Make Your Mark



Friday, February 26, 2010

Stylists Should be Selfish

Hi,

This isn’t what you’ve been taught.

Be selfish.

In order to meet someone else’s needs you have to meet your own needs first. If you’ve flown in a commercial aircraft, you heard, “In the event of a loss of cabin pressure place the oxygen mask firmly over your nose and mouth. Then, assist those around you.” It makes immediate sense doesn’t it? If you aren’t breathing, A) Well, you’re not breathing and that’s bad, and B) You aren’t able to help others. This is a great example of being selfish or meeting your own needs first.

In personal relationships it often works the same way. If your needs are not met then, sooner or later, you will develop resentment. In general, we’ve been taught to be people pleasers. To be good girls and boys. To be quiet. To be polite. To let others go first. But, if we’re always giving, giving in, and compromising, who is taking care of us and our needs? Probably no one. It’s from there our resentment surfaces usually manifesting itself in destructive or passive-aggressive ways. Learning to negotiate for your own needs is a great example of being selfish because it allows you to give of yourself freely and in a heartfelt way.

In business the same principle applies. As a stylist, first you need to understand your needs (see our post “A Stylist’s Competitive Advantage”) and then align yourself with a salon owner who can meet those needs. To succeed, salon owners must create a shared vision that mobilizes their staff to do certain things in the best interest of the salon. They know their staff will only support the salon’s needs if each individual’s needs are met by taking the action requested of them—otherwise stylists agree to do certain things but then don’t follow through. This is usually because they don’t see an immediate, tangible benefit or they don’t think the benefit outweighs their current behavior. Being clear and open about your needs is a great example of being selfish and reduces business frustration and misunderstanding.

In the meantime, salon owners will be hiring staff members based on their natural desire to help the salon meet its business objectives—and building a shared vision with their staff that makes it clear how the salon’s needs are also in each stylist’s best interest.

If these ideas appeal to you, please contact us to discuss how to implement them in your salon. We’d love to help you reach your business objectives, in fact, that’s all we do.

Jim Lucas
Séva Education
(925) 980-7871


© Copyright Jim Lucas 2009-2010 All Rights Reserved

Beyond Customer Centric

Hi,

Over the last 100 years, or so, business strategy has evolved. Without trying to be thorough, the progression has gone something like this:

SKILLED

Artisans and crafts people developed specialized skills that brought customers to their door.

DISTRIBUTION

Middlemen and merchants created markets that attracted customers to central places.

MASS PRODUCTION

Interchangeable parts allowed formerly custom-made goods to be mass produced at lower costs.

TECHNOLOGY

The automation of mass production that rapidly drove costs down making products affordable to even more consumers 

CUSTOMER-CENTRIC

Understanding and serving the customer’s needs as the way to gain competitive advantage.

Most readers will recognize we are currently in a customer-centric period (with a strong dose of technology mixed in) where it’s pretty common to hear companies talking about “The customer is always right,” “Customer focus,” and “Client service.”

Séva is developing an innovative new business strategy called Transformational Client Experience or TCE. Transformational Client Experience argues for a fundamental shift in the way brands serve clients as a means of competitive advantage. In the past, once a company had acquired skills, distribution, mass production, and technology—they realized they needed to become customer-centric because all their competitors had pretty much the same skills, distribution, mass production, etc. Only those brands who got to know their customers were able to thrive, since simply producing low-cost products wasn’t enough—those products had to actually satisfy customers’ real needs and wants. (For example, it’s often argued that losing customer focus is what brought Detroit and the American auto industry to near disaster.)

We believe TCE represents the next significant shift and that it will raise the bar and redefine client service. If you would like to learn more about TCE, and the difference it can make for your salon or spa, please contact me. We’d love to share more of our insight and listen to your story.

Jim Lucas
Séva Education
(925) 980-7871


© Copyright Jim Lucas 2000-2010 All Rights Reserved

Wednesday, February 24, 2010

A Stylist’s Competitive Advantage

Hi,

Like everyone in business—or in the art world for that matter—stylists must compete. They compete for clients, for pay, for the best hours, the best chair, and to work in the best salons. But, what makes one stylist more competitive than another?

We believe that stylists, and other practitioners in salons and spas, compete in five main areas:

TECHNICAL COMPETENCE

The ability to cut, color, and style hair is probably the first factor that comes to mind for most stylists. If you don’t “do hair” very well, you’re obviously at a significant disadvantage. But you may be at an even greater disadvantage if you think your competitiveness relies on talent or ability alone.

CLIENT SERVICE

Next, we’re certain many would cite customer service as something they must perform well in order to excel—but how many realize that client service is just as important to the well-rounded stylist as ability? Beyond that, how many stylists are actively improving their understanding of client service and work to improve those skills?

REVENUE PRODUCTION

We’ve met a lot of stylists who think of their ability to earn is somehow independent, or only loosely related, to the health and well being of the salon where they work. In fact, the competitiveness of the stylist and the salon itself are inseparably woven together. The stylist must earn, the salon must profit, the salon then reinvests in their space and their brand, which in turn provides employment for the stylist. We encourage stylists to consider this interdependence the next time their salon owner approaches them about retail, average ticket size, number of clients per day, etc. Everyone is in it together.

BUSINESS KNOWLEDGE

Perhaps there is awareness that stylists need to develop business knowledge in order to improve their competitiveness—but few are focused on it. Precisely because it is so important, and so few bother to take it seriously, we believe it is one of the easiest ways for savvy stylists to set themselves apart from the crowd.

TEAMWORK

Another aspect of competitiveness that gets lip-service but not a lot of serious effort is teamwork. Because clients have a sixth-sense about the harmony and vibe in a salon or spa, because there are many times that one stylist would benefit from the expertise of another, and because everyone must have a shared vision if a salon is to be transformed into a powerful brand; teamwork in today’s environment is critical to a thriving salon.

THE HIDDEN FACTOR

Often the salon itself isn’t thought of as a competitive advantage for the stylist—but it clearly is. Salon owners who create unique experiences, recognizable brands, and salons that run smoothly are doing something very, very important for stylists—they are developing long-term demand, ensuring client satisfaction, and creating an environment where stylists can do their best work. Whether a stylist perceives this as ample walk-in traffic, clients who, “Love your new location,” or who pick up on the great vibe; working with salon owners to help them achieve their objectives is one potent way to ensure that stylists themselves improve their ability to compete—with the salon down the street.

If you would like to discuss these ideas or learn more about Séva Education, please contact me.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com



© Copyright Jim Lucas 2000-2010 All Rights Reserved

Friday, February 12, 2010

The Case for Planning

Hi,

Many of us get so caught up in what we’re doing we look back after a day’s, week’s, or month’s work and ask ourselves, “What have I accomplished?” It’s true. We get so busy, or we let ourselves get so busy, that we don’t set aside the time to gain some perspective, to set goals and then lay out a plan to get from where we are to where we want to be. No wonder we’re not sure if we’ve actually gotten anything done.

Well you’re not alone. The majority of your competition is doing the same thing.
Consider the case of a sailor at sea. Contemplating a trip from Los Angeles to San Francisco, or from Florida to the Bahamas, or even from Lisbon to New York. First she checks her training and equipment and gathers all the resources she’ll need to make the trip. Next she charts her course and writes it down stage by stage. She estimates the time it will take and what it will cost. Little will be left to chance because she knows the elements are unforgiving and—while luck is always welcome—to complete the trip she’ll have to be more than lucky. Once she’s set sail she has to take the wind and currents into account. Her charts are drawn with straight lines but she knows that she will drift and nothing is as simple as it seems. She knows some of the currents and winds are too strong to take head-on. She’ll have to work with the elements and keep checking her charts against her current position and make thousands of adjustments before she successfully arrives at her destination.

This is a simple metaphor. It’s a compelling argument for actively planning the success of your salon. It’s easy to relate to the idea that building your business is a journey and that you’re the captain of your ship. You too need the right knowledge, equipment, and resources. But above all, you need to chart your course and then constantly check to see if you're on track or if the current is taking you away from your goal.

Séva Education not only helps you gather the knowledge you need, we teach you how to chart your course. We suggest you begin while your competitors are still sailing around in circles. Come on, this is going to be fun!

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com


© Copyright Jim Lucas 2009-2010 All Rights Reserved

Where the Rubber Meets the Road

Hi,

Not long ago there was a television commercial featuring a group of consultants in a meeting with their client. The consultants had just finished their recommendations and offered their advice as documented in their final report. At the end of their presentation the client said, “Great. Let’s get started!” causing raised eyebrows and a burst of laughter from the consultants. After they’d regained their composure they simply said, “Uh, these were our recommendations. We don’t actually do anything.”

Séva Education is different. We are compelled to take action.
Our offerings are comprehensive and based on strong branding and business management practices. But, we don’t stop there. Our Transformational Client Experience work will help you understand your clients better than ever before and create a Transformative Experience for them based on what’s important to them. Our Branding module will ensure that everything we want your brand to be, to do, and to say is well thought out, integrated, and consistent.

While perhaps not the most glamorous aspect, our Operational Excellence practice is how we help you get traction—how we actually get things done—basically, where the rubber meets the road. We are excited to share our insights and understanding about consumers and brands but we won’t be satisfied until we transform this knowledge into action and turn that action into business results for your salon.

If this kind of thinking gets your attention, we should talk. I’d love to explain what else is on our minds and I’d really enjoy hearing your story.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

Monday, February 8, 2010

Mad as Hell!

Hi,

Jonathan Guthrie wrote an interesting article for the Financial Times (10/15/09) about hairdressers in the United Kingdom. Concluding with some very upbeat comments about the industry, saying, “Hair cannot be cut over the internet, or automated without the risk that ears will be trimmed off along with the split ends. ...Hairdressers have something many big businesses would kill for: a defensible market position.” That is very positive and positively true.

On the way to his conclusion he explored some not-so-complimentary ideas, including his quoting the writer Douglas Adams “Who hypothesised that, given the chance, society would maroon those inessential snippers on a wilderness planet, where they would dopily use sticks to make curling tongs rather than fires for cooking.”

Rarely do we have a business conversation with salon owners or stylists when they don’t mention something about wanting to increase the professional image of stylists or the respect for stylists in our industry. For example, we often hear, “I really need to take my staff to the next level,” or “I don’t get it, I provide just as valuable a service as (fill in the blank) and their reputations are more professional than stylists’.”

As people, we sometimes take our motivation from an inspiring thought or from great examples of leadership; but in this case we don’t think it’s unreasonable to get “Mad as hell” and do something about it.

We believe that one of the most powerful actions stylists can take to improve their work life, professional standing, and increase their earnings is to do something that many find completely unreasonable:
1. Work with salon owners to build their salon into a powerful brand
2. Work together as a team with fellow stylists
3. Invest in their business education at the same rate as their hairdressing education.

Imagine what a salon could achieve with stylists able to create that kind of vision.

Now, if you would like to discuss the enormous benefits—to you as a stylist, or as an owner—and learn how to implement this kind of powerful change in your salon, please contact us. We’d love to show you how it’s in your own selfish best interest to improve yourself, your teamwork, and your brand.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

Friday, February 5, 2010

Reframing the Category

Hi,

One of the steps in the Branding Framework is called Reframing the Category. It has to do with looking at an opportunity, or a problem, in a new way with fresh eyes. It is an exercise that can define a competitive advantage for your brand simply by ignoring the usual constraints or “givens” in the marketplace and replacing them with an insight, or service, or product that is completely unexpected, new, or counter-intuitive. Successfully reframing your category can mean the difference between being just another salon or spa and being the salon or spa in your market.

At the risk of touching an invisible “third rail” Séva believes that somehow, for some reason, the industry has developed very low expectations of stylists—not as artists, but as business professionals. Time and time again we hear recurring themes from salon owners directly, at trade shows, and from online consultants and industry observers (btw, some of these comments are edited):
• Stylists are only concerned about their own chair
• Stylists won’t sell retail even though they would make more money
• Estheticians are great at selling product but my stylists refuse
• Stylists must be told daily what to do or they forget, or worse.

Let’s only look at these observations from the point of view of reframing the category and try to create a fundamental breakthrough that you can develop for your salon.

We know from business theory that businesses thrive under certain universal conditions:
• When the rules are well known and transparent
• When a common purpose exists
• When a shared understanding leads to teamwork and synergy
• When people mobilize toward a common goal
• When people are able to draw a direct line between a given behavior and their own self-interests
• When a specific capability exists that is not easily duplicated by competition.

Using these universal business conditions to turn popular opinion about stylists upside down, Séva argues the potential for competitive advantage exists for salon and spa owners who adopt this strategic imperative:

I will always be number one in my market because I own something no other competitor has been able to achieve—and isn’t likely to achieve anytime soon: My staff works together with a common purpose. Each and every one of them inspires me with their ability to deliver our brand promise every single day without fail.

If you could make this true for your salon, would it mean the difference between surviving and thriving? We are certain it will. If you would like to learn more about this powerful idea and be the only salon in your market to own this advantage, please contact me. I’d love to hear your story.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

Thursday, February 4, 2010

New Clients or More Success?

Hi,

When we don’t have a relationship with a salon or spa and we ask, “What is the one thing you need most?” the answer we hear is, “More clients.” The message is clear, it’s simple, and it’s compelling. It’s something we respect and something we believe. As a result, our branding practice contains a new business development module that is entirely focused on bringing new clients into your salon or spa.

When we have a trusting relationship with a salon or spa we get a surprisingly different answer to the same question, “What is the one thing you need most?” When a salon or spa owner feels safe, and we have personal rapport, we often get an outpouring of disclosures that reveal the true state of their business. It often turns out that “More clients” is just the tip of the iceberg and many of our clients struggle with anything from “Getting my salon to the next level,” to “Creating better loyalty and teamwork with my staff,” to “I really need someone to help me get my business act together.”

MORE CLIENTS

So, if you are coming to this conversation from the “More clients” point of view we have something very direct and simple for you. We would like to share our Business Development Playbook and we would like to introduce you to the Plan-Do-Check-Act methodology. It is a simple idea with zero overhead. It simply states that we make our plans, execute our actions, check to see if they worked, and then act accordingly when we repeat our plans. That is, we get constantly better by documenting and measuring our results and then systematically throwing out what doesn’t work in favor of improving the things that do work. (Please see earlier blog posts for more insight.)

MORE SUCCESS

If you’re coming to this conversation looking for something deeper—or simply open to it, we have something very concrete and powerful to offer. Séva Education believes that at the end of the day only one thing matters. That one thing is creating a transformative experience for clients—which in turn—transforms them from clients into advocates who actively look for ways to help you succeed. (See earlier posts for more detail.) Our practice consists of three pieces: client experiences, branding, and excellent operations. In the Transformative Client Experience component we show how simple client service is not enough for a spa to thrive. Even strong functional experiences (great services, great location, great attitude, great prices, etc.) are not enough to build powerful brands. It’s only when we tap into the multiplying effect of Functional X Emotional experiences that we can truly create something transformative for you. Once that is clearly defined we build your brand story, using our Branding Framework, to clearly and consistently tell the market who you are, what you stand for, and what you promise.

If these ideas pique your interest, and if you want to learn more about developing new clients, please contact us. We’d love to hear your story and, when you’re ready, learn about what’s truly keeping you up at night.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved

Tuesday, February 2, 2010

Learn a New Language: Branding

Hi,

When my family and I lived in Italy we knew from the beginning we would have to learn Italian which was a new language for all of us. We wanted to immerse ourselves in the culture and in our new country and for us to do that learning the language was key. It wasn’t so much that we were interested in Italian for the pure joy of speaking it; what we really wanted were the benefits of speaking the language: The ability to make friends, have richer life experiences, perform better at work, and just live a normal life.

In the same way, branding can be thought of as a kind of language. It has structure, and logic, and vocabulary. For most people, learning the language of branding isn’t about the joy of learning; it too is about the benefits it brings. The ability to communicate with target clients, imagine richer client experiences, profitable growth, and just running a better salon.

Once we learned enough Italian to be dangerous we learned a very unexpected lesson. We were so proud that we could say simple phrases and ask a variety of questions. It didn’t take long to realize, however, that after we successfully communicated something like, “Good morning. How are you?” things would get very complicated. Why? Because the person we spoke to would respond! Once they started talking we realized we not only needed to learn the questions, we needed to be able to understand the answers—and then have something else to say, unless we wanted every conversation to last less than a minute.

That’s when we got serious about understanding the fundamentals of Italian. We knew that we couldn’t acquire a lifetime of knowledge in six months but we also knew that if we understood the fundamentals of Italian we could figure out how to keep a conversation going. Getting a stronger command of verbs, nouns, and syntax turned out to be far more helpful than just learning random words and speaking them without purpose.

Branding has its own vocabulary and you can learn and use the basics to help you have purposeful conversations with your clients and target audience. Without having to master the entire subject in six months you can still understand and practice the fundamentals that will allow your salon to thrive. We can teach you the fundamentals of branding and we can show you how to sustain your conversations.

If this kind of thinking appeals to you and you would like to learn more, please contact me. We’d love to hear your story and share more of ours.

Jim Lucas
Séva Education
(925) 980-7871
gojimlucas@sevastyle.com

© Copyright Jim Lucas 2009-2010 All Rights Reserved