Antifragility Model Development for Businesses in the Cosmetics Industry

Abstract

This paper explores how antifragility principles can be applied in the cosmetics industry to turn uncertainty and crises into opportunities for growth, innovation, and long-term resilience. Unlike traditional risk management, which focuses on minimizing disruption, antifragile business models thrive under volatility by embracing proactive adaptation, decentralized supply chains, sustainable innovation, and digital transformation. Drawing on case studies from leading firms such as L’Oréal, Estée Lauder, Shiseido, P&G, and Coty, the study identifies key decision-making approaches - including scenario planning, agile strategy shifts, and crisis response mechanisms - that support business agility in uncertain environments. Extending the analysis to emerging economies, particularly Moldova and Eastern Europe, the research examines how firms facing limited capital, regulatory uncertainty, and market constraints can adapt global antifragility strategies to their local contexts. The findings emphasize the importance of supply chain diversification, digitalization, and sustainability-focused consumer engagement in enhancing competitiveness. By offering a structured framework grounded in industry practices and secondary data, this study contributes to the literature on resilience, crisis management, and business strategy. Future research should validate these findings through empirical studies and comparative analyses. Ultimately, the paper argues that antifragile firms are not only more adaptive, but also better positioned for sustainable success in a complex global economy. UDC: [687.55:005.334]:004; JEL: L10, M10, O30, F61, Q56