Creative HEAD UK January 2019

THE BUSINESS EDIT
CAROLE TAYLOR
CLIENTWAVE
HOW CAN CLIENTWAVE
HELP SALONS?
We offer services designed
to increase performance and
profits. These include in-salon
training courses and a broad
selection of management
courses. All course content
is unique and includes data
and feedback from focus
groups of 2,000 clients. We
also offer a mystery shopping
service where salon owners
receive a report based on
a cut and finish. Our latest
initiative is our Salon Owners
Business Clubs in London
and the Midlands. And
on the marketing side, we
offer website design and
e-marketing.
WHAT ARE THE COMMON
MISTAKES YOUR MYSTERY
SHOPPERS SEE?
They revolve around
customer service and
retailing. The client’s
expectation is for consistent,
attentive service and
sometimes consistency
falters when there is a lack of
attention to detail. With retail,
clients want hair concerns
identified and dealt with
in-salon, followed by bespoke
homecare that will deal with
nagging issues. Invariably,
what gets missed is an
enthusiastic, problem-solving
product recommendation.
IF A SALON COULD ONLY
FOCUS ON ONE AREA,
WHAT SHOULD IT BE?
Customer service, without a
doubt. Delivering consistent
and exceptional customer
service to every client at
every visit will be the dealbreaker
in 2019!
HAVE YOU PLANNED FOR
SALON LIFE AFTER YOU?
IT’S A HEALTHY TRADITION in this
industry that whole families work in
hairdressing. But what comes after you’ve
decided to hang up your scissors and walk
away… and there’s no obvious person to
entrust your life’s work to?
At five-strong salon group Hooker &
Young, Gary Hooker and Michael Young
have started to think about the future. “We
are a long long way off wanting to hand over
the reins of the business,” Gary explains.
“That said, we have a partnership salon and
that model works very well for us, so we
would be very open to exploring that with
the right people from within the group.”
Gary admits that: “If I had to pick a route,
longer term it would be bringing in a group
managing director and having buy-in from
management teams within the business.
My New Year’s resolution is make a plan!”
Trevor Sorbie took succession planning to
another level when his company partnered
with Dubai-based The Grooming Company
group to roll out the brand internationally,
while also growing its presence in the UK.
For him, it was a case of bringing in an
external partner while also growing standout
talent in his company into new roles.
At Edward and Co, you would hope that
they have all this on lock – it’s now a fifthgeneration
business! “It started with my
great grandfather,” says director Gary Taylor.
“My 23-year-old daughter and my 16-year-old
son have just come into the business and
JULIE HENSMAN
HENSMANS
they are fired up, and see their futures here,
taking it on in their own way.”
For now, Gary, his wife Heather and their
team keep it a very family affair. “We have
out-performed the usual family theme of
three generations who make it, take it and
then break it!” jokes Gary. “I like to think we
are still making it into something new.”
Whether you’re planning on handing over
your business to a manager, a member of
the family or selling up altogether, it’s a big
decision to make. The golden rule is don’t let
your heart rule your head, warns NHF and
NBF chief executive Hilary Hall.
If you’re handing over to a manager, your
first step will be to write a clear description
of the qualifications and experience they
will need, and the achievements you expect.
Always include a probationary period in the
contract, just in case it doesn’t work out.
But if it’s time to sell, Hilary advises that
you take professional advice as you may
over- or under-value your business – so find a
reputable business broker to offer a ‘one-stop
shop’ service. Ask potential buyers to sign a
confidentiality agreement to prevent word
getting out, which could lead to staff and
clients going elsewhere. “Also, other salons
could poach your best staff,” she adds.
“It can be hard to let go,” admits Hilary.
“Make sure you’re actually prepared to give
up. Have definite plans in place so you’re not
tempted to ‘hang around’ or interfere when
the new manager or owner has taken over.”
“Our business has a pretty unique mix. My daughter Gemma
and I are the two family directors working in the company, as my
husband John retired last June, although can still be seen cutting hair
once a week! The shape of the business has been building for several
years; we set out a five-year plan that’s almost at fruition now. Gemma,
who’s 37, and I have built an incredible management team, some of whom are shareholders
and some will have that opportunity in the future. Our management team has grown up in
the business and team members have shown they ‘get it’ – and that’s something you can’t
really teach. Being part of a management buy-in team is not for everyone, but giving them
shares and management status works. It’s much more person-by-person than step-by-step!
Get the right people around you and make the roadmap and expectations clear.”
18
CREATIVE HEAD