How the numbers work.
WHAT REVENUE COMES FROM
Services Retail product sales Packages and memberships, where offered
WHY RETAIL MATTERS
It carries margin without consuming chair time.
WHAT COSTS DOMINATE
Staff Rent Products consumed Power and water
WHAT TO CALCULATE PER SERVICE
Product consumed Stylist time Revenue
WHY PER SERVICE
Some services are far more profitable than others and operators rarely know which.
WHAT LONG SERVICES COST
Chair time, which is the scarce resource.
WHAT TO COMPARE
Revenue per hour of chair time, by service.
WHY THAT MEASURE
A cheaper quick service can out-earn an expensive slow one.
WHAT TO ESTABLISH
Which services earn most per hour.
WHAT TO DO WITH THAT
Promote them, and reconsider the rest.
WHAT UTILISATION MEANS
The proportion of available chair hours actually booked.
WHY IT DETERMINES VIABILITY
Costs continue whether chairs are occupied or not.
WHAT TO MEASURE
Bookings against capacity, by day and hour.
WHAT THAT REVEALS
When you are empty, and when you turn people away.
WHAT TO DO ABOUT QUIET PERIODS
Fill them deliberately: appointments, offers, different services.
WHAT TO CALCULATE
Break-even clients per day.
WHAT TO TRACK
Clients served, average spend, return rate, product cost.
