What Strategies brings to the table

What Strategies
brings
to the table
strategies.com
Who
We Are
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STRATEGIES
The salon industry’s resource for leadership,
performance and growth for 21 years
S
ince 1993 Strategies has had one goal: to help businesses operate more efficiently and profitably. We’ve worked with owners and their teams to create
businesses that balance profitability with a happy work environment and
devoted customers. Strategies has partnered with numerous manufacturers and
product companies to provide success tactics to their affiliates.
Everyone at Strategies has one mission: empowering our clients to be their most
successful by teaching best practices that result in tangible improvements in each
of the Four Business Outcomes: profitability, productivity, staff retention and
customer loyalty.
Strategies was founded by Neil Ducoff, a leading expert on business education.
The company, with its nationwide team of coaches and educators, has delivered
top-quality business education to countless salons and spas. Our network of
seminars, onsites, coaching services and webinars offer the opportunity to
streamline and improve systems, and to grow profitability.
Strategies has helped thousands of salons:
• Develop highly-profitable retail sales programs.
• Increase pre-booking rates.
• Learn to use their financial reports.
• Discover new ways to compete in changing economies.
• Increase staff productivity.
• Overcome cash-flow challenges.
• Improve first-time and existing client-retention rates.
• Decrease employee turnover.
• Bring their companies to unprecedented levels of profitability and productivity.
Strategies: Leadership • Performance • Growth
strategies.com
Neil Ducoff
Founder and CEO, Strategies
Author: N
o-Compromise Leadership
Wake Up!
Fast Forward
D
uring the last 38 years, Neil Ducoff has
coached countless businesses, including Aveda, Gillette, Proctor & Gamble, Planet Wings,
Canmeng International Taiwan, Profound Beauty
Products, Kerastase Paris, EvelineCharles Canada and
L’Oreal, on how to achieve the highest levels of success and profitability, while
creating a positive, rewarding workplace. He has led seminars throughout North
America and in such countries as Taiwan, Spain and Mexico – as well as served
as a presenter at major healthcare, computer, manufacturing and franchise conferences, including Jack Stack’s National Gathering of Games, the 2011 Quality
Conference and the inaugural Esthetics China Exhibition and Congress.
Neil is the founder and CEO of Strategies, the premier training and coaching
company for the beauty industry that he founded in 1993. Based in Centerbrook,
Conn., Strategies’ cutting-edge curriculum of business courses is offered throughout the U.S. and Canada, led by a national network of certified coaches who have
completed a rigorous training program. For 13 years Strategies published a monthly business magazine that provided real-world solutions to entrepreneurs.
Neil has gained international respect as the guru of team-based compensation. As
well as the award-winning No-Compromise Leadership: A Higher Standard of Leadership
Thinking and Behavior, he is the author of Fast Forward, the salon and spa industry’s
only business reference manual.
He has been honored with the 2005 Art of Business Award, named one of 12
business “Legends and Icons” by the annual Serious Business Conference in New
Orleans in 2006, and invited by the B.E.S.T Foundation and the Anderson School
of Business at UCLA to serve as a judge for both the 2006 and 2008 Global Salon
Business Awards in Barcelona.
strategies.com
Bruce Hourigan
President, Strategies
B
ruce Hourigan joined the company six years
ago as Vice President Business Development
he was tasked with driving the growth of company’s business model; execute sales strategies against
corporate goals and objectives, and develop and scale
up new business and customer bases. Overall, as VP
was charged with directing the business development
and sales effort monitoring the results, quantifying
the successes and shortfalls, adjusting as needed, and
contributing the baseline strategies employed and fostering the strategies to be employed. A skill in selling strategic alliances on a corporate level was an essential part
of his success.
Promoted to President in early 2012 his primary responsibilities are to develop a
plan that will help the company to advance its mission. Other tasks are, planning
and implementation of objectives that help the company to grow and to prosper.
Offer leadership, develop strategic plans to help the company to advance and
identify opportunities that help to promote company revenue, overall growth and
profit. Oversee operations of the company in order to ensure that the company
shows efficiency as a whole, provides quality and service.
Mr. Hourigan is an enthusiastic and dedicated professional with extensive experience across all areas of corporate sales and management. An exceptional leader
who is able to develop and motivate others to achieve targets, He demonstrates a
strong ability to manage projects from conception through to successful completion. A proactive individual with a logical approach to challenges in high-pressure
situations.
Specialties: Maintaining existing and building new business relationships. Research
and drive business expansion/collaboration opportunities. Identify future industry
trends and client contact opportunities. Develop strong client relationships on all
levels. Participate in key industry organizations, maintain high level of visibility.
Oversee development of proposals and budgets.
strategies.com
Strategies Team
Corporate Staff
Neil Ducoff
CEO & Founder
Bruce Hourigan
President
Eric Ducoff
Vice President
Joanne Davies
Vice President
of Administration
Cameron Taylor
Graphic & Web
Designer
Certified Strategies Coaches
Rachel Aidan
Kim DeLisa
Mary Fischer
Robin Gribbin
Daryl Jenkins
Melanie Loboda
Chris Murphy
Brett Pierce
Kristin Stutz
Steven Swanson
John Villamil
Mary Walker
Michael Yost
strategies.com
We Get
Results
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Targets for Success:
Key-Growth Indicators and Financial Benchmarks
The following are the key-growth indicators and financial benchmarks that Strategies recommends
across all our seminar events and consulting relationships. When met, these number produce sustainable bottom-line growth. Unfortunately, the industry averages for these benchmarks are well below
these recommendations — not because these goals are too aggressive, but because there is not widespread understanding of what these numbers really mean, as well as a lack of systems to support them.
The salons that are hitting these goals are doing so because they have the knowledge, systems and tools
to drive the business. Better systems mean consistent retailing. More money on the bottom line means
increased retail purchases. Give your salons the tools to succeed, and they will reward you with product
loyalty and increased orders.
Key-Growth Indicators
First-time client retention target range: 45%-60%+
• The ratio of how many first-time clients return for a second visit within 90 days
Existing client retention target range: 75%-90%
• Multiple visit clients who return within 90 days
Productivity target range: 80%-90%
• Service hours available for sale vs. hours sold
Retail product per client sold (target range in units): 2-4
Pre-book ratio target range: 60%+
Clients receiving verbal/written retail recommendations: 90%+
Average client visits per year: 6+
Financial Benchmarks
Annual revenue growth rate per year: 15%-25%
• Higher rates are possible but not always sustainable long term
Net profit (not including owner’s pay/draw): 10%-20%
• Higher net profit is possible under certain conditions
Service payroll percent of total service and retail revenues: 30%-35%
Professional product cost: 4%-6% of service revenue
Retail product cost: 48%-54% of retail revenue
• This percent will fluctuate based on buying incentives and seasonal opportunities
Target Gross Profit Margin: 45%-55%
• Total revenues – service payroll, prof/retail product cost, credit card fees
Front desk and administrative payroll: 10% or less
Officer’s salary: 10% (this is only a guide and may vary if the owner is a service provider)
Advertising & Promotion: 4%-8% (this is only a guide and will vary based on salon/spa/medspa)
Rent: 6%-8% (this is only a guide and will vary based on location)
Total General & Administrative expenses: 35%-40%
Cash reserves: Minimum three months operating expenses
strategies.com
TE ST IMON IA LS
Since 1993 Strategies has been teaching
a better way for salons, spas and medspas
to do business.
Now, in their own words,
we let our attendees share their results.
strategies.com
TE ST IMON IA LS
THE INTERNATIONAL CONGRESS IN AESTHETICS
ANTI-AGING & MEDICAL SPA
PROFIT MAXIMIZATION FOR
CHINESE BEAUTY SALONS AND SPA CENTERS
9-11 June 2011
InterContinental Beijing Beichen
www.aestheticschina.com
SPEAKER INTRODUCTION (PART)
Ms. Catherine Brillantes-Turvill
CEO of Philippine Spa Association
Ms. Catherine Brillantes-Turvill (Cathy) is a pioneer and leader in the Philippine Spa and Wellness Industry. She is the President of Nurture Spa Village,
one of the Philippines’ first destination spas which was named recently by CNN Go as “One of the 28 Most Relaxing Spas in Asia” and by Asia Spa
Magazine as one of the Top 7 Spas of the Philippines. Cathy is also President of Spa Professionals International Development Center, the first
internationally accredited spa school in the Philippines. Cathy was the Founding President of the Spa Association of the Philippines, now renamed
PhilWell: Philippine Wellness and Spa Association, where she currently sits as President.
She was a Board Member of TIEZA (Tourism Investment & Enterprise Zone Authority), PHILTOA (Philippine Tour Operators Association), Asia Pacific Spa
& Wellness Council, and a mentor in the Philippine government’s Entrepreneurship Program “Go Negosyo”.
Cathy is a licensed Inner View Consultant, a licensed Instructor on Customer Service by Zenger Miller USA, Wilson Learning USA, and a licensed instructor
on Quality Circles Training by Quality Circles USA.
Mr. Neil Ducoff
Founder & CEO of STRATEGIES, USA
Mr. Neil Ducoff is the founder and CEO of Strategies, a business training and coaching company specializing in the salon and spa industry. During the last
40 years, he has coached more than 3,500 businesses, including such corporate giants as Aveda, Gillette, Proctor & Gamble, and L’Oreal, on how to
achieve the highest levels of success and profitability, while creating a positive, rewarding workplace.
As one of the industry’s most dynamic speakers, he has led more than 4,500 seminars throughout North America and such countries as Taiwan, Spain and
Mexico – as well as served as a presenter at major healthcare, computer, manufacturing and franchise conferences, including Jack Stack’s National
Gathering of Games. He is the author of Fast Forward, the definitive business resource book for salons and spas, and the 2010 IPPY Award winning
No-Compromise Leadership, published by Strategies.
Mr. Chen Han jiang
Founder of Kung Sheung International Group
Mr. Chen Han jiang is the founder of Kung Sheung International Group, and the chief planning officer in health and leisure sports field. Mr. Chen has very
practical experience in anti-aging and medical spa industry. He is very famous for his exclusive operation and management theory in terms of spa scheme
design, return of investment, and customer relationship management.
As professor of the Wu Han Sports College and Nan jing hospitality management college, Mr. Chen is often invited by other universities such as the
Peking, Shang Hai Fu Dan, Zhong Shan Universities and academic institutes to make speech and attend high-end forums.
Dr. Li jian ning
Peking University Third Hospital Plastic Surgery Dept. Director
Dr Li has been working within plastic surgery industry more than 40 years, who have very outstanding reputation in china. Furthermore, as a famous
expert, he not only works with many medical and plastic surgery associations, but also publishes lots of academic essays around China and worldwide.
Simultaneous Mandarin/
English translation
Diamond
sponsor
Platinum
sponsor
*Please contact us for further information
Dear Neil,
Great thanks to your present to our aesthetic China. Your speaking makes our
conference quite professional in anti-aging industry in China. Without your
involvement our first conference cannot be so successful & prestigious. Please
accept Joy United and IIR China’s sincerely thanks and hoping you had a nice
time in China.
Thanks with best regards,
Anna Li
Managing Director
Aesthetic China
strategies.com
TE ST IMON IA LS
Hi Neil!
We just thought we’d drop you a line and say hi! Micki, Dave and I met last
night and we were reminiscing on the past several years and we can’t believe how
fast time has flown by since you became our coach! We wanted to give you a
little update to let you know how things are going.
You will be happy to know that we are still religiously holding huddles!
Additionally, our service provider payroll is running at right about 28%. We
have consistently had monthly pre-booking averages of 74%+ and quarterly
reviews continue to run smoothly! We are on pace to meet $3,000,000 in gross
revenue this year for the first time.
Thank you for all that you did to get us to this point! We think about you and
Strategies often! What we learned over that time period with you was invaluable
and we appreciate it more and more as we watch our numbers improve regularly.
Thank you, and you know we would love to see you if your travels ever bring
you back to the Hoosier state.
Christi Thompson
Salon 01
strategies.com
TE ST IMON IA LS
Dear Neil,
We’re in our new home, we’re moving into month 8 of team concept
and “hang time” is in full force! I am planning to make it back to CT in
November for the Being the Boss Beyond. Productivity is now in the high
70%’s, retail is steady at 15%, prebook hasn’t fallen below 60% in months,
and retention is excellent. Moral is the best it has been, we just completed
the first generation of skills certification graduates and are we are preparing
to hire 4 new stylists for generation two in our new culture. I have (already)
been approached with expansion/franchise interest and although it is an
exciting idea; there is SO much more work to be done here first. I look
forward to learning more about how to grow this company on all levels,
especially in the development of each employee’s fullest capacity utilizing a
combination of conscious business and the team culture. It’s all very exciting!
The real reason for my email is to invite you both to join us IN
CELEBRATING YOU & the new location.
On Sunday, October 23rd Aidan James Salon is celebrating the people
whose support made this grand opening possible. Join us at of our new
location with an evening of gratitude, hair, fashion, food and cocktails. Doors
open at 5pm with a special dedication to Neil and the whole Strategies family
beginning at 5:30pm. (Ending by 8pm) Although I intend on recognizing
several professionals whose support has been crucial, it is truly Strategies that
is the guest of honor. Without your dedication to evolving business structure,
communication and the development of the education you offer I am certain
I would not have a business today.
Warmly,
Rachel Aidan
Aidan James Salon - Nashua, NH 03063
VOTED BEST SALON IN NASHUA 2007, 2010, 201
strategies.com
TE ST IMON IA LS
“We are now HITTING our retail sales-to-revenue percentage goal every month!
Strategies’ encouragement to stay focused on the ‘No Compromise’ mantra
does rub off on teams that truly have a desire to grow!”
Roszetta Cotton
INFlight Hair Salon
Durham, North Carolina
“I came thinking we were doing everything right, but realized we still have a lot to
work on. I’m excited to go home and perfect our systems and customer service!”
Kristin King
Fritz’s Salon & Spa for Men
Louisville, Kentucky
“Real-world view of what we live every day – with solid, practical ‘makes-sense’
solutions. Awesome! There were so many areas I found helpful and practical.”
Vivian McIntosh-Gregory
Miss Vivian’s Salon & Spa
Madison, Indiana
“A great roadmap to business success! We were fed the elephant one bite at a time
and it was delicious. Great blend of instructors. Life changing.”
Jodie McNaughton
Hush Salon and Spa
Guelph, Ontario
strategies.com
TE ST IMON IA LS
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TE ST IMON IA LS
I’ve worked with and
recommended Neil and
the Strategies team for
15 years because of their
knowledge of the industry,
unique approach to creating
no-compromise leaders, and
proven methods to improve
cash flow and revenue.
John Harms
President & CEO
Harms Software
strategies.com
TE ST IMON IA LS
Attending the Incubator
was a pivotal moment
for Jackson Ruiz Salon Spa.
To this day, its teachings
remain at the core of
our daily systems and
team-based culture.
Allen Ruiz
”Hairstylist of the Year”
2007 North American
Hairstyling Awards (NAHA)
Jackson Ruiz Salon Spa
Austin, Texas
strategies.com
TE ST IMON IA LS
After 23 years in business,
the Incubator blew me away.
We immediately embarked
on a total reengineering
of our business that was
exhilarating and profitable.
I am thrilled to say we broke
$2 million is sales in our
25th year. More importantly,
profit is up 26%, and
growing much faster than
sales each year. Turnover
has been less than 5% per
year, payroll percentage is
down, cash is available and
predictable and running the
business is fun again. Thank
you Strategies for making
me look forward to another
25 years.
Mark Luikart
Mark’s Place
New Philadelphia, Ohio
strategies.com
Our
Expertise
strategies.com
Key Topics
Business Plan
Productivity
Marketing
Managing Time Broadbands
Workplace Safety
Sticking to a Budget
Staff Retention
Performance Evaluation
Open-Book Management
Team-Based Pay
Planning Your Exit Strategy
Cash Flow
Employee Motivation
Client Retention
Compensation
Skill Certification
Workflow
What’s Your Business Worth?
Vendor Partnerships
Pricing
Gift Certificates
Ethics
Health Insurance
Retirement Plans
Culture
Product Diversion
Booth Renting
Total Quality Management
Selling Systems
Scoreboards
Team Huddles
Building a Brand
Ad Campaigns
Crisis Management
Conquering Internal Resistance
Self-Sabotage
Effective Decision Making
Workplace Diversity
Communication
Tipping
Why Details Matter
Training New Employees
Business of Balance
Why Values Matter
Everyone is in Sales
Your Competitive Advantage
It’s HOT to be GREEN!
Ground Rules for Greatness
Technology
Who owns the Customer?
The Art of Negotiation
Take Control of Conflict
Non-Compete Agreements
How to Finance Growth
Paying Wages Under the Table
Maximizing PR
Is It Time for Expansion?
Networking for Success
Family-Owned Businesses
Success on the Internet
The Fuel That Sparks Success
Lifelong Learning
Why Bigger Isn’t Always Better
Put Customers First
Operation Teamwork
strategies.com
We
Rock
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WE RO C K !
the 2006 global salon business awards: a judge’s perspective
The 2006 GLobaL SaLon buSineSS awardS
A Judge’s
Perspective
By Neil Ducoff
W
Canadian winners, the fact that both of these owners won
hen the first Global Salon Business
Global Salon Business Awards told me something distinctively
Awards® took place in 2004, I followed the
important about the judging process. The Entrepreneur of
process with great interest for two reathe Year Award went to Eveline Charles, owner of the Evesons: First, it was founded by Paula Kent
line Charles Salons Spas based in Edmonton, Alberta. At the
Meehan, the founder of Redken, who I
time, Eveline had five locations generating about $0 million
greatly admire for her continued contributions to industry;
a year. In contrast, Michele Spooner, owner of Shear Heaven
and second, the judging and the award process is designed
Salon located in Cold Lake, Alberta, had sales
and administered by the UCLA Anderson
of approximately $300,000 at the time. That
School of Management. A number of Stratetwo businesses so dramatically different, yet
gies customers ask if I would nominate them
superbly systemized, profitable and well-led,
for the 2004 Global Salon Business Awards,
communicated to me that the Global Salon
which I did. When I started to receive requests
Business Award judging process was based on
for letters of reference for entry packages, I
outcomes rather than image and appearance.
began to take a closer look at exactly what a
In late 2004, I decided to contact Kristin
salon was required to submit. To my delight,
Firrell, executive director of the BEST Founit was quite extensive and far exceeded the redation, producers of the Global Salon Business
quirements of any “best salon” award program
Neil and Joanne Ducoff
Awards, to learn more about the program and
that I had previously seen.
the judging process. To make a long story short, I was invited
After 2004 Global Salon Business Award Ceremony that
to be a judge for the 2006 Global Salon Business Awards.
was held in London, England, I was thrilled to learn that two
of the U.S. winners were Strategies Incubator graduates and
The Live Judging
using our team-based pay system. I was even more thrilled to
Of the ,700 salons that were nominated for the 2006 Global
learn that two of the five Canadian winners were also StrateSalon Business Awards, 394 submitted entries, 347 were acgies Incubator graduates and practicing team-based pay
cepted and 247 qualified to move on to the live judging. To
— and one of those salons won the coveted Salon Entreprebe accepted, your entry must be complete. To qualify for the
neur of the Year® Award.
live judging, your business must meet the award criteria. For
Other than the fact that I personally coached both of our
www.strategies.com • 800.417.4848
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WE RO C K !
the 2006 global salon business awards: a judge’s perspective
We judged each entry in three specific areas:
. Internal management focusing on
leadership, team philosophy, compensation and benefits, education and
training, and rewards and recognition.
2. External management focusing client service initiatives, loyalty
programs, marketing, promotion of
salon services and community service
initiatives.
3. Business management focusing on
the original investment in the business,
improvements and expansion, level of
risks taken, future plans and financial
management.
Winners were to be selected in the
following categories per participating
country:
• Salon Entrepreneur of the Year™
Awards are presented, in both independent and chain salon categories
Neil presenting the Global Award for Client Philosophy/Marketing to Phillippa Middleton,
(including franchised businesses), to
owner of Is Bliss Salon & Spa located in New Zealand.
the entries with the highest scores in all
three areas of judging criteria. This coveted award recognizes the salon owners whom have achieved
example, your salon can look great and have very impresextraordinary success through their managerial innovation
sive sales, but if it’s barely profitable or losing money, it won’t
and entrepreneurship. These business owners have developed
qualify.
a unique and innovative culture, team, systems and strategies
The live judging phase took place on March 9 – 2,
that make them highly successful business leaders, which is
2006 at the Anderson School of Management at UCLA in
demonstrated through exceeding the performance standards
Westwood, Calif. Thirty judges from all over the world came
in all three areas of judging criteria: Salon Leadership, Client
together for a specific purpose; to find the best of the best. For
Philosophy/Marketing and General Management.
me, it was an amazing opportunity to meet and to work alongEntrepreneurial Excellence Awards are presented to those
side this international “Who’s Who” of the salon industry.
salons with the highest score in each of the three individual
Our orientation to the live judging process was conducted
areas of judging criteria as follows:
by Dr. Alfred E. Osborne,Jr., Senior Associate Dean of the
• Entrepreneurial Excellence Award for Salon Leadership:
Anderson School of Management. Dr. Osborne made it clear
This award recognizes the entrepreneurial leadership style of
that our mission was to score each entry against the judging
the business owner/s and the well-being and satisfaction of
criteria, not against other entries, reiterating that our task was
their employees. The key considerations include an assessto find the best of the best.
The judges were divided into nine teams of three. Each
ment of their internal systems, such as: employee attraction
and retention, innovative compensation and benefit programs,
judging team had approximately 30 entries to judge over two
days. All nine judging teams were separated and worked in
employee development, rewards and recognition.
• Entrepreneurial Excellence Award for Client Philosophy/
private offices or conference rooms. We only saw and worked
Marketing: This award recognizes the philosophy, mission
on the 30 entries we were assigned to judge.
and vision of the salon as it relates to the customer, includThe work that went into compiling and organizing each
ing an evaluation of the salons external management of the
judge’s massive six-inch binder visually exemplified the Global
business in regard to brand and image, marketing & promoSalon Business Awards commitment to thoroughness and
tional programs, innovative customer attraction and retention
excellence. In addition to procedures and other pertinent data,
programs, customer service policies, return visit initiatives,
the bulk of each binder was dedicated the written essays of the
loyalty programs and incentives, as well as the active role the
30 entries each judging team would be scoring. The bindsalon plays in community-based projects .
ers were even organized in the order each of the three judges
• Entrepreneurial Excellence Award for General Management:
on a team would present each entry’s overview. And at great
This award recognizes the entrepreneurial background and
expense, all foreign language essay entries were painstakingly
philosophy of the owner/s and the unique culture that they
translated. Translators were also made available to the nine
have created in the salon environment and in their commujudging teams to translate everything from brochure and
advertising text to financial statements and tax returns.
nity. Of particular focus is an evaluation of the owners overall
www.strategies.com • 800.417.4848
2
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WE RO C K !
the 2006 global salon business awards: a judge’s perspective
management skills including the financial management of the
business and the success and accomplishments achieved in
regards to sales, profitability, growth and sales productivity.
Scoring
To do the actual scoring, we used a Rubric Scoring method of
5, 4, 2, . Because there is no “3,” judges had to decide if the
salon was above the line with a #4 meaning “exceeds industry standards” or below the line with a #2 meaning “meets
industry standards.” A #5 identified “innovative and pioneering” strategies and results. A # simply means, “does not meet
industry standards.” It was a excellent scoring method as it
forced each judge to truly evaluate and score each category as
a 4 or better, or a 2 or lower.
As we completed our individual scorecards for each entry,
a UCLA Official Facilitator would enter our scores into the
proprietary judging database. No one, except a select few at
the UCLA Anderson School would know the results until they
were announced at the award ceremony in Barcelona.
barcelona
The Global Salon Business Forum and Award Ceremony took
place on June 3 - 6, 2006, in Barcelona, Spain. Nearly 80 of
the world’s leading salons, representing 2 countries were
honored with the coveted Salon Entrepreneur of the Year™
and Entrepreneurial Excellence awards at a ceremony that
followed three days of incredible seminars, panels, educational
forums, dinners and exclusive celebrations.
Everything about this event was first class. The opening
ceremonies were held in Barcelona’s Olympic Stadium, site of
the 992 Olympic Games. Just like opening ceremonies at the
Olympic Games, following their country’s flag the 80 winners
marched out of the tunnel and past the grandstand. The 30
judges followed. Never in my life would I have ever imagined
that I would march into an Olympic stadium! It was exhilarating not to mention loads of fun. After the opening speeches,
there was entertainment and of course, lots of food and wine.
Under brilliant stars on a perfect evening, the stadium lights
went dark the grand finale of fireworks worthy of this special
opening ceremony.
What many seem to overlook is that the actual award ceremony follows the Global Salon Business Forum that offers up
three days of business education, lectures and workshops from
industry and business leaders. For example; when would you
ever have a chance to attend an entrepreneurial business class
taught by Vidal Sassoon? Whether you’re a winner or not, this
is great education and a rare opportunity to meet and network
with the best salon owners from all over the world.
The award Ceremony
Think “Academy Awards.” Black ties and evening gowns gave
the award ceremony that extra special excitement. The banquet room was exquisitely decorated and the stage was truly
impressive. And there they were on right side of the stage
bathed in white and blue lights, 80 of the most impressive
award trophies one could imagine.
Finally, the lights went down and Leeza Gibbons, our host
www.strategies.com • 800.417.4848
for the evening, took the
stage. You could feel the energy in the filled-to-capacity
ballroom as Leeza introduced the Global Salon Business Award founder, Paula
Kent Meehan, and executive
director, Kristin Firrell.
It was a truly memorable
moment when Vidal Sassoon Neil Ducoff, Paula Kent Meehan
took the stage to receive the
and Vidal Sassoon
namesake, Vidal Sassoon
Lifetime Entrepreneurial Achievement Award. Sassoon most
humbly thanked the industry and hairdressers all over the
world for recognizing his work and contribution to elevating
the artistry and professionalism of cutting and styling hair.
Presenting Vidal with his special award was Paula Kent Meehan, Kristin Firrell, Michael Gordon, Vivienne Mackinder and
Lluis Llongueras.
Hairdressing pioneer and accomplished artist and sculptor,
Lluís Llongueras, was honored during a surprise presentation
for his artistic and business achievements over six decades.
Presenting Llongueras with this special award was Michael
Gordon, Carlos Colomer, Xavier Sala-i-Martin, and Paula
Kent Meehan.
And then the award presentations began. One by one,
three teams of judges took the stage to present the awards to
the three categories of Entrepreneurial Achievement Awards:
leadership, client philosophy/marketing and general management. It was non-stop cheering and applause as each winner
took the stage and was presented with their Global Salon
Business award. By mere chance, I had the honor to present
my long-time friend Adam Broderick, owner of the Adam
Broderick Salon in Ridgefield, Conn., with an award for client
philosophy and marketing.
When all of the Achievement Awards were presented, it
was finally time to present the 2006 Salon Entrepreneur of the
Year Awards. It was grand finale representing the culmination
of all the hard work and attention to detail of the BEST Foundation, UCLA and the thirty judges the best-of-the-best took
the stage to resounding cheers and applause.
why you should enter in 2008
From the three-day live judging session last March and the
pageantry of walking into the Barcelona Olympic Stadium
with my fellow distinguished judges, to the excitement and
elation of Global Salon Business Awards ceremony, the experience and memories will stay with me for years to come.
My message to all salon owners who read my personal account of 2006 Global Salon Business Awards is simple; if you
are not nominated for the 2008 awards, ask someone to nominate your business and put the time, energy and creativity
into assembling submitting your entry. If you are nominated,
please do the same as there are too many worthy salons that
simply did not take the time to submit an entry.
3
strategies.com
WE RO C K !
the 2006 global salon business awards: a judge’s perspective
Strategies Seminar and
Coaching Clients Win Big
Strategies received a special award that night too. It wasn’t
announced for all to hear or a shiny Global Salon Business
Award, but it was a most special nonetheless. Of the 0 U.S.
winners at the 2006 Global Salon Business Awards, five are
Strategies Incubator graduates (two are coaching clients, and
three are on our team-based pay system). Of the five Canadian
winners, three are Incubator graduates, two of which are on
team-based pay and received the “Salon Entrepreneur of the
Year” awards in single and chain salon categories. No other
industry business education company can make this claim.
Susan & Julie Santsche
The Spa at Personal Choice
Eureka, Calif.
Bonnie Waters
Changes Salon and Day Spa,
Center for Well Being
Walnut Creek, Calif.
Eric & MaryFisher
Eric Fisher Salon
Wichita, Kan.
Adam Broderick (with Neil)
Broderick Salon
Ridgefield, Conn.
Robert A. Zupko
Robert Andrew The Salon & Spa
Gambrills, Md.
Shinae Lee and Eliane Michel
Eliane’s Hair & Esthetics
Vancouver, British Columbia
Eveline Charles
EvelineCharles Salons-Spas
Edmonton, Alberta
Ray Civello & Raffaela Caruso
Civello Salon Spa
Toronto, Ontario
Entrepreneurial Excellence – Salon Leadership:
The Spa at Personal Choice, Eureka, Calif.
Owners: Susan & Julie Santsche
Incubator grads and practicing team-based pay.
Entrepreneurial Excellence – General Management:
Changes Salon and Day Spa, Center for Well Being,
Walnut Creek, Calif.
Owner: Bonnie Waters
Incubator grad practicing team-based pay.
Salon Entrepreneur of the Year – Single Unit:
Eric Fisher Salon, Wichita, Kan.
Owners: Eric and Mary Fisher
Attended Strategies business seminars.
Entrepreneurial Excellence – Client Philosophy/Marketing:
Adam Broderick Salon, Ridgefield, Conn.
Owner: Adam Broderick
1996 Strategies Incubator graduate.
Salon Entrepreneur of the Year – Single Unit:
Robert Andrew The Salon & Spa, Gambrills, Md.
Owner: Robert A. Zupko,
Attended Strategies business seminars.
Salon Entrepreneur of the Year – Single Unit:
Eliane’s Hair & Esthetics, Vancouver, British Columbia
Owners: Eliane Michel and Shinae Lee
Incubator grads and practicing team-based pay.
2004 & 2006 Salon Entrepreneur of the Year – Multiple Units:
EvelineCharles Salons-Spas, Edmonton, Alberta
Owner: Eveline Charles
Strategies consulting client and team-based pay.
Entrepreneurial Excellence – Client Philosophy/Marketing:
Civello Salon Spa, Toronto, Ontario
Owners: Ray Civello & Raffaela Caruso
Incubator grads.
www.strategies.com • 800.417.4848
4
strategies.com
Our
Superstars
strategies.com
OU R SU PE RSTA RS
Lunatic Fringe
‘We hold people accountable,
and we don’t hold people down’
I
f you’re looking for “a group of people who
share a set of radical principles and strive
to create a like-minded atmosphere,” then
you’ve arrived at Lunatic Fringe, the brainchild of
husband-and-wife entrepreneurs Shawn Trujillo
and Angie Katsanevas.
Shawn, with 16 years in the industry, and
Angie with 13, took similar career paths, working
their way up as assistants through master stylists
booked many weeks in advanced.
Ten years ago, Angie suggested opening their
own salon, and on July 1, 2000, the first Lunatic Fringe salon was opened in a 700-foot space
in downtown Salt Lake City. Six chairs quickly
expanded to 13, and in two years, the couple had
a second location.
“We did every position, 110 percent. We were
the cleaning people, we were doing hair, we were
doing the towels at 2 in the morning. I learned
along the way, until I met Neil [Ducoff]. As we
were growing, we realized that we needed more
education. We needed to expand our business
knowledge to grow,” explained Angie.
“In the blink of an eye, we were responsible for
35 staff members. That helped push us in the direction of industry-specific coaching to optimize
our business and add more security to the business,” added Shawn.
In their fifth year of business, the couple
opened a campus of Paul Mitchell the
School.
Today, they are also part owners of a second campus of the school, also in Utah, as
well as having six Lunatic Fringe locations.
By the end of the year, four franchise
locations of Lunatic Fringe should
be open, and there are talks to open
more.
It’s monumental growth in a
short period of time.
“What makes us happiest is
creating opportunities. It’s really
fun to take somebody right out of
school and take them through a
career path,” said Shawn. “This
is about creating opportunity for
people, helping them reach their
Husband-and-wife entrepreneurs Angie Katsanevas and Shawn Trujillo
continued next page
have grown Lunatic Fringe into a small chain.
OU R SU PE RSTA RS
Lunatic Fringe
continued from previous page
goals and dreams.”
They operate by a simple “Heart & Soul Statement”: We create growth and opportunity by providing artistic professionals with a viable career
within a team culture.
Additionally, there are five “Values and Beliefs”
that the staff lives by: team, opportunity, business,
passion and education.
“Here’s the cool thing. What Angie and I did
was we collaborated with the entire staff to see
what’s important to the entire organization, not
just to Angie and me. Over a two-week period, we
narrowed it down to five,” said Shawn.
to send the message that we’re willing to step
up to the plate. We’re willing to bring operating
capital to the table and pay the stylist for producing not just behind the chair. We believe in them
enough to invest in them and in their future. It’s
just a win-win situation,” said Shawn.
And it’s been a successful formula.
The Professional Beauty Association’s North
American Hairstyling Awards (NAHA) recognized the pair with their first Salon Masters of
Business Award (MBA), which was designed to
recognize salon owners who have cultivated a
cutting-edge salon and a highly profitable business.
For the second year, Lunatic Fringe has been
listed by Elle Magazine as one of the top 100
“The INCUBATOR helped us to create
the foundation and framework
to build our business.”
“We put this out there so that we could attract
like-minded people,” added Angie.
“We have a business where people believe in
our vision, who are passionate and believe in the
same things that we do.”
The Lunatic Fringe salons utilize the teambased pay system.
“It encourages teamwork, which leads to a
great guest experience,” said Angie.
This might be a staff member offering a guest
drinks or magazines, or double blow dries. In fact,
the atmosphere is so special that Adrian Gostick,
co-author of The Carrot Principle, blogged about
his experience at the salon. (See page 7.)
“We believe that compensation drives culture,
and we want a productive culture. We really want
salons in the country. They’ve been featured
in Modern Salon, American Salon, Cut and Dry, and
InStyle, magazines and countless national and
local publications. Lunatic Fringe stylists have
won competitions in NAHA (North American
Hairstyling Awards) and have received numerous
industry acknowledgements.
They contribute a lot of their success to looking at their company as a business.
“The salon business is like any other successful
business. You have to really think about and work
things, such as finance, leadership, strategy and innovation. All of these factors make a business run
soundly and smoothly. You need to inject traditional business practices with some of the nuances
continued next page
OU R SU PE RSTA RS
Lunatic Fringe
continued from previous page
of the salon industry and know how to balance the
two. Creative people get turned off by numbers
and business all the time,” said Shawn. “Everyone
knows when they get hired that they’ll have to
know the numbers and that they’re going to keep
score. We allow each person to process it in their
own way.”
Angie said that team education and business
coaching are vital to their success.
“We hold people accountable, and we don’t hold
people down. As a salon owner, you need to find
people who are better than you and be OK with
that. People want to change and grow. You need to
look to build leaders. Let people be part of running your company. One big thing I learned from
Neil was to have a no-compromise attitude. I think
that’s what keeps our culture strong.”
Another big part of the Lunatic Fringe life is
philanthropy.
During the last four years, the company has
donated $200,000.
Sean and Angie are actively involved with the
fund-raising. Many donations go to well-known
charities, such as the Larry King Cardiac Foundation, Children’s Miracle Network, Food for
Africa, Habitat for Humanity and Lisa Gibbons
Memory Foundation.
But they also help out on an individual basis.
For example, when a staff member’s mother
needed help with medical bills, they hosted a day
where for $5, team members could wear colored
clothing rather than the usual required black.
“We never say no. When it’s a guest or family or a friend, we find a way to help them, said
Angie. “We always find a way.”
Sean & Angie’s
Recommendations for 2011
Shawn:
“Really use the economy as a springboard to better
days. Right now, you have to put the microscope on
your business and you have to look for opportunities.
… Now is a time to innovate. It’s not like three years
ago when money was flying through the air and you
had to just reach up and catch it. Put your business
under the microscope and see what value your business can add for the guest. It’s all about value added,
not discounts, but what sets you apart from the
competition, why someone should come to you and
keep coming back to you.”
Angie:
“Create amazing guest experiences. Make
them feel good. Take care of people. Pay
attention to the detail. People will still
spend money if they feel they’re spending it in the right place. Treat people like
family. Get your team excited to network
and get new people in the door. It’s not
all about retaining the existing guest but
also how to get new people to try you.
Get your team excited about marketing.”
OU R SU PE RSTA RS
Rituals Salon-Spa
‘A no-compromise family’ that knows
how to find the extra 20%
A
ccording to Pete Polignone, it was an
$2.3 million with 30 employees in a 2,500-square
“eight-year process” to open Rituals
foot facility, a 20% increase from last year.
Salon-Spa with his wife, Sheri.
Because of the tight quarters and having to
“We were looking for a culture different than
split shifts to “alleviate congestion,” Rituals Sawhat I personally saw. My background is in
lon-Spa will be moving into a new 5,500-square
management, putting companies together and
foot space, just a few doors away, later this sumallowing them to grow.
mer. There will be 25
My wife, who has 35
“Different is good. Different exudes chairs, instead of 10;
years as a stylist, was
and the business plans
strength.
You
start
to
work
harder
frustrated with the way
to hire 20 or more new
when things are different.”
she saw things working
staff members.
and got tired of not
Polignone was in~ Pete Polignone, Owner ~
being appreciated,” he
troduced to Strategies
said of what spurred
after meeting Certified
the couple to open their
Strategies Coach Daryl
Midlothian, Va., busiJenkins. In addition
ness.
to numerous classes,
They turned to StratPolignone continues to
egies to help get them
be coached by Stratestarted.
gies Founder and CEO
“We based our
Neil Ducoff.
company on Strate“It’s been a lifesaver.
gies’ lessons, and it’s
It was something we
probably been the best
knew we had to invest
thing we’re ever done.
in because it was someThe key was teamwork.
thing different — and
I’d never seen anything
different is good. DifRituals Salon-Spa owners Pete and Sheri Polignone
like it in the industry.
ferent exudes strength.
It’s truly teamwork,” said Polignone. “Our team You start to work harder when things are differhas a very good heart. That’s one reason we’re
ent,” noted Polignone.
so successful. We all work together; it’s not a
That approach has been working, and finding
smokescreen.”
the extra 20% is something that the team focuses
The business started with 10 employees six
on continually.
years ago with sales of $300 thousand. Today,
“We’re at 80% productivity. When you find
continued next page
Polignone said that they would most likely exceed
OU R SU PE RSTA RS
Rituals Salon-Spa
continued from previous page
that in a place that’s already maxed out, that
means digging deeper. What else can you offer
somebody? How can you make life a little easier
or what can you present to them [clients]? That’s
the only way to grow. That’s how you have 20%
growth with a maxed-out facility,” Polignone
explained.
“With retail, we’ve had a 20-odd percent
growth. We keep digging and digging. You dig
deeper inside yourself to come up with a better
mousetrap. You don’t settle for mediocrity, you
go for a higher level. There’s a lot of excitement.
You see people happier, everybody’s winning,”
he continued. “It does take work. With creativity comes change. Change is good as long as it
works within our policies and procedures and
systems. That’s our biggest challenge: sticking to
our guns.”
Group approach to problem solving
Rituals Salon-Spa, for example, has procedures
for evaluating and introducing new products.
“The process is very detailed and intense,” explained Polignone. “Something showed up on the
shelves. I’m not there all the time, so my familiarity with the products is not as keen as most of the
others that work there. I’ve never seen this product before. Come to find out, someone bypassed
that process. Well, the fish stinks from the head
down. It started with me and my wife, not knowing what was on the shelf, and went back to the
procurement that allowed it to be on the shelf. …
The scenario was totally against our process. We
had a meeting to discuss the process. We have to
go back to the process.
“A lot of people would say, ‘Hey, the client
might like the product,” he continued. “We had
to deal with a tough situation, when everyone in
management screwed up, and everyone had to
take a whacking for the mess up. We’re back on
track again, and with our open communication,
hopefully we’re going in the right direction.”
Staying the course can sometimes be difficult.
“Our biggest challenge is we have very soft
hearts. Sometimes we run into individuals who
tend to really twist it. We have an apprentice right
now who we’ve worked very hard with for the last
two years. … We were hoping it would work out,
and we probably held on too long,” he admitted. “Our biggest challenge is we sometimes give
too much, and sometimes, we hold on too long.
It hurt us in the long run. Our staff sees what
should have been done. Our heart gets in the way
so many times. We’re so willing to turn the other
cheek that the skin starts falling off. The challenge
is to know when to let it go.”
Operations manager Jessica Earhart said the
culture is very “family-oriented.”
“Sheri & Pete are 100% fair and just very
honest people. There’s always opportunity for
growth, and you know how to get to the next
step. They really help staff get to where they
want to go. Everyone loves coming to work. It’s
not so much work sometimes; we’re all friends.
… Everyone has a voice. We make decisions as
a group; we all talk about it. We say, ‘This is our
challenge. Does anyone have any ideas?’ We
work on it until everyone is happy with it and it
works for everyone.”
Working to be memorable
Another “Business Outcome” that Rituals looks
to increase is client retention.
“We’re trying to improve our pre-booking
methods and making sure the customers are
coming back. Pre-booking starts from the mocontinued next page
OU R SU PE RSTA RS
Rituals Salon-Spa
continued from previous page
ment the client sits in the chair. … We want to
make sure that clients are educated on all the
things we have to offer,” said Earhart. “We want
to be sure that coming here feels like a vacation,
like a break from reality, so we concentrate on
how the service plays out. We’re working on how
we can make ourselves memorable, each and
every time.”
They’ve also been tweaking their popular
points program. Customers can earn points for
pre-booking, retail sales, service amounts and
referrals.
Earhart believes that setting concrete goals is
one of the keys to consistently achieving more.
“It’s about setting higher goals, looking even
further. It’s not just about monthly goals, but
goals for the year, and being able to track that.
We have a great chart that shows where we need
to focus. It’s very detailed,” said Earhart, who’s
been with Rituals for six years.
“It’s about never quite being satisfied. We’re
always trying to be innovative,” she continued.
“We’re always rearranging things, keeping things
different, to keep people interested. We do a lot
of education. … We’re always looking for the
next best thing. We need to be able to communicate with staff about our numbers, and we have
to make sure everybody stays on the same page.”
Those efforts have been paying off, and Polignone couldn’t be more pleased.
“Sheri and I pinch ourselves as to how well
things are going,” he said. “ We know our goals;
we know our family. … We’re a no-compromise
family. We do things for a reason; we learn from
our challenges. … The thing I love best in the
business is to give the young ones a chance and
to allow them to shine.”
“It’s about never quite being satisfied. We’re always trying to be innovative.”
~ Jessica Earhart, Operations Manager ~
OU R SU PE RSTA RS
Mango Salon
‘A culture that truly focuses
on teamwork
After Bobbi and Pat Heaney attended the Strategies Incubator,
they almost decided not to open
Bobbi & Pat
Heaney
Mango Salon, their Richmond,
Va., business.
“Bobbi went to Incubator and
Neil Ducoff scared the hell out
of her,” said Pat with a laugh.
“She came back and said, ‘We’re
not going to do it,’ but then reality set in a year after that. We
went through several training
programs before we opened the
salon. We did a lot of homework for several years before we
opened Mango.”
The couple had a unique combination of experience. Bobbi was a long-time member of the
beauty profession, with well more than three
decades of experience. Pat had spent almost
25 years in the grocery industry in a variety of
managerial roles, and also had six years of retail
strategy and consulting work.
While Pat worked in the grocery business, the
couple moved around the country. When he
found himself unemployed with limited consulting opportunities after the dot-com crash, the
pair decided on a change.
“We wanted to stay in Richmond; we love
Richmond,” said Pat. “We wanted to leverage
both of our experience and knowledge to start
and own a business. We looked at a couple of
industries. Bobbi has lots of experience in the
salon industry. I did an industry analysis. There
were improving management practices, improv-
ing processes, and it’s a
fun industry. Some of the
industries I’ve worked in are
boring. This is an exciting
industry.”
Once they decided that
opening a salon in Richmond was right for them
and doing the background
work, it was time to choose
a name.
“The name ‘Mango’
sounded fresh. It sounded
like a new beginning. It
wasn’t the same old, same
old. We were in our early 50s when we started. It
was not about me and my name. We decided it
was fun and offbeat and fresh,” Bobbi said. “After
being a corporate wife and moving all over the
United States with my husband when he transferred and changed jobs, I would start over again,
working for a bunch of different hair salons.
We wanted to create something really different,
where people would stay for a long time, where
we wouldn’t have turnover, where the culture was
different, a place that says, ‘We have a great team
here.’ We wanted to create a culture that truly
focuses on teamwork.”
“We wanted to create an organization that was
something greater than both Bobbi and I,” agreed
Pat. “Most salons are named after the owner or
they have a French name. What we wanted was
not just a name but a culture greater than us, a
culture where the sum of all of the components
continued next page
OU R SU PE RSTA RS
Mango Salon
continued from previous page
would be greater than the individual parts.”
Pat and Bobbi split responsibilities. Pat explained that Bobbi’s role is inside the salon, while
he handles a lot of outside the salon issues, and
they partner on people management concerns.
As owner/chief support officer, he said his role
is “to serve the team and serve Bobbi.” Responsibilities include finance, accounting, technology,
IT and inventory control. Bobbi serves as owner/
chief service officer, although she is no longer
behind-the-chair, as of just over a year ago.
‘Like swallowing a small apple without
chewing it’
While the grand opening of any business is stressful, Mango’s opening on September 18, 2003,
was one for the record books.
“On the day we opened, Hurricane Isabel
ripped through Richmond and the surrounding area. We opened at 9 o’clock and promptly
closed at 3. There were power lines and a tree
coming down. There we were, a brand-new business, with employees paid a different way – there
were 10 of us then – they were really nervous.
We had to close, we had no power. We decided to
make our parking lot available for a fund raiser
for the Red Cross. Our people did haircuts in
the parking lot with no power for the Red Cross
Hurricane Relief Fund,” remembered Bobbi.
“It was like swallowing a small apple without
chewing it,” said Pat. “We had a comprehensive
business plan, over 100 pages. We forgot one
thing: What do we do when a hurricane runs
through town? People lose business within a few
days. Not every place in Richmond shut down.
We had a new way of paying our employees.
They had families. They had to make car payments, house payments. We took money from
personal accounts. We made almost no revenue.
It was important to us to keep people together.”
Mango was closed for seven business days. In
addition to the free haircuts, they used the time
for training.
“We kept them going and kept them working
as much as we could, given the circumstances we
had,” said Pat.
Clearly, the concept of team-based pay has
worked. The salon has grown from the original
10 people to 60 people, with sales of $3.5 million.
This September, Mango will open its second
location, about eight miles west, which will bring
an additional 25-30 people to the company. The
current space is 4,000 square feet; the new salon
will be about half that.
Bobbi believes that Mango’s culture and training are the keys to their success.
“Two words: high expectations,” said Pat, who
said they discovered Strategies after coming
across Neil Ducoff ’s Fast Forward book.
“When you expect a lot out of yourself and the
people in the organization, and everyone believes
those high expectations, that creates opportunity,”
he said.
For technical training they turn to Aveda. And
while they have tried other programs, such as the
UCLA Salon Management Program, Pat said
that “we keep coming back to Neil … [Neil] has
a lot of vision. When you take Bobbi’s beliefs and
experience, my beliefs and experience, the frosting
on the cake is taking Neil’s ideas and wrapping it
around what we believe in and making it work.”
Pat, Bobbi or members of their staff have
attended a wide variety of Strategies’ classes, including Incubator, Salon Manager Success (now
Managing for Results), High-Performance FrontDesk Training, SBS 4.0 and Mastery, as well as
having Strategies come in to do onsite training.
The salon has been in the “Salon Today Top
200,” since they were first eligible.
“We are a group of professionals coming
continued next page
OU R SU PE RSTA RS
Mango Salon
continued from previous page
together to offer a really good guest experience.
We’re working at a great level, and we have to
work that model every day,” said Pat.
“We are striving to be the Ritz-Carlton in the
hair industry. We are always trying to do the
right thing by the client. We want to make them
feel very special when they walk through the
door. That’s our expectation of our whole team,”
agreed Bobbi.
She said that their biggest challenge was
“people management. They all have lives outside
work, and sometimes that interferes with work.”
Additionally, with the new salon, they are
building up their management team.
Bobbi and Pat exude energy when they
talk about Mango.
“I am most proud of the fact that we’ve been
able to build a successful business that has been
profitable, that we’ve been able to develop our
people and our culture,” said Bobbi. “If you
really want to do something, no matter what age
you are, if you have a deep desire to be in business for yourself, you can do it. … This is tougher
than I ever thought it could be, but it’s also more
rewarding than I thought it could be.”
Even though Pat has never served in the military, he turns to a military analogy to sum up his
experience with Mango.
“If you’re a lieutenant in a Marine platoon and
your captain says you have to take a hill under
fire, you can’t just stop halfway up the hill – you
better make it up the hill. When you promise
people you’re going to give them a paycheck,
you’d better give them a paycheck. It’s the greatest feeling in the world to be able to do that and
take the hill,” he said. “It’s rewarding to see
people do great things. We had a salon domestic
[Amanda Keravich], someone who does laundry
and picks up trash. We hired her when she was
19 years old. She’s been with us for five years.
Three years ago she started the apprenticeship
program. To see her complete the program and
now be a successful hair designer, to be able buy
her first house, you can’t describe Mango better
than that. … We have 59 other Amandas. I feel
the same way about all of our 60 people.”
Bobbi & Pat Heaney’s
Tips for Success
• G o see Strategies first before you even open a salon!
• D evelop your systems. Once you develop them,
work them.
• Watch your cash flow.
• Trust your people, trust yourself.
• C orrect your mistakes, and move on.
• G et over wanting everyone to like you.
• H ave a deep commitment to taking care of your
team.
• L earn to be comfortable in the role of
leader/manager.
strategies.com