BEAUTY SALON
Beauty will save the world - if only there were rescuers
Speaker Description:
Founder of the Rich Nails Beauty Studio, entrepreneur, creator of an original system for managing profitable beauty salons, beauty expert, YCLIENTS Ambassador, speaker at the international conference SaloonWeek, member of the Russian Chamber of Commerce and Industry and the Guild of Trade and Service Enterprises under the Moscow Chamber of Commerce and Industry.
Winner of the "Expert of the Year 2024" award in the category "Entrepreneur of the Year 2024. Franchising." Awarded the Business Women.Life.Family 2024 prize. We have created the unique Rich Nails Color Laboratory—a production of materials for manicure (gel polishes, bases, top coats, primers, gels, polygels, hand oils) under our own brand of the same name. In 2023, the franchising direction was launched, and the network is successfully scaling through the opening of partner franchise studios and our own salons.
In October 2024, the Rich Nails Network became the winner of the national award in the beauty industry—Best Salons of Russia TOP 100 Beauty Russia!
Founder of the Rich Nails Beauty Studio, entrepreneur, creator of an original system for managing profitable beauty salons, beauty expert, YCLIENTS Ambassador, speaker at the international conference SaloonWeek, member of the Russian Chamber of Commerce and Industry and the Guild of Trade and Service Enterprises under the Moscow Chamber of Commerce and Industry.
Winner of the "Expert of the Year 2024" award in the category "Entrepreneur of the Year 2024. Franchising." Awarded the Business Women.Life.Family 2024 prize. We have created the unique Rich Nails Color Laboratory—a production of materials for manicure (gel polishes, bases, top coats, primers, gels, polygels, hand oils) under our own brand of the same name. In 2023, the franchising direction was launched, and the network is successfully scaling through the opening of partner franchise studios and our own salons.
In October 2024, the Rich Nails Network became the winner of the national award in the beauty industry—Best Salons of Russia TOP 100 Beauty Russia!
The shortage of qualified personnel is a pressing issue in many industries. The beauty industry is no exception to this disheartening statistic. Leaders of various formations are sounding the alarm—but is the situation truly so hopeless? It’s time to figure it out.
On the Other Side of the Barricades
One way or another, a manager whose business provides services to the public works with a client base. In this format of cooperation, all clients can be roughly divided into internal and external. Here, by "external," we mean the direct consumers of services, while by "internal," we mean those who provide these services. Viewing the problem from this angle allows us to see new facets of solving pressing issues, forming a team of qualified employees by following a clear action plan.
Customer Orientation
Entrepreneurial activity in the service sector implies and even requires absolute loyalty to the consumer. This includes referral programs, promotions, discounts, bonuses, email newsletters with special offers, and customer base segmentation. It’s always clear how these principles work in relation to the service recipient—moreover, most of them are successfully applied and improved. Let’s return to the thesis of perceiving an employee as a type of client—the familiar model of relationships, on one hand, cracks under this arrangement, but at the same time, it opens up space for forming a favorable environment for attracting and retaining employees.
The Question of Priorities
The loss of professional, experienced staff is always a problem—which is why the issue of retaining, bringing back, and supporting this category of employees should take first place. The time has passed when, in 2018-2019, a manager could choose the best from a pool of qualified candidates, taking advantage of the surplus in the beauty industry. An entrepreneur, by nature, must be flexible, adapting to external circumstances and conditions—they must learn to survive and build a reliable professional team in the new conditions of a personnel shortage.
Learn from the Best
Understanding the problem often doesn’t come with a set of ready-made solutions and ideas—and here, it’s important to draw inspiration from the right example. It’s worth conducting a thorough analysis of related niches and foreign markets, applying successful experiences from others while considering your own current realities. In this context, the "copy&paste" technique is not about mindless copying, but about analyzing and being able to extract the best from a vast array of business models, adopting and applying only elements of a working system for productive implementation into your own business. And here we’re talking about a fundamentally new technique—the so-called "copy-modify-paste-adapt" method (CMPA method).
Through Experience
It’s time to return to the question of working on improving relationships with potential or actual employees, similar to how you build loyal relationships with clients. Mindless copying is impossible in this case—because even within the same industry, no two businesses are absolutely identical. This is why we’re talking about copying the idea, the essence. At the same time, a new employee needs training to work effectively within your team ("modify"), direct work ("paste"), and, of course, adaptation.
Human Treatment
Even a qualified and experienced employee, valuable to the company, may feel uncomfortable in a new environment. And this is where the manager’s care for the employee, the person they trust with their business, plays a key role. As a result, we can confidently say that the likelihood of this specialist staying in the job will be much higher than the likelihood of them leaving.
To Let Go or to Retain
In this context, as in "The Land of Unlearned Lessons," everyone is free to decide where to put the punctuation mark. But it’s important to understand that not all those who leave can be brought back—moreover, often it’s not even necessary for them to return. It’s a different story if we’re talking about a true professional with a decent set of human qualities. And here, nothing stops you from inviting them for a cup of coffee and having a heart-to-heart conversation. After that, it’s necessary to analyze the situation: if the reasons for leaving are adjustable and the employee is important to you—don’t waste time. But at the same time, you need to be able to and be ready to let go when the person is determined to leave.
Strong Connections
The manager, as a responsible and interested party, determines the value of their company and outlines its further development and prosperity by attracting and retaining both "external" and "internal" clients. This way, the company forms its own organizational culture, its HR image. It is this approach to team formation that leads to a rapid increase in the number of people who want to work with you, under your leadership—not because there’s a "surplus" in the job market again, but because you, as a manager, have proven the true value of each qualified employee and the entire system of company employees as a whole.
On the Other Side of the Barricades
One way or another, a manager whose business provides services to the public works with a client base. In this format of cooperation, all clients can be roughly divided into internal and external. Here, by "external," we mean the direct consumers of services, while by "internal," we mean those who provide these services. Viewing the problem from this angle allows us to see new facets of solving pressing issues, forming a team of qualified employees by following a clear action plan.
Customer Orientation
Entrepreneurial activity in the service sector implies and even requires absolute loyalty to the consumer. This includes referral programs, promotions, discounts, bonuses, email newsletters with special offers, and customer base segmentation. It’s always clear how these principles work in relation to the service recipient—moreover, most of them are successfully applied and improved. Let’s return to the thesis of perceiving an employee as a type of client—the familiar model of relationships, on one hand, cracks under this arrangement, but at the same time, it opens up space for forming a favorable environment for attracting and retaining employees.
The Question of Priorities
The loss of professional, experienced staff is always a problem—which is why the issue of retaining, bringing back, and supporting this category of employees should take first place. The time has passed when, in 2018-2019, a manager could choose the best from a pool of qualified candidates, taking advantage of the surplus in the beauty industry. An entrepreneur, by nature, must be flexible, adapting to external circumstances and conditions—they must learn to survive and build a reliable professional team in the new conditions of a personnel shortage.
Learn from the Best
Understanding the problem often doesn’t come with a set of ready-made solutions and ideas—and here, it’s important to draw inspiration from the right example. It’s worth conducting a thorough analysis of related niches and foreign markets, applying successful experiences from others while considering your own current realities. In this context, the "copy&paste" technique is not about mindless copying, but about analyzing and being able to extract the best from a vast array of business models, adopting and applying only elements of a working system for productive implementation into your own business. And here we’re talking about a fundamentally new technique—the so-called "copy-modify-paste-adapt" method (CMPA method).
Through Experience
It’s time to return to the question of working on improving relationships with potential or actual employees, similar to how you build loyal relationships with clients. Mindless copying is impossible in this case—because even within the same industry, no two businesses are absolutely identical. This is why we’re talking about copying the idea, the essence. At the same time, a new employee needs training to work effectively within your team ("modify"), direct work ("paste"), and, of course, adaptation.
Human Treatment
Even a qualified and experienced employee, valuable to the company, may feel uncomfortable in a new environment. And this is where the manager’s care for the employee, the person they trust with their business, plays a key role. As a result, we can confidently say that the likelihood of this specialist staying in the job will be much higher than the likelihood of them leaving.
To Let Go or to Retain
In this context, as in "The Land of Unlearned Lessons," everyone is free to decide where to put the punctuation mark. But it’s important to understand that not all those who leave can be brought back—moreover, often it’s not even necessary for them to return. It’s a different story if we’re talking about a true professional with a decent set of human qualities. And here, nothing stops you from inviting them for a cup of coffee and having a heart-to-heart conversation. After that, it’s necessary to analyze the situation: if the reasons for leaving are adjustable and the employee is important to you—don’t waste time. But at the same time, you need to be able to and be ready to let go when the person is determined to leave.
Strong Connections
The manager, as a responsible and interested party, determines the value of their company and outlines its further development and prosperity by attracting and retaining both "external" and "internal" clients. This way, the company forms its own organizational culture, its HR image. It is this approach to team formation that leads to a rapid increase in the number of people who want to work with you, under your leadership—not because there’s a "surplus" in the job market again, but because you, as a manager, have proven the true value of each qualified employee and the entire system of company employees as a whole.
