What to charge.
WHAT TO BASE IT ON
Cost: product plus chair time
What the market pays What your position supports
WHAT TO CALCULATE PER SERVICE
Product cost Time required Therefore, revenue per hour
WHY REVENUE PER HOUR
It is the measure that matters when chairs are the constraint.
WHAT TO DO ABOUT SERVICES THAT EARN POORLY PER HOUR
Reprice, shorten, or stop offering them.
WHAT TO ESTABLISH
Whether long services are priced for the time they consume.
WHY
Long services are routinely underpriced relative to the chair time.
WHAT TO CONSIDER
Pricing by stylist experience.
WHY
It rewards development and it lets clients choose.
WHAT TO DISPLAY
Prices, clearly.
WHY
Uncertainty about cost deters clients, particularly new ones.
WHAT TO STATE
What is included, and what is additional.
WHY
Additional charges revealed at payment cause disputes.
WHAT TO BE CLEAR ABOUT
Services where the price depends on hair length or condition.
WHAT TO DO
State the range, and confirm before starting.
WHAT TO AVOID
Competing on price with operators who do not carry your costs.
WHAT TO COMPETE ON
Result, consistency, hygiene and experience.
WHAT TO REVIEW
Prices annually, and when product costs move.
WHAT TO DO ABOUT INCREASES
Tell regular clients in advance.
WHY
It is received far better than a surprise at payment.
