Lumière Nail Bar Business Plan — Management and Team
The management structure, therapist and technician establishment, and why retention decides whether the capacity can be sold.
Management and Team
Jump to section
- 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
|
Role |
Number at maturity |
Responsibility |
Timing |
|---|---|---|---|
|
Owner or managing director |
1 |
Strategy, funding, lease, supplier and product house relationships |
From inception |
|
Salon manager |
1 |
Diary and utilisation, membership conversion, team performance, standards |
Month 1 — the hire that determines whether capacity gets filled |
|
Senior beauty therapist |
1 |
Advanced treatments, training, quality standards, treatment protocols |
Month 3 |
|
Nail technicians |
11 |
Nail services across all systems offered |
Phased with station commissioning |
|
Beauty therapists |
8 |
Facials, massage, waxing, lashes and brows |
Phased with room commissioning |
|
Front of house |
3 |
Bookings, arrivals, retail, membership administration |
From opening |
|
Bookkeeper, part-time |
1 |
Debit order runs, reconciliations, statutory returns |
From Month 1 |
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Overhead, R |
2 250 000 |
2 600 000 |
2 875 000 |
3 305 000 |
3 530 000 |
|
Overhead as a share of revenue |
53.3% |
34.1% |
30.9% |
26.1% |
25.9% |
|
Gross profit, R |
1 407 000 |
3 308 000 |
4 242 000 |
6 212 000 |
6 789 000 |
|
Gross profit as a multiple of overhead |
0.63x |
1.27x |
1.48x |
1.88x |
1.92x |
Overhead falls from 53 per cent of revenue in Year 1 to 26 per cent by Year 5, and gross profit moves from 0.63 times overhead to 1.92 times. That is the operating leverage the whole plan depends on, and it comes from filling capacity against a cost base — rent, management, systems, front of house — that was already carried at six stations.
Four numbers govern this business and should be reported weekly: utilisation by station and by hour of day, membership joins and churn, retail attachment as a percentage of service revenue, and rebooking rate at the point of departure. The rebooking rate is the leading indicator of every other number, because a client who leaves without a next appointment is a client the salon has to win again.
8.1 Retention and the client book
|
Control |
How it works |
What it protects against |
|---|---|---|
|
Membership contracts held by the business |
Debit order mandate, client record and treatment history in the salon’s own system |
A departing therapist takes a skill, not a contracted member |
|
Team-based servicing |
No client is tied to a single therapist; the second and third visit are deliberately rotated |
The relationship attaches to the salon rather than to an individual |
|
Restraint and non-solicitation provisions |
Written into employment contracts at appointment, not renegotiated at resignation |
Direct solicitation of the client book on departure |
|
Client data on business systems only |
POPIA consent framework; no client contact details on personal devices |
Both the compliance exposure and the asset walking out at the same moment |
|
Commission and development |
Retention structured around productivity and progression rather than base pay alone |
The turnover itself, which is the highest-likelihood risk in the register |