QUICK DISCOVERY WITH RON INTERNATIONAL
SKIN LONGEVITY™
SKIN CARE WITH RON
RON INTERNATIONAL® · RESEARCH & MANUFACTURING IN KOREA
SKIN LONGEVITY™ · R&D & MADE IN KOREA
Understand your skin. Choose your skincare with confidence.
RON INTERNATIONAL® starts with a simple question: what does your skin need today—hydration, barrier support, care after a skin treatment, help with oiliness and blemishes, or lasting skin health? DR.BEFACE PREMIUM® and DR.CASO+ PREMIUM® help you build a clear, purposeful routine that is easy to maintain every day.
SINCE 2019 IN VIETNAM
A journey built with customers, spa owners and partners in Vietnam.
WIDE RANGE OF CHOICES
Many skin care options for hydration needs, skin barrier, oily and acne-prone skin, post-treatment and long-term care.
R&D & MANUFACTURED IN KOREA
RON INTERNATIONAL® is a South Korean dermocosmetic brand using stem cell extract and peptide technology. 100% of its products are researched, developed and manufactured in South Korea.
SKIN LONGEVITY™
Care for beautiful, healthy skin over time – so beauty becomes a state you can maintain.
Hover to interact · Tap to spread the light
RON INTERNATIONAL®
BIOTECHNOLOGY · SKIN LONGEVITY™Skin Longevity™ – Healthy Skin Is The New Luxury
Discover productsFEATURED PRODUCTS · LISTED PRICE
Each product should only appear when it has a role. When you understand that role, using the product becomes more natural – and advising customers becomes easier.
DR.BEFACE PREMIUM®
When your skin is dry, lacking moisture, or has just undergone treatment, this is a step to help replenish moisture, soothe discomfort and support the skin's protective barrier.
DR.BEFACE PREMIUM®
A daytime moisturizer to maintain moisture and feel smooth, before completing your routine with sun protection.
DR.BEFACE PREMIUM®
The evening is when the routine can slow down. Peptide, Postbiotic and Hyaluronic Acid are combined to care for skin moisture and barrier during rest.
DR.BEFACE PREMIUM®
For skin routines prone to acne, excess oil and post-acne marks - as a specialized care step in oily and acne-prone skin systems.
Listed prices on roninternational.net were checked in 08/2026; prices and offers may change at the time of purchase.
Rates By Exchange Rate API · CBUAE (USD/AED)
View all RON INTERNATIONAL® productsRON 3-STEP SOLUTION
RON INTERNATIONAL® compiles the skin's complex needs into three easy-to-understand layers: cleansing and balancing, foundation repair, and then maintaining skin quality over time.
Reduce the feeling of stuffiness, excess oil and rebuild a neat routine for oily, acne-prone skin.
Explore solutions → 02 REPAIRPrioritize moisture, comfort and the ability to maintain a stable state of the skin's surface.
Explore solutions → 03 LONGEVITYConnect PEPTIDE MATRIX™, the day–night routine, and Skin Longevity™ in a maintainable care logic.
Scientific discoveries →RON INTERNATIONAL® ECOSYSTEM · EACH BRANCH A ROLE
RON INTERNATIONAL® connects Korean biotechnology, PEPTIDE MATRIX™, DR.BEFACE PREMIUM® and DR.CASO+ PREMIUM® into a system that is easier to understand for skin care people, easier to advise for spa owners and clearer for partners who want long-term companionship.
Brand foundation
The starting point for customers, spa and partners to see a common philosophy: skin care with understanding, consistency and a long-term vision.
Technology platform
The technology platform helps each ingredient story make sense – so you understand why an ingredient was chosen and what role it plays in the recipe.
Peptide architecture
A way to organize peptides according to many different care roles, so that the routine is not dependent on a single active ingredient.
Barrier · Hydration · Longevity
For skin that needs moisture, protective barrier support, post-treatment care and maintaining skin quality according to the Skin Longevity™ orientation.
Oil Balance · Blemish Care
For oily, clogged and acne-prone skin – with each cleansing, balancing and foundation care step clearly laid out.
ONE BRAND · THREE PERSPECTIVES
RON INTERNATIONAL® develops product systems and knowledge so that three groups of people can start from exactly what they care about: female customers who want to choose cosmetics that are easier to understand; spa owners wants to consult confidently and build a more consistent process; Partners want to see an ecosystem with clear products, science, training and development direction.
FOR WOMEN WHO WANT TO TAKE BETTER SKIN CARE
Maybe you've bought many products but still don't know what your skin really needs. When starting from a skin condition instead of chasing a hot name, the selection becomes lighter, less messy and easier to maintain.
FOR OWNER spa / SKIN CARE FACILITY
A spa needs more than just good products. You also need a catalog that's easy to group, a consulting language that's easy to understand, and a system that can stay with you as your team grows. RON INTERNATIONAL® organizes products according to skin needs so that selection - consultation - retail - home care connect more naturally.
FOR PARTNERS WHO WANT TO ACCOMPANY WITH RON INTERNATIONAL®
If you're looking for a brand to grow the market with, it's not just about how much the product sells today. More important is whether the ecosystem has enough foundations to go far: brand, product, science, training, content and community.
DR.BEFACE PREMIUM®
Moisturizing · Skin barrier support · Skin Longevity™
DR.CASO+ PREMIUM®
Oily, acne-prone skin · Cleansing · Balances skin
PEPTIDE MATRIX™
Multi-layer peptide system in orienting skin care formulation
BUSINESS INFORMATION & AUTHENTIC SOURCES
Operating units in Vietnam: RON INTERNATIONAL COMPANY LIMITED · Business code 0315719630 · Head office: The Verosa Park, 39 Street 10, Quarter 2, Long Truong Ward, Ho Chi Minh City, Vietnam. HUTECH announced a working session with RON International Co., Ltd. in the field of pharmaceutical and cosmetics, research, training and cooperation directions.
START WITH WHAT YOU ARE INTERESTED IN
You don't need to understand every cosmetic term before getting started. Just choose what's closest to your current state – let a clear routine guide the rest.
FOR SKIN CARE CUSTOMERS
When each step has a reason, you will feel less like you have to buy a lot to feel secure. A moderate routine is often easier to maintain – and the skin adapts more easily.
FOR HOME spa / CLINIC
From categories by skin condition, consultation documents to team training – RON INTERNATIONAL® helps you turn the complexities into a story customers can understand and trust.
DR.BEFACE PREMIUM® · BARRIER CARE · SKIN LONGEVITY™
From cleansing to toning to serum to cream, each step is laid out so it's easy to understand what you're doing for your skin. For spa owners, it is also a clearer way to tell product stories when consulting customers.
THE DAY & NIGHT RITUAL
Day Cream and Night Cream are designed for two different times of the day, allowing for a seamless skin care routine without repeating the same function.
DR.BEFACE PREMIUM® · MULTI-LAYER HYALURONIC B5-PEPTIDE SERUM
Serum B5 Peptide is placed after the balancing step and before the moisturizer. Multi-layered Hyaluronic Acid, Panthenol B5 and peptides help replenish moisture, soothe the feeling of dryness and support the skin barrier – a small step that can make the whole routine more pleasant.
DR.CASO+ PREMIUM® · SMART OIL CONTROL · DAILY BALANCE
Start with gentle cleansing, balancing oils and maintaining proper moisture. When specialized care is needed, AC CLEAR + ANTI BLEMISH is used in parallel according to the instructions of RON INTERNATIONAL® so that the process is not fragmented.
RON INTERNATIONAL®
See photos, listed prices and roles of each product. You can filter by care line or open the table of contents to quickly search.
Rates By Exchange Rate API · CBUAE (USD/AED)
DR.BEFACE PREMIUM®
Multi-Layer Hyaluronic B5-Peptide Serum
Moisturizing serum for dry skin, combination skin, and skin with signs of aging
DR.BEFACE PREMIUM®
Peptide Skin Reset Makeup Remover
Makeup-removing cleansing water for dry skin, dehydrated skin
DR.BEFACE PREMIUM®
Peptide Cleansing Gel
Facial cleansing gel
DR.BEFACE PREMIUM®
Peptide Hydra-Barrier Toner
Moisturizing balancing water for dry skin, dehydrated skin
DR.BEFACE PREMIUM®
Day Cream
Day cream for dry skin and skin with signs of aging
DR.BEFACE PREMIUM®
Night Cream
Night cream for dry skin and skin showing signs of aging
DR.BEFACE PREMIUM®
Ampoule AC Clear · 8 ml/vial
Acne-prone skin care essence
DR.BEFACE PREMIUM®
Anti Blemid Acne · 5 ml/vial
Acne-prone skin care serum
DR.BEFACE PREMIUM®
Ampoule Peptide BFS12 · 5 ml/vial
Advanced Hydrating B5 Face Mask là mặt nạ dưỡng ẩm RON, quy cách 27 ml. Xem thành phần, hướng dẫn trên bao bì và lưu ý về mức dung nạp.
DR.CASO+ PREMIUM®
Hyaluronic B5 Restore Serum
Moisturizing essence, helps brighten the skin
DR.CASO+ PREMIUM®
Hydra Reset Balancing Makeup Remover
Makeup-removing cleansing water for oily skin, acne-prone skin
DR.CASO+ PREMIUM®
Pure Reset Cleansing Gel
Cleansing gel for oily skin, acne-prone skin
DR.CASO+ PREMIUM®
Oil Control Fruit Toner
Balancing water for oily skin, acne-prone skin
DR.CASO+ PREMIUM®
Advanced Hydrating B5 Face Mask · 27 ml/piece
Moisturizing essence for oily, combination, dehydrated skin
DR.CASO+ PREMIUM®
Ultra Sun Block SPF50+ PA+++ · 50 ml
B5 Begen Premium là tinh chất dưỡng ẩm trong danh mục RON. Kiểm tra nhãn, thành phần của đúng phiên bản và mức phù hợp với da trước khi dùng.
BEGEN PREMIUM
Hyaluronic B5 Serum
Premium Block 50+ trong danh mục chống nắng RON. Đọc hướng dẫn, kiểm tra bao bì đúng phiên bản và lựa chọn theo mức dung nạp của da.
BEGEN PREMIUM
ENJU Stem Cell DNA · 5 ml/lọ/vial
sunscreen for oily skin, acne-prone skin
VIKITA PREMIUM
VIKITA · 10 ml/vial & 1 g/vial
A marine algae product that cares for and helps exfoliate the skin, leaving it looking smoother
Reference price September 6, 2026 · See updated price on product page.
All products RON INTERNATIONAL®PEPTIDE MATRIX™ · KOREAN BIOTECHNOLOGY PLATFORM
RON INTERNATIONAL® organizes science around 6 foundations so customers can understand the product more easily and spa owner can explain better: hydration, protective barrier, ferment, peptide, biotechnology and Skin Longevity™. Each platform answers a specific question – why is this step in the routine and what is it supporting?
Hyaluronic Acid, Glycerin and Glycol are hygroscopic groups that help increase water in the stratum corneum, helping to reduce the feeling of dryness and improve the softness of the skin surface.
Panthenol B5, Shea Butter, Dimethicone and barrier lipids are used in each formulation to support the moisture, comfort and protective function of the skin's surface.
Lactobacillus Ferment and fermentation-derived ingredients are used in formulas that target balance, moisture and comfort of the skin's surface.
Some DR.BEFACE PREMIUM® formulas combine 7 peptides with B5, Hyaluronic Acid, Niacinamide and other skin barrier support ingredients. This combination helps the routine take care of multiple skin needs instead of just focusing on a single active ingredient.
Some formulas have Lactobacillus Extracellular Vesicles, Sodium DNA, Lactobacillus Ferment or Salicornia Herbacea Callus Culture Extract. These are different groups of biotech ingredients, selected according to the specific goals of each formula.
RON INTERNATIONAL® focuses on long-term care based on skin barrier, moisture, daytime protection, nighttime foundation and peptides. The goal is to maintain the health, smoothness and stability of the skin rather than promising immediate effects.
R&D · MADE IN KOREA
100% of RON INTERNATIONAL® products are researched, developed and manufactured in South Korea.
PRODUCT FORMATION PROCESS
Each product starts not just from a formula, but from understanding the actual needs of the skin. By following the journey from research to finished product, customers have more peace of mind when choosing; Owner spa has more platforms for tailored advice; And partners see a well-built ecosystem for long-term cooperation.
01
SKIN NEEDS
Starting with specific needs such as cleansing, moisturizing, supporting the skin barrier, caring for oily and acne-prone skin or maintaining skin quality over time.
IF YOU ARE A CUSTOMER
Instead of choosing cosmetics just because of one popular ingredient, you can start with your skin condition and find products that suit your care goals.
IF YOU ARE THE OWNER spa
Training programs help the spa team connect product knowledge with skin observations, build routines and guide customers on home care.
IF YOU ARE A PARTNER
This helps the cooperation not stop at importing goods, but has more product foundation, knowledge and community for long-term development.
29 IMAGES · 6 STAGES OF DEVELOPMENT
From the skin's actual needs to the finished product, each RON INTERNATIONAL® product goes through a journey including formula research, sample evaluation, production, packaging and preparation for shipment in Korea. Through each step, customers have more peace of mind when choosing, spa owners have more basis for consulting, and partners better understand the process behind each product.
The 29 images are grouped into six stages for viewers to easily follow. This is a general presentation; Actual equipment and order of operations may vary depending on the formula, cosmetic type and planning of each production batch.
ACTUAL PICTURES IN KOREA
The actual images below help customers, spa owners and partners see more clearly the R&D environment, analytical equipment, testing areas and production steps in Korea — instead of just reading general descriptions of product origins.
01ACTUAL R&D
01 ACTUAL JOURNEY
R&D & DEVELOPMENT
Actual R&D department
The research space is fully equipped to develop formulas, test samples and standardize processes before products go to market.
Actual photos in Korea provided by RON INTERNATIONAL®. Each image reflects a different part of the journey of researching, observing, producing and perfecting the product.
Select each route or use the left/right buttons to view 6 actual images one after another.
INSIDE THE KOREAN FACTORY
From the time the product plan is discussed, the formula is researched and put into production until the finished product is stored and shipped. Depending on the product type, equipment and operation order may vary; The set of actual photos below helps customers, spa owners and partners better visualize the journey from formula to finished product.
The set of photos helps illustrate actual areas and activities in the research - production - operation system. The specific process can be adjusted according to each cosmetic type, formulation, equipment and requirements of each production batch.
FROM FACTORY TO TRAINING PROGRAM
Therefore, RON INTERNATIONAL®'s companion program does not stop at factory tours. spa owners and partners also have the opportunity to learn product knowledge, participate in seminars, experience skin analysis, visit R&D and exchange expertise during K-Beauty activities in Korea.
Understand each product system, suitable skin condition and how to arrange routine for clearer advice.
Convert knowledge into simpler, easier to understand and more suitable words for spa's customers.
Visit R&D, research and production facilities and experience skin analysis using specialized equipment.
Observe trends, meet the professional community and broaden your perspective on spa development.
2026 SKIN SCIENCE · SKIN LONGEVITY™
D.E.J (Dermal–Epidermal Junction) is the ultra-thin interface between the epidermis and dermis. It can be imagined that this is the "foundation" that helps the skin surface connect with the support system below, while creating space for the exchange of nutrients, oxygen and biological signals between skin layers.
PEPTIDE MATRIX™ · UNDERSTANDING SKIN STRUCTURE
PEPTIDE MATRIX™ is an approach to combining peptides and supporting ingredients in a skincare routine. The three-layer model explains skin structure; it does not show proven penetration or efficacy of a finished product.
Supports the stratum corneum, maintains moisture and reduces the feeling of dryness so that the protective barrier can operate more stably.
Ingredient research investigates the signalling roles of some peptides between cells. This is background knowledge for understanding formulas.
Collagen, elastin and the extracellular matrix are components of the skin’s support structure. Research on one peptide alone does not establish the efficacy of a finished product.
WHEN D.E.J GRADUALLY WEAKENS
UV rays, oxidative stress and aging can reduce waviness and associated components at D.E.J. When the contact area and anchorage decrease, the skin tends to be thinner, less elastic, prone to wrinkles and recovers more slowly.
APPLICATION IN ROUTINE RON
Users can look at this as a short map to understand what each step is taking care of. For spa owners, this is a way to turn a complex formula into a close, logical and easy-to-memorize explanation.
DR.BEFACE PREMIUM® · DAY CREAM
Niacinamide 2% supports hedges and evens appearance; Dimethicone 0.5% and Shea Butter 0.2% help limit the feeling of dryness; Panthenol 0.1% with 7 peptides adds a layer of care to the skin in the daytime routine.
See Day Cream →1.450.000₫
DR.BEFACE PREMIUM® · NIGHT CREAM
Niacinamide 2% Combines 7 peptides, Lactobacillus Ferment, Salicornia Herbacea Callus Culture Extract, Sodium Hyaluronate and Panthenol to care for moisture, skin surface and skin foundation in the evening routine.
See Night Cream →1.450.000₫
DR.BEFACE PREMIUM® · B5-PEPTIDE SERUM
Panthenol 0,5% and Sodium Hyaluronate 0,4% Creates an outstanding moisturizing foundation; The formula also includes Lactobacillus Extracellular Vesicles, Sodium DNA and a peptide system to add additional layers of care to the skin's foundation.
See B5-Peptide Serum →1.200.000₫
UNDERSTAND BIOTECHNOLOGY CORRECTLY
Cultured plant tissue extracts are not living stem cells. Extracellular vesicles, ferment, Sodium DNA and plant callus culture extract are different groups of ingredients. Understanding the right ingredients helps you know what you are taking care of your skin with; At the same time, it helps spa owners advise customers more clearly and on a more well-founded basis.
The references below provide background on skin and ingredients, not trials of RON INTERNATIONAL® finished products. The peptide review covers both oral and topical use; findings for oral forms cannot be applied directly to topical cosmetics.
A product is only truly meaningful when the journey from producer to user is connected by clear information, easy-to-understand knowledge and visible experiences.
RON INTERNATIONAL® is a South Korean dermocosmetic brand using stem cell extract and peptide technology. 100% of its products are researched, developed and manufactured in South Korea.
Since 2019 in Vietnam, RON INTERNATIONAL® accompanies customers and the spa community through products, skin care knowledge, training and practical experiences.
Originating from a research and production foundation in Korea, RON INTERNATIONAL® provides women and spa in Vietnam with clearly oriented skin care options, combining biotechnology, peptides and care processes suitable for each skin need.
RON PROFESSIONAL™
Explore products, applied knowledge, and partnership programs designed for spa owners.
TRAINING · COURSE · K-BEAUTY · COMMUNITY spa
These are actual images from RON INTERNATIONAL®'s training, practice, practice, international exchange and community activities programs. Each journey helps spa owners understand the product better, improve consulting capacity, expand professional perspective and develop sustainably with a common direction.
MASTER TRAINING spa
MASTER TRAINING spa
Speaker RON INTERNATIONAL® shares on stage in a crowded training hall with host spa
MASTER TRAINING spa
MASTER TRAINING spa
The speaker operates directly on the presentation board in front of the host community spa
MASTER TRAINING spa
MASTER TRAINING spa
Speakers interact closely with students at the RON INTERNATIONAL® training program
MASTER TRAINING spa
MASTER TRAINING spa
Training content is illustrated directly on the touch screen in front of the hall
MASTER TRAINING spa
MASTER TRAINING spa
Panoramic view of the hall where host spa focuses on monitoring the training content
MASTER TRAINING spa
MASTER TRAINING spa
The speaker leads the training program in front of a large number of spa owners and partners
MASTER TRAINING spa
MASTER TRAINING spa
The moment the speaker connected and asked questions to the spa community in the hall
MASTER TRAINING spa
MASTER TRAINING spa
View from the stage of the host community spa participating in the training program
MASTER TRAINING spa
MASTER TRAINING spa
The speaker went to the student area to discuss directly during the program
MASTER TRAINING spa
MASTER TRAINING spa
Speaker RON INTERNATIONAL® exchanged expertise close to the rows of students
MASTER TRAINING spa
MASTER TRAINING spa
Panoramic view of the stage entrance and large-scale training hall
MASTER TRAINING spa
MASTER TRAINING spa
The spa community participates in interactive activities in the training program
MASTER TRAINING spa
MASTER TRAINING spa
Large-scale training class with professional stage and presentation screen
MASTER TRAINING spa
MASTER TRAINING spa
Intensive class at training space RON INTERNATIONAL®
MASTER TRAINING spa
MASTER TRAINING spa
Students follow the lecture at the training class for the spa community
MASTER TRAINING spa
MASTER TRAINING spa
Students record actual content in training class RON INTERNATIONAL®
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
RON INTERNATIONAL® delegation visited and worked at a Korean cosmetics manufacturing facility
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Representative RON INTERNATIONAL® in the cosmetic formula research department in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
The student group received a certificate of completion of the professional training program in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Korean expert teaches in a specialized class for RON INTERNATIONAL® group
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Students observe the technical practice part of the training program
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Experts present professional content to the classroom in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
RON INTERNATIONAL® group took photos in front of a cosmetics manufacturing facility in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
A group of students wearing protective clothing visited the production area
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
RON INTERNATIONAL® delegation worked and discussed in the Korean partner meeting room
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
The moment of completing the course and receiving professional certification in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Group RON INTERNATIONAL® in front of Pilko Cospharm Korea factory
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Professional training space at Pilko Cospharm Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Students present research content on screens at the Korean campus
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Students take notes in a professional practice class in Korea
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
The group of students directly observed the technical operations of the experts
KOREAN INDUSTRY · R&D
KOREAN INDUSTRY · R&D
Students practice techniques under the guidance of Korean experts
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Panorama of the delegation attending and receiving certificates at K-Beauty World Contest
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Representatives are honored on the K-Beauty World Contest stage
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Professional conference space within the framework of K-Beauty World Contest
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Delegates gathered to take notes at the K-Beauty World Contest conference
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Live technical demonstration on the K-Beauty World Contest stage
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Experts perform technical operations in front of international guests
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Group of delegates and experts interact at K-Beauty World Contest
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
The moment of collective congratulations on the K-Beauty World Contest stage
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
The delegation received the certificate at the K-Beauty World Contest stage
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Practical session of skin care techniques within the framework of the K-Beauty competition
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Group of students complete the program and receive K-Beauty certification
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Contestants perform skin care techniques at K-Beauty World Contest
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Simultaneous practice area for contestants at the K-Beauty competition
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
Representative group RON INTERNATIONAL® at exam area K-Beauty
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
The delegation attended the K-Beauty World Contest with a certificate of completion
K-BEAUTY WORLD CONTEST
K-BEAUTY WORLD CONTEST
The RON INTERNATIONAL® community interacts at the K-Beauty World Contest event
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Student group RON INTERNATIONAL® at program Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Students participate in group activities and practice at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Overview of the training space and team activities at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
The RON INTERNATIONAL® community took photos with the brand car after the show
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Moments of energy and connection between students Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Speaker leads capacity development content at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
In-depth sharing from the speaker in the program Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Team activities on stage at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Panorama of students practicing discipline and gathering at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Students participate in the concentration challenge in the Legend Camp program
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Legend Camp hall seen from behind the student community
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Live discussion and feedback session between speakers and students
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Interactive training space in the Legend Camp program
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
The student community carries out collective activities at Legend Camp
LEGEND CAMP · LEADERSHIP CAPACITY
LEGEND CAMP · LEADERSHIP CAPACITY
Overview of the leadership training program Legend Camp
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Representative of the spa community was honored on the RON INTERNATIONAL® stage
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
The RON INTERNATIONAL® community gathers together in outdoor connection activities
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Representative RON INTERNATIONAL® spoke in the community program
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
The spa owner and partner group received recognition at the RON INTERNATIONAL® event
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
spa owners and partners were honored on the event stage
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Panoramic view of the RON INTERNATIONAL® community during the large-scale event
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
RON INTERNATIONAL® collective at community connection night
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
The moment of giving recognition for cooperation on stage RON INTERNATIONAL®
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Representative RON INTERNATIONAL® shared with guests on stage
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Host community spa participates in collective connection activities in the hall
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Presentation of partner representatives at the RON INTERNATIONAL® event
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Partner representatives appeared on the event stage
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Founder RON INTERNATIONAL® shares with the partner community
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Stage introducing RON INTERNATIONAL®'s product solutions
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Strategic cooperation signing ceremony with partner RON INTERNATIONAL®
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Strategic cooperation signing ceremony on the event stage
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Panoramic view of spa community hall at RON INTERNATIONAL® program
WORKSHOP · HONOR · COOPERATION
WORKSHOP · HONOR · COOPERATION
Partners receive certification to cooperate with RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Group RON INTERNATIONAL® in the Japan Incentive Journey program next to Mount Fuji
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner RON INTERNATIONAL® captures the moment under cherry blossoms in Japan
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
People who accompany RON INTERNATIONAL® during the Japanese cherry blossom season
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner group RON INTERNATIONAL® on the reward journey next to Mount Fuji
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Group RON INTERNATIONAL® in the ancient town during the China Trip 2024 program
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner RON INTERNATIONAL®'s family experiences skiing during their China journey
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Female partner RON INTERNATIONAL® experienced snow together on a trip to China
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Delegation RON INTERNATIONAL® at Lao Cai International Border Gate before the China 2025 journey
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
RON INTERNATIONAL® partner community experiences skiing in China
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Group RON INTERNATIONAL® in front of Seoul Blue House in the Korea Trip program
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner group RON INTERNATIONAL® visits the historic city gate in Korea
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
RON INTERNATIONAL® members leave their mark on Korean ancient buildings
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Group RON INTERNATIONAL® in front of Daehanmun gate during the Seoul trip
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
The RON INTERNATIONAL® family keeps memories together on the Ha Long cruise
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner group RON INTERNATIONAL® during the night experience on Ha Long Bay
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
The RON INTERNATIONAL® community enjoys the festival night on the Ha Long cruise
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
The bonding moment of partner RON INTERNATIONAL® during the Ha Long journey
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Companions raised the RON INTERNATIONAL® flag on the yacht
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Partner group RON INTERNATIONAL® in the reward program in Ha Long
REWARDS · TRAVEL WITH RON INTERNATIONAL®
REWARDS · TRAVEL WITH RON INTERNATIONAL®
Exchange and performance night of the RON INTERNATIONAL® community on Ha Long Bay
RON FOR COMMUNITY™
EMPOWERING WOMEN. TRANSFORMING FUTURES.
RON INTERNATIONAL® aims to create opportunities for women to learn skincare skills, connect with Spa practice and build greater independence.
Programme in preparation
RON INTERNATIONAL®
A PERSPECTIVE FOR SPA OWNERS
Choose a scenario close to your Spa. Together, spot the sticking point, read the data table, and try a specific approach for 7 days.
Scenarios and figures are hypothetical, for learning purposes; not the records or results of any actual student.
Practice materials in Vietnamese
Illustrative scenario
If 10 customers just booked, do you know how many will actually show up?
Hypothetical figures
Two hypothetical periods, 14 days each; 100 new inquiries per period.
| Tracking metrics | Before | After |
|---|---|---|
| New inquirers | 100 | 100 |
| Customers who book | 30 | 45 |
| Customers who actually come | 18 | 36 |
| Visit / booking rate | 60% | 80% |
Show-up rate = customers who actually arrive ÷ customers who booked × 100. Example: 36 ÷ 45 × 100 = 80%.
A Spa has 3 staff members. Customers often ask about prices in the evening; they don't get a long price list back until the next morning. Whoever is handling messages doesn't record why a customer goes quiet or misses their appointment.
The owner believes the ads are attracting the wrong customers. When reviewing the conversations, the team found customers who were never asked about their needs, customers who hadn't picked a time yet, and customers who had booked but not received confirmation. These three groups need to be separated before drawing any conclusions.
Sample scripts for practice.
Customer"How much does your skincare treatment cost?"
Staff"Sure, what concern would you most like to address, so I can recommend the right service and give you an accurate price?"
Customer"My skin is dry, I'd like advice first."
Staff"Sure, would Thursday afternoon or Saturday morning work better for you? Once you pick a time, I'll send the address and the consultation details so you can plan ahead."
Only offer times that are actually free. State the price, duration, and conditions clearly before confirming; send appointment reminders only with the customer's consent.
What will you take away?An appointment log with the person in charge, status, appointment time, and reason for a no-show.
Illustrative scenario
Among the customers who came last month, who's in charge of the next follow-up?
Hypothetical figures
Two hypothetical groups, 60 customers each; tracked for a full 30 days from their first visit.
| Tracking metrics | Before | After |
|---|---|---|
| Customers being tracked | 60 | 60 |
| Returning customers | 12 | 24 |
| Has not returned this period | 48 | 36 |
| Return rate | 20% | 40% |
Return rate = number of returning customers in the period ÷ number of customers tracked for the full period × 100. Example: 24 ÷ 60 × 100 = 40%.
A Spa has a list of returning customers but only messages them when there's a promotion. Customers are happy when they leave; after that, no one is in charge of checking in or noting their needs for next time.
The group hasn't yet distinguished customers who don't need to return, customers who are busy, and customers who don't want to receive messages. Sending the same offer to the whole list doesn't help you understand each person's reason.
Sample scripts for practice.
Staff"Hi, I'm just checking in after your last treatment. Is there anything else you'd like the Spa to help with?"
Customer"I'm fine, but I'm a bit busy this week."
Staff"Sure, would you like me to follow up next week, or would you rather message us whenever it's convenient?"
Customer“I'll text you next week.”
Record the customer's actual choice, the person in charge, and the contact date. Stop care messages on request; don't push a customer to book when they have no need yet.
What will you take away?A care log with the customer's feedback, wishes, the person in charge, and the next contact date.
Illustrative scenario
If you're away for a shift, do your staff know which tasks they can decide on their own and which need to be reported back?
Hypothetical figures
Two hypothetical weeks, 30 routine tasks per week for the same team; not including any professional incidents.
| Tracking metrics | Before | After |
|---|---|---|
| Routine tasks | 30 | 30 |
| Matters that require asking the spa owner | 18 | 6 |
| Matters the team handles on its own | 12 | 24 |
| Self-resolution rate | 40% | 80% |
Self-handling rate = routine tasks handled without asking the owner ÷ total routine tasks × 100. Example: 24 ÷ 30 × 100 = 80%.
A Spa has 4 staff members. The owner keeps getting questions about changing times, arranging rooms, and confirming promotions. Even experienced staff still wait, afraid of deciding wrong.
There's no clear rule yet on who is responsible and what scope they can decide within. You need to coach with specific situations, then check the quality of how they're handled, rather than just telling staff to be more proactive.
Sample scripts for practice.
Receptionist"The customer wants to move their appointment from 3 PM to 5 PM — can I handle that?"
Shift lead"I'll check staffing and room availability. If it doesn't affect other customers, I can change the time and send a new confirmation."
Receptionist"What if the customer wants to change the whole service?"
Shift lead"I'll pass this to the consultant in charge to check. Anything outside my scope, I'll report back rather than promise the customer myself."
Delegate authority for routine tasks. Unusual customer reactions, complaints, or professional decisions must be passed on to the right person in charge.
What will you take away?An authority and handover chart clearly stating who does what, the limits of their decision-making, and who receives the report.
Illustrative scenario
Are you choosing a channel based on the number of messages, or based on customers who bought and the remaining budget?
Hypothetical figures
Two hypothetical channels over the same 30 days; each channel spends 3.000.000đ on ads.
| Tracking metrics | Channel A | Channel B |
|---|---|---|
| Advertising spend | 3 million | 3 million |
| New inquirers | 60 | 30 |
| New customers | 6 | 10 |
| Ad spend / customers acquired | 500.000đ | 300.000đ |
Ad cost per new customer = ad spend ÷ number of new customers recorded. Channel B: 3.000.000đ ÷ 10 = 300.000đ.
A Spa splits its budget between two channels. The report only shows views and messages, so the owner leans toward channel A. But the receptionist hasn't recorded the source of customers who actually bought.
Ad data and purchase data currently sit separately. Each customer needs to be linked to their recorded source, and there needs to be a rule for handling customers who go through multiple channels to avoid double counting.
Sample scripts for practice.
Spa owner"Channel A gets twice the messages, so should we increase the budget for channel A?"
Person in charge"We spent 3 million VND on each. Channel A got 6 new customers, channel B got 10. Let me also check order value, refunds, and service cost."
Spa owner"Okay, let's settle on how to record the source first. We'll review it together on the same sheet over the weekend before deciding."
Ad cost per new customer is just one metric. Don't treat revenue as profit; content costs, staffing, and other marketing expenses are not included in this illustrative figure.
What will you take away?A customer-source table that links ad spend, new customers, order value, and related costs.
These scenarios are written for the purpose of practicing Spa management. Real-world results depend on how they're implemented and each Spa's own conditions.
UPCOMING PROGRAM · FOR OWNER spa
From career to mastery. She uses spa's own data to find places that are losing customers, rearrange how to find customers, advise and assign work to the team.
5 sessions ZoomLearn directly
21 daysLearn and practice
20:00–22:30Session time frame Zoom
Open each session to view content and practice exercises.
She created a 30-day status table, drew all 7 customer segments and chose one point to fix first.
Practice lesson: Guest flow map and a measured priority.
She chooses a focus group of customers, writes an easy-to-understand introduction spa and arranges services according to the roles of attraction, primary care and maintenance.
Practice lesson: Customer portraits, positioning statements and service categories have a clear role.
She connects four sources of customers: content, advertising, old customers and referrals. Each activity has a clear goal and budget.
Practice lesson: Content plan and 30-day Marketing campaign.
She reviews real conversations, creates consultations, makes appointments, reminders and takes care of after-service; Try inviting old guests back.
Practice lesson: Consulting sample set and process from inquirer to returning customer.
She assigns people to be in charge, chooses the numbers to look at each week and finalizes priorities for the next 90 days.
Practice lesson: Work assignment sheet, weekly number sheet and 30–60–90 day plan.
Throughout the course, she practiced on her spa's real data with 18 guided forms.
A PLAN THAT YOU WILL BUILD YOURSELF AFTER THE COURSE
21 days is the time to study and practice. The 90-day plan helps her continue implementing it at spa after the course.
You can ask clearly about the opening schedule and tuition fees before deciding.
Three independent Zoom sessions, each starting from a problem of master spa. You can choose a suitable topic to learn about before deciding to participate in the 21-day program.
THEMED ZOOM SESSIONS
Look back from the questioner to the returning passenger, to identify the passenger's stop.
Ask about this session →THEMED ZOOM SESSIONS
Let's look back at the consultation stage, schedule an appointment and choose points to check first.
Ask about this session →THEMED ZOOM SESSIONS
Look back at the tasks that are waiting for you and choose the steps that need to be standardized before handing them over to the team.
Ask about this session →You can ask for the opening schedule and attendance information for each session.
Curriculum for Spa Owners · 2026
10 chapters · 52 posters · Learn as much as you can, apply as much as you can.
From understanding customers, choosing markets and creating value to attracting, consulting, organizing teams and measuring effectiveness. Each chapter has lectures, questions and practice sheets.
End of poster set
52 posters · 10 chapters
MASTER COACH BÙI TẤN BẠO
End of poster set
52 posters · 10 chapters
MASTER COACH BÙI TẤN BẠO
1–2 / 52
Use the ← → button or key to turn the page. Click on the poster to read it aloud.Swipe horizontally to turn pages. Touch the poster to read it aloud.
Chapter 01 · Marketing is a value creation system
Marketing includes understanding needs, choosing who to serve, designing value, communicating, delivering experiences, and maintaining exchange relationships. Advertising helps customers know; Consulting helps customers make decisions; Service quality creates a basis for customers to return. Spa owners need to look at this whole chain of activities.
Chapter 01 · Marketing is a value creation system
Marketing includes understanding needs, choosing who to serve, designing value, communicating, delivering experiences, and maintaining exchange relationships. Advertising helps customers know; Consulting helps customers make decisions; Service quality creates a basis for customers to return. Spa owners need to look at this whole chain of activities.
Chapter 01 · Marketing is a value creation system
“Spa absent” is a broad symptom. Ask: lack of people who know, few people ask, difficult to schedule, customers don't come, customers don't buy or rarely come back? A Spa that lacks appointment schedules needs a different approach than a Spa that has a full schedule but slow service. Staffing, budget and capacity limitations determine what should be done first.
Chapter 02 · Understanding customers with evidence
Customers can simultaneously want to take care of their skin, rest, feel secure about the process, be respected and not be pressured. Maslow poster helps expand the questioning angle. Don't use need strata to rank customers, infer ability to pay, or assume everyone has to go through the same buying process.
Chapter 02 · Understanding customers with evidence
Customers can simultaneously want to take care of their skin, rest, feel secure about the process, be respected and not be pressured. Maslow poster helps expand the questioning angle. Don't use need strata to rank customers, infer ability to pay, or assume everyone has to go through the same buying process.
Chapter 02 · Understanding customers with evidence
One observation was that “the customer asked for the duration three times”. One theory is that “clients are afraid of long care sessions”. Insight is useful when connecting context, desires, and barriers: “I want consistent care, but it's difficult to schedule it if I don't know exactly when it will be done.” Behavior must be questioned and tested before considering this hypothesis as the basis for strategy.
Chapter 02 · Understanding customers with evidence
Ask customers to tell about the last time they found or used the service: where did they start, what did they compare, where did they get stuck, why did they choose or stop? Write down your answer verbatim and then group your ideas. Ask customers who have bought, have not bought and rarely return; Just asking loyal customers can easily paint a skewed picture of what the Spa is doing well.
“When was the last time you looked for a Spa?”; “What options did you compare at that time?”; “What makes you undecided?”; “What kind of session would fit into your schedule?”. Avoid statements like "You like Spa on time, right?" because it's easy to get consent that has little value.
Chapter 03 · Market selection and well-founded positioning
Strengths and weaknesses of Spa: skills, capacity, processes, data, resources. Environmental opportunities and threats: unmet needs, alternatives, competitors and behavioral changes. Each idea must have a basis. “Good service” is too general; Please clearly indicate which points customers rate well.
Chapter 03 · Market selection and well-founded positioning
Compare what customers need, what the Spa does well, and how competitors are responding. Spas that do well and are valued by customers are not automatically different; Competitors can do the same. Check out the option of self-care at home or delay spending, as guests aren't just comparing between two spas.
Chapter 03 · Market selection and well-founded positioning
Compare what customers need, what the Spa does well, and how competitors are responding. Spas that do well and are valued by customers are not automatically different; Competitors can do the same. Check out the option of self-care at home or delay spending, as guests aren't just comparing between two spas.
Ask customers what they remember after viewing the Spa's information and where they compare to other places. Check to see if direct competitors offer the same promise. “Reputable, dedicated, professional” only makes a difference when customers see concrete evidence in the process and experience.
Chapter 03 · Market selection and well-founded positioning
Segmentation is the identification of groups with different needs or uses. Choosing a goal is deciding what the team will prioritize with realistic resources. Positioning is the meaning Spa wants to capture in that group's awareness. The three steps are related; Positioning sentences need to come from customer choice and response evidence.
Chapter 04 · 7P experience and service value design
Record what the client wants accomplished, what causes discomfort or risk, and what results they expect. Then compare services, how to reduce barriers and how to create additional benefits. Maps are useful when the two sides match the evidence; There is no need to serve everyone's wishes.
Chapter 04 · 7P experience and service value design
Record what the client wants accomplished, what causes discomfort or risk, and what results they expect. Then compare services, how to reduce barriers and how to create additional benefits. Maps are useful when the two sides match the evidence; There is no need to serve everyone's wishes.
Chapter 04 · 7P experience and service value design
Three layers help separate core benefits, existing services, and added value. The five levels further analyze basic service, what customers expect, what exceeds expectations, and the possibility of future development. Do not add them up to eight levels. Get the basics and expectations right before promising more.
Chapter 04 · 7P experience and service value design
60-minute skin care package priced at 600,000 VND. The core benefit is a care experience that is consistent and easy to fit into a busy schedule. Existing services include duration, operations, products and practitioners according to the spa's scope of expertise. Added value can be post-session guidance and on-demand calendar reminders.
Chapter 04 · 7P experience and service value design
Three layers help separate core benefits, existing services, and added value. The five levels further analyze basic service, what customers expect, what exceeds expectations, and the possibility of future development. Do not add them up to eight levels. Get the basics and expectations right before promising more.
Chapter 04 · 7P experience and service value design
The seven elements include service, price, approach, communication, people, process and tangible evidence. Let's test them on a selected group of guests: does the recommendation match the duration, price quote, staff and service? The 7Ps are a consistency testing framework, not seven advertising channels.
Chapter 04 · 7P experience and service value design
The seven elements include service, price, approach, communication, people, process and tangible evidence. Let's test them on a selected group of guests: does the recommendation match the duration, price quote, staff and service? The 7Ps are a consistency testing framework, not seven advertising channels.
If the media says "costs are clear", the price list and consultation must be consistent. If we say "on time", the schedule requires preparation time and is slow to process. If you say "follow up after the session", someone must accept the task and save the feedback. Pictures of beautiful rooms support trust but do not replace the implementation process.
Chapter 04 · 7P experience and service value design
When consulting on products for home use, clarify needs, usage, capacity, cost and appropriate limits. Track sales after discounts, cost of goods, returns and repurchases. A large bill that a customer doesn't understand how to use can reduce long-term trust.
Chapter 05 · Setting goals and planning Marketing
“Increased recognition” or “more customers” do not indicate how to accept it. A goal should state the service, customer group, metrics, current level, target level and deadline. The person in charge must know which data source is used to complete the conclusion. SMART helps clarify this; Feasibility must be based on actual resources.
Chapter 05 · Setting goals and planning Marketing
Estimated number of inquiries, appointments, arrivals and buyers; State the conversion rate used for calculation. Record cost ceilings, appropriate hourly capacity, and stop or adjustment conditions. Good planning allows learning from unexpected outcomes, because all initial assumptions are visible.
Chapter 05 · Setting goals and planning Marketing
Week 1: customer verification and package finalization. Week 2: complete the content, service page and try booking on the phone. Week 3: limited rollout, checking for feedback every day. Week 4: compare results, costs and capacity; Decide whether to continue, edit or stop each part.
Chapter 05 · Setting goals and planning Marketing
Estimated number of inquiries, appointments, arrivals and buyers; State the conversion rate used for calculation. Record cost ceilings, appropriate hourly capacity, and stop or adjustment conditions. Good planning allows learning from unexpected outcomes, because all initial assumptions are visible.
Chapter 06 · Content and multi-channel marketing system
In Marketing 4.0, the 5A's describe know, be attracted, learn, act and recommend. Guests can go back or skip some steps. The wheels and Digital task groups on the poster are a way to organize applications for Spa, not a list that must be fully implemented from the beginning.
Chapter 06 · Content and multi-channel marketing system
Customers can watch videos, view service pages, ask acquaintances before sending messages. Keep the service name, benefits, price, and duration consistent across these points. Multi-channel is only valuable when it helps customers learn and move conveniently; The number of channels must match the working capacity of the team.
In Marketing 4.0, the 5A's describe know, be attracted, learn, act and recommend. Guests can go back or skip some steps. The wheels and Digital task groups on the poster are a way to organize applications for Spa, not a list that must be fully implemented from the beginning.
Chapter 06 · Content and multi-channel marketing system
Attractive role: short content from questions from busy customer groups. Role explained: service page with duration, cost, process, and frequently asked questions. Transition role: the conversation helps confirm needs and schedule availability. Spas choose platforms based on where guests actually use them; The lesson is not to assume that one platform is always best.
Chapter 06 · Content and multi-channel marketing system
Good content answers a real question, has relevant evidence, and suggests a next step. Created content that can explain common situations; Content considerations need value, scope, process and cost; The scheduling content needs a clear contact method and time.
Open the post on your phone, click on the service page, try calling or texting and make an appointment yourself. Check photos, text, loading time, price information and recipient. Good content still loses effectiveness if the link leads to a page that lacks information or has no response.
Chapter 06 · Content and multi-channel marketing system
Customers can watch videos, view service pages, ask acquaintances before sending messages. Keep the service name, benefits, price, and duration consistent across these points. Multi-channel is only valuable when it helps customers learn and move conveniently; The number of channels must match the working capacity of the team.
Chapter 06 · Content and multi-channel marketing system
Record the client's self-declared source, available channel trace, and pin source to understand the path. A guest appearing in multiple channels is only counted once in the total new guests. Numbers displayed on the Spa's platform and transactions may vary due to recording methods; Need to unify rules before comparing effectiveness.
Chapter 06 · Content and multi-channel marketing system
Open the post on your phone, click on the service page, try calling or texting and make an appointment yourself. Check photos, text, loading time, price information and recipient. Good content still loses effectiveness if the link leads to a page that lacks information or has no response.
Chapter 06 · Content and multi-channel marketing system
Attractive role: short content from questions from busy customer groups. Role explained: service page with duration, cost, process, and frequently asked questions. Transition role: the conversation helps confirm needs and schedule availability. Spas choose platforms based on where guests actually use them; The lesson is not to assume that one platform is always best.
Open the post on your phone, click on the service page, try calling or texting and make an appointment yourself. Check photos, text, loading time, price information and recipient. Good content still loses effectiveness if the link leads to a page that lacks information or has no response.
Chapter 07 · From questioner to returning guest
The funnel shows how many people go from the previous step to the next step. The journey explains where guests think, ask, do and get stuck. A low number helps determine where to look; Reading conversations and new experiences helps form causal hypotheses.
Chapter 07 · From questioner to returning guest
The funnel shows how many people go from the previous step to the next step. The journey explains where guests think, ask, do and get stuck. A low number helps determine where to look; Reading conversations and new experiences helps form causal hypotheses.
Appropriate promises create reasonable expectations; Consistent implementation creates trust; Follow-up after the session helps detect problems. Calendar reminders must be based on the customer's needs and consent. Returning needs to mean that the customer continues to receive value, not just the number of care messages sent.
Chapter 07 · From questioner to returning guest
Start with the customer's needs and concerns, clarify the service scope, duration, cost and next options. Suggestions based on what is understood; Check that the customer has the information before confirming. If not suitable, write down the reason and handling instructions; Don't force customers to accept a package just to achieve a closing rate.
Chapter 07 · From questioner to returning guest
Start with the customer's needs and concerns, clarify the service scope, duration, cost and next options. Suggestions based on what is understood; Check that the customer has the information before confirming. If not suitable, write down the reason and handling instructions; Don't force customers to accept a package just to achieve a closing rate.
Appropriate promises create reasonable expectations; Consistent implementation creates trust; Follow-up after the session helps detect problems. Calendar reminders must be based on the customer's needs and consent. Returning needs to mean that the customer continues to receive value, not just the number of care messages sent.
Chapter 07 · From questioner to returning guest
Short exchange form
Chapter 07 · From questioner to returning guest
Short exchange form
Appropriate promises create reasonable expectations; Consistent implementation creates trust; Follow-up after the session helps detect problems. Calendar reminders must be based on the customer's needs and consent. Returning needs to mean that the customer continues to receive value, not just the number of care messages sent.
Chapter 08 · Organize your team and hire the right roles
Spa needs direction, content, image, attraction, consultation, data and care. One person can take on many roles depending on capacity and ability. Organizational chart describes responsibilities; That doesn't mean a small Spa has to recruit each position on the poster separately.
Chapter 08 · Organize your team and hire the right roles
Spa owner keeps goals, promises and budget. One person makes content and compiles numbers; Consulting staff keeps appointments and provides feedback; Technician records service and post-session information. Design or advertising can be hired when needed, but accounts, data and handover rules must still be clearly managed.
Chapter 08 · Organize your team and hire the right roles
Spa needs direction, content, image, attraction, consultation, data and care. One person can take on many roles depending on capacity and ability. Organizational chart describes responsibilities; That doesn't mean a small Spa has to recruit each position on the poster separately.
Chapter 08 · Organize your team and hire the right roles
For each task, write the person who did it, the person who approved it, the output, the due date, and where it will be saved. The handover recipient needs to know when there is enough information to proceed. Decision-making authority also needs to be clear: who changes the content, who approves the budget, and who gets to adjust the schedule or incentive level?
Chapter 08 · Organize your team and hire the right roles
For each task, write the person who did it, the person who approved it, the output, the due date, and where it will be saved. The handover recipient needs to know when there is enough information to proceed. Decision-making authority also needs to be clear: who changes the content, who approves the budget, and who gets to adjust the schedule or incentive level?
Chapter 08 · Organize your team and hire the right roles
Each week's briefing uses the same number sheet: what happened, where is the evidence, what changes, who did it and when to review? When outsourcing, agree on account authority, budget, deliverable documents, outcome definitions and how to handle miscommunication. A good report needs to compare with customer records.
Chapter 08 · Organize your team and hire the right roles
For each task, write the person who did it, the person who approved it, the output, the due date, and where it will be saved. The handover recipient needs to know when there is enough information to proceed. Decision-making authority also needs to be clear: who changes the content, who approves the budget, and who gets to adjust the schedule or incentive level?
Chapter 08 · Organize your team and hire the right roles
CV shows context, does not prove ability. Ask what part the candidate did, in what time, with what budget and with what results; See products that have hidden sensitive data. Use the same short exercise and criteria for candidates in the same role. Do not take the number of years of work as a substitute for the ability to meet output.
Chapter 08 · Organize your team and hire the right roles
CV shows context, does not prove ability. Ask what part the candidate did, in what time, with what budget and with what results; See products that have hidden sensitive data. Use the same short exercise and criteria for candidates in the same role. Do not take the number of years of work as a substitute for the ability to meet output.
For a hypothetical situation there are 200 inquirers, 80 calendars, 60 arrivals and 30 buyers. Ask candidates to state three additional questions, one priority with a reason and one output they can do themselves. Score the ability to read data, understand customers, execute and present clearly; Don't ask to do a complete campaign for free.
Chapter 09 · Measure effectiveness and find root causes
An inquirer is an individual guest who has expressed a need during the period, not a message. Appointment schedule requires confirmation; New buyers need the first transaction recorded according to uniform rules. Finalize sources, periods and how to handle reschedules, duplicate guests, cancellations or refunds before comparing rates.
Cost of acquiring a new customer = total acquisition cost identified / number of new buyers of the corresponding group. If you only charge advertising fees, clearly state that it is the cost of advertising on buyers; Don't call it the full cost of having guests. Revenue from advertising expenditure does not mean profit because there are product, service and operating costs.
Chapter 09 · Measure effectiveness and find root causes
Start with a narrow problem with data, such as a low query-to-schedule rate. List the capabilities in terms of people, processes, services, values, channels and messages. The branches in the poster have been adjusted for Spa. To choose the cause, you need to read the records, observe or try an appropriate change.
Chapter 09 · Measure effectiveness and find root causes
The spa assumes that the unknown schedule confirmation is causing customers not to come. The team reads 20 unscheduled appointments, distinguishes between rescheduled and canceled schedules, then tests the confirmation content with address, time, duration and how to notify the change. Follow along with counting; Don't edit price, audience, and content at the same time if you want to understand the impact of calendar reminders.
Chapter 10 · Project: building a Marketing system for Spa
Each model addresses one question. Needs and insights help understand customers; SWOT, 3C and STP support selection; value map and 7Ps of experience design; journey and conversion organization funnel; Role assignment and number chart help with implementation. Using it at the right time will create a consistent system.
Chapter 10 · Project: building a Marketing system for Spa
Others must understand why that customer group was chosen, what value is created, who does each job, and when to adjust. The project is successful when the logic between the parts matches and can be tested within available resources. Business results still need to be verified after implementation.
Appendix · Look up 16 Marketing models
Each model addresses one question. Needs and insights help understand customers; SWOT, 3C and STP support selection; value map and 7Ps of experience design; journey and conversion organization funnel; Role assignment and number chart help with implementation. Using it at the right time will create a consistent system.
Follow chapters 1–10 in order. For each chapter: read the objectives, watch the posters, read the lecture, complete the practice sheet and then answer the questions yourself. Use the same Spa, one service and a group of customers to connect the outputs into a final project.
52 posters includes 51 posters in 10 chapters and a lookup of 16 models in the appendix. Table of contents allows quick selection of chapters or posters; On the big screen, model-interpretation pairs are placed side by side.
All An Nhien figures are assumptions for learning purposes, not RON data or results guaranteed. The printed examples in the poster are independent situations.
| 30 days of data | Value |
|---|---|
| Total Marketing expenditure for new customer groups | 12 000 000 VND |
| Hypothetical limb structure | 8 million VND for paid media + 3 million VND for content + 1 million VND for tools and tracking |
| Separate inquirer/confirmation schedule | 200 people / 80 calendars |
| First time customer/customer | 60 people / 30 people |
| Average actual price for first purchase | 600 000 VND |
| Variable costs per customer | 240 000 VND |
| Pre-Marketing contribution balance | 360,000 VND / person |
| Revenue of first-time buyers | 18 000 000 VND |
Use the same group of questioners and follow the following steps. A simplified example considers the first transaction closed in the period, with no refund yet. In fact, customers can buy in the next period; Please agree on tracking time and source attribution rules before calculating.
200 → 80 → 60 → 30 corresponds to a step change rate of 40% → 75% → 50%. The cost of having a new customer is 400,000 VND. After variable costs and Marketing, the balance is −1.2 million VND, not deducting fixed costs.
The An Nhien Spa example in the lecture uses hypothetical data. See general data under “Learning styles and cross-cutting situations”.
CHAPTER 01 · P01–P03
Good workmanship, diligent posting, why is Spa still lacking customers?
Marketing includes understanding needs, choosing who to serve, designing value, communicating, delivering experiences, and maintaining exchange relationships. Advertising helps customers know; Consulting helps customers make decisions; Service quality creates a basis for customers to return. Spa owners need to look at this whole chain of activities. [1]
Activity is number of posts, number of videos, number of calls. Intermediate results are matching inquirers, appointment schedules, and arrivals. Business results are customers buying, the remaining money after costs and the ability of customers to continue choosing the Spa. Many activities are only meaningful when they support downstream results.
“Spa absent” is a broad symptom. Ask: lack of people who know, few people ask, difficult to schedule, customers don't come, customers don't buy or rarely come back? A Spa that lacks appointment schedules needs a different approach than a Spa that has a full schedule but slow service. Staffing, budget and capacity limitations determine what should be done first.
Customers receive value at each step; Spa measures the results of the whole journey.
In this example, the Spa spends 12 million VND on Marketing over 30 days, receives inquiries from 200 different people, confirms 80 appointments, welcomes 60 arrivals and gains 30 first-time buyers. Looking only at 200 inquiries may make the team think the campaign succeeded. Looking only at 30 buyers still does not reveal where potential customers drop out.
The rate of questions being scheduled is 80/200 = 40%; arrival schedule is 60/80 = 75%; to buy is 30/60 = 50%. The rate of inquiries into purchases across the chain is 15%. Each ratio answers a different question. The first thing is to agree on how to count, then check the problematic step and the possibility of improvement.
Don't conclude that advertising is bad just because many customers don't buy. Read what customers viewed, questions they asked, appointment schedules, and post-consultation feedback. An unclear promise can create false expectations from the start; A slow reception process can cause customers to lose even if the demand is appropriate.
During the first week, the Spa owner assigns one person to compile data of the same group of guests and one person to read crash cases. Choose a point to verify, write down what will change and the review date. The next chapters will help you choose customers and design value before deciding to increase communication.
Required output: 01 journey map with data, 01 priority issue, 01 responsible person.
Action: Within 7 days: compare appointment books with inquiries and transactions; Record missing data before drawing conclusions.
Why can't the number of posts replace the number of buyers?
Posting is active. Need to monitor how it creates suitable inquirers, appointments and transactions; The result also depends on many other steps.
Chapter 2 answers: What do people going through this journey really need?
CHAPTER 02 · P04–P07
The customer said "let me think", what are they worried about?
Customers can simultaneously want to take care of their skin, rest, feel secure about the process, be respected and not be pressured. Maslow poster helps expand the questioning angle. Don't use need strata to rank customers, infer ability to pay, or assume everyone has to go through the same buying process.
One observation was that “the customer asked for the duration three times”. One theory is that “clients are afraid of long care sessions”. Insight is useful when connecting context, desires, and barriers: “I want consistent care, but it's difficult to schedule it if I don't know exactly when it will be done.” Behavior must be questioned and tested before considering this hypothesis as the basis for strategy.
Ask customers to tell about the last time they found or used the service: where did they start, what did they compare, where did they get stuck, why did they choose or stop? Write down your answer verbatim and then group your ideas. Ask customers who have bought, have not bought and rarely return; Just asking loyal customers can easily paint a skewed picture of what the Spa is doing well.
Every guest hypothesis needs an observable signal and a way to test it.
The hypothetical spa selects 10 short conversations: 4 customers have purchased, 3 people have not yet booked an appointment, and 3 customers rarely return. This is an exploratory study to find better questions, not representative of the entire market. Staff ask permission to take notes and only save information necessary for care purposes.
“When was the last time you looked for a Spa?”; “What options did you compare at that time?”; “What makes you undecided?”; “What kind of session would fit into your schedule?”. Avoid statements like "You like Spa on time, right?" because it's easy to get consent that has little value.
If many guests mention waiting, the Spa checks the appointment time and actual start time. Then try communicating the duration clearly with an appropriate team, following up with calendar confirmations and feedback. Customers praising the idea does not mean they will order or buy; need to monitor further behavior.
A useful persona has the context of use, what the customer wants to accomplish, self-declared time and budget constraints, selection criteria, barriers, sources of information, and evidence. Age, occupation, or a memorable character name only aid in description; they are not a substitute for understanding motivation.
Required output: 01 customer portrait, 03 well-founded barriers, 01 hypothesis to test.
Action: During 7 days: conduct 5-10 exploratory conversations, including non-buyers; synthesized according to the same pattern.
Customers say they like a new package, is it enough for widespread deployment?
Not yet. Needs, usage conditions, alternatives, and ordering or purchasing behavior should be examined in appropriate testing.
Chapter 3 uses this understanding to decide who the Spa should focus on serving.
CHAPTER 03 · P08–P11
Who does the spa best serve and why should they choose you?
Strengths and weaknesses of Spa: skills, capacity, processes, data, resources. Environmental opportunities and threats: unmet needs, alternatives, competitors and behavioral changes. Each idea must have a basis. “Good service” is too general; Please clearly indicate which points customers rate well.
Compare what customers need, what the Spa does well, and how competitors are responding. Spas that do well and are valued by customers are not automatically different; Competitors can do the same. Check out the option of self-care at home or delay spending, as guests aren't just comparing between two spas.
Segmentation is the identification of groups with different needs or uses. Choosing a goal is deciding what the team will prioritize with realistic resources. Positioning is the meaning Spa wants to capture in that group's awareness. The three steps are related; Positioning sentences need to come from customer choice and response evidence. [2]
A clear strategy must say: who to prioritize, what value to create, and how to implement it.
An Nhien is considering people who work in offices around the Spa, people who want to take care of themselves on the weekend, and people who regularly look for incentives. The team compares demand, accessibility, willingness to pay via exchange, peak capacity and cost to serve. These are three segmentation hypotheses, not market conclusions.
Score each group according to three criteria: clear need, Spa's ability to meet, and promising economic efficiency. Record the evidence next to the score. A score of 1-5 can be given for discussion, but the score does not create the truth; Criteria and data determine the quality of selection.
“An Nhien serves busy people around the area with skin care sessions with clear duration, cost and follow-up steps.” To use this sentence, the Spa must arrange a schedule that is close enough, have a consistent quote and perform real follow-up. If not met, the positioning statement becomes a requirement that needs to be completed in operation.
Ask customers what they remember after viewing the Spa's information and where they compare to other places. Check to see if direct competitors offer the same promise. “Reputable, dedicated, professional” only makes a difference when customers see concrete evidence in the process and experience.
Required output: 01 priority customer group, 01 short SWOT, 01 positioning statement with evidence.
Action: In 7 days: talk to target customers and compare 3-5 options they really consider.
Competitors are also "dedicated", can Spa see that as a difference?
Not yet. It is necessary to identify the specific service behavior or outcome that customers value and that competing options do not yet provide equivalent results.
Chapter 4 turns positioning into a service and experience that guests can perceive.
CHAPTER 04 · P12–P19
What do guests see that is worth the money they pay?
Record what the client wants accomplished, what causes discomfort or risk, and what results they expect. Then compare services, how to reduce barriers and how to create additional benefits. Maps are useful when the two sides match the evidence; There is no need to serve everyone's wishes. [3]
Three layers help separate core benefits, existing services, and added value. The five levels further analyze basic service, what customers expect, what exceeds expectations, and the possibility of future development. Do not add them up to eight levels. Get the basics and expectations right before promising more.
The seven elements include service, price, approach, communication, people, process and tangible evidence. Let's test them on a selected group of guests: does the recommendation match the duration, price quote, staff and service? The 7Ps are a consistency testing framework, not seven advertising channels. [4]
The value the customer receives must be seen in the promise, implementation, and follow-up after the session.
60-minute skin care package priced at 600,000 VND. The core benefit is a care experience that is consistent and easy to fit into a busy schedule. Existing services include duration, operations, products and practitioners according to the spa's scope of expertise. Added value can be post-session guidance and on-demand calendar reminders.
If the media says "costs are clear", the price list and consultation must be consistent. If we say "on time", the schedule requires preparation time and is slow to process. If you say "follow up after the session", someone must accept the task and save the feedback. Pictures of beautiful rooms support trust but do not replace the implementation process.
Internal example for lesson: net price is 600,000 VND, variable costs are 240,000 VND per customer, remaining 360,000 VND before Marketing and fixed costs. A discount of 100,000 VND while the cost remains the same brings this balance to 260,000 VND. To keep the same contribution level requires about 38.5% more purchases; Is capacity allowed?
When consulting on products for home use, clarify needs, usage, capacity, cost and appropriate limits. Track sales after discounts, cost of goods, returns and repurchases. A large bill that a customer doesn't understand how to use can reduce long-term trust.
Required output: 01 clear service description, 01 7P voucher, 01 effective calculation per purchase.
Action: In 7 days: try out the entire process as a new customer and fix the three points of the promise that do not match the experience.
Should gifts be given priority when the price and duration are unclear to the customer?
It is necessary to clarify the basic services and expectations in advance. Added value is only effective when the experience platform is trustworthy.
Chapter 5 translates designed services into goals, budgets, and plans.
CHAPTER 05 · P20–P23
What number do you want to change next month and by what means?
“Increased recognition” or “more customers” do not indicate how to accept it. A goal should state the service, customer group, metrics, current level, target level and deadline. The person in charge must know which data source is used to complete the conclusion. SMART helps clarify this; Feasibility must be based on actual resources.
Strategy is about choosing a customer group and how to create an advantage. Tactics are the combination of services, channels, content and offers to make that choice. Actions are specific things with people and deadlines: fix the service page, make three videos, check scheduling. A posting list cannot replace a strategy.
Estimated number of inquiries, appointments, arrivals and buyers; State the conversion rate used for calculation. Record cost ceilings, appropriate hourly capacity, and stop or adjustment conditions. Good planning allows learning from unexpected outcomes, because all initial assumptions are visible.
A plan must connect goals, customer selection, employment, resources, and control.
During the next 30-day test cycle, increase first-time buyers of key services from 30 to 40, total Marketing expenditure should not exceed 12 million VND. This is a target for testing, not a definitive prediction. Spa must verify needs and ability to arrange sufficient schedules before assigning targets.
If 50% of arriving customers buy, 80 arrivals are needed. If 75% of appointments result in arrivals, at least 107 appointments are needed. If 40% of inquiries turn into appointments, about 268 inquiries are needed. If the Spa can serve only 70 additional visits, this plan exceeds capacity; adjust the target, processes or resources.
In the example, 12 million includes 8 million paid media, 3 million content, and 1 million tools and tracking. This is an assumed structure for the exercise, not a standard ratio for all Spas. Expenditures must have a keeper, documents and time of inspection.
Week 1: customer verification and package finalization. Week 2: complete the content, service page and try booking on the phone. Week 3: limited rollout, checking for feedback every day. Week 4: compare results, costs and capacity; Decide whether to continue, edit or stop each part.
Required output: 01 30-day plan with data, budget, assignments and inspection criteria.
Action: In 7 days: lock in baseline data and test at least three of the plan's most important assumptions.
If we increase the customer target without increasing the capacity, what should we check?
Check required arrivals, available hours, established conversion rate and service quality. Do not default to every rate increasing as desired.
Chapter 6 select channels and content to bring the right people on the designed journey.
CHAPTER 06 · P24–P31
What step is each channel helping customers take?
Customers can watch videos, view service pages, ask acquaintances before sending messages. Keep the service name, benefits, price, and duration consistent across these points. Multi-channel is only valuable when it helps customers learn and move conveniently; The number of channels must match the working capacity of the team.
In Marketing 4.0, the 5A's describe know, be attracted, learn, act and recommend. Guests can go back or skip some steps. The wheels and Digital task groups on the poster are a way to organize applications for Spa, not a list that must be fully implemented from the beginning. [5]
Good content answers a real question, has relevant evidence, and suggests a next step. Created content that can explain common situations; Content considerations need value, scope, process and cost; The scheduling content needs a clear contact method and time.
Each channel has a role; Every touchpoint delivers on the same promise.
Attractive role: short content from questions from busy customer groups. Role explained: service page with duration, cost, process, and frequently asked questions. Transition role: the conversation helps confirm needs and schedule availability. Spas choose platforms based on where guests actually use them; The lesson is not to assume that one platform is always best.
Open with the question: “Does a care session take all evening?”. Explain how the Spa arranges a 60-minute session and what guests need to prepare. Include actual schedules, space photos, and verified cost information. End with an invitation to see a suitable time or discuss before booking.
Open the post on your phone, click on the service page, try calling or texting and make an appointment yourself. Check photos, text, loading time, price information and recipient. Good content still loses effectiveness if the link leads to a page that lacks information or has no response.
Record the client's self-declared source, available channel trace, and pin source to understand the path. A guest appearing in multiple channels is only counted once in the total new guests. Numbers displayed on the Spa's platform and transactions may vary due to recording methods; Need to unify rules before comparing effectiveness.
Required output: 01 channel role copy, 03 purposeful content, 01 checked scheduling itinerary.
Action: For 7 days: test publish a small group of content, test your journey, and read real feedback.
Is it possible to add up the buyers self-reported by each platform to get the total new customers?
Do not add directly because it may be the same person and different source attribution rules. The total number of new customers needs to be compared according to a Spa customer code and transaction.
Chapter 7 deals with the next step: how are interested persons advised and cared for?
CHAPTER 07 · P32–P37
Customers are lacking information, not suitable or not feeling secure?
The funnel shows how many people go from the previous step to the next step. The journey explains where guests think, ask, do and get stuck. A low number helps determine where to look; Reading conversations and new experiences helps form causal hypotheses.
Start with the customer's needs and concerns, clarify the service scope, duration, cost and next options. Suggestions based on what is understood; Check that the customer has the information before confirming. If not suitable, write down the reason and handling instructions; Don't force customers to accept a package just to achieve a closing rate.
Appropriate promises create reasonable expectations; Consistent implementation creates trust; Follow-up after the session helps detect problems. Calendar reminders must be based on the customer's needs and consent. Returning needs to mean that the customer continues to receive value, not just the number of care messages sent.
A seamless guest profile turns the Marketing promise into a service experience.
Marketing transfers customer sources, viewed content, self-stated needs and recipients. Consult additional questions, select acceptable customers, agreed price and appointment schedule. Service personnel view necessary information, record experiences and follow up after the session. Each step has a responsible person.
"Where are you looking to improve your care experience and how long does this session take? I'll send you the service, duration and total cost for you to review in advance. If it's suitable, I'll choose a convenient time; is there anything you're wondering about?" This is a conversation frame that needs to be adjusted according to the answer, not mechanical reading.
With 80 schedules and 60 arrivals in the example, check the remaining 20 schedules: canceled, postponed or no-show; whether the notice was received; Is the appointment time appropriate? Guests who reschedule should not be counted as permanently lost. Keep statistical rules clear to avoid increasing rates just because of changing the counting method.
Definition before the window, for example, return to purchase within 60 days from the first time. If out of 30 customers in a group that has completed 60 days of observation, 12 people buy again, the rate is 40%. Do not take all new customers at the end of the month without enough time as the denominator and conclude that customer retention is poor.
Required output: 01 handover process, 01 consulting framework, 01 rule for measuring returning customers.
Action: In 7 days: read 10 unscheduled conversations and compare 10 records after the session to choose a correction point.
Is it good to increase closing rate by urging customers to buy unsuitable packages?
No. Coverage, complaints, returns, experience and returns should be tracked as well; Individual closing rates do not reflect decision quality.
Chapter 8 assigns these tasks to a team appropriate to the Spa's scale.
CHAPTER 08 · P38–P46
If the person in charge leaves, can the work continue?
Spa needs direction, content, image, attraction, consultation, data and care. One person can take on many roles depending on capacity and ability. Organizational chart describes responsibilities; That doesn't mean a small Spa has to recruit each position on the poster separately.
For each task, write the person who did it, the person who approved it, the output, the due date, and where it will be saved. The handover recipient needs to know when there is enough information to proceed. Decision-making authority also needs to be clear: who changes the content, who approves the budget, and who gets to adjust the schedule or incentive level?
CV shows context, does not prove ability. Ask what part the candidate did, in what time, with what budget and with what results; See products that have hidden sensitive data. Use the same short exercise and criteria for candidates in the same role. Do not take the number of years of work as a substitute for the ability to meet output.
Clearly assign tasks and how to check them before hiring more people or outsourcing.
Spa owner keeps goals, promises and budget. One person makes content and compiles numbers; Consulting staff keeps appointments and provides feedback; Technician records service and post-session information. Design or advertising can be hired when needed, but accounts, data and handover rules must still be clearly managed.
Output: three articles answering questions about care session length. Input: five anonymous real questions and approved service information. Deadline: Thursday. Approved by: Spa owner. Criteria: correct information, easy to understand, appropriate evidence and contact steps. How to track: the source of the questioner and the questions arising from the content.
For a hypothetical situation there are 200 inquirers, 80 calendars, 60 arrivals and 30 buyers. Ask candidates to state three additional questions, one priority with a reason and one output they can do themselves. Score the ability to read data, understand customers, execute and present clearly; Don't ask to do a complete campaign for free.
Each week's briefing uses the same number sheet: what happened, where is the evidence, what changes, who did it and when to review? When outsourcing, agree on account authority, budget, deliverable documents, outcome definitions and how to handle miscommunication. A good report needs to compare with customer records.
Required output: 01 role roster, 01 handover rules, 01 job description with output.
Action: In 7 days: try operating for a week using the role board; Record any overlaps or omissions.
If a spa has six job groups, does it require six employees?
No. Can be concurrent or outsourced as appropriate, but each output and handover point must have someone responsible.
Chapter 9 helps the whole team read a table of numbers and diagnose the problem correctly.
CHAPTER 09 · P47–P49
Which number shows what the Spa needs to fix first?
An inquirer is an individual guest who has expressed a need during the period, not a message. Appointment schedule requires confirmation; New buyers need the first transaction recorded according to uniform rules. Finalize sources, periods and how to handle reschedules, duplicate guests, cancellations or refunds before comparing rates.
Cost of acquiring a new customer = total acquisition cost identified / number of new buyers of the corresponding group. If you only charge advertising fees, clearly state that it is the cost of advertising on buyers; Don't call it the full cost of having guests. Revenue from advertising expenditure does not mean profit because there are product, service and operating costs.
Start with a narrow problem with data, such as a low query-to-schedule rate. List the capabilities in terms of people, processes, services, values, channels and messages. The branches in the poster have been adjusted for Spa. To choose the cause, you need to read the records, observe or try an appropriate change. [6]
Measure the same way, verify with data, and correct each valid point.
With 12 million VND total Marketing expenditure and 30 new customers, the cost of having one customer is 400,000 VND. First revenue is 30 x 600,000 = 18 million. Variable costs are 30 x 240,000 = 7.2 million. 10.8 million remaining before Marketing; After subtracting 12 million, there is negative 1.2 million, not including fixed costs.
The spa assumes that the unknown schedule confirmation is causing customers not to come. The team reads 20 unscheduled appointments, distinguishes between rescheduled and canceled schedules, then tests the confirmation content with address, time, duration and how to notify the change. Follow along with counting; Don't edit price, audience, and content at the same time if you want to understand the impact of calendar reminders.
If 80 schedules remain the same and the arrival rate increases from 75% to 90%, there will be 72 arrivals. If the purchase rate is still 50%, the number of buyers is 36; The cost for guests is about 333,333 VND. The balance of contributions after Marketing is 36 x 360,000 - 12 million = 960,000 VND, not yet deducting fixed costs. Actual results may vary as assumptions may not hold.
A better week may be due to a change in customer base, season, or consultant. Record these factors; When qualified, compare equivalent groups and change limits. The small sample only gives a signal for further investigation. Always consider coverage, return, response, and capacity when deciding to expand.
Required output: 01 general index table, 01 effective calculation, 01 test with verifiable method.
Action: In 7 days: check data quality and try a small change; Record results that are not as expected.
Does 18 million in revenue and 12 million in marketing expenses mean a profit of 6 million?
No. It is also necessary to calculate the costs of products, services and related expenses; For this example, there is 10.8 million before Marketing, so negative 1.2 million after Marketing, before fixed costs.
Chapter 10 consolidates the whole into a plan that can be presented, critiqued, and implemented.
CHAPTER 10 · P50–P51
Can you defend your plan with customers and numbers?
Each model addresses one question. Needs and insights help understand customers; SWOT, 3C and STP support selection; value map and 7Ps of experience design; journey and conversion organization funnel; Role assignment and number chart help with implementation. Using it at the right time will create a consistent system.
Select a Spa, a service and a primary clientele. Present the current status, customer evidence, market options, positioning, services, journeys, channels, resources, budget and measurements. When data is missing, write the assumption along with the verification plan. Do not turn assumptions into real numbers to make the plan look more convincing.
Others must understand why that customer group was chosen, what value is created, who does each job, and when to adjust. The project is successful when the logic between the parts matches and can be tested within available resources. Business results still need to be verified after implementation.
After studying, you must create a plan that can be assigned, measured, and improved.
Two minutes stating the current situation and other evidence. Two minutes to explain how to choose a group of guests to locate together. Two minutes of service and itinerary presentation. Two minutes on implementation, budget and who is responsible. The last two minutes state the metrics, risk assumptions, and initial testing.
Which guest provided evidence? Why do they choose Spa instead of other options? Do costs and capacity match goals? What will the team do when the questioner hasn't scheduled yet? Will you stop or correct any part if the first two weeks show that the assumption is wrong? Each answer needs specific data or verification.
Days 1–4: assess the current situation and talk with clients. Days 5–8: finalize positioning, services and baseline data. Days 9–13: complete the content, handover process and measurement methods. Days 14–18: test implementation within the agreed scope. Days 19–21: consolidate results, review the work and finalize the plan for the next 30 days.
Every week update the same number table and read some guest profiles. Each month recheck assumptions about guests, service efficiency and capacity. Only expand when the experience, data, and service capabilities are clear enough. New budgets need to be tied to a verifiable rationale.
Required output: 01 Spa Marketing project, 01 30-day implementation plan, 01 inspection schedule.
Action: During the 7 days post-study: carry out an agreed-upon small experiment and present the resulting evidence.
A beautiful project but no one to carry it out and is the measurement completed yet?
Not yet. Additional assignments, resources, checkpoints, metric definitions, and how to handle wrong assumptions need to be added.
Use the appendix to quickly select a model; Use practice sheets to continue improving your Spa.
APPENDIX · P52
The long poster is an extended search version. Click on the poster to read it in width and scroll down; There is no need to use every model for a plan.
| Question in progress | Recommended model |
|---|---|
| What environment and pressures impact? | SWOT, PESTLE, Porter's 5 pressures |
| What do customers need, what are they worried about? | Maslow, insight, value map |
| Who should we serve and how should we differentiate? | 3C, STP, cognitive map, USP |
| Is the service and experience consistent? | 3 grades / 5 value levels, 4P, 7P |
| How do content and channels coordinate? | AIDA, PESO, 5A, passenger travel |
| Where does the customer fall, why? | Funnel, KPI, fishbone |
| How to organize and plan? | Role assignment, SMART, SOSTAC, 7S |
| In what direction should the portfolio be developed? | Service Lifecycle, BCG, Ansoff |
BCG uses market growth and relative market share; The Spa's own sales are not enough to fill the box. [7] Perception maps require guest perception data; The blank space on the map does not prove there is a need. The service lifecycle is a way of looking at developments; One month of reduced sales is not enough to conclude that the service is in decline.
In Ansoff, four directions are distinguished: existing services / existing markets; new services/existing markets; existing services/new markets; both the service and the market are new. The shortened version on the poster combines two development directions into one line.
Select a Spa, a service and a primary clientele. Present the current status, customer evidence, positioning, service value, journey, channels, resources, budget and measurement. When data is missing, write the assumption along with the verification plan.
| Criteria | Maximum score | Reach when |
|---|---|---|
| Understand customers | 20 | Contains guest statements, behavior, or data; Distinguish assumption from reality. |
| Strategic selection | 20 | Customer group, positioning, and serviceability match. |
| Value and experience | 20 | 7P fulfills the promise; Cost and capacity are checked. |
| Deployability | 20 | There are people, outputs, budgets, timelines, and deliverables. |
| Measurement and learning | 20 | There are index definitions, base numbers, tests, and tuning conditions. |
Each criterion scores 0–5–10–15–20: not available; meaningful but vague; specific but lacking evidence; evidenced and feasible; consistent, with criticism and inspection. Points help discuss plan quality, not revenue forecasts.
An Nhiên has 200 inquiries and 80 appointments. If 72 customers arrive and 36 buy, calculate the three conversion rates, customer acquisition cost, revenue and balance after Marketing. Use an actual price received of 600,000 VND and variable costs of 240,000 VND per buyer.
40%; 90%; 50%. Cost of having guests ≈ 333,333 VND. Revenue 21.6 million; variable costs 8.64 million; Balance after Marketing 0.96 million, before fixed costs.
| Terminology | How to understand in the textbook |
|---|---|
| Marketing | System of activities that create, communicate, provide and exchange value. |
| Insight | How to explain guests' motivations or barriers, requiring evidence. |
| STP | Segmentation → selecting target customers → positioning. |
| Value proposition | Outstanding value Recommended spa for groups of guests. |
| 7P | Service, price, access, communication, people, process, evidence. |
| Lead / Booking | Person of interest / appointment as defined by Spa. |
| Conversion rate | Step transition ratio = number reaching the next step / number in the previous step. |
| CAC | Cost of acquiring a new guest; must state the scope of expenses and customer groups. |
| CRM | How to organize data, relationships and customer care. |
| Retention | Guest retention; Measure in groups and at clear intervals. |
| LTV | Customer value brought over time; need to state whether it is revenue or contribution. |
| Contribution balance | Actual revenue minus variable costs; not net profit. |
| KPI | Focus metrics for tracking goals and responsibilities. |
| ROAS | Revenue attributable to advertising / advertising expenditure; not profit. |
FOR spa / CLINIC · PARTNERSHIP WITH RON INTERNATIONAL®
You don't need a long list to build trust. You need a logical product system, a team that understands what they are consulting on, and a partner who is still there when spa needs training, updating knowledge, or creating more touch points with customers.
Choose products according to skin needs and service models so that capital is more concentrated, the team is easier to deploy and customers are easier to understand.
When the team understands the role of each product, advice becomes less dependent on memorization and becomes more natural and consistent.
Materials, content, events and community activities give spa more reasons to continue talking to customers after each meeting.
RON INTERNATIONAL® · SELECTION GUIDE
From the sourcing of Korean-imported cosmetics to each version in the RON range: look into the name, formula, instructions, and partnership terms before deciding.
Clarifying products, materials, training and partnership terms.
Read the guide →Arranging cleanser, toner, serum, moisturizer and sunscreen.
Read the guide →Verify the origin, supplier and product profile.
Read the guide →Correctly identifying the four B5 products in the current range.
Read the guide →Peptide Hydra-Barrier and Oil Control Fruit: check the correct version.
Read the guide →View the information and instructions for each product currently sold.
Read the guide →Comparing the two product lines by name and your spa's needs.
Read the guide →Distinguishing ingredient information from the finished product.
Read the guide →Peptide Cleansing Gel and Pure Reset Cleansing Gel.
Read the guide →Reference sheet, sample dialogue, and a downloadable checklist.
Read the guide →Enter your spa's figures or try the hypothetical examples.
Open spreadsheet →SEARCH BY NEED
From skin barrier, peptides, oiliness and blemishess, pigments to how spa works – dive right into the topic you need, instead of reading everything at once.
Skincare library
A knowledge hub for spa owners and customers: understand your skin's needs, choose the right care topics, read Q&As, and follow the care process clearly.
SUGGESTED FURTHER READING · SKIN CARE & spa
Maybe today you're worried about your skin lacking moisture. Maybe you just had treatment. Or maybe you're a spa owner considering a new source of cosmetics. Start with the question that matters most to you – then go deeper step by step.
SKIN LACK OF MOISTURE · ROUTINE
Understand the signs of dehydration, the role of humectants and how to build a neat routine to make it easier for your skin to maintain moisture.
Read the topic about skin lacking moisture →B5 · SKIN FENCE
Discover the role of B5, the protective lipid system, and how to organize care steps when your skin is prone to dryness or sensitivity.
Read the skin barrier topic →AFTER TREATMENT · SKIN CARE
Focus on gentle cleansing, moisturizing, skin barrier support and choosing the right time to use the product according to your actual condition.
Read skin instructions after treatment →OILY AND ACNE SKIN · BALANCED
Avoid stacking too many products; Start with a clear foundation process before adding specialized care.
See solutions for oily and acne-prone skin →PEPTIDE MATRIX™ · SCIENCE
Learn how peptides are combined with hydration, skin barrier and biotech ingredients in RON INTERNATIONAL®'s skin care formulations.
Explore PEPTIDE MATRIX™ →spa PROFESSIONAL · SOURCE
Origin, category, consulting logic, team training and long-term companionship are more important than just comparing discounts.
See cosmetic solutions for spa →FAQ · RON INTERNATIONAL®
From where they are manufactured, how to choose products, to how to work with RON INTERNATIONAL® – the answers below are written so you can understand quickly and decide with greater peace of mind.
RON INTERNATIONAL® is a South Korean dermocosmetic brand using stem cell extract and peptide technology. 100% of its products are researched, developed and manufactured in South Korea.
Each skin has different needs, so you should look at each formula, ingredients, and intended use instead of choosing just by brand name. RON INTERNATIONAL® arranges products by routine and skin condition to make it easier for customers to choose. When the skin is severely irritated or has a problem that needs treatment, it should be evaluated by a professional first.
DR.BEFACE PREMIUM® focuses on moisturizing, supporting the skin barrier and guiding Skin Longevity; DR.CASO+ PREMIUM® is built for oily, easily clogged and acne-prone skin with the logic of cleaning - balancing - skin care.
You can start from your current skin condition such as oily acne-prone skin, dehydrated skin, post-treatment skin or skin starting to age; Then see the appropriate product system or connect with consultant RON INTERNATIONAL® for clearer instructions.
Customers can view products and purchase through the website roninternational.net or RON INTERNATIONAL®'s official channels announced on the website.
spa and clinics can visit the Cosmetics page for spa or connect to the official Zalo OA to learn about the catalog, training, consulting materials and applicable cooperation programs. If you don't know where to start, please share the spa model and main customer groups for more appropriate direction.
RON INTERNATIONAL® has products oriented to hydrate, soothe and support the skin barrier. Time of use should be based on the actual condition and instructions of the treatment facility; When the skin is highly irritated, professional evaluation should be prioritized before adding the product.
Owner spa can see information at the Cosmetics page for spa or connect to the official Zalo OA. Collaboration policies may change from time to time, so you should review current information before making a decision.
Skin Longevity™ is a long-term care orientation that focuses on skin barrier, moisture, day-night routine, peptides and biotechnology to maintain skin quality over time. This is a daily approach to skin care and is not a substitute for medical diagnosis or treatment when the skin has a medical condition.
Some RON INTERNATIONAL® formulas have Salicornia Herbacea Callus Culture Extract, Lactobacillus Extracellular Vesicles, ferment and Sodium DNA. In particular, cultured plant tissue extract is a material obtained from plant tissue culture technology, not living stem cells applied directly to the skin.
RON on your phone
Choose your device and scan the code to download the app.
Download from the official app store.
BUSINESS INFORMATION
RON INTERNATIONAL COMPANY LIMITED
Business registration number: 0315719630. First registered on 04/06/2019; 5th amendment on 11/05/2026.
Registering authority: Business Registration Office – Ho Chi Minh City Department of Finance.
Headquarters: The Verosa Park, 39 Đường số 10, Khu phố 2, Phường Long Trường, Ho Chi Minh City, Vietnam.CONNECT WITH RON INTERNATIONAL®
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