OPERATIONS MANUAL BOOK THREE - SmartStyle...2017/10/31 · BOOK THREE - MANAGING YOUR SALON 9 2016 2017 HISTORY OF SMARTSTYLE In 1922, Paul and Florence Kunin opened Kunin Beauty

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OPERATIONS MANUAL BOOK THREE

MANAGING YOUR SALON

Copyright 2017, Regis Corporation. All rights reserved. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Regis Corporation, 7201 Metro Boulevard, Minneapolis, Minnesota 55439.

2 BOOK THREE - MANAGING YOUR SALON

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BOOK THREE - MANAGING YOUR SALON 3

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CONTENTS

HISTORY OF SMARTSTYLE ..................................................................................................... 9

OVERVIEW OF BOOK THREE ................................................................................................. 11

SECTION A: SMARTSTYLE GUEST SERVICE .................................................. 13

SMARTSTYLE BRAND PROMISE .......................................................................................... 15

MOMENTS OF TRUTH ........................................................................................................... 17

MOMENTS OF TRUTH OBSERVATION CHECKLIST .................................................... 20

SECTION B: DAILY OPERATIONS ................................................................... 21

CREATING YOUR ENVIRONMENT ....................................................................................... 23

MAKING THE MOMENTS OF TRUTH HAPPEN ............................................................ 23

GUEST EXPERIENCE ....................................................................................................... 24

STAFF APPEARANCE AND DRESS CODE ...................................................................... 24

EMPLOYEE MORALE ....................................................................................................... 25

THE MANAGEMENT TEAM ............................................................................................ 26

SALON ATMOSPHERE ..................................................................................................... 26

SALON ENVIRONMENT .................................................................................................. 27

SALON ENVIRONMENT CHECKLIST ............................................................................ 27

DELEGATING EFFECTIVELY ................................................................................................ 29

SALON MEETINGS ................................................................................................................. 31

SALON MEETING WORKSHEET ........................................................................................... 33

PRE-SHIFT MEETINGS .......................................................................................................... 35

GOAL SHEET PRE-SHIFT MEETING PLANNER ........................................................... 37

RECORD KEEPING AND REPORT REVIEW ......................................................................... 38

SALON OPENING PROCEDURES .......................................................................................... 40

SALON CLOSING PROCEDURES ........................................................................................... 42

PREPARING A BANK DEPOSIT.............................................................................................. 44

CALL AHEAD ........................................................................................................................... 45

TELEPHONE CUE CARD ........................................................................................................ 46

GUARANTEE POLICY ............................................................................................................. 48

HANDLING GUEST COMPLAINTS ........................................................................................ 49

TECHNICAL ADJUSTMENTS FORM EXAMPLE ........................................................... 51

SALON FOCUS CALENDAR .................................................................................................... 52


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DOWNTIME ............................................................................................................................. 54

BACKROOM ............................................................................................................................. 55

SALON SAFETY ....................................................................................................................... 56

HEALTH RULES AND REGULATIONS ........................................................................... 56

EMERGENCIES ................................................................................................................ 56

WHEN TO CLOSE THE SALON IN AN EMERGENCY ..................................................... 56

PERSONAL SAFETY ......................................................................................................... 57

SECTION C: ASSET PROTECTION .................................................................. 59

ASSET PROTECTION OVERVIEW ......................................................................................... 61

HANDLING MONEY ............................................................................................................... 62

EXAMPLE FOR MAKING CHANGE ................................................................................. 63

MONEY MANIPULATION ................................................................................................ 63

CREDIT CARDS ....................................................................................................................... 64

HOW TO PREVENT THEFT .................................................................................................... 65

HOW TO HANDLE A THEFT OR ROBBERY .......................................................................... 66

HOW TO HANDLE SHOPLIFTING ......................................................................................... 67

VOID TRANSACTIONS ...........................................................................................................68

EMPLOYEE PURCHASE PROCEDURES ............................................................................... 69

PROMOTIONS & DISCOUNTS ............................................................................................... 70

UNAUTHORIZED DISCOUNTING/UNDER-RINGING ........................................................ 71

TECHNICAL ADJUSTMENTS ................................................................................................. 72

RETURNS, EXCHANGES, & REFUNDS ................................................................................. 73

REFUND REPORT ................................................................................................................... 74

BACKROOM SECURITY GUIDELINES .................................................................................. 75

SALON AUDIT ......................................................................................................................... 79

ASSET PROTECTION GLOSSARY .......................................................................................... 81

SECTION D: SANITATION .............................................................................. 83

CLEANING DUTIES ................................................................................................................ 85

DAILY CLEANING DUTIES .............................................................................................. 85

WEEKLY CLEANING DUTIES ......................................................................................... 87

MAINTENANCE SERVICES ................................................................................................... 88

SANITATION POLICY .............................................................................................................89

HEAD LICE .............................................................................................................................. 91


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SECTION E: SCHEDULING ............................................................................ 93

SCHEDULING OVERVIEW .................................................................................................... 95

SCHEDULING RECOMMENDATIONS .................................................................................. 96

RED ZONE ......................................................................................................................... 96

VACATION/TIME OFF ..................................................................................................... 98

SPECIAL REQUESTS ........................................................................................................ 98

EDUCATION ..................................................................................................................... 98

UTILIZING PART TIME STYLISTS .................................................................................. 99

OPENING/START OF SHIFT ........................................................................................... 99

BREAKS & LUNCHES ....................................................................................................... 99

CLOSING/END OF SHIFT .............................................................................................. 100

POSTING SCHEDULES .................................................................................................. 100

ESTABLISHING SHIFTS ....................................................................................................... 101

SHIFT TIPS ...................................................................................................................... 101

SPLIT SHIFTS ................................................................................................................. 101

CREATING A SCHEDULE ..................................................................................................... 102

EXAMPLE: CREATING A SCHEDULE .......................................................................... 104

ESTABLISHING SHIFTS ................................................................................................ 105

SCHEDULING ANALYSIS ..................................................................................................... 106

EFFECTIVE SCHEDULING TIPS .......................................................................................... 108

MAINTAINING THE PAYROLL ............................................................................................. 111

SCHEDULING SCENARIOS ................................................................................................... 112

SCHEDULING GLOSSARY .................................................................................................... 116

SECTION F: SERVICE MENU & DEFINITIONS .............................................. 117

SMARTSTYLE SERVICES OVERVIEW ................................................................................. 119

SERVICE DEFINITIONS ....................................................................................................... 120

SERVICE: HAIRCUT ....................................................................................................... 120

SERVICE: ADULT CUT & EXPRESS DRY ...................................................................... 120

SERVICE: KIDS CUT ....................................................................................................... 120

SERVICE: KIDS CUT & EXPRESS DRY .......................................................................... 120

SERVICE: COLOR ........................................................................................................... 122

SERVICE: DIMENSIONAL COLOR ................................................................................ 122

SERVICE: PERM ............................................................................................................. 122


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SERVICE: RELAXER ...................................................................................................... 123

SERVICE: BASIC STYLE ................................................................................................. 123

SERVICE: SPECIALTY STYLE ........................................................................................ 123

SERVICE: CONDITIONING TREATMENTS ................................................................. 123

SERVICE: WAXING ........................................................................................................ 123

ADVANCED SERVICE MENU EXAMPLE ............................................................................ 124

HAIR LENGTH CHART ........................................................................................................... 125

DISCOUNTS AVAILABLE EVERY DAY ................................................................................ 126

SMARTSTYLE SERVICES GLOSSARY ................................................................................. 127

SECTION G: INVENTORY .............................................................................. 129

ORDERING FROM FRANCHISE PRODUCT SALES ............................................................. 131

WEB ORDERING ............................................................................................................. 131

EMAIL ORDERING .......................................................................................................... 131

TOLL FREE PRODUCT ORDER LINE ............................................................................. 131

PREPAID FREIGHT ......................................................................................................... 131

PAYMENT TERMS ........................................................................................................... 131

RECEIVING ORDERS ............................................................................................................ 132

PRICING & STOCKING INVENTORY ................................................................................... 134

PLANOGRAMS ...................................................................................................................... 135

RETURNED MERCHANDISE POLICY & PROCEDURES .................................................... 137

MANAGING YOUR INVENTORY ......................................................................................... 138

INVENTORY ERRORS .......................................................................................................... 139

INVENTORY GLOSSARY ...................................................................................................... 140

SECTION H: FRANCHISE PRODUCT SALES PROGRAMS ............................. 141

FRANCHISE PRODUCT SALES PROGRAMS ....................................................................... 143

WATCH & WIN ................................................................................................................ 143

HOW IT WORKS ............................................................................................................. 143

HOW TO SIGN UP ........................................................................................................... 143

IN-SALON VENDOR EDUCATION CLASSES................................................................ 144

CONTEST BOOK ............................................................................................................. 144

CONTESTS ...................................................................................................................... 144

THE DISTRIBUTOR ........................................................................................................ 144

AMERICAN CREW LOYALTY PROGRAM ..................................................................... 145


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PAUL MITCHELL PERKS PROGRAM ........................................................................... 145

TOOLS FOR THE PRO .................................................................................................... 145

LOGOWEAR / ACCESSORIES / SMARTSTYLE PROMOTIONAL ITEMS ................... 146

FAQS....................................................................................................................................... 147

SECTION I: GOAL SETTING .......................................................................... 149

SALON GOAL SETTING ......................................................................................................... 151

SMART GOALS ...................................................................................................................... 152

PERSONAL & PROFESSIONAL GOALS ............................................................................... 153

HOW TO SET YOUR SALON GOALS .................................................................................... 154

GUEST SERVICE FOLLOW-UP NOTEBOOK ....................................................................... 155

BREAKING DOWN THE GUEST SERVICE FOLLOW-UP NOTEBOOK ....................... 156

SAMPLE: GUEST SERVICE FOLLOW-UP NOTEBOOK ................................................157

GOAL SETTING ..................................................................................................................... 158

GOAL SETTING TIPS ............................................................................................................ 159

FAQS....................................................................................................................................... 160


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HISTORY OF SMARTSTYLE

In 1922, Paul and Florence Kunin opened Kunin Beauty Salon, which quickly expanded into

a chain of value-priced salons located in department stores. Their son Myron bought the

chain in 1958 and changed the company name to Regis. Myron saw the retail trend move

toward the convenience of mall shopping and began to move the salons out of department

stores to freestanding operations in enclosed shopping malls.

In May 1996, Regis created a fifth area of operation with the purchase of 154 National Hair

Care Centers LLC salons operating in Walmart Supercenters.

In 1998 Regis rebranded National Hair Care to SmartStyle.

By 2003 there were over 1000 SmartStyle locations and today there are over 2600 locations

within Walmart Supercenters.

Today, Regis Corporation is a leader in beauty salons and cosmetology education. The

company owns, franchises, or holds ownership interests in nearly 9,000 worldwide locations.


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OVERVIEW OF THE OPERATIONS SYSTEM

Following is a brief description of the purpose and content of each book.

BOOK ONE - OPENING YOUR SALON

The purpose of Book One is to provide franchisees with recommendations for selecting, constructing and preparing the salon for opening day. The book contains information on Real Estate, Construction, Pre-Opening Operations, Franchise Product Sales, Marketing, and Grand Opening.

BOOK TWO - MANAGING YOUR FINANCES

The purpose of Book Two is to provide franchisees with a recommended system of monitoring and controlling the financial flow of their salon. The book contains information on Accounting, Accounts Receivable, and Compensation & Benefits.

BOOK THREE - MANAGING YOUR SALON

The purpose of Book Three is to provide franchisees with recommendations on how to manage the salon on a daily basis. The book contains information on Guest Experience, Daily Operations, Asset Protection, Sanitation, Scheduling, Service Menu, Inventory, Franchise Product Sales Programs, and Goal Setting.

BOOK FOUR – LEADING YOUR TEAM

The purpose of Book Four is to provide franchisees with recommendations for leading and developing a successful team. The book contains information on Recruiting, Interviewing and Hiring, Onboarding, Education, Employee Development, Retention, and Coaching Non-Performance and Performance Reviews.


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OVERVIEW OF BOOK THREE

PURPOSE

Book Three is designed to provide franchisees and managers with the resources needed to manage the salon on a daily basis. These resources can be used as a reference and recommendation for understanding and creating salon policies and procedures. The information can be customized for individual needs in the salon.

OBJECTIVES

After reading this manual, franchisees and managers will:

• Have an understanding of the SmartStyle guest service program.

• Utilize asset protection in the salon.

• Understand scheduling fundamentals.

• Be familiar with services offered at SmartStyle.

• Recognize proper sanitation procedures in the salon.

• Identify inventory basics.

• Know the Franchise Product Sales programs.

• Be able to develop goal setting strategies for the salon.


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised store in compliance with the system, brand, and your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your store. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION A: SMARTSTYLE GUEST SERVICE


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SMARTSTYLE BRAND PROMISE

Our Brand Promise is “Guilt-Free Relaxation”. Our Brand Promise represents an oasis for women and men who shop at Walmart because they are busy, smart shoppers who appreciate the convenience of carving out some much needed time for themselves at an affordable price while not falling behind on their “to-do” lists.

We spoke to our guests and they told us what they want. Our guests want to feel like they have had a little indulgence while feeling like they have made a smart decision.

Guilt-Free Relaxation is the promise we make to our guests. We will create a culture in our salon where we live and breathe this promise every day. Guilt-Free Relaxation is delivered through the Moments of Truth, encompassing five areas.

FOCUS ON GUEST

• Consultation

• No stylist distractions

• Technology to track past preferences

RELAXING & PROFESSIONAL ENVIRONMENT

• Professional, quality stylists with a friendly demeanor

• Wear dark aprons

• Guests are greeted with a “Hello”

EASY TO FIT INTO MY DAY

• Walk in

• Get in and out quickly, without feeling rushed

GET LITTLE “EXTRAS”

• Head massage

• Shampoo and conditioner

• Magazines in the waiting area

• Full service salon

• Can get a “great deal”


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Executing on the Brand Promise, Guilt-Free Relaxation, will ensure an excellent service, leaving the guest feeling valued and wanting to come back to us next time for their hair care needs.


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MOMENTS OF TRUTH

Outstanding guest service is the key to the health of your business. At SmartStyle, the guest service program is called “Moments of Truth”. Moments of Truth gives your stylists the knowledge and tools needed to deliver an exceptional guest experience to every guest who walks through the door.

Below are the five steps to the Moments of Truth, along with specific actions for each step.

1. WELCOME YOUR GUEST

The first step of the Moments of truth is split into two parts, the salon welcome and the stylist welcome.

SALON WELCOME

The first part of welcoming your guest, the salon welcome, encompasses how your salon is

viewed as a whole by the guest and how the guest feels when they walk into the salon. It is

important for stylists to welcome every guest in a friendly and welcoming manner. Each

stylist should:

• Smile and provide a friendly welcome as guests enter the salon.

• Check in guest.

• Communicate number of guests ahead of them and wait time, if applicable.

• Give the guest direction on where to wait.

STYLIST WELCOME

The second part of welcoming your guest, the stylist welcome, is for the stylist who will be servicing the guest to provide the guest with their own personal welcome and guide them to their station. SmartStyle guests told us that that professional looking stylists influence their likeliness to return to the salon. We recommend that stylists dress in all black and wear the dark gray SmartStyle apron that can be ordered from Franchise Product Sales. Each stylist should:

• Look stylish, confident, and professional.

• Smile, introduce yourself with a warm, friendly greeting.

• Lead your guest to your station.

• Turn chair towards guest and invite them to have a seat.


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2. LISTEN TO YOUR GUEST

The second step in the Moments of truth, listen to your guest, encompasses how stylists can

understand the guest’s needs by listening. Finding out what your guest wants out of their

service is a key step in understanding how to accurately service each guest to ensure repeat

visits. Here’s how your stylists can get the most out of listening to your guest:

• Consult with your guest face to face.

• Ask open ended questions and repeat back what you heard.

• Recommend services that meet the guest’s needs.

• If additional services are agreed upon, quote the price clearly.

3. PROVIDE THE BEST SHAMPOO EXPERIENCE

The third step in the Moments of truth, provide the best shampoo experience, encompasses how stylists can provide “little extras” for each guest and sets Smartstyle apart from the competition. Here’s how each stylist can create the best shampoo experience:

• Drape your guest appropriately.

• Make sure your guest is comfortable.

• Tell your guest which products you are using and why.

• Provide relaxing silence during head massage.

4. DELIVER AN EXCEPTIONAL SERVICE

The fourth step in the Moments of truth, deliver an exceptional service, is to ensure each guest feels important and is satisfied with their service. Here’s how your stylists can make sure each guest leaves with the desire to come back:

• Keep your guest informed throughout the service and tie back to what they requested.

• Check in with guest to ensure satisfaction.

• Educate guest on products used to recreate their style at home.

• Compliment your guest on their hair style.


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5. THANK YOUR GUEST

The fifth and final step in the Moments of truth, thank your guest, shows your appreciation to your guest and invites them to return. Here’s how your stylists can properly thank each guest:

• Walk your guest to the retail shelves and recap product recommendations.

• Close the visit by asking what products they would like to take home.

• Thank your guest by name.

• Provide receipt and invite your guest to return.

Providing exceptional guest service will help keep your guests coming back to your salon. We recommend modeling this behavior in your salon at all times and coaching your stylists to consistently execute on the Moments of Truth. One way to observe your stylists performing the Moments of Truth is to use the Moments of Truth Observation Checklist on the next page to guide you in having conversations with your stylists.


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MOMENTS OF TRUTH OBSERVATION CHECKLIST

Leaders, check your team’s progress by completing an Observation Checklist for each stylist. Check yes or no next to the action as you observe the stylist with guests. Leave comments on what they did well and give them ideas to help them improve. Remember, this checklist is a way to coach your stylists to provide the best service possible to each guest. This is a tool to guide your conversations with stylists.

Yes/No Steps and Actions Comments

Welcome Your Guest – Salon Welcome

Smile and provide a friendly welcome as guest enters the salon

Check in guest

Communicate number of guests ahead of them and wait time, if applicable

Give the guest direction on where to wait

Welcome Your Guest – Stylist Welcome

Look stylish, confident, and professional

Smile, introduce yourself with a warm, friendly greeting Lead your guest to your station Turn chair towards guest and invite them to have a seat

Listen to Your Guest

Consult with your guest face to face

Ask open ended questions and repeat back what you heard Recommend services that meet the guest’s needs If additional services are agreed upon, quote the price clearly

Provide the Best Shampoo Experience

Drape your guest appropriately

Make sure your guest is comfortable

Tell your guest which products you are using and why

Provide relaxing silence during head massage

Deliver an Exceptional Service

Keep your guest informed throughout the service and tie back to what they requested

Check in with guest to ensure satisfaction

Educate guest on products used to recreate their style at home

Compliment your guest on their hair style

Thank Your Guest

Walk your guest to the retail shelves and recap product recommendations

Close the visit by asking what products they would like to take home

Thank your guest by name

Provide receipt and invite your guest to return


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised salon in compliance with the system, brand, and your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your salon. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION B: DAILY OPERATIONS


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CREATING YOUR ENVIRONMENT

At SmartStyle, we are committed to creating a relaxing environment where guests can enjoy a little indulgence by being taken care of by friendly, professional stylists. Guests can enjoy a break from the bright lights of the Walmart retail area and feel rewarded for making a smart decision in choosing our salon.

MAKING THE MOMENTS OF TRUTH HAPPEN

A quality guest experience must be at the top of every employee’s mind. Stylists must always remember that it is important to follow the Moments of Truth with every guest and not fall back into old habits that may take away from the quality of service.

The following questions will help managers focus the attention of their employees on quality service. Consider periodically asking your employees one of the following “questions of the week”:

• How do you know that your last guest will return?

• How would you improve the service completed for your last guest?

• Will your guests refer friends to our salon? What makes you think so?

Consider converting difficult situations into training opportunities:

• If a guest has a complaint, use that experience for a role play or case study.

• During slow times, have employees spend time identifying the source of a problem and the steps that could have been taken to prevent it.

• Conduct a salon meeting focused on improving guest service.

• Contact your Franchise Consultant and Artistic Director for resources or ideas on training employees to improve their level of guest service.

• Request Moments of Truth as a topic for an in-salon seminar.


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GUEST EXPERIENCE

Your goal is to ensure that each guest leaves the salon looking and feeling good. This is done by being attentive to each guest. All employees should be expected to strive to exceed guest expectations and maintain the highest quality and efficiency possible. Utilizing the Moments of Truth can ensure that the guest’s needs are met.

In addition to the Moments of Truth Observation Checklist (see page 20), here are some tips to keep in mind:

• Make eye contact with guests.

• Smile often.

• Give an enthusiastic, cheerful greeting. Receptionists or stylists should greet guests with, “Welcome to SmartStyle. How may I help you?”

• Hold or lock chair as your guest is seated.

• Make a good first impression. Your appearance represents SmartStyle and the beauty industry.

• Speak with an audible and positive voice tone.

• Touch the guest’s shoulder to make the guest feel comfortable.

• Possess a creative vision of the style appropriate to each guest.

• Pay attention to your guest’s body language and possible concerns.

• Follows up on product sales at the desk.

• You should sound warm and sincere over the telephone.

• Employees should be able to prioritize and balance elements of guest service (i.e., answering the phone, checking out guests, etc.).

STAFF APPEARANCE AND DRESS CODE

As a representative of SmartStyle, a stylist’s appearance should reflect a professional and fashionable image. Employees should be expected to adhere to the dress code stated in your Employee Handbook.

Many salons have adopted an all-black dress code. Here are some recommendations to include in your salon’s dress code:

• Any type of slacks or pants should be considered with the exception of blue jeans, sweat/yoga pants, or tight fitting pants.

• Skirts should be worn no shorter than 4 inches above the knee.

• A belt should be worn with skirts, shorts, or pants that have belt loops.


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• Blouses, tops, or shirts should have sleeves. Tank tops or sleeveless top/shirts should not be permitted. Appropriate undergarments should be worn. Midriffs should be covered.

• Sandals may be permitted as long as they have a back strap and are State Board permitted.

• Socks or nylons should be worn.

• Tennis or athletic shoes should not be permitted unless there is a medical reason.

• Accessories should complement the outfit.

• Hair should be current, well groomed, styled, and maintained throughout the day.

• Make-up should be maintained throughout the day.

• Beards or mustaches should be well groomed.

• We recommend a dark gray SmartStyle apron.

EMPLOYEE MORALE

One of the most important responsibilities of the manager is to generate and maintain an enthusiastic professional environment where employees are nurtured and encouraged to do their best. The manager inspires respect and creativity while serving as a role model for all employees. As part of this role, the manager and management team should monitor the following recommended motivation indicators:

• Staff members should be on time daily, absenteeism should be low and the staff turnover rate should be below 40%.

• Staff communication should indicate that everyone is friendly to one another and working as a team.

• When a problem arises, the manager should be informed right away.

• Stylists should attend salon meetings, educational events, and help in the recruitment of new staff.

• Stylists should demonstrate a sense of pride in their salon, their work, and in themselves.

• New employees should be welcomed and included as part of the team.

• Gossip and cliques should be minimal because the supportive and nurturing environment that was created and continues to encourage better staff communication.


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THE MANAGEMENT TEAM

It is recommended that the manager and management team (i.e., shift leader or assistant manager) should always evaluate themselves and should keep the following thoughts in mind:

• Act as a role model and leader for all salon staff.

• Demonstrate a leadership role for SmartStyle Moments of Truth.

• Acknowledge employees and effectively intervene when performance is not up to standard.

• Follow up on all technical adjustments and guest complaints.

SALON ATMOSPHERE

A salon atmosphere should always be a friendly, clean, and professional place where guests will want to return and recommend to others. The first thing they will notice is the appearance and cleanliness of the salon as they are waiting for their service. They will also notice the attitude of the employees and vibe of the salon before receiving a service. This in turn will lead them to form an opinion of your salon and that opinion is confirmed through their experience.

An outstanding salon atmosphere should include the following elements:

• The salon should be attractive, clean, and well-maintained.

• Music should be upbeat, fun, and played at a moderate volume.

• Presentation of the salon and each employee should be professional.

• Employees should be enthusiastic, upbeat, positive, and fun to be around.

• Guests should feel welcome and comfortable in any stylist’s chair because of our SmartStyle training.

The results of an outstanding salon atmosphere are:

• The environment will be fun and relaxed for both guests and employees.

• Guest expectations for service and product needs are met and exceeded.

• Satisfied and loyal guests will come back and recommend the salon to others.


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SALON ENVIRONMENT

Keeping the salon clean and well maintained is crucial in presenting a professional image to guests and staff. The Salon Environment Checklist is designed to support you and managers in achieving this. These checklists should be kept in a notebook and shared with you weekly. Some franchisees may choose to have managers complete this checklist daily or weekly. The frequency of completing the checklist is not as important as examining these areas every day and being committed to a clean, well maintained environment. Answering yes to each of the questions increases your salon’s professional image.

SALON ENVIRONMENT CHECKLIST

WAITING AREA YES NO Are the window shares (if applicable) clean and in good condition? Are the lights working? Is the floor clean and in good condition? Are benches/chairs free of scrapes and scratches, if applicable? Is flooring under benches/chairs and in corners free from hair and dust, if applicable? Are the collateral materials and wall graphics current? Are all product displays clean and dust free? Are magazines current and organized in the magazine rack? Is the front desk clean inside and out, free of hair, and in good condition? Is the POS clean and well serviced? Are the following displayed if applicable: State Salon Cosmetology License Stylist’s Cosmetology Licenses (if applicable) Certificate of Occupancy ____________________________ ____________________________ Are ceiling tiles clean and free of stains? Are plants and personal décor removed from the salon? Comments:

CUTTING FLOOR YES NO Are the lamp fixtures clean? Is the flooring clean, in good condition, and free of hair? Are the walls clean and in good condition? Are ceiling tiles clean and free of stains? Are the hydraulic chairs clean and in good working order? Are the edges of the floor and walls free of hair and buildup? Are combs, brushes, and tools in proper places? Are products on the stations clean and free of hair and dust?


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Are the mirrors (station and hand) clean and free of fingerprints? Are display shelves clean and in good condition on the stations? Is each station in good condition, clean, and free of clutter and hair? Are the drawers clean and free of hair? Are there neck strips at each station? Are capes folded properly and in good condition? Are the mats clean and free from hair? (If applicable). Comments:

SHAMPOO AREA YES NO Are the shampoo chairs in good working condition? Are the back bar products clean and organized? Are the shampoo bowls free of hair and clean? Is the wax area clean and organized? Comments:

BREAK ROOM YES NO Is the counter top clean and sturdy? Is the refrigerator clean? Is the microwave clean? Are trash cans emptied? Is the schedule posted (two full weeks)? Is the bulletin board neatly arranged and free of clutter? Are the state Employee Rights posters up to date? Comments:

EQUIPMENT YES NO Is there a sufficient supply of combs and brushes? Are the combs and brushes in good condition (broken brushes and combs should be replaced immediately)? Is the disinfecting and sanitizer area clean and kept up? Are all blow-dryers in good working condition? Are all clippers (large and small) in good working condition? Are there enough tools for all stylists? Is the vacuum in good working order? (if applicable) Do the washer and dryer work properly? Comments:


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DELEGATING EFFECTIVELY

Delegation is essential when running an efficient salon. A manager who does not delegate some of the daily and weekly tasks runs the risk of being overloaded with too many details and not enough time to perform the priority functions of a manager. It is important that if certain tasks are delegated, the employees responsible should be trained properly so they are set up for success. Make it clear from the beginning what tasks can be delegated and what tasks are your responsibility. Below are some recommendations for effectively delegating in your salon.

WHY YOUR MANAGER SHOULD DELEGATE

Delegating responsibility means you are interested in the results, not the method of achieving the results. Keep in mind, the person assigned to the job may not complete it in the same manner as you. As long as it is completed by the established deadline, the expected quality is met, and the costs are within budget, allow them the flexibility. Positively reinforce the person when they are doing well.

WHAT YOUR MANAGER SHOULD DELEGATE

Is it a job that your manager does particularly well? All of us have strengths and weaknesses and one way to improve your performance is to delegate some of the jobs/tasks to employees who can do them as well or better than your manager.

Is it a job your manager can afford to delegate? Many times the result of certain decisions can be costly and affect the entire company. It is best to reserve these tasks for your manager, because your manager’s experience and judgment is what makes your manager an effective supervisor.

TASKS TO DELEGATE

Updating cleaning duties

Counting inventory

Scheduling

TASKS NOT TO DELEGATE Hiring

Terminations

Reviews

Distributing paychecks


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TO WHOM YOU SHOULD DELEGATE

Know the strengths and weaknesses of your employees. Successful delegation comes from assigning tasks to those individuals who you know will enjoy completing the task and/or will provide you with the income you desire.

Spread the delegation around and you will avoid creating the impression that there is favoritism. This will also give employees satisfying recognition and your salon will function more smoothly.

WHOM YOU SHOULD TELL ABOUT THE TASKS BEING DELEGATED

Brief everyone thoroughly when you delegate decision making or tasks to someone else. This will ensure clarity on roles and responsibilities.

HOW YOU SHOULD FOLLOW-UP ON DELEGATED TASKS

Have your employees report to you on a previously determined and agreed upon date/time. Doing so builds trust with your employees and allows you to reduce the amount of energy you spend on monitoring the task. Say something similar to, “Check with me on Wednesday and let me know how things are going”, or “I’ll need this completed by Friday”.

NOTE: Refer to the job descriptions that you have created for your manager and management team so everyone has an understanding of roles and responsibilities.


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SALON MEETINGS

One of the best ways to provide feedback, training, and open the channels of communication in the salon is to conduct regularly scheduled salon meetings. Although once a month is recommended, meetings may be conducted more frequently to recognize successes, redirect overall salon performance, or introduce new promotions and campaigns. There is nothing more valuable than everyone hearing the same consistent message at the same time.

The Salon Meeting Outline on the following page can be used to create an agenda for your first salon meeting. The Salon Meeting Worksheet (see pages 33-34) can be used as a guide for you as you create your on-going salon meetings for your team.

PLANNING YOUR SALON MEETINGS

1. Set up a regular schedule. It may be necessary to schedule the meeting twice to accommodate stylist’s schedules.

2. Notify all staff members of the meeting date, location, time, and use a sign-up sheet.

3. Set an objective or a goal for each meeting. Remember special recognition.

4. Create an agenda and stick to it.

5. Delegate to members of the group so everyone has an opportunity to lead a portion of the meeting which builds confidence and credibility.

6. Prepare any needed materials, equipment, supplies, or handouts.

7. Allow all participants the opportunity to comment or ask questions.

8. Evaluate your meeting.


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SALON MEETING WORKSHEET

Date: _______________________ Start Time: _____________ am/pm End Time: ______________ am/pm Agenda Approved (date) _______ Posted: _________ Staff Initials: Y or N What is the Goal of this meeting? _______________________________ ____________________________________________________________________________________________________________________ What will we do to achieve this goal? ___ Discussion ___ Presentation ___ Demonstration ___ Brainstorming Meeting Agenda TOPICS RESPONSIBLE TIME Top Performers from Last Month: *review sales, goals, and overall performance.

Contest Results & Winners Previous Month Sales: *high points & low points, recap promo.

Monthy Goals: retail, service, other – optional awareness activity.

Education: Watch & Win, online videos, in-salon, outside educator, and Distributor.

Advertising & Marketing: external, internal, start & end dates, procedures & coupon codes, etc. (advertising tab 5)

Upcoming Contest: details and prizes. Other: safety kit segment, dances/school events, holiday events, community updates, etc.

Other: Other: Meeting Close: end on a positive note with a story, joke, or team building activity.

*See SuperSalon Dashboard report for sales figures.

NOTES: ________________________________________________________ __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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At the End of the Meeting Decisions:

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

Did we achieve the goals of this meeting? ___ Yes ___ No If not, when and

where will we do that? _____________________________________________

Follow-up

TOPICS RESPONSIBLE DEADLINE

NOTES:


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PRE-SHIFT MEETINGS

Pre-shift meetings build stronger teams. These meetings identify specific goals and give direction while gaining commitment from all the employees. These meetings can be conducted at the beginning of the day or as different shifts come to work throughout the day.

Below are a few pre-shift meeting objectives:

• Improve service and increase sales.

• Educate and focus your employees for their shift.

• Energize your employees and have fun.

• Keep it simple, short, and sweet.

• Make sure that every guest leaves happy.

A pre-shift meeting has structure. It gets your employees focusing together, going in the same direction, and will gain commitment from the team.


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On the next page, you will find a sample of the Pre-Shift Meeting Daily Planner Goal Sheet that you can use as you set up pre-shift meetings for your salon.

FOUR STEPS TO CONDUCTING A SUCCESSFUL PRE-SHIFT MEETING

1. Give praise and recognize accomplishments.

• Praise the employees who met or exceeded the previous day’s goals.

• Ask them what they did to reach their goal.

2. What’s the focus?

• What’s our service focus today?

• What’s our retail focus today?

• What’s our Moments of Truth focus today?

3. Questions to ask all your employees.

• What will you do to make this happen?

• What will that sound like?

• What will that look like?

4. Set goals.

• Have each stylist tell you how many of the service focus and extra services they will do today.

• Write it down.


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GOAL SHEET PRE-SHIFT MEETING PLANNER


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RECORD KEEPING AND REPORT REVIEW

Consistency and follow-through are the keys to an effective system. Below is a list of recommended daily and weekly paperwork, record keeping ideas, and reports to review for your salon. You may wish to add additional tasks to the list.

FOR STYLISTS:

DAILY

• Tip Reporting

• Time Card (POS)

• Guest Service Follow-Up Notebook

• Daily Closeout Report

• Cleaning Duties

FOR MANAGER AND FRANCHISEE:

DAILY

• Production Report (POS)

• Schedule (POS)

• Daily Dashboard Report (POS)

• Discount Usage (POS)


• Goal setting

• Tip Reporting

• Time Card (POS)

• Cleaning Duties

• Daily Closeout Report


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WEEKLY

• Time Cards (POS)

• Weekly Schedules (POS)

• Weekly Dashboard Report (POS)

• 52 Week Report (POS)

• Production Report (POS)

• Discount Usage Report (POS)

• Void Transactions (POS)


• Goal Setting

• Cleaning Duties Schedule

WHEN NEEDED

• Paid Out / Paid In (POS)

• Receive / Transfer / Adjust Report for Inventory (POS)

• Product List for Counting Inventory

• Schedule Forecasting Report

• Documentation Form

• Technical Adjustment Form

• Guest Satisfaction Report

• Audit Checklist


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SALON OPENING PROCEDURES

The following are recommended procedures to consider during daily openings. All employees should know and understand the daily opening procedures. Part of a great guest experience is to ensure the salon is opened and ready for business at the scheduled opening times. These procedures are recommendations for accomplishing the day-to-day operations of the salon, are not required, and may be changed to meet individual situations.

TIPS TO CONSIDER

• The salon should be open during the hours listed in a conspicuous location in the salon.

• The opening procedures in the POS should be completed before the opening time of the salon.

• The opening employees should notify their manager and/or franchisee if the salon is not opened during schedule hours.

PROCEDURES

Opening employee(s) should arrive at least 15 minutes before the scheduled opening time.

The salon doors should be kept secure while opening procedures occur. This is to prevent intruders and for the safety of the employees.

• Turn off the night lights and turn on the day lights.

• Turn on the radio or music system.

• Turn on wax warmer, if not set on a timer.

• Check that all cleaning duties were completed at the end of the last shift along with the following:

o Check the sanitation chemicals in the backroom and water bottles on the stations and refill if necessary.

o Ensure that all stylists have cleaned and prepared their stations.

o Make sure clean towels are available and adequately stocked in the cabinets. If not, put a load in the washer.

o Make sure that clean capes are available, folded, and placed with the SmartStyle logo facing the front of the salon, if applicable, per your state cosmetology laws.

o Complete opening procedures in the POS system. Refer to your POS Operations Manual for detailed steps.


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o Organize the cash drawer in a neat and orderly fashion and keep it that way throughout the day. This will ensure efficiency and careful handling of money.

o Organize the front desk.

o Although services do not begin until the posted opening time, guests waiting outside the salon should be invited inside to wait. If stylists are prepared to serve guests before the starting time, they should do so after the money has been secured.

o Unlock and open the gate.

o Make note of any items that need to be discussed with your manager that were identified during opening.

o If a nightly deposit was not made, take the previous day’s deposit to the bank if there are enough stylist’s available to service the guests. This deposit slip should be filled in the closeout book from the previous day.


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SALON CLOSING PROCEDURES

The following are recommended procedures to consider during daily closing. All employees should know and understand the daily closing procedures. Part of a great guest experience is to ensure the salon remains open until the scheduled closing times. These procedures are a guide for accomplishing the day-to-day operations of the salon, and are not required. They may be changed to meet individual situations.

TIPS TO CONSIDER

• The salon should be open during the hours listed on the front door of the salon.

• All guests should be serviced up until the closing time of the salon. If this is not possible due to the type of service requested, it might be advisable to invite the guest back the next day.

• The POS system should not to be closed until the salon is closed for business and the last guest has paid for their services and/or products.

• Only employees should be allowed in the salon during closing procedures.

• The closing employees should notify their manager or franchisee if the salon is to be closed before the scheduled closing time.

PROCEDURES

• Close and lock the gate at closing time and let guests out as they are ready to leave after they have paid for their service.

• The salon doors should be kept secure while closing procedures occur. This is to prevent intruders from entering the salon during the close of the POS and for the safety of the employees.

• Complete a closing procedure in the POS. This should be completed by two of the stylists. Use the Daily Closeout Report sample (see page 76-77) as a guide to record your salon’s daily activity which should be completed each night. Refer to your POS Operations Manual for detailed steps.

• Employee(s) should complete their assigned cleaning duties after the last guest has left the salon. Listed below are a few examples:

o Clean all work stations and back bar area.

o Organize and restock retail product shelves and the back bar, if needed.

o Empty wastebaskets and sweep floors, if necessary.

o Straighten magazines and books in the waiting area.

o Fold capes and drape on chairs if applicable per your state cosmetology law. Turn chairs out to face the front of the salon.


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o Turn off all equipment including curling irons and flat irons.

o Turn off wax warmer, if not set on a timer.

o Turn off the radio or music system.

o Check backrooms for safety risks before leaving.

o Finally, both stylists should clock out.

o Turn off the day lights and turn on the night lights, if applicable.

o Lock the gate before leaving.

o If the salon makes nightly deposits, the employee who takes the deposit is to immediately go to the bank and drop the deposit into the night depository. Remember to always use the buddy system when leaving the salon and going to the bank for nightly deposits if applicable.


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PREPARING A BANK DEPOSIT

Bank deposits may be taken to the bank after closing for the day or the following morning. You should decide on your process while keeping the safety of your stylists in mind. The following are recommended tips and procedures to consider when preparing your daily deposits for the bank.

RECOMMENDATIONS FOR PREPARING A BANK DEPOSIT

• Close and secure the salon before preparing the deposit.

• Make a mid-day deposit if large amounts of cash are received during the day.

• If possible, use tamper-proof plastic deposit bags. Most banks provide tamper-proof deposit bags that are stamped with sequential numbers.

• If a night deposit cannot be made, keep the deposit secure in a safe until the following day.

• Have employees preparing the deposit initial or sign the paperwork for audit purposes using the recommended Daily Closeout Report (see pages 76-77). This includes the deposit slip and any other closeout records.

PREPARING A DEPOSIT SLIP

Each bank will have a different system in place for deposits. Listed below are some recommendations for preparing a deposit slip. Keep in mind that not all recommendations may be applicable to you depending on your individual bank:

• Complete all closing procedures as assigned and prepare the bank deposit.

• Use the designated deposit slip for your SmartStyle depository account. If a designated deposit slip is unavailable, use a generic slip with the appropriate account number accurately recorded on the deposit slip.

• Enter the business date on the deposit slip for the date of the deposited funds.

• Recount the currency and enter the total on the deposit slip.

• Fill out each denomination completely. Do not record only the total sum of the currency unless directed by your depository bank.

• Count miscellaneous coins and enter total on deposit slip.

• Enter the grand total to be deposited on the slip.

• Fill out a copy of the deposit slips in your nightly paperwork folder with your Daily Closeout Report.

• Take the deposit to the bank immediately. If depositing the following day, place currency in the bank deposit bag from your safe.


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CALL AHEAD

The call ahead program is a benefit that can be used for checking in. It enables your guests to call the salon in advance and put their name on the wait list over the phone. This is not a guarantee that they will be seen immediately at the time they come in, but this will simply add their name to the wait list and moves their name up to the top at the time selected.

The manager has the ultimate responsibility for the success of the call ahead program. Essential to the success of this program is the time spent training your employees on how to explain it to the guests.


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TELEPHONE CUE CARD

You may wish to have a telephone cue card available at the front desk. Here are some recommended tips for your stylists when answering the phone:

• Answer the phone before the third ring.

• Let the caller hear your warm tone and speak with a moderate pace. Remember to smile!

• Answer questions asked by the caller in a professional manner.

• Invite the guest to come into the salon.

• Thank the guest for calling.

• Let the guest hang up first.


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SAMPLE TELEPHONE CUE CARD GENERAL SALON INFORMATION

WAIT TIME

Adult Cuts - all adult cuts include shampoo, basic conditioner, & head massage for only $__________

Kid’s Cuts – all kids cuts include shampoo, basic conditioner, and head massage for only $_________

Style – all styles include shampoo, basic conditioner, and head massage, based on length of hair, starting at $___________

Color:

Tips $____________________

Highlights $________________

Glazing $ _________________

Other:

____________ $____________

____________ $____________

Salon hours:

M-F _____________________

SAT _____________________

SUN _____________________

Location: __________________

__________________________

Directions: _________________

__________________________

__________________________

State the current wait time.

If the guest is calling ahead, put the guest’s name in the POS even if there is no wait. Emphasize that this is NOT an appointment.

Remind the guest to check in at the front desk when they arrive.

NOTE: If the wait is extremely long and the guest is hesitant, suggest slow days and hours to come in.


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GUARANTEE POLICY

SmartStyle is committed to excellence and satisfied guests to help build your investment. It is very important to correct the situation with an unhappy guest right away. A happy guest may not tell anyone about their experience, but an unhappy guest may, and probably will, tell everyone they know about their bad or unhappy experience.

Therefore, we recommend creating a guarantee for your salon. Below is a sample of a guarantee:

Sample Guarantee:

At SmartStyle, we guarantee all of our services. If you are not 100% satisfied, present your receipt to our manager within 7

days of purchase.


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HANDLING GUEST COMPLAINTS

Complaints may come in the form of email, phone calls, or physical visits to the salon. Handle guest concerns and complaints efficiently and with courtesy. The following procedures are recommended for handling complaints.

NOTE: Walmart requires tenants to post a toll free or local number for guest concerns in a conspicuous location.

PROCESS

• Listen to the guest.

• Acknowledge the situation.

• Offer a solution (redo/adjustment, refund/exchange, etc.).

• Always thank the guest for telling you about the situation.

• Consider using a Guest Satisfaction Report or the Technical Adjustment Form to track guest complaints in your salon (see page 51).

• Place the report in your business files for your records.

TIME

• Immediate attention is required (within 24 hours).

• If the guest is not in the salon, ask the guest to come in as soon as possible.

LOCATION

• Choose a semi-private area away from other guests to talk to the guest that has a complaint, such as the back area of the salon or shampoo area.

• Discussions should not take place at the front desk or at the stylist’s station.

ATTITUDE

• Be courteous.

• Listen carefully and with interest; do not interrupt the guest.

• Do not be defensive or argue.

• Show interest in the guest and the situation.

• Do not downgrade the stylist.


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EXAMPLE GUEST SATISFACTION REPORT

SALON NUMBER:

DATE:

CIRCLE ONE: GUEST OTHER

NAME OF GUEST:

ADDRESS:

CITY: STATE: ZIP:

PHONE:

DATE OF SERVICE: TICKET NUMBER:

NAME OF EMPLOYEE HANDLING THE COMPLAINT:

ISSUE:

MANAGER/FRANCHISEE RESPONSE:

RESOLUTION:

EMPLOYEE SIGNATURE: DATE:

MANAGER SIGNATURE: DATE:

REVIEWED BY: DATE:

*Remember to attach all applicable receipts to this form.


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TECHNICAL ADJUSTMENTS FORM EXAMPLE

Salon ID# ___________________________ Today’s Date: _______________

Name of Stylist: ___________________________

Type of Haircut or Hairstyle: ____________________________

Date of Original Haircut or Hairstyle: ______________________

Guest Feedback: _______________________________________________________________

_______________________________________________________________

Resolution with Guest: _______________________________________________________________

_______________________________________________________________

Follow-up with Stylist: _______________________________________________________________

_______________________________________________________________

View Video Demonstrate Attend Workshop

Stylist’s Initials: ________ Manager’s Initials: ________ Date of Follow-up: _______

Type of Haircut or Hairstyle: Date of Original Haircut or Hairstyle: Today’s Date:

___________________ ______________________ _____________

Guest Feedback: _______________________________________________________________

_______________________________________________________________

Resolution with Guest: _______________________________________________________________

_______________________________________________________________

Follow-up with Stylist: _______________________________________________________________

_______________________________________________________________

_______________________________________________________________

View Video Demonstrate Attend Workshop

Stylist’s Initials: ________ Manager’s Initials: _______ Date of Follow-up: ________

Cc: Employee File


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SALON FOCUS CALENDAR

Planning ahead is an important element in leading your SmartStyle to success. The salon focus calendar helps guide that planning. Working with your manager, you will establish a schedule of marketing, promotions, educations, and contests for the next three to six months. You can see everything that needs to be done on one page so tasks can be completed in a timely, stress free manner. On the next page is a sample of a salon focus calendar. Below are descriptions of what each category is and how to find the information, if needed.

Marketing Support (external) Identify key or new marketing targeted outside the salon; mailings, flyers, sign spinners, flexi flags, banners, billboards, etc. These can be created on the Imagine site or contact your Regional Marketing Manager for more information. Collateral/Retail Focus (internal) Your product promotions will be featured in your bi-monthly collateral. Contest Contest information can be found in the Distributor or you can create your own contests with the help of The Little Book of Big Contests available through Franchise Product Sales. Service Promo Promote a service for the month. This might be a discounted service such as a haircut, chemical service, waxing or treatment; or it might be a service (not discounted) that your staff will focus on to upsell. Education Make note of any seminars, trainings, or product knowledge classes scheduled for each month. Guest Service Focus Determine what Moments of Truth will be focused on for the month. Recruitment Any recruitment ads you plan to post and/or any Beauty School visits. Service Goal/Actual The salon service goal for the month and the actual service dollars that were generated. Retail Goal/Actual The salon retail goal for the month and the actual retail dollars that were generated.


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DOWNTIME

The following are recommendations for downtime in the salon. It is the manager’s responsibility to make all employees aware of their duties during slow periods.

• Schedule one-on-ones between manager and stylist.

• Clean the salon.

• Self-market.

• Visit local business in and around your center and distribute salon flyers, business cards and coupons to the employees and potential guests.

• Role play to polish Moments of Truth skills and product education.

• Help each other in a weak technical area.

• Increase technical skills by reviewing online technical videos or cutting on a manikin.

• Work the leaseline and engage with Walmart guests.


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BACKROOM

Consider implementing guidelines for the backroom of your salon(s). Most SmartStyle backrooms are limited. Information on this can be found in your Employee Handbook. Some franchisees owners establish their backrooms as a place for the employees to eat their lunch and take their breaks in addition to storing salon supplies. Depending on the size of the backroom, this may or may not apply. Refer to page 74 for Asset Protection for Backroom Security Guidelines.

RECOMMENDED ITEMS TO KEEP IN THE BACKROOM OF YOUR SALON

• Cubbies/lockers for personal items

• Inventory retail product on shelving

• Back bar stock

• Bulletin board and/or white board for contests, training functions, schedule, etc.

• Microwave

• Refrigerator

• Chairs

• Table for lunch/breaks, if a counter top is not available

• Safe

• Radio

• Area specifically for training, if space is available with:

o Flip charts

o Tables

o Manikins

NOTE: Size of backroom will dictate this list.


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SALON SAFETY

HEALTH RULES AND REGULATIONS

Each state and its regulatory agencies publish specific rules and regulations regarding practices to prevent the spread of disease. These regulations should be posted in the salon and every employee working with the public should be thoroughly familiar with them. Check with your individual state to research what your specific requirements may be.

EMERGENCIES

Each employee should know the location of the fire extinguisher, emergency exits, and first aid kits. All employees should know the telephone numbers of the police/fire departments and the management team. All management team members should have a list of phone numbers for all employees.

WHEN TO CLOSE THE SALON IN AN EMERGENCY

There are no hard and fast rules about when to close a salon in an emergency situation. The safety of your employees and guests should always be your top priority. In cases where no unusual threat to safety exists, it is recommended that the following guidelines be used:

• If there is a power outage during the day, it is possible to keep the salon open. It may be necessary to utilize the stations that are closest to the windows, if possible.

• If there is a power outage in the evening, lock the front door and notify the local utility company. Get an estimated duration of the outage and notify the franchisee.

• If power is not restored until after the normal closing hour, it is recommended that everyone be sent home.


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PERSONAL SAFETY

All employees should strive to maintain a safe environment for guests and fellow employees. An employee should never place themselves in a situation where their personal safety is threatened. The following are recommended tips to have in place:

• In case of a robbery situation, cooperate with the suspect. Do not put yourself or others in a possible harmful situation.

• During opening and closing procedures, the salon should remain locked.

• If it appears that the salon was burglarized, do not enter and contact the local police department.

• In case of a guest complaint where the guest becomes threatening, remain calm and contact your manager or supervisor.

• Two employees should make the nightly deposit for safety reasons or it should be placed in the safe until the following morning.

• Never climb on fixtures.

• Always use a partner when working on high shelving.

• Scissors and other sharp items should be secure on stations and not accessible to small children.

• Curling irons and flat irons should be safely secured.

• Electrical cords are to be secure to prevent trips and falls.

• Clean up spills immediately.

• Keep all exits free from obstructions and ensure fire extinguishers are accessible.

• Any employee violating the safety of employees or guests should be subject to disciplinary actions.


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SECTION C: ASSET PROTECTION


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ASSET PROTECTION OVERVIEW

Asset Protection, sometimes referred to as Loss Prevention in other organizations, is a system of practices put into place that protects the valuable assets of a company and safeguards the company from financial loss. Some of the assets in your salon may include the following:

• Furniture

• Fixtures

• Equipment

• Retail products

• Salon tools

• Cash

• And most importantly – your stylists

Your salon contains many assets that you want to protect, but without your stylists, you won’t have a business to run. Stylists are the most important asset in your salon! It’s important to create a culture of honesty by teaching stylists how to make the right choices relating to handling money and ringing out guests correctly. In order to do that, it is important to set up clear operational policies for all employees to follow. We recommend that you create policies for the following topics:

• Handling Money

• Voiding Transactions

• Employee Purchase Procedures

• Discounts

• Gift Cards

• Returns and Exchanges

• Refunds

• Preventing Theft

• Backroom Security

• Personal Safety

• Opening Procedures

• Closing Procedures

• Bank Deposits

• Daily Closeout Book

• Salon Audit


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HANDLING MONEY

Handling money is an important part of an employee’s daily duties. The employee’s job is to perform the services requested, collect the tender as payment for the services and/or products purchased, and to give proper change to the guest. The correct change is computed automatically by the POS. It is recommended that the following procedures are followed when handling money in your salon.

• Record all sales in the POS at the time of purchase. Money collected as payment must never be held to be recorded at a later time.

• Organize the cash drawer throughout the day. All money received should be separated in the proper compartments in the cash drawer.

• New currency has a tendency to stick together. As a preventative measure, separate the new bills with older bills between each new one or fold down the corner of each new bill.

• As the employee receives money from the guest, place the bill(s) on top of the money drawer while you are counting change. This guarantees the correct change is exchanged and eliminates dishonest money transactions.

• Your salon policy should direct employees on how to accept large denomination bills. When larger bills (i.e., $50) that do not have a compartment in the cash drawer are received, place them under the cash tray.

• When giving the guest change, use the smallest amount of coins and bills as possible.

• Count the change out loud to the guest while placing it in the guest’s hand. This verifies correct change is being given to the guest.

• When making change, keep the cash drawer partly closed to prohibit cash drawer theft.

• Close the cash drawer between each sale. Never turn your back or walk away from an open cash drawer.

• Do not keep the key in the cash drawer. This will ensure that each time the cash drawer opens, it will be tracked in the POS.

• Only employees clocked in should handle cash or process transactions on the POS.

• Avoid running out of change by checking it occasionally during the day. Take note of daily bank hours, especially on holidays and weekends if change is needed during business hours.

• Determine your process for paying out the stylists’ tips so it is consistent among your employees. For example, stylist takes the tip after each guest, stylist takes all tips for the day at the end of their shift, or stylist receives tips on their paycheck.


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EXAMPLE FOR MAKING CHANGE

The following example is recommended when making change for a guest:

You accept a $20 bill from a guest and place it on the change plate of the cash drawer. The charge for the service is $8.51.

Using as few coins and bills as possible, give the guest the $11.49 change:

1 $10 bill 1 $1 bill 1 quarter 2 dimes 4 pennies

Starting at $8.51 (the total guest charge), count out loud as you hand the change to the guest.

After the guest acknowledges and verifies the change received, place the $20 bill in the correct section of the cash tray and close the cash drawer.

Give the guest a receipt. Reiterate the SmartStyle guarantee policy.

MONEY MANIPULATION

We recommend only making change for paying guests who request additional money for tipping a stylist.

The money manipulator will deliberately try to cheat you by:

• Claiming a larger bill was given to the employee.

• Confusing the employee by asking questions as the change is being counted.

• Interrupting the employee and asking for change for a larger bill.

• Confusing and distracting the employee and then trying to clear up the problem.

• Boldly reaching into the cash drawer after distracting the cashier.

• Passing counterfeit money. Bad money is usually blurred, the lines are furry, details are not clear or sharp, and the paper is lacking the characteristic red and blue fibers. Talk to your local bank regarding procedures to keep your salon safe from accepting counterfeit money.


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CREDIT CARDS

For credit card purchase procedures, refer to the Operations Manual that came with your POS system and Merchant Services Reader. Some of the following items may not be applicable depending on the credit card processing vendor you are working with, but you should take into consideration depending on your individual situation:

• Verify that the signature on the credit card matches the signature on the signed ticket.

• If the signature appears different, request ID from the guest.

• Never accept a credit card payment without the physical card presented by the guest. The account number should never be accepted from a piece of paper or verbally given by the guest.

• Keep card in front of the employee until the transaction has been completed if the employee has to swipe the card.

• Save the credit card receipts to verify the transactions during the nightly closing of the POS and file in the Daily Closeout Book.

• All guests must be given a receipt with any purchase of product and/or service.


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HOW TO PREVENT THEFT

Anyone handling money or making a bank deposit is a potential target for theft. Use the following recommended methods and techniques to prevent a theft in your salon.

• Use caution when making bank deposits. Whenever possible, use the buddy system of two people. If the deposits are made the next day, make the deposit at different times each day so a pattern is not established.

• Consider making a mid-day deposit to remove a portion of cash from the register on very busy days so a large number of bills are not in the register or place in a locked safe until a deposit can be made.

• Do not leave the key in the cash drawer.

• Do not leave cash in the desk drawer.

• Discuss theft procedures with your staff. All employees need to know and understand what is expected of them should a situation arise.


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HOW TO HANDLE A THEFT OR ROBBERY

It is a good idea to have a plan in place if there were to be a situation of a theft or robbery in the salon. The following recommendations could be used as a guide for your manager to create salon specific procedures.

DURING BUSINESS HOURS

• If a robber enters your salon or approaches you while making a bank deposit, remain as calm as possible. Avoid any action that may increase danger to yourself or others.

• Give the robber only what is demanded. Follow all instructions. Don’t fight or try to be a hero. Don’t panic. Your safety is much more important than a day’s funds.

• Observe the robber closely. Take a mental note of the physical description including height, weight, age, and appearance such as tattoos, scars, or glasses.

• Watch to see if the robber touches anything the police can use for fingerprints.

• Observe the direction the robber goes upon exiting the salon. Make note of the vehicle and license plate number, if at all possible.

• After calling the police and franchisee, immediately write down every possible detail you can remember, regardless of how irrelevant you think it is.

• Be prepared to assist the franchisee, manager, stylists, and police, if needed.

WHILE THE SALON IS CLOSED

It is recommend that the employees opening the salon for the day should use the following process if it has been determined that the salon has been burglarized during the night:

• Do not enter the salon if it is not safe.

• Call the police and then the franchisee.

• Keep all employees and guests away from break-in areas, POS, front desk, and safe until the police have made all necessary investigations.

• Complete a list of damaged or missing items.

• If it has been determined that the salon is safe, open for the day and operate business as usual.

NOTE: If you are robbed, it is best practice not to talk to reporters. If asked questions, consider saying, “No Comment”. This is for your protection to prevent the re-occurrence of theft.


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HOW TO HANDLE SHOPLIFTING

Greeting guests, providing great service, and maintaining a clean and organized salon are some of the most effective deterrents to prevent theft when dealing with potential shoplifters. Employees should never jeopardize their own or anyone else’s safety while trying to prevent or stop theft. Shoplifting should be prevented before it occurs rather than making apprehensions after the fact. Below are recommendations to follow if shoplifting is suspected:

• Never accuse a guest of theft.

• If there is an item(s) stolen, document the incident and avoid apprehending the person. Do not chase a shoplifter. Acts of theft may be reported to the police, but only if your manager or supervisor approves.

• Never touch a suspected shoplifter or any of their personal items unless you are carrying merchandise to the front desk for that person.

• Let guests know that you are aware that they are in the salon (greet and make eye contact). Offer assistance and make suggestions to the guest. This alone is not only a powerful deterrent to shoplifting, but excellent guest service as well.

• If you suspect someone is stealing, stay with that person. Remember, a shoplifter wants to be left alone and will most likely leave when greeted and offered assistance.

• If you can’t stay with the guest, ask a fellow employee to stay with that person or have a “code” to alert others. Do not speak out loud to another employee about suspecting a guest is shoplifting. Using a code will alert the other employees which prevents them from hearing your conversation.

• If the person manages to steal anyway, DO NOT APPREHEND OR CHASE. Keep documentation on all incidents that occur and notify your franchisee and the police.

• Pay special attention to oversized totes, bags, loose clothing, jackets, or coats. Be aware of a guest who acts nervous, avoids eye contact, and watches what other employees are doing rather than looking at merchandise.

• Assist guests who continue to go to quiet areas of the salon. Most shoplifters will take merchandise to conceal it or stock pile items for later removal in areas that have obstructive or private views.

• Keep products organized according to planogram. Theft of product is more likely to be noticed in a salon that is kept clean and orderly.

• There is no typical look of a shoplifter.

• Consider installing a security camera system for the safety of your guests and employees.


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VOID TRANSACTIONS

Occasionally, situations may occur in which a ticket may need to be voided. The following are legitimate examples of when an employee may need to void a ticket:

• A guest’s mind changes about a service or product.

• An employee entered the incorrect tender type.

• An employee entered the incorrect service and/or product in the POS.

• A discount was not taken when coupon was used.

Voids should be processed immediately. Most voids should be completed before the next transaction is processed. After a ticket is voided, it should be re-rung if the transaction needs to be processed again. Voids should be approved by the salon manager, if present.

A ticket will be printed from the receipt printer following a voided sale. Highlight the reason for the void and file the ticket in your Daily Closeout Book (see page 77-78). A voided ticket will contain the following information:

• Date

• Ticket number

• Stylist name performing the void

• Reason for void

• Amount of void

NOTE: Please be aware that theft situations can occur by voiding out legitimate sales and pocketing the cash value of the sale or by voiding out legitimate sales and creating the transaction with a lower priced service or product.


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EMPLOYEE PURCHASE PROCEDURES

The following procedure is recommended for all employee purchases:

• All employee purchases should be entered into the POS by the manager or the designated person-in-charge. This procedure is NOT to be completed by the employee making the purchase.

• Set up a discount code in your POS, specific to your employee discount (i.e., 40% off retail price).

• Create a new ticket.

• Use the correct discount code that you have set up in your POS.

• Collect the appropriate amount of money from your employee. All items or salon services are to be paid for at the time of purchase or time the service is rendered. No items may be kept on hold for an employee.

• Employee purchases are included in retail sales on the monthly sales (royalty) report.

NOTE: We recommend that you create a salon policy stating when employee services can be performed. Employees should not be allowed to have any personal services performed during their scheduled shifts.


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PROMOTIONS & DISCOUNTS

SmartStyle utilizes promotions and discounts through a variety of marketing methods. Promotions may include direct mail programs, grocery store receipts, and email offers. In-house promotions may include bounce-backs, loyalty cards, good neighbor cards, and flyers.

Below are recommendations to consider regarding the use of discounts in your POS and procedures to have in place at your salon:

• Place samples of current discounts in a three-ring binder at your front desk so all employees can see samples of the current promotions.

• Only valid coupons should be accepted. This will allow you to track the correct discount code attached to your coupon.

• Photocopies of coupons are not valid.

Use the following recommended procedures when accepting coupons:

• Check the expiration date to ensure it has not expired.

• Select the appropriate discount from the check-out screen on the POS.

• Coupons should not be valid with any other offers (specials or discounts).

Review the Discount Usage Report from the POS to keep track of all discounts being used.

Place receipt with the coupon stapled to it in the close-out book at the end of the day.


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UNAUTHORIZED DISCOUNTING/UNDER-RINGING

There are times when guests are given a discount when they should not receive one. This is known as unauthorized discounting. There are other times when an employee does not charge the correct price for a particular service. For example, a man walks in to get a haircut and the employee rings the man out for a kids cut. This is known as under-ringing. Unauthorized discounting and under-ringing are two areas that you should look at carefully to determine if it is a training issue or a possible theft issue.

We recommend creating a culture of honesty that encourages and supports an open and truthful work environment. Discuss the possibility of internal theft with all employees (managers and stylists) and cooperatively establish a procedure to prevent the possibility of theft to protect you, the manager, and the stylists. You may even want to set up a hot line or an email address for employees to report possible incidences of theft.

It is recommended that employees who are in violation of company policies or procedures should be subject to disciplinary action up to and including termination.

Examples of unauthorized discounts:

• Free haircut cards.

• Discount codes used without the proper documentation to attach to receipt.

• Accepting outdated discount cards.


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TECHNICAL ADJUSTMENTS

At SmartStyle, to protect the quality of our brand, we guarantee our services for seven days. If for any reason a guest is unhappy with a service, we will either make a technical adjustment (redo) to the haircut at no additional charge, or if the guest cannot be satisfied, we will refund their money. Our guarantee is not a special favor, but a SmartStyle pledge. If a guest cannot make it back to the salon within the seven-day period, exceptions to the timeline can be made at the manager’s discretion.

WHAT IS A TECHNICAL ADJUSTMENT?

A technical adjustment should occur any time a guest is dissatisfied with a service. Some reasons may include:

• Hair is too long.

• Hair is too short or uneven.

• Guest just doesn’t like it although it may be what was originally requested.

HOW TO HANDLE A HAIRCUT ADJUSTMENT

If a guest returns for a haircut adjustment, you should happily place their name at the front of the wait list and a member of the management team will take this guest first. This guest has already been inconvenienced by having to come back in the first place. We do not want to further diminish a guest’s experience by making the wait longer for an adjustment.

A new ticket will be created with “Redo” or “Adjustment” written on it; attach the old receipt if applicable.

The next available management team member will immediately take the guest for a consultation to determine how to adjust the haircut to the guest’s satisfaction. In some cases, the guest may request that the original stylist performs the adjustment.

After the guest has been satisfied, the management team member will document the adjustment on a Technical Adjustment Form (see example on page 51). The management team member will review the adjustment with the stylists to determine what the stylist will need to do in the future to avoid this type of adjustment. Technical Adjustment Forms should be kept in a place that is accessible to all management. These records should be used as a tool to determine future customer service training.

NOTE: If a guest cannot produce the original receipt, the stylist can look up the last service completed for the guest to verify the timing of the service in the POS. It is up to the manager’s discretion whether or not to adjust at no charge.


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RETURNS, EXCHANGES, & REFUNDS

It is important to create a policy for returns whether it is an exchange or refund. We recommend that you consider including the following in your policy:

• An exchange or refund should be approved by the manager or designated person-in-charge.

• Always try to exchange the product first.

• Refunds should be processed and credited back to the same tender form as on the original purchase. Refunds may be given in the form of cash or credit.

• The guest's original receipt should be attached to the return form (see next page for sample). If the guest requests the original receipt back, the items being returned should be circled in pen and date of return recorded on the purchase ticket.

• Complete a return sales ticket with guest information for full refund, plus tax. Service refunds should be reviewed to identify guest complaint issues and reasons why a redo was not performed.

• If the guest does not have an original receipt, look up the information in the POS.

• Remember the SmartStyle guarantee policy.


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REFUND REPORT

Salon No.: _____________

Today’s Date: ______________

Original Ticket No.: Date of Ticket:

Amount to be Refunded:

Product or Service:

Reason for Return:

Stylist:

Please print name, address and telephone number clearly

Guest Name:

Telephone:

Address:

City: State: Zip:

Authorized by:


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BACKROOM SECURITY GUIDELINES

Consider implementing guidelines for the backroom of your salon and including them in your employee handbook. Below are some suggested guidelines:

• Keep the backroom back door closed at all times for the protection of your salon supplies and your employee’s personal belongings.

• Limit entry to salon personnel only (unless guests need access to the restroom and it is located in the backroom).

• Have someone in the front of the salon at all times.

• Keep salon keys, alarm codes, safe combinations, and applicant screening materials in a safe place and out of view of employees and guests.


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DAILY CLOSEOUT BOOK

We recommend that you set up a Daily Closeout Book to keep track of daily bank deposits and other POS closing related paperwork. Print the Salon Dashboard each day and record your salon’s daily activity on the Daily Closeout Report (see next page for sample report). The Daily Closeout Report captures the following information:

• Bank deposit information

• Cash over/short

• Signature of closing employees

• The number of voids, refunds, coupons, paid-in, and paid-out

We recommend placing the Daily Closeout Report, the Salon Dashboard, and all of the supporting documentation (i.e., deposit slips, voided tickets, and coupons) in a Closeout Book. Throughout the week, your manager should review the contents of each day in the Closeout Book. Organizing the Closeout Book by a month’s worth of information works well in instances when you need to go back and check the paperwork.

Below are two examples of materials used to create a Closeout Book:

• Three ring binder-style notebook with clear plastic sleeves

• Accordion-style folder with manila envelopes

We suggest having your manager review the Daily Closeout Report on each shift and signed/dated at the bottom of each page.


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SALON AUDIT

We also recommend performing a salon audit (see sample on next page) in your salon(s) once a month. We believe auditing at least five consecutive days, including a Saturday, is enough time for patterns to emerge, in most instances. The reason for the audit is not to catch employees making mistakes, but to coach them on the correct operational procedures. Conducting a salon audit helps to identify training opportunities and enhance operational efficiencies in the following areas:

• Auditing cash over/shorts

• Bank deposits

• Complying with opening/closing procedures

• Ability to track voids, return, refunds, and other POS activity more closely

An example form for a salon audit is on the next page.


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ASSET PROTECTION GLOSSARY

Bounce Back A card handed out in the salon to existing guests which gives them a discount on their next visit, giving them an incentive to come back in. Generally, the discount is $2 off.

Closeout Book A system to keep track of daily bank deposits and other POS closing related paperwork.

Good Neighbor Cards A card handed out to surrounding businesses targeted toward their employees to get the word out about your salon. This generally gives them a discount of $2 off and 20% off product.

Loyalty Cards A card handed out in the salon meant to drive guest retention, giving guests an incentive for their repeat business. Generally, this is a card where visits are recorded via a punch or a stylist’s initials on the card, and after a number of visits it can be redeemed for a free haircut. This can be a service card of 8=9, or get 8 haircuts get the 9th free, or a service card of 12=13, or get 12 haircuts get the 13th free.

Paid-in Cash paid into the register for miscellaneous items.

Paid-out Cash taken out of the register to pay for miscellaneous items.

POS Point of Sale

Salon Audit A checklist that is performed one time per month to audit for training opportunities and operating procedures compliance.


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SECTION D: SANITATION


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CLEANING DUTIES

The cleanliness of the salon is the responsibility of all employees. The following lists are recommendations for performing these duties. Create and post these duties in your backroom.

DAILY CLEANING DUTIES

RECEPTION AREA

• Sweep around front desk, furniture, and retail shelves

• Clean windows/seals/ledges and behind benches

• Wipe down the benches

• Organize magazines and style books in rack – remove outdated materials

• Remove loose hair and dust from computer/keyboard/cash drawer/telephone with a cool hair dryer

• Wipe down front desk to make sure all loose hair has been removed

• Organize front desk (top to bottom)

• Dust and organize product shelves

• Mop floor

• Vacuum floor mats

CUTTING FLOOR AREA

• Sweep entire cutting floor (including under the chairs)

• Clean and organize stations

• Wipe the light fixtures, chair bottoms, both mirrors (station and hand), counter, products, etc.

• Change towels and make sure drawer is free of hair

• Fold cape neatly on chair unless state law prohibits

• Position chair facing the front door


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COMB AND BRUSH AREA

• Wipe counter

• Empty and clean containers

• Change towels

• Sweep

SHAMPOO BOWL/BACK BAR AREA

• Wipe down bowls and chairs

• Clean hair from drain/empty hair trap

• Wipe counter

• Wipe down products

• Empty towel bin in soiled towel cabinet and clean out hair

• Clean up waxing shelf

• Empty trash

BACKROOM AREA

• Wipe counter

• Wipe down refrigerator

• Clean microwave

• Clean coffee maker

• Wash dishes including coffee pot

• Empty and wipe down trash can

• Sweep

LAUNDRY AREA

• Wipe off washer/dryer

• Sweep

• Clean lint tray

TRASH AREA

• Empty trash


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• Wipe down trash cans

• Sweep

WEEKLY CLEANING DUTIES

(Should be done at least once a week)

• Clean all product shelves, including products

• Wipe baseboards

• Wipe graphic frames

• Clean out refrigerator

• Mop all floors

NOTE: You may consider hiring a cleaning service to maintain the floors and other miscellaneous items. The duties of a cleaning service do not replace the duties of the staff, but the staff and service work as a team to maintain the cleanliness of the salon.


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MAINTENANCE SERVICES

You and your manager can use the Salon Maintenance Form (located in Book Four, Section C) to observe and record maintenance needed in the salon.

• If a problem arises, it must be addressed immediately.

• It may be advantageous to hire a part time handyman to make the necessary minor repairs in the salon(s) or contract a maintenance service in the area.

• It is the manager’s responsibility to inform the franchisee of necessary repairs using this form.

• It is recommended that a franchisee performs a monthly maintenance check of salon using the Salon Maintenance Form.


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SANITATION POLICY

The following is a general list of the Sanitation Rules & Regulations from the Cosmetology Laws as outlined and enforced by most State Boards of Cosmetology.

NOTE: State laws will vary. Call your State Board of Cosmetology and State Barber Board for specific state rules and regulations regarding sanitation in your state.

You, as the franchisee, will be held responsible for the sanitary condition of your salon(s). All stylists must present a professional appearance at all times. All stylists should wear clean, washable apparel which shall satisfy reasonable standards concerning sanitation.

Each SmartStyle salon must include in its sanitation procedures a method of cleaning and storage of tools based on state laws to completely disinfect and sterilize all combs, brushes, tools, and equipment used in the salon and keep them in a dry sterilizer (i.e., drawer, bin, cabinet) to ensure cleanliness. The following procedures may be used to disinfect items:

• All hair should be removed from equipment and tools before disinfection.

• Used combs and brushes should be placed in oval slot behind the front desk in a bin.

• Each item should be washed in hot water with soap or detergent and rinsed thoroughly with hot water.

• Each item should be immersed in a wet sanitizer for the period of time recommended by the manufacturer of the disinfectant used. Rinse in clean water and allow to air dry.

• Metal implements and tools should be disinfected by immersion in a solution of 70% ethyl alcohol or 95% isopropyl alcohol. Check with your state sanitation law and manufacture’s recommendation. These items are to be air dried and should not be rinsed after disinfection.

• All brushes, combs, blades, guards, etc. should be stored until their next use in a clean, closed container, drawer, or cabinet or under a clean towel.

• Used items and disinfected/sanitized items should not be stored in the same container, drawer, or cabinet.

• There must be sufficient clean towels on hand at all times and free from dust in a closed cabinet.

• Towels should only be used once per guest and placed in a covered container (soiled towel cabinet) after each service.

• There must be adequate clean combs and brushes per station.

• Hair brushes and combs must be disinfected and sterilized after each use.

• Clippers and trimmers must be disinfected after each use.

• Powder must be dispensed from a shaker.


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• Creams and other semi-solid substances must be kept in closed containers and removed for use with a clean spatula that does not come in contact with the skin of the patron.

• Basins, bowls, and shampoo counters must be thoroughly cleaned immediately after each service.

• No article of any description shall be stored under shampoo bowls, so as to impair the sanitary conditions of the salon.

• A salon must have proper ventilation.

• Floor surfaces shall be maintained in a sanitary manner at all times.


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HEAD LICE

WHAT IS HEAD LICE?

• Head lice (pediculus humanus capitis) is a parasitic insect that lives on the hair portion of the scalp, usually the nape area or behind the ears and receives its only nourishment from human blood.

• The body is flat, light grayish brown in color, with a large abdomen and small head. Measuring about 2mm in length, it is visible to the naked eye.

• Lice are wingless, crawling insects and do not hop or jump.

• After fertilization, female lice will lay eggs, called nits, onto individual hair shafts close to the scalp with a cement-like substance which makes the removal extremely difficult. The young lice, called nymphs, look exactly like the adults but are smaller in size and slightly lighter in color.

TRANSMISSION

• Lice are transmitted from person to person through close contact and the sharing of infested combs, brushes, hats, scarves, hair ribbons, pillow cases, towels, beds, and furniture.

• The spread of lice has nothing to do with cleanliness or the lack of it.

HOW TO TELL IF A GUEST HAS HEAD LICE

Unfortunately, too often, lice infestation goes unnoticed and unchecked because guests and cosmetologists do not know the major factors.

• Each guest must be checked for lice before starting the service.

• Look for the insects themselves. They will move when touched, but are difficult to detect in light brown hair because of the color similarity.

• Look for nits. They are small, cream colored, and about 1mm long. They cause extreme difficulty in combing the hair because of the substance that attaches the eggs to the hair shafts. Unlike common dandruff, nits can’t be brushed or shampooed from the hair. Nits are attached to individual hair shafts, whereas dandruff is loose, flaky, and easily removed.

• Closely examine the scalp. There will be tiny puncture marks resulting from the insects sucking, accompanied by irritation, rashes, or welts.

• The most common symptom is intense itching on the back of the neck and head. If you observe a guest (particularly a child) scratching excessively in this area, check the head for nits and lice.


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HEAD LICE TREATMENT

• When head lice are detected, do not service the guest.

• Never create a panic situation for the guest.

• Quietly inform the guest that there are lice present on the scalp and you cannot continue the service.

• Recommend that the guest check with their physician to obtain a shampoo containing a pesticide (pediculicides) for the lice as a treatment. It is important for the guest to accurately follow the instructions that come with the product so that the treatment is effective.

• Remove the cape and invite them to return when the problem has been resolved.

• Disinfect all combs and brushes that were used along with clippers.

• Wipe down the chair and the area around the station with a disinfectant before taking the next guest.

• Sweep up hair at and around the station and dispose of it separately and immediately.

• Guests can also be referred to the National Pediculosis Association (NPA) for a Lice Meister comb available for sale from the NPA by calling (toll free) 800-323-1305 or visiting www.headlice.org. You may also find information at www.HealthFinder.gov or check with your state board of cosmetology.

NOTE: Some experts believe that certain lice have become drug resistant. If the lice treatment product you are using is not effective, manual removal is critical. Remember that the treatments contain pesticides and repeated exposure may pose health risks.

http://www.healthfinder.gov/


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SECTION E: SCHEDULING


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THE INFORMATION AND MATERIALS IN THIS SECTION ARE PROVIDED ONLY AS SUGGESTIONS AND EACH INDIVIDUAL SALON WILL NEED TO SCHEDULE THEIR EMPLOYEES BASED ON TRAFFIC AND NEEDS FOR GROWTH. YOU ARE THE EMPLOYER OF THE EMPLOYEES AT YOUR STORE AND SHOULD USE YOUR OWN JUDGMENT IN IMPLEMENTING SCHEDULES FOR YOUR EMPLOYEES. NEITHER SMARTSTYLE NOR REGIS IS THE EMPLOYER OF EMPLOYEES AT YOUR STORE, AND NEITHER ENGAGES IN, OR HAS OR RESERVES THE RIGHT TO EXERCISE ANY DIRECT OR INDIRECT CONTROL OVER EMPLOYER TYPE ACTIVITIES FOR WHICH YOU ARE RESPONSIBLE, SUCH AS EMPLOYEE SELECTION, PROMOTION, TERMINATION, HOURS WORKED, RATES OF PAY, OTHER BENEFITS, WORK ASSIGNED, DISCIPLINE, ADJUSTMENT OF GRIEVANCES AND COMPLAINTS, AND WORKING CONDITIONS. IT MAY BE ADVANTAGEOUS TO TALK TO YOUR ATTORNEY AND OTHER ADVISORS AND GET THEIR INPUT BEFORE IMPLEMENTING ANY SCHEDULE. YOU ALSO MAY CONSIDER CONTACTING LOCAL, STATE AND FEDERAL LABOR REGULATORY AGENCIES TO ENSURE THE APPROPRIATE LAWS ARE BEING FOLLOWED.


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SCHEDULING OVERVIEW

This type of schedule will be a best approach method to have stylists working in the salon with the anticipation of guests coming into the salon for service.

Key points to remember:

• The salon schedule should reflect the needs of your guests.

• Stylist flexibility is very important in the success of the salon and must be addressed fully during the hiring process.

• Schedules should be posted and available for the stylists at least two weeks in advance.

• Schedules must be entered in the POS and updated immediately as changes occur for stylist.

WHAT WILL BE COVERED IN THIS SECTION

• Scheduling Recommendations

• Establishing Shifts

• Creating a Schedule

• Scheduling Scenarios

NOTE: It is important that you know your individual state labor laws in regards to full-time, part-time, over-time, and spilt scheduling.


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SCHEDULING RECOMMENDATIONS

RED ZONE

Identifying red zone dates is a method of marking out characteristically busy times in a salon during a calendar year. To ensure adequate staffing during these times, it is important that your employees are familiar with the concept and the importance of teamwork during these times to protect the quality of the SmartStyle brand, products, and services. It is also important that you have policies in place regarding the red zone dates. When determining your busy times, it is helpful to compare several years so that you can identify trends.

THINGS TO CONSIDER WHEN IDENTIFYING RED ZONE DATES:

• All high weekly sales and guest count totals.

• All school vacations (high schools and colleges) in your area.

• All holidays - these are the times that guests want haircuts. It is important to stress to your staff that this is an opportunity for them to earn more money by putting in extra time and effort.

• Red zone dates typically surround holidays, usually the week prior to the holiday and two to three days following the holiday.

• Mark off red zones on the employee calendar and post in the backroom.

• Vacations should be taken during non-red zone dates.

• Note any special promotions, advertising, or price changes that might impact the schedule.

• No requests for time-off should be granted during red zone periods. Exceptions should be handled on a case-by-case basis.


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The following list contains items and dates that you might want to consider when identifying red zone dates:

Spring

• Local school spring break dates

• Local prom and other formal activities

• Mother’s Day

• Graduations

Summer

• Summer vacation

• School closing dates

• Early school opening dates

• Seasonal visitors to the area

Fall

• School opening dates

• Local homecoming

• Special school events/dances

• One week prior to Thanksgiving and the day after

Other dates to keep in mind:

• Special salon promotions/advertising

• Special salon training

• All holidays

• School/college vacation dates

• Local community activities, festivals

• Pattern of high weekly sales and headcount obtained from the POS system

Winter

• Week before and week after winter holidays


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VACATION/TIME OFF

As the employer, it is up to you to determine what vacation and other time off you will provide your employees. The following are some recommendations to consider as you make this determination:

• Vacations should be requested in writing one month in advance.

• Vacations should be on a “first come, first serve” basis. Stylist seniority may be considered along with reasons for the vacation time off (i.e., wedding, graduation, family crisis, etc.).

• The manager should mark all vacations on a calendar and post it in the backroom.

• Consider adding red zones on the calendar for peak times throughout the year that stylists are discouraged from taking time off.

SPECIAL REQUESTS

At times, employees may make special requests for time off. As the employer, it is up to you to determine how to handle these requests. The following are some recommendations to consider as you make this determination:

• All requests should be made at least one month in advance. This allows time to consider a request before the next schedule is made.

• Do not grant special requested days off if the salon is not fully staffed.

• Take into account the employee’s attendance, attitude, and willingness to cover for others when requests are made.

• Consider special circumstances.

EDUCATION

Account for any stylists who are scheduled to attend education classes.


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UTILIZING PART TIME STYLISTS

Hiring part-time stylists can be advantageous for the following reasons:

• They can be scheduled to work during the busy times (evenings and weekends) helping to eliminate over-staffing during the salon’s slow periods (mid-day).

• Shorter shifts provide more flexibility in scheduling, especially since stylists can often stay longer if extra help is needed.

• Bringing in additional stylists during peak periods helps maintain a lively atmosphere.

• More stylists mean a greater selection of people with management potential (compared to a smaller staff of full-time people).

• With a greater number of stylists on staff, the salon is less likely to be affected negatively by vacations, terminations, etc.

OPENING/START OF SHIFT

• Opening stylists typically begin their shift 15 minutes prior to the salon open time. This gives them time to complete the opening procedures.

• Stylists should be at the salon and clocked in 15 minutes prior to their scheduled shift. The stylists use this time to set up their station. Stylists should be ready to service their first guests at the official scheduled start time.

• If the stylists are required to be at the salon and clocked in 15 minutes prior to their start time, they should be compensated for those 15 minutes.

• The stylists should show up to work groomed, hair/make-up done, and ready to service guests. The 15 minutes is for station set-up, not to do final touch-ups on themselves. Refer to your Employee Handbook for complete details of the dress code.

BREAKS & LUNCHES

As the employer, it is up to you to determine what breaks you will provide your employees. Be sure to check your state laws regarding lunch and break requirements. The following are some recommendations to consider as you make this determination.

• Breaks are to be taken during slow periods.

• Two breaks per day are usually recommended but will depend on stylist shifts, state laws, etc.

• Limit of one employee on break/lunch at a time, unless additional stylists are available. Manager discretion will determine if more than one employee is off the floor at any time.


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• The employee is responsible for requesting breaks and lunch with the manager or designated person in charge.

• Breaks and lunch should be taken outside of the salon or in the break room and not at stations where stylists are visible to guests.

• Lunch for morning stylists should begin as soon as afternoon stylists arrive.

• Lunch breaks are usually one half hour and stylists should be clocked out during that time.

• It is suggested that second shift stylists work about three hours before they go to lunch. This ensures that all first shift people get their opportunity to go to lunch.

CLOSING/END OF SHIFT

• Closing stylists typically remain at the salon for an additional 15 minutes after their shift ends to complete closing procedures.

• If the stylists are required to be at the salon and clocked in 15 minutes past the closing time, they should be compensated for that 15 minutes.

• If the salon is busy, stylists should consider staying past their scheduled shift to service guests. Additional time should be paid.

POSTING SCHEDULES

As the employer, it is up to you to determine how to inform employees when they are scheduled to work. Many franchisees post schedules.

The following are some things to consider as you make this determination:

• The weekly schedule should be posted at least two weeks in advance in the backroom and entered in the POS.

• It is the manager’s responsibility to inform all employees that a new schedule is posted.

• Each employee should initial the designated schedule to confirm that they have read it and noted their individual hours.


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ESTABLISHING SHIFTS

SHIFT TIPS

• Most salons are busiest in the late afternoon and weekends – this is when you will want to have the most stylists working.

• It is recommended to have a minimum of two stylists working per shift.

• Fewer stylists are typically needed between 9:00 a.m. and noon.

• Shifts should be planned to facilitate scheduling a sufficient number of employees for the salon’s busiest times.

• A combination of four, six, and eight-hour shifts is recommended.

The following are examples of shifts to consider:

Four-Hour Shifts

9:00 to 1:00 3:00 to 7:00

10:00 to 2:00 4:00 to 8:00

11:00 to 3:00

Six-Hour Shifts

9:00 to 3:00 1:00 to 7:00

10:00 to 4:00 2:00 to 8:00

11:00 to 5:00

Eight-Hour Shifts

9:00 to 5:30 11:00 to 7:30

10:00 to 6:30 11:30 to 8:00

9:30 to 6:00

SPLIT SHIFTS

You can take advantage of split shifts by splitting up a stylist’s shift to work at two different times during the day in order to accommodate the needs of the salon. For example, you may schedule a stylist to work from 9:00 a.m. – 12:00 p.m. and then again from 5:00 p.m. – close.

• These shifts work for stylists that live close to the salon.

• Stylists are typically not compensated for their travel time to/from work if working a split shift.

• Split shifts work well for the slow segments of the day.

NOTE: Know your state laws related to any extra costs that you might encounter along with split shifts.


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CREATING A SCHEDULE

Below are recommended steps for creating a weekly schedule in your salon (examples of each step can be found on pages 104-105):

1. Determine the number of hours the salon needs to be staffed.

We recommend having at least two stylists in the salon at all times. This recommendation is based upon guest service and perception, safety, and asset protection. Consider adding extra stylists to the schedule during typical peak times on Thursday, Friday, Saturday, grand opening, or special promotional advertisings. On Sunday, a staff of two or three may be sufficient.

2. Identify how many shifts need to be scheduled daily, based on how many stylists are available and if the stylists are full-time or part-time.

It typically takes approximately 15 minutes for the stylists to complete the opening procedures before the salon opens and approximately 15 minutes at the end of the business day for the stylists to complete the closing procedures. The additional time is not accounted for on the schedule that is entered in the POS.

3. Label the schedule with the salon location name and the week start and end dates written across the top and the employees name in the left column.

When listing your employees, the manager and assistant manager and/or shift

managers should be listed first, then the full-time stylists, and finally the part-time

stylists.

4. Identify all scheduling requests/special events and make note on your schedule.

For example:

• Vacations

• Requests for time off

• Education classes scheduled


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5. Starting with your busiest days/times, schedule the manager first, then the assistant manager and/or shift managers.

This ensures that there is always a supervisory person in the salon.

6. Schedule full-time stylists next. Fill in the remaining schedule with part-time stylists.

It is recommended to schedule at least two evenings per stylist, at least one weekend

day and during red zone dates (unless previously arranged). Be consistent and fair

on the amount of evenings and weekends required.

Balance the employees by scheduling newer stylists with more experienced stylists, which keeps the wait down, as more experienced stylists tend to be more efficient.

7. Add up the total hours scheduled each day and compare it to your calculation of the total number of hours needed to be scheduled and make adjustments, if necessary.

8. Post schedules in the backroom and enter into the POS at least 2 weeks in advance.

Update the schedule in the POS immediately as changes occur in order for your chemical services to be scheduled correctly.

NOTE: A blank example of a schedule can be found on page 115.


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EXAMPLE: CREATING A SCHEDULE

Establish hours of operation & determining number of scheduled hours needed.

Day of the Week Daily Hours of

Operation Total Hours

Monday 9:00 a.m. to 8:00 p.m. 11

Tuesday 9:00 a.m. to 8:00 p.m. 11

Wednesday 9:00 a.m. to 8:00 p.m. 11

Thursday 9:00 a.m. to 8:00 p.m. 11

Friday 9:00 a.m. to 8:00 p.m. 11

Saturday 9:00 a.m. to 7:00 p.m. 10

Sunday 11:00 p.m. to 5:00 p.m. 6

71

The total amount of hours the salon is open for business is 71. By scheduling at least two stylists at all times, the minimum amount of hours to schedule for the week would be 138 hours.

71 hours salon is open × 2 stylist per hour = 142 minimum hours needed to be scheduled.

There may be times when additional stylists need to be added to the schedule. Consider adding extra stylists for peak hours to allow for growth and busier days.

For example, if the following 14 additional hours are added:

• 2 additional hours on Thursday

• 2 additional hours on Friday

• 8 additional hours on Saturday

• 2 additional hours on Sunday

The schedule would now total 156 hours that need to be scheduled for the week.

142 minimum hours needed + 14 additional hours = 156 total hours needed to be scheduled.

1


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ESTABLISHING SHIFTS

Date:

WEEKLY SCHEDULE SAMPLE

Sunday Monday Tuesday Wednesday Thursday Friday Saturday Totals

Salon Hours 11:00 - 5:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 8:00 9:00 - 7:00 71

Name

Chris – Manager OFF 9:00 - 5:00 2:00 - 8:00 9:00 - 4:30 12:30 - 8:00 9:00 - 2:00 34

Pat - Asst. Manager 11:00 - 5:00 OFF 12:00 - 8:00 9:00 - 4:00 9:00 - 2:30 9:00 - 3:00 32.5

Stacy - Shift Manager 11:00 - 4:00 4:00 - 8:00 9:00 - 5:00 2:30 - 8:00 OFF 12:00 - 7:00 29.5

Dana PTO PTO PTO 4:00 - 8:00

9:00 - 3:00 2:00 - 8:00 11:00 - 4:00 21

Alex 9:00 - 4:00 9:00 - 12:00 OFF 3:00 - 8:00 2:00 - 7:00 20

Kim 2:00 - 5:00 5:00 - 8:00 5:00 - 8:00 9:00 - 2:00 OFF 9:00 - 2:00 19

Totals 14 22 22 22 24 24 28 156

3

4

2

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SCHEDULING ANALYSIS

Utilizing some of the POS reports, available through iOffice, will help identify the answers to the questions on the following page when preparing a schedule once your salon has been open.

IOFFICE REPORTS TO REVIEW

• Weekly Salon Dashboard

• Weekly Production Report

• Scheduling Forecaster

To find these reports in iOffice:

Log in > Click Reports tab > Reports are listed alphabetically on the left side.


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QUESTIONS TO CONSIDER ONCE YOU ARE OPEN AS YOU PREPARE THE SCHEDULE

WAIT TIMES

• How long is the average wait time? What is acceptable?

• How many guests come in per hour?

• When are the waits the longest?

• Is there a trend of days that are busier than others? Are Mondays busier than Tuesdays, etc.?

• Is the wait time due to shortage of staff or poor scheduling?

• When are guests turned away?

• What was the wait time when there were missed opportunities?

• Should the salon hours be extended?

MANAGER/STYLIST EFFICIENCY

• Is the manager efficient with time (i.e. cutting when busy or paperwork when slow)?

• If there is no wait, are the employees over-scheduled? (If there is no wait and employees are sitting around, you are over-scheduled. If there is no wait and employees are busy with guests, you are efficiently scheduled.)

• What is your weekly pattern of business? Which days and times are the busiest?

• Is productivity consistent?

• Are stylists scheduled to maintain a consistent hourly average within the salon?

• Are there provisions for schedule adjustments when stylists are absent?

• What pace do the management team members set? Are they consistently productive? Franchisees are encouraged to set specific goals for their managers to serve guests each week.


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EFFECTIVE SCHEDULING TIPS

There is no sure way to predict when guests will choose to come in for services. You can use your history of the salon’s daily activity to identify routinely busy and/or slow periods. You can use various reports to guide you in the process of determining the number of stylists necessary to service guests efficiently and at the same time control the payroll costs.

SCHEDULING FOR YOUR GUEST

Without enough employees on duty at any given time, you miss opportunities to service guests and increase salon revenue. Balancing the needs of the employees with the needs of the guest can be difficult. It often causes a manager to schedule based on emotion rather than facts.

HOLIDAYS AND WEATHER CONSIDERATIONS

Remember to take holidays and bad weather into consideration. If one of the weeks was a week of bad weather, you may not want to use that week in your average calculation. For holidays, refer back to the previous year and add some hours for growth.

LOOK-N-WALKS AND WALK OUTS

It is important for the stylists to track guests that are not serviced (look-n-walks and walk outs) in the POS so it can be determined if additional stylists need to be added to the schedule to accommodate the guests and allow for growth.

ADJUSTING THE SCHEDULE

There are certain variables that cannot be accounted for when a weekly schedule is made for a salon. These variables can include the weather and the effects of advertising. Therefore, it becomes necessary for the manager to be able to change or adjust the schedule as these variables occur.

The following explanations for such variables provide you with guidelines for adjusting the schedule when they occur.


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WEATHER

Changes in the weather are probably the biggest single contributor to changes in the volume of guests. To consider increasing or decreasing employees on any given day, you must first determine the average weather for that time of year. Dramatic changes (whether extremely good or extremely bad) will often decrease volumes. Similarly, a good day following one or more poor weather days, during which you have experienced less than average volume of guests, will likely result in an increase in business.

Some useful guidelines that may help in your considerations are as follows:

• The first snowfall (even a couple of inches) will likely reduce business for that day, with an increase of business as soon as the weather clears.

• Heavy rain, thunderstorms, hurricanes, large snowfalls, snow storms, bitter cold, ice storms, and extreme wind all have a significant effect on anticipated business for the day. As the weather clears, you should increase employees as business could be made up to some extent for the days missed.

• In areas that typically get snow or very cold weather, the first 60° sunny Saturday in May, business will most likely decrease. In fact, all nice Saturdays from May to October will probably be slower than usual and business will probably increase on Fridays and Mondays. You should make a habit to be conscious of the current weather conditions and a two or three-day forecast to anticipate guest flow.


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ADVERTISING

Any major advertising campaign may increase your business. The two types of advertising that will have the greatest influence are:

• TV campaign

• Direct mail flyer

Other forms of advertising will have some impact, but will not be as dramatic. The bulk of the increased business will come on Thursday, Friday, Saturday, Sunday, and Monday (particularly during a direct mail campaign). The increase will begin to slow gradually over the next two-week period.

Do not be hasty about cutting hours or sending employees home early (be certain to check with your state agencies regarding this issue). Guests will come in and you must be prepared to serve them quickly and professionally. In addition, a lack of employees on the floor that are ready to cut hair reduces expensive advertising to a waste of time and money.

In any event, your employees should be ready to serve your guests with friendly professionalism and quality service at all times. After all, the best form of advertising will always be “word of mouth” and that results from a great Moments of Truth experience.


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MAINTAINING THE PAYROLL

It is not unusual for labor costs to be higher in a new salon due to some overstaffing when trying to build the guest count. At least six to eight weeks of tracking the sales and traffic flow will be necessary before any pattern is established. Once a pattern has developed, you can begin to watch for stylist efficiency. Adjustments may need to be made when multiple stylists are on the schedule. Some ideas to consider:

• Send stylists home early during slow times.

• Call stylists in late during slow times.

• Request that stylists working the afternoon shift call one hour prior to their scheduled time to see if they are to come in later than their scheduled start time.

• Selling retail may lower payroll costs and help build an average sales ticket.

• Schedule split shifts when possible if applicable in your state.


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SCHEDULING SCENARIOS

IF THIS…. THEN WHAT RATIONALE

Stylist calls in sick for scheduled shift.

Stylist calls other stylists to see who can take their shift.

Holds the stylist accountable for finding a replacement.

Stylist is unable to find a replacement for their shift.

Management team is responsible for covering the shift.

Management team job description states this responsibility.

Stylists are performing personal hair care services during scheduled working hours.

Instruct stylists to come in on their day off to have personal services done if there is a policy created in the Employee Handbook.

Schedule a "hair night" for the stylists to do each other's hair.

Stylists keep updated hairstyles.

Personal hair care services shouldn’t interfere with salon hours.

Salon is short staffed. Utilize split shifts.

Schedule one stylist during the absolute slowest times.

Franchisee works as receptionist when only one stylist is on the floor.

Management team fills hours.

Go through list of previous stylists that were interviewed but not hired due to lack of open positions.

Always continue to interview stylists for possible positions.

Never hire a stylist just to fill a shift.

A stylist is terminated at the beginning of a shift.

Have the management team cover all open shifts, then ask for help from the other stylists.

The management team understands that it is their responsibility to cover all abandoned shifts as part of their job description.


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A stylist is sent home to change due to a dress code violation.

Management team member stays to cover the shift until the stylist returns.


A stylist has a family emergency, and must take leave for the next three days.

Management team covers the shifts.

Staff commits to short notice schedule changes in times of family emergencies.


Stylist job description states this responsibility.

Due to inclement weather conditions, the opening stylists refuse to come into work.

Management team must come in to open the salon and/or cover shift.


A stylist is continually switching his/her schedule with other stylists and leaving early.

Shorten the stylist’s hours and shifts on the schedule.

Do not honor requests.

Benefits may be affected due to FT/PT status.

The staff will not want to switch out shifts for less hours.

Last minute requests for days off after the schedule has been posted.

Maintain that it is the stylist’s responsibility to cover the shift once the schedule has been posted.

Stated in the stylist job description.


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The salons payroll is high and the stylists’ efficiency is low. You would like to add another stylist to the schedule for guest flow.

During downtime require stylist to practice on manikins to build efficiency.

During busy times, the franchisee should function as the receptionist and help the stylists maintain guest flow and satisfaction.

Stylist efficiency should be discussed in the job description practice is necessary to improve.

The franchisee will not affect payroll and the extra help will greatly improve guest flow and satisfaction.

Stylist wants to take vacation during red zone.

Review section of employee handbook that addresses available vacation options.

Make sure red zones are posted one year in advance.

Stylist is getting married and wants the entire staff to attend.

Explain that the salon can't close down and how many stylists may be able to attend.

Make the decision based on business sense versus personal feelings.


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SCHEDULING GLOSSARY

Missed Opportunity An opportunity in which a potential guest leaves or does not get serviced.

Look-n-Walk Potential guest that walks by or enters the salon but does not get entered in the system due to long wait time, etc.

Walk-Out Guest that is checked in but does not stay for a service.

Production Per Hour PPH The amount of sales generated in each hour, also known as service dollars per hour (service sales divided by hours worked).

Red Zone Certain times before and during holidays or busy traffic periods.

Schedule Forecasting Report

POS report that shows where additional stylists may need to be added by day and hour to the schedule based on previous traffic.

Service Production Goal The goal that has been set for service sales.

Service Production Hours Hours that are scheduled for service production on the schedule.


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SECTION F: SERVICE MENU & DEFINITIONS


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SMARTSTYLE SERVICES OVERVIEW

All SmartStyle salons nationwide offer an approved menu of services. On the following pages you will find a description of each service.


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SERVICE DEFINITIONS

All hair services include a complimentary shampoo, basic condition, and head massage.

SERVICE: EXPRESS CUT HAIRCUT

This service includes a haircut, without a shampoo, basic conditioner, or head massage. Stylists will simply wet down the guest’s hair with a spritz bottle.

Time: 15 - 20 minutes

SERVICE: HAIRCUT

This service includes a haircut, complimentary shampoo, basic conditioner, and head massage. At the end of the service, the stylist will apply product to the guest’s damp hair prior to the guest leaving the salon.


SERVICE: ADULT CUT & EXPRESS DRY

This service includes a haircut, complimentary shampoo, basic conditioner, and head massage. At the end of the service the stylist will apply product to the guest’s damp hair and complete a quick blow dry/brush service.


SERVICE: KIDS CUT

This service includes a haircut, complimentary shampoo, basic condition, and head massage. At the end of the service the stylist will apply product to the guest’s damp hair prior to the guest leaving the salon.


SERVICE: KIDS CUT & EXPRESS DRY

This service includes a haircut, complimentary shampoo, basic conditioner, and head massage. At the end of the service the stylist will apply product to the guest’s damp hair and complete a quick blow dry/brush service.



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SERVICE: COLOR

An array of al a carte color services are available focusing on all over color techniques. The service times listed below are based on product selection. Add an additional 10-30 minutes based on application time. See stylist service menu for additional pricing guidelines. Color services include but are not limited to:

• Permanent color – Time: 30-45 minutes

• Demi permanent color – Time: 20 minutes

• Grey coverage – Time: 30-45 minutes

• Grey blending – Time: 25 minutes

• Glazing – Time: 20 minutes

• Toning – Time: 10-20 minutes

• Lightening – Time: 50 minutes

SERVICE: DIMENSIONAL COLOR

An array of al a carte dimensional color services are available. These services can range from full head coverage to partial coverage. The service times below are based on product selection and an additional 10-30 minutes should be added based on technique. See stylist price menu for additional pricing guidelines. Dimensional color services include but are not limited to:

• Foiling – Time: up to 50 minutes

• Balayage – Time: up to 50 minutes

• Ombré/sombré – Time: up to 50 minutes

• Color melt – Time: up to 45 minutes

SERVICE: PERM

Perm services include curls, waves, and texture to guests with straight hair.

Time: 90 minutes (not including style time)


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SERVICE: RELAXER

Relaxer services include smooth/straight control to curly/wavy haired guests.

Time: 90 minutes (not including style time)

SERVICE: BASIC STYLE

Basic styles include a shampoo, basic conditioner, and head massage. Hair is styled with a blow-dryer and curling iron, roller set with comb out, or simple braid or ponytail style.

Time: 30 minutes

SERVICE: SPECIALTY STYLE

Specialty styles include a shampoo, basic conditioner, and head massage. Hair is blown dry and finished with a smoothing iron, placed in an up-do style, non-basic braid style, or can require multiple irons during service.


SERVICE: CONDITIONING TREATMENTS

A conditioning treatment starts with a clarifying shampoo. Once the shampoo is completed, the treatment is selected based on guest hair needs. Treatment may require processing with a hood dryer.

Time: 10 - 45 minutes (based on treatment selection)

SERVICE: WAXING

Waxing services include the removal of unwanted facial hair. Services can be isolated to the lip, chin, and/or eyebrows of a female guest and eyebrows of male guest.

Time: up to 15 minutes


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ADVANCED SERVICE MENU EXAMPLE


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HAIR LENGTH CHART


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DISCOUNTS AVAILABLE EVERY DAY

WALMART ASSOCIATE DISCOUNT

The Walmart Associate discount is available to any and all Walmart Associates and is typically 30% off of services and retail.

YOU MAY ALSO WANT TO CONSIDER THE FOLLOWING DISCOUNTS:

SENIOR DISCOUNT

The Senior discount is available to all seniors ages 65+ and is typically 10% off services.

STUDENT & MILITARY DISCOUNT

The student & military discount is available to all students and military persons and is typically 10% off services.


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SMARTSTYLE SERVICES GLOSSARY

Permanent Color Color that may include lifting natural color and depositing artificial shade that permanently alters the hair.

Demi Permanent Color Color that may include no lifting of natural color, when color fades off it will fade on tone generally with no line of demarcation.

Grey Coverage Color process that 100% colors grey hair to match non grey hair. Best results when within 2 levels from natural starting level and a level 8 or darker. Regrowth should be colored in 4-6 weeks.

Grey Blending The process of adding more depth to grey hair while not covering it completely (adding more pepper to the salt). All hair will generally need to be recolored in 4-6 weeks as a demi permanent color is used.

Glazing A process of changing tonality of natural level hair. Hair will need to be recolored in 4-6 weeks as a demi permanent color is used.

Foiling The process of isolating strands or sections of hair to either be lightened (which will also require a toning process) or deepened to add low lights (which could require a fill). Strands are isolated in foils for control.

Balayage The process of free hand painting strands of hair to create a transition of lightness at the ends with a visually highlighted effect. Generally the service requires a toning service.

Ombré/Sombré The process of creating a dark to light or light to dark transition from scalp to ends. Generally 2 colors are used for a sombré. For an ombré generally the guest’s natural level is used with a lightening service on ends, this generally requires toning.


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Color Melt The process of a color transition from dark to light or light to dark. Generally 3 colors are used in 2-3 level increments to create a seamless blend and gradation of level and tone.

Lightening The process of lifting hair when a product is needed to deliver more than 4 levels of lift on natural hair, or if the hair has been artificially colored. Generally the hair is left in an unfinished state and toning is required. This process is permanent and will require up keep in 4 weeks, or will require a fill if returning the hair to a darker state.

Toning The process of refining hair that has gone through the lightening process from foiling, balayage, ombré, or lightening services. It refines the natural underlying pigment from this process creating a soft tone of color. Generally will need to be maintained in 4 weeks.

Filling The process of replacing natural underlying pigment to the hair when returning it to a darker state. Once hair is filled it will be colored with a demi permanent color for desired depth and tone. This process may need to be done again in 4-6 weeks, however it may not due to the hair condition or porosity.

Relaxer The process of rearranging curly hair to a permanently straight state. This will require a retouch service once hair grows out.

Relaxer Touch The process of rearranging the curly hair that has grown in close to the scalp.

Curl Process The process of taking curly hair and rearranging its shape to a larger curl formation.

Permanent Wave The process of adding curl to straight hair.

Straightening/Smoothing The process of smoothing curly or wavy hair to minimize curl and control frizz.


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SECTION G: INVENTORY


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ORDERING FROM FRANCHISE PRODUCT SALES

Franchise Product Sales (FPS) personnel are available to take your order, answer questions, and solve problems during the hours of 8 AM through 5 PM CST Monday through Friday.

WEB ORDERING

Go to productsales.regiscorp.com. This is a secure web site. Call FPS for user name and password information once your salon is open, as this is when you will gain access to the site.

EMAIL ORDERING

Email order forms to [email protected].

TOLL FREE PRODUCT ORDER LINE

A toll free line is available for you to call in your order.

Call 1-800-303-3801.

PREPAID FREIGHT

FPS will prepay the freight of all product orders shipping from our warehouse over $300. This includes combined purchases of supplies and national brands.

PAYMENT TERMS

FPS and the Credit department offer a 2% discount for prompt payment within 15 days of the billing date if you use ACH.

VISA, Master Card, or American Express credit cards are also accepted as form of payment but you will forfeit the 2% discount.

NOTE: For more information about FPS, review the FPS section in Book One.

mailto:[email protected]


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RECEIVING ORDERS

The following are recommendations for receiving shipments of inventory in your salon:

BEFORE YOU SIGN FOR THE DELIVERY

• Count the number of boxes when your shipment is received.

• Verify that the count on the Packing List and the Bill of Lading match. This should also match your physical order.

• If there are no discrepancies, sign the Bill of Lading.

• If there are discrepancies:

o Driver should note the difference and sign the document before you sign for the delivery.

o Sign the document after you verify the driver’s signature and the discrepancies noted.

IF BOXES OR PRODUCT ARRIVE DAMAGED

• Driver should document the damage on the trucking company’s Bill of Lading. This should ensure your claim of damaged product.

• Notify FPS immediately.

• FPS will not be responsible for missing or damaged goods that have not been reported within 72 hours of receipt.

• Count all items and compare to your Packing List before you put them away.

• Write the number received on the Packing List next to each item.

• If there are discrepancies between the quantity received and the quantity shipped or item number on the Packing List, notify FPS immediately because it could affect your billing. If this is done immediately, the discrepancy can be rectified promptly.

• If there is an “RO” next to the quantity on the Packing List, you must reorder that item by contacting FPS as it will not reship automatically.

• File the Packing List for future reference.

• It is important that you discuss all discrepancies (missing and damaged) with your immediate supervisor/franchisee.

NOTE: There is information on how to read a Packing List on the next page.


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PRICING & STOCKING INVENTORY

The following are recommendations for pricing and stocking inventory in your salon:

1. Open boxes safely and without damaging the items.

2. The order from FPS will contain suggested pricing stickers which include the price of the item along with the SKU (“stock keeping unit” for inventory) and bar code, which you may choose to use. Refer to current price change lists on the Franchise Resource Center to make sure your product is priced correctly if there has been a change.

3. Place the sticker on the bottom of the item. This requires the guest to have to pick up the merchandise to find the price.

4. Use a pricing gun, which you can purchase from FPS or locally, to create the appropriate price sticker for each item if one was not included in the shipment.

5. Determine shelving location by using planograms provided by FPS. See page 136 for an example of a planogram.

6. Clean the shelves and organize the products if necessary.

For example, the Paul Mitchell line is mainly white packaging. Consider placing a line that is more colorful on the next shelving unit and rotate until all of the shelves are filled.

7. Turn all labels facing the guest and bring to the front shelf edge. If the display is in front of a window, the labels on products in the back row should face the window so they may be seen by guests from the outside of the salon.

8. Remove any damaged items from the shelf and update your POS.

9. Break down empty boxes and dispose of them properly.


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PLANOGRAMS

Regis has a dedicated planogram team within the Merchandising department who performs extensive research and analysis on brands and products carried in corporate locations. They have put together a tool for each concept and vendor, suggesting a way to stock your retail shelves based on this analysis, as well as the size/dimensions/color scheme/theme of the products within each brand, to create a positive shopping experience for your guest.

These planograms can be downloaded from the Product Sales website, and/or requested from a FPS Sales Coordinator.


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RETURNED MERCHANDISE POLICY & PROCEDURES

FRANCHISE PRODUCT SALES RETURNED MERCHANDISE POLICY

• All products returned to FPS are subject to a 20% restocking fee.

• Items damaged in shipment will be credited to your account or re-shipped if needed.

• All items authorized for return must be returned in clean, usable, and saleable condition. Please remove all price tags.

• Total value of products returned must exceed $50.

• Defective appliances are covered up to 30 days from purchase and can be returned to FPS. If beyond 30 days, please contact the manufacturer.

FRANCHISE PRODUCT SALES RETURNED MERCHANDISE PROCEDURES

• Contact your FPS Coordinator regarding the item(s) being returned.

• The FPS Coordinator will send a UPS return label which will be mailed to the salon. The salon is responsible to give the boxes to UPS.

• Once the boxes are received, counted, and put away in the Distribution Center, the credit will be released by Accounts Receivable.

• Shipments that are damaged or lost in transit should be reported immediately to a Product Sales Coordinator. Authorization for product disposal or disbursement will be given at the discretion of the Product Sales Coordinator. Items will be re-shipped prepaid if necessary.


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MANAGING YOUR INVENTORY

Inventory is very important to the on-going success of your salon’s business; therefore, managing your inventory (knowing what products you have on hand) plays a key role in ensuring that success. Here are a couple of ways that we suggest you manage your inventory.

CYCLE COUNTS

Cycle counts are completed by counting individual vendors of products and items that you carry in your salon. It is recommended to count one vendor per week.

FOR EXAMPLE: January February Week 1: Paul Mitchell Week 1: American Crew Week 2: Redken Week 2: Sexy Hair Week 3: Regis Designline Week 3: Nioxin Week 4: Matrix Week 4: BREAK

PHYSCIAL INVENTORY

Physical inventory counts are completed by counting ALL vendors of products and items that you carry in your salon. It is recommended to conduct a full inventory count of your salon once a year.

Why is it important to count my inventory?

• Helps to keep the on hands (product count) in your POS accurate so you know what you have in stock and when it is time to reorder.

• Helps eliminate theft in your salon.

What should be counted?

RETAIL AREA Retail Shelves, Promotion Rack,

Clearance

BACK BAR AREA All unopened items

STYLIST STATIONS All unopened items

BACKROOM All extra unopened retail items


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INVENTORY ERRORS

Inventory errors may occur because of the following reasons:

• Products are not counted correctly

• Products are not recorded from the verified packing slip

• Products for back bar are not properly transferred

• Incorrect item number is entered for the product sold

• Theft

• Employees taking products and not paying for it, or not paying for it in the same inventory month

• Transfer of product between salons not executed properly

How these errors can be prevented:

• All employees should understand the importance of the inventory management procedures and why they are completed. Explain all the details and procedures to everyone at a salon meeting or when they begin working in the salon.

• All employees should take responsibility for inventory management procedures to account for products sold or used in the salon.

• One person should be in charge of inventory, understand and follow the inventory procedures.


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INVENTORY GLOSSARY

Appliances Tools of the trade for stylists. Clippers, trimmers, flat irons, blow-dryers, etc.

Distribution Center DC FPS has two distribution centers. They are located in Salt Lake City, UT and Chattanooga, TN.

Franchise Product Sales

FPS

Packing List An itemized list of products that will accompany your order upon delivery.

Planogram POG Suggestions for each line for arranging the retail shelves.

Reorder RO If an item is out of stock it will not reship automatically so you must reorder this item from FPS.

Back Bar Products that are used for services in the salon.

United Parcel Service UPS The shipping company that Regis uses to ship orders from FPS.


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SECTION H: FRANCHISE PRODUCT SALES PROGRAMS


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FRANCHISE PRODUCT SALES PROGRAMS

The following programs are provided to you through FPS. You and your manager should review all programs together.

WATCH & WIN

Watch & Win is a free vendor education program designed for your employees to:

• Learn product knowledge for items that you carry in your salon.

• Learn how to boost retail sales.

• Feel motivated and appreciated.

FPS has an entire library of online vendor DVDs, brochures, and online tools available from many of the vendor brands we carry.

HOW IT WORKS

• This program is designed to operate on a monthly basis.

• Once a month, your manager will facilitate the training and return the completed quizzes and completed Manager Gift Entry Form (included in the mailing with the quizzes).

• Your manager will receive a free gift (up to 1 per month).

• Every employee whose completed quiz is returned is entered into a monthly drawing for a grand prize.

HOW TO SIGN UP

• Email [email protected] or call 1-800-303-3801 and enter option 3.

• Request a current list of product knowledge available.

• Let us know which one you would like to start with to kick off the program in your salon.

• FPS will send out your requested product knowledge along with a set of quizzes that your manager and stylists can complete after learning about the product line.



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IN-SALON VENDOR EDUCATION CLASSES

FPS offers free in-salon vendor product knowledge education on most vendor lines. You can take advantage of this great perk up to four times per year provided the line is being purchased from FPS and you have a minimum of six stylists attending the class.

For more information or to submit a request for in-salon training, contact [email protected].

CONTEST BOOK

The Little Book of Big Contests is a book that can be used as a reference to help you with contest ideas. Utilize the contest book to:

• Increase retail & service sales

• Encourage friendly in-salon competition

• Generate excitement and encourage teamwork

This book can be requested by emailing [email protected].

CONTESTS

You have an opportunity to participate in FPS national contests each year. They are free to participate in as long as you buy the line from FPS. We partner with some of our top vendors such as Matrix, Paul Mitchell, and Sexy Hair Concepts to offer prizes and even trips to reward stylists for selling those brands in your salon(s). In addition to top sellers, we always have random winners to give everyone a chance to win.

Look for more information in The Distributor, Friday emails, and on the Franchise Resource Center.

THE DISTRIBUTOR

The Distributor is a bi-monthly promotional publication that is automatically sent to your salon. It contains featured promotions for:

• New product lines with limited product knowledge

• Seasonal/trend items

• Salon supply specials

• Box and banded deals

• “Beauty Blowout” deals

• Current FPS contest information




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• FPS Contact Info

• Current SKU changes and shipping dates to know

The Distributor offers special pricing on promotions for an added value to you and your guests.

AMERICAN CREW LOYALTY PROGRAM

Earn credits on purchases of American Crew products from FPS. Crew credits can be used to redeem awards and incentive gifts from a special Salon Loyalty Awards section on the American Crew website.

For more information about this free program, contact [email protected].

PAUL MITCHELL PERKS PROGRAM

Salons that purchase $300 of Paul Mitchell per quarter from FPS are eligible for the Paul Mitchell Perks Program.

Qualifying salons will automatically receive a letter from FPS with information on how to enroll.

Earn points for every dollar spent on hair care and color. Points can be redeemed for:

• Free products

• Samples

• Paul Mitchell logo wear

• Educational material

• In-salon classes and workshops

• Even tickets to the annual Paul Mitchell Gathering

For more information about this free program, contact [email protected].

TOOLS FOR THE PRO

ToolsForThePro.com is a Regis website designed for stylists to purchase salon tools and logo wear at discounted prices.

Benefits include:

• Discounted pricing

• Updated assortment




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• Monthly deals

• Ability to pay with a credit card

• Ship directly to stylist preferred location

For more information, visit ToolsForThePro.com or contact [email protected]

LOGOWEAR / ACCESSORIES / SMARTSTYLE PROMOTIONAL ITEMS

FPS has a Logowear Catalog available to you and your employees with items available for purchase such as:

• T-shirts

• Hats

• Jewelry

• And more!

Many of the items have designs on them that were inspired by our very own franchise stylists! Others promote the SmartStyle brand specifically. These items make great gifts for your employees.

FPS also produces a variety of small (inexpensive) promotional items to use as giveaways, or to promote services in your salon.

This catalog can be found on the Franchise Resource Center and items are available to order on your regular orders via email, web, and phone.

NOTE: As a reminder, you can use rebates to purchase these items as well.



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FAQS

How do I find Planograms?

They are available on the ProductSales.RegisCorp.com, if your account is set up.

May I return product to FPS?

Yes. There is a 20% restocking fee on returned merchandise.

What information is needed for placing an order?

Salon number, item/SKU numbers, and quantity.

Does product have a shelf life?

Not usually. Nioxin is the only brand we carry with an expiration date. Keep product out of direct sunlight to avoid fading or separating.


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SECTION I: GOAL SETTING


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SALON GOAL SETTING

Goal setting is an important tool in employee retention and success. Be realistic. Goals that are too big may bring about failure, but a lack of goals guarantees it. Short term goals can be motivating because they are easy to track and see achievement.

All people are motivated by different things. If you and your employees approach goal setting with personal goals in mind, the process will be successful. Focusing on personal goals will motivate and gain commitment from the stylist. From there, guide the stylist in creating work goals that will help them achieve personal goals.

SET THE GOAL

It is your responsibility as the franchisee and manager to guide your employees in setting work goals, not just set goals for them. Work with them to create an action plan to achieve their goals. Explain that achieving their work goals will help them reach their personal goals.

GAIN COMMITMENT

It is important that the employees are committed to the goals they set. One way to gain commitment from them is to have them sign and date a list of their goals.

RECOGNIZE

The sooner you can recognize your employee’s progress, the better. Let your employees know you appreciate their performance and that you want the superior standards to continue.


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SMART GOALS

There are five aspects to setting a goal. A goal must be SMART. Each letter stands for a step in the process:

Even though you may set the ultimate timeline for completion of a goal, it is important to check in at specific intervals to determine progress, or lack thereof. If you set a goal for one month and wait until the end of that month to check progress and there is none, a lot of time will have been wasted.

The employee will take the goals more seriously and be more successful if you check back with them every week for a one-month goal. This allows time for adjustment of the goal or adjustment of the steps it takes to accomplish it.

Specific

Measurable

AchievableRealistic

Time-Bound


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PERSONAL & PROFESSIONAL GOALS

Professional goals will assist your employees in attaining personal goals. Listed below are recommendations of personal and professional goals that you may share with your employees as you set goals in your salon.

Personal goals may include:

• Time off

• Vacation

• Money

• Apartment or house

• Material items: tablet, new car, cell phone, new clothes, jewelry, purse, etc.

• Gift or donation

Professional goals may include:

• Upselling services - waxes, colors, shampoos, blow-dry/ styling, etc.

• Discussing retail products with each guest

• Following all steps of the Moments of Truth

• Increasing production per hour

• Increasing weekly tips


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HOW TO SET YOUR SALON GOALS

It is important to have weekly, monthly, and annual goals for any location. One way of setting goals may be to begin with a monthly amount. The next step is to translate this to a weekly or daily number. Explaining it in terms of productivity per hour or specific sales amount may help your employees.

Below is an example of presenting goals to your employees. The example used is for demonstration purposes only. The theory behind this is to help your employees understand your goals all the way down to an individual stylist level. This may make it easier for them to understand how they can contribute on an individual basis.

MONTHLY LOCATION GOAL: $15,000

DAILY LOCATION GOAL: Monthly goal divided by number of days in the month

$15,000 / 30 (June) = $500.00

WEEKLY LOCATION GOAL: Daily goal multiplied by seven says

$500.00 x 7 = $3,500.00

PRODUCTIVITY PER HOUR: Weekly goal divided by total hours scheduled (all employees)

$3,500.00 / 165 (total hours) = $21.21

DAILY SERVICE SALES: Multiply service dollars per hour by each stylist’s daily scheduled hours

$21.21 x 6 (hours) = $127.26

DAILY RETAIL SALES: Multiply daily service sales by retail goal percentage

$127.26 x 10% = $12.72

*Goals for the salon can be tracked using the following tools:

• Guest Service Follow-up Notebook

• Goal setting


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GUEST SERVICE FOLLOW-UP NOTEBOOK

The Guest Service Follow-Up Notebook can be used to track the goal and actual numbers per day for the week. This tool can be purchased from FPS (SKU #43748).

Each week, it is recommended that the salon’s goals are set and then shared with each stylist so they can track their actual numbers based on the goals that are set for the salon.

Stylists can create a personal service and retail goal for the week. They can also note what their focus will be aimed at for the week. For example, talk about color, wax, or conditioning treatment with each guest.

Stylists can track their daily service sales, daily retail sales, misc. services, and daily tips using this tracker. When they clock out for the day, they can see their end of shift numbers and complete their daily entry. Stylists can also make a note at the end of the week on what they accomplished to get the numbers that are written in the book.

It is recommended that the manager and/or franchisee reviews these notebooks on a weekly basis, has a conversation with each stylist, and tracks, by making notes on the backside of each page, the results of the conversation for the stylist.


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BREAKING DOWN THE GUEST SERVICE FOLLOW-UP NOTEBOOK

Personal Goal for Week (service & retail) – What is the weekly goal?

Focus for the Week – For example, stylists may focus on the consultation, increase retail sales, increase the number of waxes, add more color services, etc.

Daily Service Sales – Record the goal for the day. At the end of the day, write down the actual amount of service sales.

Daily Retail Sales – Record the goal for the day. At the end of the day, write down the actual amount of retail sales.

Daily Tip – Record the goal for the day. At the end of the day, write down the actual amount of tips received.

Blank – This is open for the stylist to record a focus for the week.

Total (last vertical column to the right) – Record the total weekly goals – write down the total actual amount at the end of the week to see if the goal was achieved.

What did I do this week to get these numbers? – Record any activities or behaviors that helped achieve these numbers at the end of the week.


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SAMPLE: GUEST SERVICE FOLLOW-UP NOTEBOOK


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GOAL SETTING

To create goal setting, the manager completes the salon’s goals for each week of the month and then breaks those goals down per stylist for each day of the week. These can be displayed in the backroom of your salon.

Each stylist will have a goal for color, wax, shampoo, Tea Tree experience, retail dollars sold, service dollars per hour, and total sales. At the end of the week, the actual number will be placed in each column for each stylist.

This tool allows the whole team to see how their teammates are contributing to the big picture and can help each stylist motivate others to achieve the weekly and monthly salon goals.


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GOAL SETTING TIPS

These are points to remember when setting goals for yourself and your employees:

• What is the goal?

• What is the priority?

• What steps are needed to achieve the goal?

• What type of support is needed to achieve the goal?

• Where does the support come from?

• When does the goal need to be completed?

• How much is needed to reach the goal each week?

• Is it possible to attain this goal?


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FAQS

Does SmartStyle have sample performance review forms for managers and stylists that can be used for the annual review process?

Samples of performance reviews can be found in the Appendix section of Book Four.

Are there any other magazine companies that can be used besides the recommendations in the Operations Manual? I’d like to research other companies in order to compare prices.

You are free to contact whomever you wish to compare prices and service. The listings Regis has offered are only a suggestion.

A stylist that works for a current Regis brand just applied for a position in my salon. Can I hire this stylist?

You should ask the stylist to contact their Regional Director if it is a corporate location, or the franchisee if it is a franchisee’s location to let them know they have applied for a position at your location.

I am looking for a checklist that we used when we opened our first salon with time-frames of the items to be accomplished.

An updated New Salon Time Line and Checklist is available on the Franchise Resource Center. You may also request one from your Franchise Consultant.

I am attempting to clarify a shoe apparel issue with my stylists and manager. Do you have a recommendation of how to clarify the difference between pool-side "flip-flops" and professional sandals?

You should contact your State Board of Cosmetology. Some state laws also dictate requirements. Address health and safety issues with your employees. Flip-flops do not provide any protection from hair slivers, dropped objects including sharp or hot tools, or support & stability while standing.

How can I order a new set of SmartStyle Operations Manuals?

A PDF version of the Operations Manuals can be found on the Franchise Resource Center.

I would like to add a personal touch to the décor in my salon such as pictures and plants. Can I do it?

It is recommended that you stick to the brand standards and not add any additional items to the salon that may deter away from the look and feel of the SmartStyle brand.


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We have a stylist in our organization that has done something very special and we would like to share her story.

We would love to hear your stories. Please email [email protected]

How do we know if our credit card security is up to date and safe?

Any questions or concerns need to be directed to your credit card processor.

What if the new product prices or SKU numbers are not correct in our POS system?

Please contact SuperSalon Tech Support. You will be directed to the person able to answer your concerns. You may also contact Franchise Product Sales at 1-800-313-0087.

What holidays are corporate salons closed? (NOTE: This may vary by Walmart. You

must consult with Walmart store manager before closing the store for a holiday.)

• Easter – CLOSED

• Memorial Day – Open until 5:00 p.m

• 4th of July – Open until 5:00 p.m

• Labor Day – Open until 5:00 p.m

• Thanksgiving – CLOSED

• Black Friday – Normal Business Hours

• Christmas Eve – Open until 5:00 p.m.

• Christmas Day – CLOSED

• New Year’s Eve – Open until 6:00 p.m.

• New Year’s Day – Open until 6:00 p.m.

Where can I find forms and job descriptions without a watermark?

Regis provides franchisees with sample job descriptions to help demonstrate strong layouts, image use, and copy. The franchisee is solely responsible for developing his/her own job descriptions for open positions and is invited to use the examples provided as a guide.

What is the dress code?

As a representative of SmartStyle, a stylist’s appearance should reflect a professional and fashionable image. We recommend an all black wardrobe with a dark gray SmartStyle apron. Employees should be expected to adhere to the dress code stated in your Employee Handbook.


Documents

OPERATIONS MANUAL BOOK THREE - SmartStyle...2017/10/31 · BOOK THREE - MANAGING YOUR SALON 9 2016 2017 HISTORY OF SMARTSTYLE In 1922, Paul and Florence Kunin opened Kunin Beauty