How to manage hairdressers with data?
Barbershop is a combination of technology and service, its operating profit comes to customers, many operators will segment customers to understand which customers can bring them more profit. And many operators do not understand that the combination of customers determines the final profitability of the hairdresser, that is, the value.
Many hairdresser owners have been trying to be customer-centric, but their efforts have not been able to increase the profits of the hairdresser. The reason is: Do you think that some customers can’t bring you profit? If you’re trying to measure customer margins, do you exclude some of the operating costs and so on? Do you base your strategy on average customer margins? Do you put the hairdresser manager in charge of taking action on the customer’s profit margin? Is your business plan out of touch with customer margins
As a boss, have you counted how much each type of customer contributes to your hairdressing shop, and use this to increase the visibility of your store? Using various business statistics table data and a simple inspection in the store, you will be able to analyze the services received by different types of customers. You’ll find that some people always like to accept services that are not profitable. And these customers also do not bring much profit to the hairdresser. You’ll also find that these customers often complain that this practice makes profitable services diminish or even become unprofitable. Others only come into your store to receive special offers when the deal is on sale. When the preferential period is over, they will never return, which will also not help generate profits.
When you don’t understand customer margins, the mistake you make is not just about losing important profit opportunities, but you can get yourself in big trouble. Many hairdressers today do this (even if they look popular): they spend money on advertising, promotions, and other similar activities to attract customers to their doors. And the publicity costs they spend on each customer, the cost of products consumed in the store, manpower and other expenses, etc., but then only attract one-tenth of the customers, and not all of these tenths of customers become long-term stable customers, which is not worth the loss.
However, many hairdresser operators are unaware of the serious consequences of doing so, preferring to focus on traditional profits rather than customer profit margins. As long as we dig deep into the data on customer margins and take action, we will have a clear idea of how much we are making (or losing) per customer, so we can develop strategies to make the hairdressing shop profitable.
In summary, hairdresser owners urgently need to better understand customer profit margins, understand the costs used to attract and retain customers, and clearly understand how customer profit margins are distributed. Only by having a clear understanding of the customer’s profit margin can we more accurately position the hairdressing shop market and attract more customers, so as to maximize the profit of the hairdressing shop.