Lumière Nail Bar Business Plan — Operations and the Capacity Build
The build from six stations and three rooms to ten and five, the booking discipline behind utilisation, and the fit-out it requires.
Operations and the Capacity Build
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- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Market and Positioning
- 3. How a Salon Actually Makes Money
- 4. The Membership Programme
- 5. SWOT and Competitive Position
- 6. Operations and the Capacity Build
- 7. Compliance and Standards
- 8. Management and Team
- 9. Financial Plan
- 10. Break-Even and Debt Service
- 11. Investment Analysis
- 12. Sensitivity and Scenario Analysis
- 13. Risk Analysis
- 14. Implementation Roadmap
- 15. Key Performance Indicators
- 16. Key Assumptions
- 17. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital and Capacity Schedules
- C. Appendix C: Funding, Debt and Working Capital Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- 6.1 The capacity build
- 6.2 Fit-out, equipment and the trading environment
- 6.3 The service flow
6.1 The capacity build
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Nail stations |
6 |
8 |
8 |
10 |
10 |
|
Treatment rooms |
3 |
4 |
4 |
5 |
5 |
|
Sellable hours |
27 180 |
36 240 |
36 240 |
45 300 |
45 300 |
|
Treatment hours sold |
10 963 |
18 724 |
21 261 |
28 388 |
29 747 |
|
Members |
90 |
260 |
470 |
640 |
780 |
|
Revenue per station and room, R |
469 111 |
635 500 |
775 500 |
842 867 |
907 333 |
|
Treatment hours per member |
121.8 |
72.0 |
45.2 |
44.4 |
38.1 |
6.2 Fit-out, equipment and the trading environment
|
Item |
R |
Depreciation life |
Note |
|---|---|---|---|
|
Premises fit-out — reception, nail bar, rooms, wet area |
1 680 000 |
7 years |
Lease improvements, plumbing, partitioning, lighting and finishes |
|
Treatment beds, steamers, wax and equipment |
560 000 |
8 years |
Five rooms plus a dedicated wet room |
|
Nail stations, chairs, lamps and extraction |
380 000 |
8 years |
Station-level vapour and dust extraction |
|
Branding, signage and launch marketing |
290 000 |
3 years |
Including pre-opening membership recruitment |
|
Solar and backup power |
290 000 |
10 years |
Lamps, autoclave, water heating and point of sale are trading-critical |
|
Retail fixtures and opening stock |
260 000 |
6 years |
Professional skincare counter and opening inventory |
|
Sterilisation, laundry and back of house |
210 000 |
8 years |
Autoclave, ultrasonic cleaner, laundry, dispensary |
|
Booking, point of sale and membership system |
140 000 |
4 years |
Client records, membership debit orders, stock and reporting |
|
Total fit-out, equipment and launch |
3 810 000 |
The fit-out, the first three treatment rooms, six nail stations, sterilisation, systems, solar and the launch programme are front-loaded, because a salon must be complete and licensed before it can trade at all. Stations and rooms are then added in Year 2 and Year 4 as utilisation justifies them, and the retail counter builds stock across the ramp.
6.3 The service flow
|
Stage |
What happens |
Where the value or the leakage sits |
|---|---|---|
|
Booking |
Online, telephone or at departure. Members receive preferential slots |
The rebooking at departure is the leading indicator of every other number. A client who leaves without a next appointment must be won again |
|
Arrival and consultation |
Front of house greets, confirms the service, records changes to the client file |
Where the membership conversation happens as a defined process, not as an upsell |
|
Treatment |
Nail station or treatment room, to documented protocol |
Where the hour is consumed. Overrunning a booking costs the next slot, not just the time |
|
Retail recommendation |
Therapist-led, tied to the treatment just given |
16% attachment against treatment revenue. Recommendation at the chair converts; a counter display does not |
|
Payment and rebooking |
Point of sale, membership redemption recorded, next appointment set |
The single highest-leverage moment in the visit. Rebooking rate is reported weekly |
|
Follow-up |
Membership redemption tracking, churn monitoring, reactivation |
A member who stops redeeming is a churn signal months before the debit order stops |
Two of the six stages generate no revenue at all and carry most of the value: the membership conversation at consultation, and the rebooking at payment. Both are front-of-house responsibilities rather than therapist responsibilities, which is why the plan scales front of house to three and treats those appointments as commercial rather than administrative.