Question

KAYA SKIN CLINIC: CREATING A SUSTAINABLE COMPETITIVE ADVANTAGE WITH CUSTOMERS Kareem Abdur Waheed and Vim Jham wrote this case soley to provlde material for class dsssion. The authors do not intend to Mustrate either emective or inerective nanding of a managerial suation. The authors may have disguilsed certaln names and other dentirying Information to protect confidenta ry. This pubication may not be transmited, photocopied, agtized, or otherwise reproduced in any form or by any means witnout the permission or the copynght noider. Reproduction or th's matenal is not covered under authorzaon by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Mey PuDishing, tvey Business School westem Unversity, London, Ontaro, Canada, NOG ON1;?510.0013208, e) [email protected]: www/veycases.com. Version 2017-04-17 Kaya Skin Clinic (Kaya)2 Middle East had been growing since its inception in 2003, with considerable efforts made to position the brand through defined e-marketing and customer relationship management (CRM) strategies. In 2015, it was time to redefine the brand in the Middle East region. To date, the customization strategy had been integral in delivering the client value proposition Although Kaya was a well-established brand, it was investing in technology. Due to changing market conditions, differentiation strategies through customized solutions were developed for customers. In the Middle East market, Kaya was in heated competition with other local players and with dematologists who were actively creating personal relationships with clients. Kaya's CRM team had developed Middle East-specifie customized skinsciptions Because of growing competition in the beauty and skin care sector, differentiation between competitors was becoming difficult. Every competitor was customizing according to the needs of the client. Kaya also provided customized solutions by taking care of the personal needs of customers and building loyalty Differentiation was the keyword for Kaya, which wanted to work on providing innovative solutions after already being positioned as a skin care expert. In the beauty industry, skin care remained the biggest contributor to absolute growth and comprised approximately one-quarter of total annual revenue. Innovation was a key diver of growth and therefore the focus of players in the beauty industry. Looking at the changes that the Middle East market was demanding, Kaya needed to consider whether combining expertise, customized solutions, and a fiiendly environment would continue to work for the brand, or whether management should revamp and redefine the brand in the United Arab Emirates (UAE) KAYA COMPANY BACKGROUND Kaya Limitedwched in 2002 in India and by October 2015 had operations in mostounries in the Middle East. Its main business was the Kaya bran clinies, which catered to the growing needa of men and women who wanted to look good naturally. According to Kavita Krishnan, regional manager for the Middle East, "Kaya is the Sanskrit word for body. We offer the latest and effective skincare

.

Required Question: