the press as ‘urine sample bottles’, and they can still be brought back for
refills (a system originally introduced because they were in short supply,
but now symbolic of the company’s policy of recycling). Similarly symbolic
are carrier bags which carry the question: ‘Why aren’t telephone bills, gas
bills, electricity bills, rate demands, income tax forms, public notices, cir-
culars, newspapers, printed on recycled paper? This is a recycled paper
bag. The Body Shop introduces changes for the better.’
The success of The Body Shop grew out of Roddick’s almost naive belief
in herself and the value of sheer hard work. ‘We worked hard, therefore we
survived,’ she says. ‘We didn’t have any understanding of the commercial
methods taught by business colleges. In fact I would suggest that anyone
with an ounce of individuality should not go to a business school ...
because you are structured by academics who measure you in the science
of business. They use a business language that is predictable, and where
going out and doing is not part of the course.’
The Body Shop expanded rapidly under the franchise system, which
developed a strong camaraderie through the help given to each franchise
in setting up and through allowing everyone to do their own labelling.
There are currently around 5000 applicants wanting to take up a Body
Shop franchise, and it takes three years to succeed. ‘Unless you’re
absolutely obsessed you don’t get a look in.’
Applicants undergo strict vetting, including an offbeat questionnaire
with unlikely questions such as: ‘How would you like to die?’ ‘What is your
favourite flower?’ ‘Who is your heroine in history or poetry?’ Roddick
believes that basic business skills can be provided by the company but the
right attitude and values cannot. ‘We have the back-up to teach almost
anyone to run a Body Shop,’ she says. ‘What we can’t control is the soul.’
The Body Shop has managed to achieve a remarkable level of uniformity
within its now global network of shops. ‘They are all the same – and they
all work. I think it is interesting that we are not seen as an English company
but as cross-cultural, with a product range with international ingredients.’
Operations
In the early days bottles were filled, labelled and capped by hand and each
order picked and filled individually. The process is now fully automated.
There is a manufacturing department with a staff of seven, covering manu-
facturing, quality control, product development and customer complaints.
25 per cent of manufacturing is done in-house, the rest by contract man-
ufacturers. The range grows by 80–90 per cent each year. In 1990 construc-
tion is due to be completed on new manufacturing and blow-moulding
facilities as well as a research and development and office building in
Littlehampton.
292 Relationship Marketing