Knowledge: Case Studies

BEAUTY BAY explains why it takes an almost entirely digital customer contact approach to cater to its younger demographic, increase efficiency, and lower company costs.

The beauty industry is an incredibly successful, and progressively digital, area of business, increased even more so in recent years with the rise of YouTube and Instagram beauty influencers. At the forefront of the digital beauty space, BEAUTY BAY is a leading online beauty retailer with over 7,000 products on its website and new launches every week. Originally founded in 1999 as a fragrance retailer, the company was re-launched in 2005 with a new name and focus.

Gavin Scott, Head of Customer Service at BEAUTY BAY, introduces the company further. “Our vision is to be the number one global destination for the young beauty obsessed,” he says. “BEAUTY BAY sells a wide range of beauty products that you won’t necessarily be able to find in the High Street. We import a lot of American products; we have our own range of make-up palettes and we’ve just introduced our own skincare range; we have all kinds of accessories, from make-up brushes to beauty blenders, and we’ve moved more recently into a more holistic view of beauty, looking at the wellness category.”

Scott says that when he joined the company in 2016, the contact channels BEAUTY BAY offered were telephone, e-mail, and the social media platforms Twitter and Facebook. He says he realised
quickly that as the company’s demographic are predominantly under 30, with the largest group being 16-24, the majority of this age range preferred handling their queries digitally rather than over the phone. This, coupled with Scott’s research on how many customer queries could be handled per hour via phone versus digital channels, led to the company ultimately turning their phones off to customers in 2016.

By Elizabeth Akass, Editor, Engage Business Media

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