown Skin
Ojon
Ole Henriksen
on10
SEPHORA by OPI
Oscar Blandi
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Business Plan for Sephora (Client: MPAcc Investments)
S
T
U
Sarah Jessica Parker
Sean John
Sephora Brand
Sephora Favorites
Sephora Girls
Sephora Piiink
Sevin Nyne
Shaveworks
Shiseido
shu uemura
Silk'n
Skyn Iceland
Smashbox
Stella McCartney
Stila
Sugar Cosmetics
T3
Talika
Tanda
Tarte
Ted Gibson
Tend Skin
Terax Hair Care
TheBalm
ThermaClear
Thierry Mugler
Tocca Beauty
TOM FORD
Too Faced
Tricia Sawyer
True Religion
Tweezerman
Urban Decay
V
Valentino
Vera Wang
Versace
Vincent Longo
Y
Yu-Be
Yves Saint Laurent
Z
Z. Bigatti
Zirh
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix D - Location
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix E – Competitors in Saskatoon
Competitor
Location
Products
Services
The Bay –
various
cosmetic
counters
Midtown Plaza –
The Bay Store
Main Level
Mary Kay
Home
distributors
Individual cosmetic
counters include:
Clinique, M.A.C.,
Lancome, Christian
Dior
Mary Kay complete
line of products
Beauti Control
Home distributor
Beauti Control
complete line of
products
Drug Stores
(Shoppers and
London Drugs)
Several locations
(8th Street,
Lakewood,
Midtown,
Preston Crossing
and others)
Standard brands
including L’Oreal,
Maybelline,
Covergirl and a few
select higher end
brands
Sales
consultants
available at
each cosmetic
stand
Representatives
sell, deliver and
host home
parties
Representatives
sell, deliver and
host home
parties
Salesperson(s)
for fragrance
and cosmetics
section of store
Grocery Stores
Various locations
Standard low-price
brands including
L’Oreal, Maybelline,
Covergirl
Painter and Co. Consulting
No services
Assortment of
Brands
Limited
assortment due
to small size of
counters
Only one brand
Only one brand
Wide
assortment of
low priced
cosmetics; low
assortment of
high-quality
brand names
Limited
assortment
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix F – Differentiation Analysis
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix G – Sephora Grand Opening Invitation
MIRROR, MIRROR ON THE WALL
SEPHORA’S FAIREST AT THE MALL!
PLEASE JOIN THE RUH FOUNDATION
FOR A PRIVATE EVENING OF BEAUTY AT SEPHORA.
FRIDAY, MARCH 19, 2010
6:00 PM – 9:30 PM
MIDTOWN PLAZA
$20 PER PERSON
SEPHORA IS THE LEADING RETAIL BEAUTY CHAIN IN EUROPE, NOW COMING TO SASKATOON
YOU CAN BE ONE OF THE FIRST TO HAVE A FUN AND FABULOUS SHOPPING EXPERIENCE
AT THE NEW SEPHORA STORE IN MIDTOWN PLAZA
BEFORE THE STORE OPENS TO THE PUBLIC!
$10 SEPHORA GIFT CARD FOR ALL GUESTS ٠ REFRESHMENTS
COMPLIMENTARY MAKE UP, SKIN CARE AND FRAGRANCE CONSULTATIONS
AND MUCH MORE
100 PERCENT OF TICKET SALES WILL BENEFIT THE RUH FOUNDATION
AND SEPHORA WILL DONATE 10 PERCENT OF THE EVENING’S SALES.
THE RUH FOUNDATION WOMEN’S HEALTH PROGRAM
INVESTS IN WOMEN AND GIRLS AND EMPOWERS THEM TO CHANGE THEIR FUTURES.
PLEASE SHARE THIS INVITATION WITH YOUR FAMILY AND FRIENDS!
SEPHORA IS LOCATED ON THE 2ND FLOOR OF MIDTOWN PLAZA.
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix H – Sephora Grand Opening Flyer
march 20 | midtown plaza | 10am
RUH
Foundation
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix I – Organizational Structure
Four Owners (15%
equity each) & Angel
Investor (40%)
Store Manager
Beauty Supervisor
Beauty Supervisor
Cast Members
Painter and Co. Consulting
Beauty Supervisor
Cast Members
Cast Members
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Business Plan for Sephora (Client: MPAcc Investments)
Appendix J – Floor Plan
Staff Washroom
Store Room
Makeup Display
Makeup Display
Makeup Display
Makeup Display
Consultant
Station
Makeup Display
Cashiers
Makeup Display
$
Accessories
Consultant
Station
Women’s Skincare
Consultant
Station
Makeup Display
Consultant
Station
Consultant Station
Consultant
Station
Makeup Display
Consultant
Station
Consultant Station
Makeup Display
Consultant Station
Women’s Bath and Body Products
Men’s Haircare
Accessories
Consultant
Station
Makeup Display
Consultant
Station
Consultant Station
Men’s Bath and Body Products
Women’s Haircare
Makeup Display
Makeup Display
Makeup Display
Makeup Display
Makeup Display
Makeup Display
Makeup Display
Makeup
Display
Makeup
Display
Makeup
Display
Makeup
Display
Makeup
Display
Makeup
Display
Women’s Fragrance
Men’s Fragrance
Makeup Display
Men’s Skincare
Cashiers
Entrance
Painter and Co. Consulting
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