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Show Me the Money

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Lisa Starr

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Show Me the Money

  1. 1. $how Me The Money! By Lisa Starr
  2. 2. Your PresenterWynne Business provides consulting and education, includinglive seminars and on-site team trainings, for the spa and salonindustry• Lisa M. Starr – 20+ years experience in salon & spa industry – Senior Consultant, Wynne Business – Community Ambassador, Gramercy One – Consultant, educator, writer, presenter
  3. 3. What is Success?If you are an owner/operator, doyou draw a commission or salary foryour revenue producing work?If you are an owner/manager, doyou receive a salary for yourcontribution in managing thebusiness?
  4. 4. Defining Profitability• Dictionary definition – yielding advantageous returns or results• What does it mean to you?• Do you know if your business is profitable?
  5. 5. Set Goals FIRST• Earning a modest living while waiting for your property to appreciate• Financing a job for yourself/partner/friends• Because you like to go to spas!• You enjoy having a LOT of children
  6. 6. 5 Crucial Performance Measures• Departmental Breakdowns• Average Ticket• Client Retention• % payroll to revenue• Utilization rate
  7. 7. Departmental Details• Service Sales – Massage/body – Hair – Skin – Nails – Makeup• Retail Sales – Massage/Body – Hair – Skin – Nails – Makeup
  8. 8. Detail for Income StatementSkin Service Sales Skin Service LaborMassage Service Sales Massage Service LaborSkin Retail Sales Skin Tx SuppliesMassage Retail SalesOther Income Massage Tx SuppliesGift Certificate Sales Skin Retail Commission Massage Retail CommissionTOTAL REVENUE Skin Retail Products COGS Massage Retail Products COGS Freight and packaging Concierge Staff Credit Card Fees TOTAL COGS EXPENSES NET MARGIN
  9. 9. Income Statement General
  10. 10. Income Statement DetailedRevenues Cost of Goods SoldSales Returns and Allowances $ (576.00) 0% COS - Concierges $ 157,581.87 7%Service Sales - Dental $ 7,226.88 0.4% COS - Esthetics $ 147,106.83 6%Service Sales - Esthetic $ 382,167.29 17% COS - Hair $ 134,205.28 6%Service Sales - Hair $ 359,510.50 16% COS - Makeup $ 9,702.68 0%Service Sales - Makeup $ 14,256.00 1% COS - Massage $ 164,003.28 7%Service Sales - Massage $ 506,761.50 22% COS - Medical $ 12,507.27 1%Service Sales - Medical $ 64,206.27 3% COS - Nail $ 93,978.99 4%Service Sales - Nail $ 284,970.60 12% Total Labor COGS $ 719,086.20 31%Total Service Sales $ 1,618,523.04 70% Supplies - Esthetics $ 30,573.38 1%Retail - Boutique $ 120,203.66 5% Supplies - Hair $ 32,355.95 1%Retail - Esthetics $ 165,422.00 7% Supplies - Makeup $ 285.12 0%Retail - Hair $ 47,815.00 2% Supplies - Massage $ 15,202.85 1%Retail - Makeup $ 24,991.00 1% Supplies - Medical $ 46,002.11 2%Retail - Massage $ 18,396.00 1% Supplies - Nail $ 19,947.94 1%Retail - Nail $ 27,884.00 1% Supplies - Boutique $ 57,697.76 3%Total Retail Sales $ 404,711.66 18% Total Back Bar COGS $ 144,367.35 6%Sales- Gift C. $ 267,129.83 12% Retail Prod Boutique $ 48,081.46 2%Events Income $ 5,892.84 0% Retail Prod Esthetics $ 66,168.80 3%Interest Income 0% Retail Prod Hair $ 23,907.50 1%Sales - Tax Discounts $ - 0% Retail Prod Makeup $ 7,497.30 0%Other Income $ 39.91 0% Retail Prod Massage $ 9,198.00 0% Retail Prod Nails $ 13,942.00 1%Total Revenues $ 2,296,297.28 100 Total Retail COGS $ 168,795.06 7% Total Cost of Sales $ 1,032,248.61 45% Gross Profit $ 1,264,048.67 55%
  11. 11. Tracking Revenue Recommended Retail to Total Sales RatiosDay Spa Resort Spa• Hair - 10-15% • Hair - 5-10%• Skincare - 35-50 % • Skincare - 15-30%• Massage/Body 1-5% • Massage/Bdy - 0-5%• Nails - 5-15% • Nails - 0-10%• Cosmetics - 40-100% • Cosmetics - 25-50%• Gift - 10-40% • Gift - 5-15%
  12. 12. Average Ticket• The quickest way to grow sales• $ service sales + $ retail sales / # of clients• Example: therapist has 6 clients who spend $360 in services and $60 in retail; average ticket $360+$60=$420/6= $70
  13. 13. Ways to Grow Average Ticket• Service menu presents a range of pricing options – Not just $85 and $95 – $85, $88, $92, $95• Each department has micro tx available for small fee – NO additional time• Add-ons that do take more time• Retailing
  14. 14. Average Ticket Benchmarks• Should be part of advancement criteria• Higher expectations for longer term of service• Slow, steady, upward movement• Assists with increasing retail ratios• Be aware when service menu pulls it down (waxing)
  15. 15. Guest retention: a key to spa success• Retention is the single biggest indicator of therapist and spa success• If you get them to return, everything is possible• If you don’t get them back, you need to find someone to replace them – Even if they come back, they’ll come back later than they would if prescheduled
  16. 16. Retention is a Team Effort• Spa Has To: – Meet or exceed expectations re facility & amenities – Be clean and organized – Practice excellent customer service at all times – Offer services, products & pricing that meet needs of target audience – Be friendly! – Prebook
  17. 17. Staff Impacts Retention By:• Building rapport with client• Future-casting at each visit• Social styles & communication training• Performing consistently• Giving the client cues
  18. 18. Retention Benchmarks• Typically higher with high frequency services (hair/nails)• Impacted by transient/tourist guest population• Difference between retained by therapist and facility• Slow, steady gains – be alert for trends in the wrong direction
  19. 19. Payroll Breakdowns• Labor – Your Largest Expense –Technical Staff –Hourly Staff –Management/Salaried Staff –Taxes & Benefits –Owner
  20. 20. Payroll continuedService & Retail Revenue 100%- Management/Support 10-12%- Technicians Svc 33%- Technicians Retail 1.5%* *10% of 15% - Taxes +/- 4% - Benefits +/- 4%Total Payroll 54.5%
  21. 21. Payroll Benchmarks• Average day spa overhead 40% of revenue• So, payroll MUST be below 60% to see any profit• % is focus for you, $ earnings should be focus for your staff
  22. 22. Utilization/Productivity Rates• What do you really sell? – TIME!• # of appointment slots sold/# of appointment slots available• Example: open 9-6 with one hour appts – 9 slots. You book 5 slots, utilization rate 55%
  23. 23. Utilization/Productivity• Hitting high numbers is NOT a function of your schedule, a function of your geography• Can be improved by – Smart scheduling of clients – Optimized scheduling of staff – Opening hours that reflect demand – Facility efficiencies
  24. 24. Performing a BusinessEvaluation• Identify under-performing areas• Work on both revenue & expenses• Develop an action plan• Pick a few key focus points• Involve the staff
  25. 25. Where to Start?• Is each workstation staffed for maximum productivity?• Do operating hours reflect demand?• Are you collecting detailed metrics on client retention• Is your menu written to support upselling and micro treatments?
  26. 26. Where to Start?• Are your ratios aligned with benchmarks?• Is your compensation plan costing too much?• Are you maximizing your ability to sell all of your time slots?• Are you tracking performance by department?
  27. 27. $how Me TheMoney!Thanks for your attention!Questions? Lisa Starr at:gotalkone@gmail.comGramercyone.com/blogFacebook.com/GramercyOne

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