Self-development coach and bestselling author Roxie Nafousi has learned that building a successful personal brand does not automatically translate into success in the consumer market.

Since 2022, Nafousi has sold two million books while developing a business around personal growth, including an app, workshops, journals and affirmation cards. Hoping to expand that success into the beauty industry, she launched Alia, a fragrance brand designed to grow beyond her personal platform.

Her ambitions were significant. She envisioned an international fragrance business that could eventually expand into candles and incense. The launch featured celebrity events, influencer attention and retail partnerships, but the journey quickly became more complicated than expected.

Production delays, disagreements with a business partner and escalating expenses placed considerable pressure on the company. What began as an anticipated £50,000 investment eventually grew to approximately £300,000. Delayed stock and slower-than-expected sales added to the difficulties, before a cease-and-desist letter from a global brand ultimately brought the venture to an end.

Reflecting on the experience, Nafousi says the journey taught her important lessons about entrepreneurship, financial planning and knowing when to walk away.

Here are five business lessons she took from closing Alia.

1. Having an audience doesn’t guarantee customers

A large social media following can create opportunities for a new business, but it does not automatically mean followers will become paying customers.

Nafousi initially believed her existing community would connect with Alia because its message of confidence and empowerment aligned with the themes of her personal-development work. The brand’s debut Alter Ego collection featured three fragrances named Main Character, Power House and Scene Stealer.

However, she learned that people who enjoy someone’s content may not necessarily want to purchase products from an entirely different category.

Her experience highlighted the importance of researching consumer demand before investing in a new venture. Founders need to understand what potential customers actually want, what they are willing to spend money on and whether the proposed product fills a genuine need.

2. Always build financial contingencies into your business plan

Alia was initially expected to require a £50,000 investment through a 50-50 partnership. But when the relationship between Nafousi and her business partner deteriorated, she had to buy out their share, significantly increasing her financial commitment.

Additional expenses followed, including recruitment costs, salaries, legal fees and accounting services. Production bills also proved higher than anticipated, with one invoice alone reaching £70,000.

Inventory planning became another challenge. Despite initially viewing 12,000 units as a relatively modest starting order, the company struggled with excess stock and production delays.

Nafousi says she would approach partnerships differently in the future, taking more time to understand a potential business partner’s communication style and ability to manage disagreements.

Her takeaway: plan for unexpected costs, avoid overcommitting to inventory and choose business partners carefully.

3. Brand awareness is not the same as customer acquisition

Alia’s launch appeared to have all the ingredients for success. It received press coverage and attracted celebrities, influencers and other high-profile guests to its events.

But attention did not translate into the sales Nafousi had expected.

With consumers becoming more cautious about spending and competition increasing across the beauty market, simply promoting a product on social media is no longer enough. Brands must find effective ways to reach potential buyers and persuade them to make a purchase.

Nafousi also discovered that expensive imagery and influencer gifting did not always generate meaningful engagement or sales. Some of the more effective content came from members of her own community who received products in exchange for sharing honest feedback.

In-person experiences also made a difference. A pop-up at her Manifest Live show allowed attendees to smell the fragrances and experience the products directly, helping bridge the gap between online interest and purchasing decisions.

4. Getting into retail doesn’t automatically drive sales

Securing a retail partnership can feel like a major achievement for an emerging brand, but being stocked by a retailer is only one part of the business equation.

Nafousi learned that maintaining a retail presence often requires additional spending on marketing, promotion and in-store visibility. Retailers also expect brands to demonstrate that their products are selling.

Alia supplied approximately 3,000 specially produced 10ml fragrances to Lookfantastic for its advent calendar. Although the initiative introduced the product to thousands of potential customers, it did not generate the direct sales impact Nafousi had hoped for.

There were more encouraging results with US beauty retailer Violet Grey. Its carefully curated selection and established relationship with customers appeared to provide a better fit for Alia.

The lesson is that founders should look beyond the prestige of a retail placement. The right retailer is one whose audience, positioning and customer base genuinely align with the brand.

5. Know when it’s time to walk away

Entrepreneurship often celebrates persistence, but continuing to invest in a struggling business is not always the best decision.

Alia’s early sales were disappointing. Nafousi recalls making approximately two sales during the first week after launch, followed by a week without any sales and then just one more.

She continued exploring ways to build momentum, including product sampling, brand activations and potential retail opportunities. However, she became increasingly uncertain about committing more money to advertising and marketing without knowing whether the investment would pay off.

She also declined approaches from potential investors because she wanted to retain the freedom to make independent decisions about the company’s future.

Ultimately, a cease-and-desist letter from another brand with a similar name forced the issue. Nafousi was given until December 31 to sell the remaining stock. Although rebranding was an option, she decided the experience had reached its natural conclusion.

Rather than viewing the closure purely as a setback, she has chosen to see it as an opportunity for growth.

For Nafousi, confidence is not about believing everything will succeed. It is about trusting yourself to handle difficult situations, learn from mistakes and move forward when things do not go according to plan.

Her biggest takeaway: Not every business venture will work out, but every experience can offer lessons that make the next one stronger.

Staffeditor6