Lumière Nail Bar Business Plan — Implementation Roadmap
The phases from fit-out to consolidation, critical dependencies, conditions precedent to drawdown and the gate at each stage.
Implementation Roadmap
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
- 14.1 Development programme
- 14.2 Critical dependencies
- 14.3 Conditions precedent to drawdown
14.1 Development programme
|
Phase |
Months |
Activities |
Gate |
|---|---|---|---|
|
1. Establish |
1 to 4 |
Register the company; secure the lease on measured footfall; obtain the business licence and health approval; complete fit-out; install extraction, sterilisation and systems; recruit and verify the first therapist team |
Health certificate issued; premises trading-ready |
|
2. Pre-sell the membership |
3 to 5 |
Recruit founding members before opening at a launch rate; build the booking base; train the team on the membership conversation as a defined process |
150 founding members signed before day one |
|
3. Open and fill |
5 to 12 |
Open six stations and three rooms; measure utilisation daily by station and by hour; drive off-peak occupancy; establish the retail counter and attachment routine |
Nail utilisation above 50%; membership above 200 |
|
4. Build the base |
Year 2 |
Expand to eight stations and four rooms; grow membership toward 260; formalise retention and rebooking discipline |
Positive EBITDA; membership churn below target |
|
5. Stabilise |
Year 3 |
Reach 470 members; retail attachment above 12%; commence full debt service; document the operating format |
Positive net profit; format documented |
|
6. Expand and prove |
Years 4 to 5 |
Expand to ten stations and five rooms; grow membership to 780; benchmark revenue per station; evaluate a second site only once site one exceeds 65% nail utilisation |
Revenue per station above R900 000; second site assessed |
14.2 Critical dependencies
|
Dependency |
What it gates |
Why it cannot be accelerated |
|---|---|---|
|
Lease signed on measured footfall |
Everything |
Fit-out is sunk from day one and rent runs from day one. Site selection on measured footfall rather than on centre marketing |
|
Municipal health certificate of acceptability |
Opening |
A salon trading without it is trading unlawfully and is uninsurable. Inspection typically follows fit-out, so it cannot be brought forward |
|
Salon manager appointed |
Opening |
The hire that determines whether capacity gets filled. Utilisation and membership conversion both run through it |
|
150 founding members signed |
Opening |
A new salon that opens into an empty diary looks unpopular, and looking unpopular is self-reinforcing in a discretionary category |
|
Therapist team recruited and verified |
Opening |
Qualification verification is an insurability condition, not an administrative step |
|
Station-level extraction commissioned |
Opening |
An occupational health obligation for technicians and a comfort condition for clients |
|
Twelve-month capital moratorium |
Surviving Year 1 |
EBITDA is negative R843 000 in Year 1. Principal cannot be serviced and the term must be agreed at the outset |
|
Nail utilisation above 65% at site one |
Any second site |
The format is not proven until the first site fills. A second site opened early is a second set of the first site’s problems |