Adaptive business planning in the management of beauty industry enterprises

The article explores adaptive business planning as a modern management approach capable of ensuring flexibility, resilience, and competitiveness of beauty industry enterprises under conditions of increasing market turbulence. The authors emphasize that traditional linear models of strategic planning are becoming less effective in a dynamic environment characterized by uncertainty, rapidly changing consumer trends, digital innovations, and socio-economic challenges. Special attention is given to the beauty business as a segment of the service economy that is highly sensitive to external changes, features short product life cycles, and faces growing customer expectations for personalization and high-quality service. The purpose of the study is to comprehensively examine adaptive business planning as a tool for strategic management of beauty industry enterprises. The article addresses three key objectives: to justify the conceptual framework of adaptive planning in the service sector; to identify sector-specific features of such approaches in the beauty industry; and to develop a typology of strategic models based on content analysis of practices adopted by Ukrainian and international companies. The research methodology combines qualitative and quantitative methods, particularly content analysis of strategic documents, digital platforms, marketing activities, and CRM solutions across seven enterprises—two Ukrainian and five international. Four criteria were developed to assess adaptability: strategic transparency, flexible planning, digital infrastructure, and marketing dynamics. Based on these, four types of strategic behavior were identified: integrated strategic adaptiveness, product-marketing flexibility, fragmented tactical adaptiveness, and situational reactivity. The findings reveal substantial differences between companies, driven not by geography but by the level of institutional maturity, digital integration, and managerial capacity. Companies that actively implement CRM systems, frequently revise strategic objectives, and apply long-term planning models show the highest degree of adaptiveness. Ukrainian firms demonstrate growth potential but require stronger strategic reflection, process automation, and structured customer data analysis. Theoretical contribution of this study lies in extending the academic understanding of adaptive planning within the service sector, especially in the underexplored beauty industry. Its practical relevance is grounded in the proposed typology, which can serve as a diagnostic framework for business owners and managers. The study also offers implications for training programs and business consulting. Future research should expand the sample, use mixed methods, and explore the effects of adaptive strategies on financial performance, customer loyalty, and sustainable competitiveness in beauty and related service industries.