Key findings:

The study found that SARS-CoV-2 infection can lead to various neuromuscular complications, including Guillain-Barré syndrome, myopathy, rhabdomyolysis, and critical illness neuropathy and myopathy. These complications can be caused by direct viral effects, cytokine release syndrome, dysimmune mechanisms, critical illness, or pharmacologic treatments. Early recognition and management of neuromuscular weakness are crucial to improve neurologic outcomes.

What is known and what is new?

What is known is that SARS-CoV-2 infection can lead to a range of neuromuscular complications, including Guillain-Barré syndrome, myopathy, rhabdomyolysis, and critical illness neuropathy and myopathy. What is new is the comprehensive review of the current literature on these neuromuscular manifestations, their potential underlying mechanisms, and the challenges faced by patients with pre-existing neuromuscular disorders during the COVID-19 pandemic.

What is the implication, and what should change now?

The implication is that Vorta Beauty Clinic needs to optimize its digital marketing, customer targeting, and operational efficiency to better leverage its technological and human resources and bridge the gap between customer engagement and sales conversion. Changes needed include enhancing the booking system, reducing operational costs, and implementing targeted marketing strategies to capitalize on the growing Indonesian beauty market.

In recent years, the global beauty industry has witnessed a significant transformation, with an increasing shift from traditional beauty salons to specialized beauty clinics offering advanced treatments. This shift is primarily driven by a growing awareness of skin health and its implications on overall well-being, influenced by environmental factors such as UV exposure and pollution. Consequently, urban populations, particularly in Indonesia, have embraced beauty clinics, supported by technological advancements and skilled professionals, reflecting an increased demand for cosmetic services [1, 2].

Indonesia, in particular, has become a notable player in the skincare market, experiencing substantial growth. The revenue from beauty and personal care products reached 111.83 trillion Rupiah in 2022, with an expected annual growth rate of 5.81% until 2027. Skincare and personal care segments lead the market, bolstered by a large, youthful demographic increasingly invested in maintaining skin health [3].

However, beauty clinics like Vorta Beauty Clinic face challenges in translating high social media engagement into actual sales. Despite robust online activity, there is a noticeable disparity between advertisement views and purchases. For instance, in February 2024, Vorta recorded 1600 ad views on Instagram but only 72 purchases, indicating a significant gap in the marketing funnel's efficacy.

This issue points to a need for Vorta to refine its marketing strategies. The observed decline in sales despite high engagement levels suggests that while potential customers are interested, the content's call-to-action may not be compelling enough to convert views into transactions. Moreover, the marketing content might not be sufficiently aligned with the viewers' purchase preferences, requiring a strategic reassessment to improve targeting and content design [2]

Overall, as competition intensifies, it is imperative for clinics like Vorta to not only maintain a strong online presence but also to ensure that their digital marketing strategies are robust, targeted, and aligned with consumer expectations. This strategic focus is crucial in not just attracting new clients but retaining them in a highly competitive market [4]

LITERATURE REVIEW

Market Analysis

Perception

Kotler & Keller (2018) [5] highlight the role of perception in marketing, emphasizing selective attention, distortion, and retention. These processes determine how consumers select, interpret, and retain information, significantly impacting marketing strategies.

STP (Segmentation, Targeting, Positioning)

Kotler & Keller (2018) [5] emphasize the importance of segmenting the market into distinct groups, targeting specific segments, and positioning products uniquely to cater to targeted consumer needs effectively.

External Environment Analysis

General Environment

Hitt et al. (2016) [6] explains that the external environment analysis is divided into demographic, political, economic, sociocultural, technological, environmental, and global factors. Each dimension can significantly impact a firm's strategy and operations, offering both opportunities and threats. As outlined by Campbell et al., (2003) & Sammut‐Bonnici & Galea (2015) [7,8], helps in understanding the macro-environmental factors like political, economic, social, and technological influences that can affect business operations and market positioning.

Industry Analysis

Porter (1989) [9] suggests analyzing the industry’s competitive dynamics through five forces: threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. This framework assists in strategizing according to the competitive pressures within the industry.

Competitor Analysis

Understanding the competitive landscape involves identifying current and potential competitors, analyzing their objectives, strategies, assumptions, and capabilities [6]. This analysis assists firms in anticipating competitor moves and adjusting strategies to maintain competitive advantage. This involves analyzing how competitors use social media and other platforms to engage customers [10].

Internal Analysis

Resource-Based View

Hitt et al. (2016) [6] describe resources as assets or capabilities a firm controls, crucial for forming and executing strategies to improve efficiency and effectiveness. Resources are categorized as tangible and intangible, ranging from physical assets to brand reputation and technical knowledge. For these resources to sustain competitive advantage, they must be valuable, rare, inimitable, and non-substitutable. Additionally, firms must be organized to exploit these resources through appropriate structures, systems, and policies.

Value Chain Analysis

Introduced by Michael Porter and adapted by Hitt et al. (2016) [6], the value chain links company activities to its competitive position. It splits activities into primary (direct production and sale activities like inbound logistics, operations, and marketing) and support activities (such as procurement and human resources) that enhance primary functions' effectiveness or efficiency.

SWOT Analysis

SWOT analysis is a strategic framework used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or business venture. It involves identifying internal strengths (e.g., strong brand reputation, technological advantages) and weaknesses (e.g., financial constraints, limited product range), alongside external opportunities (e.g., market growth, technological advancements) and threats (e.g., increasing competition, regulatory changes). This analysis aids in strategic planning by aligning organizational resources and capabilities with the external competitive environment, facilitating effective decision-making and problem-solving. SWOT is crucial for proactive strategy formulation and addressing key business challenges.

Research Design

This study employs a mixed-method research design, integrating both qualitative and quantitative approaches to comprehensively analyze business strategy for Vorta Beauty Clinic. This methodological combination allows for a thorough exploration of complex consumer behaviors and strategic marketing effectiveness, providing a multifaceted view of the dynamics at play.

1. Qualitative Method

The qualitative aspect of the research includes conducting in-depth interviews and content analysis to delve into consumer perceptions and organizational strategies. These qualitative tools are crucial for extracting nuanced interpretations and meanings from the data related to the strategies on consumer behavior and decision-making processes.

2. Business Segmentation

For market segmentation, the process involves:

• Survey Stage: Interviews and questionnaires gather data on demographics, geographic information, psychographics, and media habits.

• Analysis Stage: Factor and cluster analysis create distinct customer segments.

• Profiling Stage: Each segment is profiled based on attitudes, behaviors, and demographics.

   

3. Quantitative Method

The quantitative side implements surveys using a Likert scale to measure customer perceptions regarding the clinic's service quality and STP strategy. This quantitative inquiry assesses the direct responses of customers.

Data Collection Method

1. Primary Data

Primary data is gathered through online questionnaires targeted at the clinic's Instagram followers and structured interviews with Vorta Beauty Clinic's management. These methods aim to capture current perceptions and insights into the strategic objectives and challenges of the clinic.

2. Secondary Data

Secondary data is meticulously compiled from published industry reports, academic journals, and social media analytics. This provides contextual support and broadens the understanding of market trends and industry benchmarks affecting the beauty clinic sector.

Validity and Reliability Analysis

SPSS 26 was used to perform validity and reliability tests for the STP and SERVQUAL questionnaires. All items in the STP questionnaire are valid, with Pearson correlation values greater than the critical value (0.254). The Cronbach's Alpha of 0.743 indicates acceptable reliability. While all items in the SERVQUAL questionnaire are valid, with Pearson correlation values greater than the critical value (0.254). The Cronbach's Alpha of 0.967 suggests excellent internal consistency.

Data Analysis Technique

• Qualitative Analysis: Includes analysis of the company's internal and external environments and benchmarking analysis.

• Quantitative Analysis: Importance-Performance Analysis (IPA) to evaluate service quality attributes based on customer importance and perceived performance, helping prioritize improvements and allocate resources efficiently.

1. Market Analysis

a. Perception

The demographic analysis based on a sample of 100 respondents from Vorta Beauty Clinic, using the Slovin formula, revealed a dominance of female respondents (71.71%) and a strong presence of younger individuals, primarily around the age of 22. The majority of respondents are undergraduates (60%), and a significant portion works as private employees (41%), reflecting a young, educated, and professionally engaged demographic. The income distribution shows a concentration in the Rp.10,000,001 - Rp.15,000,000 range, with a majority residing in North Jakarta. Notably, 55% of respondents first encountered Vorta via Instagram, indicating the platform's effectiveness in customer acquisition. Utilizing the SERVQUAL dimensions, this analysis examines discrepancies between customer expectations and actual service performance at Vorta Beauty Clinic.

Table 1. Importance-Performance Analysis

1. Tangibles

   • Cleanliness of the clinic's environment and neatness of staff attire are close to meeting customer expectations, with minor gaps of +0.09 and +0.07, respectively. Maintaining these standards is essential as they form the initial perception of service quality.

   • Modernity of equipment has a noticeable gap of +0.20, indicating a significant area of customer dissatisfaction. Investing in modern, high-quality equipment should be a priority to enhance the overall customer experience.

1. Reliability

   • Consistency of service delivery has a slight negative gap (-0.01), indicating that the clinic performs well in this area, meeting customer expectations.

   • Accuracy of treatment results and handling of problems show gaps of +0.07 and +0.15, respectively. Focusing on improving the accuracy of treatments and effectively addressing problems can boost customer trust and satisfaction.

1. Responsiveness

   • Promptness of services and staff readiness to assist have gaps of +0.09 and +0.15, respectively. Enhancing service timeliness and staff responsiveness can significantly improve customer perceptions.

   • Response to special requests also shows a gap of +0.15, highlighting the need to better manage and accommodate special requests to improve customer satisfaction.

1. Assurance

   • Staff knowledge is a strength with a slight negative gap (-0.03), indicating that customers feel confident in the staff's expertise.

   • Trust inspired by staff and confidentiality of personal information show gaps of +0.21 and +0.08, respectively. Building greater trust and ensuring confidentiality are crucial for maintaining and enhancing customer confidence.

1. Empathy

   • Personalization of services has a gap of +0.12, suggesting the need for the clinic to better understand and tailor its services to individual customer needs.

   • Staff understanding of needs shows a gap of +0.08, indicating that this strength could be further leveraged to enhance customer satisfaction.

   • Caring attitude of staff meets customer expectations, with a minimal gap of +0.02, reflecting satisfaction with the empathetic approach of the staff.

b. STP Strategy of Vorta Beauty Clinic

Market Segmentation

Vorta Beauty Clinic primarily operates at the niche marketing level, targeting a specific group of consumers seeking specialized, premium beauty treatments. The customer segments are:

1. Segment A: High-income individuals who frequently visit for premium services like facials. They discover the clinic through Instagram and are motivated by promotions. They value desired results and spend over Rp 5.000.001,- for treatments.

2. Segment B: Regular visitors, mostly women with mid-to-high income, who rely on personal recommendations and visit quarterly. They prioritize service quality and are attracted by discounts.

3. Segment C: Moderate income individuals who visit infrequently but are interested in specific services like Botox. They learn about the clinic through the website and value cost-effectiveness.

4. Segment D: Low-income individuals with infrequent visits, discovering the clinic through direct visits and valuing personalized service and cashback offers.

Market Targeting

Segments A and B are realistic targets for Vorta Beauty Clinic due to their frequent visits and demand for high-quality, premium services. Segment A includes high-income individuals informed through Instagram, while Segment B consists of regular visitors informed through personal recommendations. Both segments prioritize product and service quality over price.

Market Positioning

Vorta Beauty Clinic positions itself as a high-end service provider in the beauty and wellness market. Competitors are mapped based on affordability and online/offline presence:

1. Sozo Clinic: Targets Segments D and C with affordable pricing and online marketing.

2. Airin Beauty Care: Targets Segments B and C with a mix of online and offline services at competitive prices.

3. Bening's Clinic: Targets Segments A and B with exclusive, premium services using both online and offline marketing.

Positioning Strategy: Vorta Beauty Clinic should focus on:

• Points of Parity (PoP): Extensive online marketing and well-strategized pricing for both affordable and high-end services.

• Points of Difference (PoD): Service innovations based on customer needs and current trends, and a unique marketing strategy.

By emphasizing these aspects, Vorta Beauty Clinic can effectively communicate its added value compared to competitors and strengthen its market position.

1. External Analysis

   1. Demographic: Indonesia, with a population nearing 273 million in 2021, is set to grow to about 313 million by 2050, providing a vast consumer base. The nation exhibits a youthful median age of 30.2 years, suggesting a strong labor force and consumer market. Urban migration is shaping economic and infrastructure demands, especially in major cities like Jakarta, Surabaya, and Bandung, which are crucial for regional market strategies. Despite a burgeoning middle class, income disparities remain, influencing purchasing power and consumer preferences across diverse demographics.

a. General Environment Analysis

• Political: The Indonesian beauty sector navigates a complex regulatory landscape. Vorta Beauty Clinic adheres to stringent health ministry guidelines, necessitating investments in staff training and facility upgrades, which, while costly, enhance service quality and compliance. The government's support through initiatives like RIPIN highlights the sector's economic significance, offering growth opportunities through subsidies and tax incentives. The push for halal certification aligns with the cultural values, presenting a unique market opportunity.

   

• Economic Factors: Indonesia's beauty sector is poised for growth, with market value expected to reach $9.17 billion by 2024. Economic vitality, driven by an expanding middle class with disposable income, supports consumer spending in beauty and personal care. Online sales, projected to form a significant part of the market, underline the shift towards digital consumer habits. Vorta is leveraging this by enhancing its digital marketing and e-commerce capabilities to cater to a tech-savvy clientele.

   

• Social Factors: Cultural influences like K-pop have reshaped aesthetic preferences in Indonesia, affecting Vorta's product offerings to meet the "glass skin" beauty standards. Influencers play a pivotal role in shaping consumer behavior, promoting products and treatments that align with current trends. The heightened focus on health and safety post-COVID-19 further dictates consumer choices, emphasizing the importance of Vorta's commitment to health benefits and safety in its services.

   

• Technological: The significant internet and social media penetration in Indonesia offers Vorta extensive opportunities for engagement through digital marketing. Platforms like Instagram are particularly effective for reaching a broad audience. Adapting to digital trends through e-commerce and online booking enhances customer convenience and service accessibility. Technological innovations in treatments and telemedicine consultations are also strategic for staying competitive.

   

• Sustainable Physical Environment: Environmental sustainability is becoming increasingly important. Vorta's adoption of practices such as reducing plastic use, sourcing local natural products, and utilizing energy-efficient methods not only caters to eco-conscious consumers but also offers cost benefits and a competitive edge over less sustainable rivals.

   

• Global Influence: Global beauty trends, including Western and K-beauty influences, impact local consumer expectations. Vorta's awareness and integration of these trends ensure relevance and appeal in Jakarta's competitive beauty market, demonstrating the clinic's agility in adapting to global shifts while catering to local tastes.

  b. Industry Analysis

• Threat of New Entrants: Moderate Despite the attractiveness of the beauty clinic industry due to its profitability, substantial barriers such as high capital requirements, stringent regulatory compliance, and the need for skilled professionals moderate the threat of new entrants. Government regulations, including mandatory certifications like halal certification, further protect established businesses by increasing the complexity and cost of market entry.

   

• Bargaining Power of Suppliers: Low The beauty clinic sector enjoys a diverse supplier base, ranging from cosmetic products to medical devices. The abundance of suppliers and competitive pricing strategies significantly dilutes their bargaining power, providing clinics like Vorta with advantageous negotiation leverage.

   

• Bargaining Power of Buyers: High Buyers possess substantial influence due to the availability of numerous alternative service providers. The digital era enhances this power, enabling easy access to service comparisons and reviews, which places higher bargaining power in the hands of consumers.

   

• Threat of Substitute Products or Services: High A broad array of substitutes, including over-the-counter beauty products and home beauty devices, presents a high threat level. This is exacerbated by the tendency of consumers to opt for more accessible alternatives, which may not offer the same effectiveness as professional services but are perceived as providing better value.

   

• Rivalry Among Existing Competitors: The beauty clinic market is characterized by intense rivalry due to numerous competitors and the homogeneity of services offered. Vorta faces significant challenges in differentiating itself amidst high competition, requiring continuous innovation and strategic marketing efforts to maintain its competitive edge.

   

c. Competitor Analysis

In the competitive beauty clinic landscape, Vorta Beauty Clinic must continuously evaluate the strategies employed by its competitors to maintain and improve its market position. Detailed competitor analysis provides insights into the effective tactics and engagement strategies that lead to higher consumer interaction and brand loyalty.

1 Sozo Skin Clinic: Sozo Skin Clinic has demonstrated strong social media engagement through strategic promotions and culturally relevant content. Their approach includes:

• Promotions and Discounts: Offers like "Pay Half Price" and event-linked giveaways increase urgency and attract customer attention.

• Cultural Relevance: Aligning promotions with local cultural events enhances relatability and engagement.

• Visual Appeal: Attractive, clear visuals are used to catch the eye of potential clients.

• Social Proof: Customer testimonials and user-generated content build trust and encourage further engagement.

• Value Propositions: Communicating clear benefits through their content ensures that their audience perceives a strong value in their services.

2. Airin Beauty Care: Airin Beauty Care leverages the influence of brand ambassadors and showcases the effectiveness of treatments through compelling visual content:

• Brand Ambassador Influence: Utilizing well-known personalities who can bring their own following and lend credibility to the brand.

• Before and After Treatment Visuals: Demonstrating treatment effectiveness through direct visual comparison encourages trust and interest.

• Promotional Offers: Engaging customers through special deals and discounts on treatments.

• Testimonials and Personal Stories: Using real-life stories and experiences to connect emotionally with potential clients and show the human side of their services.

3. Bening’s Clinic: Bening's Clinic focuses on product education and community engagement to build a loyal customer base:

• Product Highlights: Detailed information about the benefits and unique selling points of products educates and informs potential customers.

• Cultural Connection: Posts linked to significant local events and holidays resonate with the cultural values of their audience.

• Hashtag Campaigns: Creating and promoting specific hashtags to encourage participation and build a community around their brand.

• Educational Content: Providing tips and how-to guides that add value to the user experience and help customers make informed decisions about their skincare.

3. Internal Analysis

a. Resource Based View

1. Tangible Resources:

• Organizational: Independent operational structure without reliance on external partnerships.

• Physical: Located in an exclusive area of North Jakarta with advanced treatment rooms.

• Technological: Equipped with the latest dermatological and aesthetic devices, and basic IT infrastructure.

1. Intangible Resources:

• Human: Specialists with advanced training and continuous professional development.

• Innovation: Regular adoption and implementation of new treatments and technologies.

• Reputation: Numerous awards and recognition for high-quality service and cutting-edge treatments.

These resources form the capabilities of Vorta Beauty Clinic, providing a competitive advantage in the beauty and wellness industry.

1. Capabilities

1. VRIO

b. Value Chain Analysis

The value chain analysis for Vorta Beauty Clinic examines how each business activity contributes to value creation for customers, identifying areas for improvement and potential solutions.

Primary Activities

Inbound Logistics: Vorta faces delays in cosmetic raw material deliveries due to supplier miscommunication. Solutions include an integrated electronic procurement system, regular supplier evaluations, diversification, and establishing a dedicated procurement team.

Operations: Long waiting times are a result of inefficient scheduling. Implementing advanced scheduling software, conducting workload analysis, and adopting lean management principles can enhance operational efficiency and reduce wait times.

Outbound Logistics: Inefficient post-treatment care package management requires a centralized inventory system and staff training. Developing a tracking system and possibly partnering with third-party logistics providers can streamline distribution.

Marketing and Sales: To reach a broader market, Vorta should enhance social media presence, collaborate with influencers, and employ comprehensive digital marketing strategies. Data analytics can optimize campaign effectiveness, and targeted marketing can address specific customer needs.

Service: Introducing a loyalty program with discounts and exclusive treatments can improve customer retention. Regular satisfaction surveys, CRM systems for tracking preferences, and personalized services can further enhance loyalty.

Support Activities

Technology Development: Lack of integrated IT systems can be addressed by implementing an efficient CRM system and developing a mobile app for bookings and service updates. Collaborating with tech start-ups and regularly updating technological infrastructure can provide a competitive edge.

Human Resources Development: Addressing skill gaps through ongoing training and selective recruitment is essential. Cross-functional training, professional certification programs, performance management systems, and clear workflows can improve staff competence and morale.

Firm Infrastructure: Regular evaluations and restructuring can support better business growth. Expanding treatment rooms, upgrading facilities, fostering a culture of continuous improvement, and establishing a strategic governance framework are crucial.

Procurement: Fragmented procurement processes can be improved by developing closer relationships with key suppliers, seeking alternatives, and implementing an integrated supply chain management system. Regular market analysis and procurement policies will enhance efficiency.

Financial Management: Enhancing financial management through long-term planning, optimizing cash flow, and seeking additional funding sources is vital. Implementing financial management software, conducting regular audits, and risk assessments will support business sustainability and growth.

4. SWOT Analysis

Strength

1. Vorta operates independently without relying on external partnerships, allowing for more control over its processes and decision-making.
2. Situated in an exclusive area of North Jakarta, providing access to a high-end clientele.
3. Equipped with the latest dermatological and aesthetic devices, keeping treatments up-to-date and effective.
4. A team of specialists with advanced training in the latest cosmetic technologies, enhancing service quality.
5. Actively adopts and implements new treatments and technologies, staying at the forefront of the beauty industry.
6. Known for cutting-edge treatments and high-quality service, with numerous awards enhancing its credibility.
7. Utilizes social media and influencer partnerships to penetrate the market and attract new clients.
8. Offers a diverse array of advanced treatments and regularly updates equipment to stay current with technological advancements.
9. Known for personalized service and high client satisfaction rates, with a continuous feedback loop for improvement.
10. Offers a wide range of beauty services, positioning itself as a one-stop beauty clinic.

Weaknesses

1. Currently relies on WhatsApp for bookings, lacking a comprehensive online booking and CRM system for better client management.
2. Needs improved cash flow management and additional funding for expansion.
3. Limited supplier network, especially for specialized beauty products, affecting procurement efficiency.
4. Needs development of new organizational workflows and performance incentives to boost employee morale and retention.
5. Dependent on centralized procurement and lacks independent logistics capabilities, leading to inefficiencies in material and product delivery.
6. New CRM initiatives are underway but not yet fully implemented, hindering optimal customer relationship management.
7. Faces challenges in reaching a broader market due to limited promotional activities and needs a more comprehensive digital marketing strategy.
8. Issues with long waiting times before receiving services due to improper scheduling of specialists.
9. No integrated system to manage the distribution of aftercare products, impacting post-treatment customer satisfaction.
10. Lacks an attractive loyalty program for customers, which could enhance customer retention and loyalty.

Opportunities

1. Growing Market and Consumer Base: Indonesia's large, young, and increasingly urban population offers a continuously expanding client base for beauty and personal care services. The projected growth in population and urbanization trends provide a fertile ground for market expansion and increased service demand.
2. Government Support and Initiatives: Government policies supporting the beauty industry, such as the Master Plan for National Industrial Development and incentives for skills improvement and raw materials importation, present opportunities for Vorta to enhance its operations and reduce costs.
3. Rising Middle Class and Disposable Income: Economic growth and the rising middle class with increased disposable income translate into higher consumer spending on beauty and personal care. This economic backdrop allows Vorta to potentially upscale its offerings or expand its service range to cater to premium segments.
4. Digital and Social Media Penetration: High internet and social media penetration rates are strategic avenues for marketing and customer engagement. Vorta can leverage digital platforms for brand promotion, customer interaction, and even integrating e-commerce into its business model.
5. Cultural and Beauty Trends: The influence of K-beauty and Western beauty standards provides Vorta with the chance to diversify and innovate its treatment offerings to align with current and popular beauty trends, attracting broader customers.
6. Technological Advancements: Advances in beauty technology and the growing acceptance of telemedicine offer Vorta the opportunity to innovate its service delivery, enhance operational efficiency, and provide personalized customer experiences.

Threats

1. Regulatory Changes and Compliance Costs: Stringent government regulations and the potential expansion of halal certification requirements can increase operational costs and complexity. Keeping up with regulatory compliance is essential but may strain resources.
2. High Competitive Rivalry: The beauty clinic industry is highly competitive with numerous players. Vorta must continually innovate and distinguish its services to maintain and grow its market share amidst fierce competition.
3. Economic Fluctuations: While economic growth presents opportunities, fluctuations can affect consumer spending power. Economic downturns could lead to reduced spending on luxury services such as beauty treatments, affecting Vorta’s revenue.
4. Threat of Substitutes: Readily available over-the-counter beauty products and alternative beauty services offer consumers lower-cost options compared to professional clinic treatments, posing a significant threat to Vorta's business.
5. Bargaining Power of Customers: With easy access to competitor information and alternative services, customers can demand more value, better service, or lower prices, which can squeeze profit margins and necessitate more investment in customer service and marketing.
6. Societal and Health Trends: The increasing emphasis on health and well-being could shift consumer preferences towards non-invasive, health-oriented beauty solutions. Vorta must adapt to these trends to stay relevant.

The market analysis for Vorta Beauty Clinic, utilizing Importance-Performance Analysis (IPA) and SERVQUAL dimensions, identifies key areas for improvement, particularly in equipment modernity and staff trust. The clinic's Segmentation, Targeting, and Positioning (STP) strategy focuses on a niche market of high-income individuals and regular visitors seeking premium services. To enhance its competitive positioning, Vorta should leverage its strengths in advanced treatments and personalized services while improving its online and offline marketing strategies. External analysis shows Vorta's strong positioning in Jakarta's beauty industry, with opportunities arising from Indonesia's youthful demographic, digital marketing potential, and adherence to regulatory standards. Internal analysis highlights Vorta's strengths in advanced technology, skilled staff, and high-quality service, while identifying gaps in client information systems, financial mechanisms, supplier diversity, logistics, and employee motivation. A SWOT analysis underscores the need to address weaknesses in booking systems, supplier networks, and logistics while capitalizing on strengths in location, equipment, and personalized service. By leveraging growth opportunities and mitigating threats, Vorta can enhance its market presence and customer satisfaction. Vorta's strategic approach centers on differentiation through high-quality, innovative, and personalized beauty treatments. Aligning business, marketing, and operational strategies with social and technological trends will enhance brand prestige and customer loyalty, ensuring continued success in Indonesia's competitive beauty industry.

Recommendations

Further research could explore the impact of global cultural trends, such as K-beauty, on local consumer behaviors and preferences in the beauty industry. Understanding these influences could guide Vorta in tailoring its offerings to meet evolving consumer expectations more effectively. Another valuable study could investigate the differential impacts on customer satisfaction and conversion rates between online engagements versus traditional in-clinic interactions. Insights from such research could help Vorta optimize the integration of its digital and physical customer touchpoints to enhance overall customer experience and boost conversion rates

1. Jonzon, Kirsten. "Cosmetic medical treatments: why are we so obsessed with beauty—is it nature or nurture?." Plastic and Aesthetic Nursing 29.4 (2009): 222-225. https://journals.lww.com/psnjournalonline/fulltext/2009/10000/cosmetic_medical_treatments__why_are_we_so.10.aspx 

2. Andika, Shelia Tiara, M. P. Ayun Maduwinarti, and Ute Chairuz M. Nasution. "PENGARUH RELATIONSHIP MARKETING DAN EXPERIENTIAL MARKETING TERHADAP KEPUASAN KONSUMEN PADA KLINIK KECANTIKAN BENING’S CLINIC SURABAYA." SOSIALITA 2.2 (2023): 653-664. https://jurnal.untag-sby.ac.id/index.php/sosialita/article/view/9187

3. Asean Briefing. Opportunities For Investors In Indonesia’s Cosmetics Industry. 2024, Https://Www.Aseanbriefing.Com/News/Opportunities-For-Investors-In-Indonesias-Cosmetics-Industry/.

4. Zamani, Hosein, Abdullah Naami, and Karim Hamdi. "Designing a content marketing template to increase purchase intention in digital marketing." Journal of Business Management 14.2 (2022): 354-376. https://doi.org/10.22059/jibm.2021.332652.4222 

5. Kotler & Keller, K. .. “Marketing Management.” Essentials Of Management For Healthcare Professionals, (2018), Doi:10.4324/9781315099200-17.

6. Hanson, Dallas, et al. Strategic management: Competitiveness and globalisation. Cengage AU, (2016).

7. Campbell, David, George Stonehouse, and Bill Houston. "Analysis of the macroenvironment." Business Strategy. Routledge, 2003. 115-128.

8. Sammut‐Bonnici, Tanya, And David Galea. “Pest Analysis.” Wiley Encyclopedia Of Management, John Wiley & Sons, Ltd Chichester, Uk, 2015, P. 1.

9. Porter, Michael E. How competitive forces shape strategy. Macmillan Education UK, (1989).

10. Dey, Lipika, et al. "Acquiring competitive intelligence from social media." Proceedings of the 2011 joint workshop on multilingual OCR and analytics for noisy unstructured text data. (2011).