But instead of trying to beat mainstream giants, DiAntonio shifted his focus to black and Hispanic consumers, who spend $2 billion a year on cosmetics and skin care, according to Target Market News. Sales at the private company hit $9.5 million in 1997. Counter sales increased to $1,500 a day at busier stores. Instead of product freebies, the consultants offered customers complimentary makeovers. He plowed half of his sales and marketing budget (54% of revenues) into a more aggressive customer-recruiting program: hiring 150 freelance beauty consultants to snare women while they shopped at JC Penney and Hecht's. Taking the latter option, DiAntonio scrapped direct-mail campaigns, advertising and product giveaways. "At that point you either have to sell or prove yourself," he says. By 1992 he had $3.5 million in sales, no profit and $2 million in debt. On the marketing front, DiAntonio was outspent by L'Oral and Este Lauder. company for $1.5 million.īut Color Me Beautiful's concept was fading as a more casual look-khakis and light makeup-replaced brightly colored suits and eye shadow. DiAntonio gradually bought out her 46% stake in the Chantilly, Va.
DiAntonio, now 50, a former McKinsey & Co. But the swatches were a one-time purchase by 1987 revenues sank to $1.4 million. DiAntonio started Color Me Beautiful with the book's author, Carole Jackson, they sold packets of fabric swatches to help shoppers match their "colors" to clothing in stores. If you're a "spring," for instance, you should lean toward periwinkle or teal. Its premise: Each person's skin tone matches a season, which has its own corresponding colors. Color Me Beautiful was founded in 1983, two years after a book by the same name hit the bestseller list. It had its kitschy roots to thank for that.
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