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Chapter 7 focusing on results

Chapter 7 focusing on results. 7.1 7.2. Defining success Measuring progress. Establish clear and attainable career goals Practice monitoring performance indicators Measure progress using a Service Essentials Rubric Explain how a SWOT analysis can lead to better decision -making.

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Chapter 7 focusing on results

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  1. Chapter 7focusing on results 7.1 7.2 Defining success Measuring progress Chapter 07 FOCUSING ON RESULTS | advance organizer

  2. Establish clear and attainable career goals • Practice monitoring performance indicators • Measure progress using a Service Essentials Rubric • Explain how a SWOT analysis can lead to better decision-making Chapter 07 FOCUSING ON RESULTS | advance organizer

  3. Defining success 7.1 CAREER GOALSPERFORMANCE MONITORING Chapter 07 FOCUSING ON RESULTS | Defining success | advance organizer

  4. Defining success Control your own destiny by monitoring your performance and using the information to increase your income S.M.A.R.T. GOALS • Keep you focused on doing the right thing • Define success in realistic and attainable ways • Accelerate your rate of improvement Chapter 07 FOCUSING ON RESULTS | Defining success

  5. Career goals Successful professionals: • Work smarter, not harder • Establish career goals that focus on increasing earnings • Produce the most amount of profit in the least amount of time and with the least amount of unnecessary energy Productivity: Work rate or efficiency of work • Improving productivity is generally achieved by increasing the client base or increasing the dollars spent per client Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  6. 1. Increasing the Client Base Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  7. 2. Increasing the Dollars Spent Per Client Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  8. Goals for Increasing Your Client Base NEW CLIENT GOAL • 50% new client conversion rate and 5 new clients per week for an entry-level professional RETURN CLIENT GOAL • 30% return client rate or 15 return clients per week for an entry-level professional • Return Client Visits ÷ Total Client Visits = Return Client Rate Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  9. Stacking: Performing more than one service in the amount of time normally allowed for one service • Double-booking: Scheduling a client while another client is in a wait-mode such as processing, relaxing or drying REMEMBER It’s not how many clients you get that will make you prosperous, it’s what you do with each of those clients. • Stacking and double-booking Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  10. Increase the number of upsells of specialized and additional services • Increase the sale of retail products Service to client rate: Average number of services received by each client during a time periodMonitor progress in increasing the number of specialized and additional services by monitoring service to client rate • Goals for Increasing the Dollars Spent per Client Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  11. Core Service Goal Core Services: Procedures that are considered mainstays because they are those services most often requested by the majority of the market • Goal will usually be the same as the number of clients you see in a day, week or month Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  12. Specialized Service Goal Specialized Services: Procedures offered beyond the core services that are generally more expensive and require significantly more time and effort on the part of the salon professional • Primary area for increasing dollars spent per client • Try for 16 specialized services per week Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  13. Additional Services: Successful recommendations of extra services performed in addition to scheduled services • Try for 10 additional services per week • Total Service Goal • Do fewer clients but more services on each one • Focus on performing eight services on five clients per day • Graph to track your total service dollar amount • Additional Service Goal Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  14. Service Types At-A-Glance Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  15. Example of calculating Total Service Dollars per day: Actual or Estimated Dollars Received in Week 1 ($627) + Actual or Estimated Dollars Received in Week 2 ($522) = 1,149 Total Service Dollars Take Total Service Dollars and divide by the number of days worked in those two weeks $1,149 ÷ 10 days = $ 114 per day • Service Graph Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  16. Retail is an untapped revenue source • Establish weekly and daily retail goals and attempt to beat them Example of retail goal calculation: Week 1 ($51.75) + Week 2 ($68.30) = $120.05Take the total and divide by the number of days worked$120.05 ÷ 10 days = $12 per day • Retail Goal Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  17. Typical performance indicators Chapter 07 FOCUSING ON RESULTS | Defining success |Career goals

  18. Performance monitoring • Self-monitoring with the intention of improving performance is a determining factor related to success Tracking: Two-step process of establishing goals and monitoring performance Chapter 07 FOCUSING ON RESULTS | Defining success |Performance monitoring

  19. Performance monitoring DAY TRACK • Used to keep score every day by providing a clear picture of the results produced on a client-by-client basis • See gaps as opportunities WEEK TRACK • See the bigger picture of your daily efforts Chapter 07 FOCUSING ON RESULTS | Defining success |Performance monitoring

  20. Performance monitoring MONTH TRACK • Tallies Week Track totals • Provides you with a picture of your performance and progress YEAR TRACK • Transfer monthly totals to the Year Track • See how performance developed month to month Chapter 07 FOCUSING ON RESULTS | Defining success |Performance monitoring

  21. Measuring progress 7.2 SERVICE ESSENTIALS RUBRIC S.W.O.T. ANALYSIS Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |advance organizer

  22. Measuring progress Know where you want to go and what you need to do to get there Tools for measuring your progress: • SERVICE ESSENTIALS RUBRIC • SWOT ANALYSIS Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS

  23. Service Essentials Rubric A rubric is a self-assessment tool that allows you to: • Evaluate your current competency level • Identify specific strengths and weaknesses • Measure your progress toward the goal of providingoutstanding service • Compare your performance against industry standards • Initiate productive discussions with your instructors to get feedback and advice Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |Service Essentials Rubric

  24. Service Essentials Rubric • Level 1 means you’re still “In Progress” • Level 2 means you’re “Getting Better” • Level 3 means you’ve reached “Entry-Level Proficiency” for the beginning professional Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |Service Essentials Rubric

  25. SWOT analysis SWOT Analysis: A visual tool used frequently by business leaders to get the big picture of an organization’s capacity to meet its present challenges • SWOT stands for strengths, weaknesses, opportunities and threats • Used to identify issues related to the acquisition of an important goal Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |sWOTanalysis

  26. SwotAnalysis HELPFUL GUIDELINES: • Strengths and weaknesses are usually traits and conditions that already exist or have been demonstrated • Opportunities and threats are conditions that are likely to happen in the future but are not definite yet Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |sWOT analysis

  27. Swot Analysis Look for the relationships between all four quadrants: • Strengths can help minimize the effects of weaknesses and deal with threats • Strengths can help prioritize which opportunities to pursue • Weaknesses can give you clues to which opportunities might not be the best for you • Look for opportunities that can help you manage the threats and reduce weaknesses Chapter 07 FOCUSING ON RESULTS | MEASURING PROGRESS |sWOT analysis

  28. When considering career goals, it’s not how many clients you have now, but what you do to turn your client resources into increased income that matters • Self-monitoring with the intention of improving performance is a determining factor related to success • Successful students use a Service Essentials Rubric to make in-progress adjustments that lead to success • Successful students use a SWOT analysis to make better decisions Chapter 07 FOCUSING ON RESULTS | lessons learned

  29. REMEMBER Defining success and measuring progresstoward specific goals are good business practices that get results. Chapter 07 FOCUSING ON RESULTS | lessons learned

  30. Real world scenario Apply your knowledge to resolve the situations or actions in the following scenarios Chapter 07 FOCUSING ON RESULTS | Real world scenario

  31. Real world scenario • Kim is an esthetician who is popular with clientele for giving excellent facials, but was disappointed to discover that her service to client rate last month was only 1.2. She has set her service to client rate goal for next month at 1.5. Which of the following strategies would be LEAST effective in helping Kim reach her goal? Chapter 07 FOCUSING ON RESULTS | Real world scenario

  32. Remind clients before their facials that a brow or lip wax is inexpensive and will take only a few extra minutes. • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  33. Ask more questions during the Consult Service Essential to uncover whether clients might like to try a facial package. • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  34. Remind clients about the salon’s referral program that will save them 10% on their next service and result in more clients for Kim. • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  35. Review her Day Track at the beginning of each day to find blocks of unscheduled time when she could offer additional services. • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  36. Answer • Remind clients about the salon’s referral program that will save them 10% on their next service and result in more clients for Kim. • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  37. Real world scenario • Ben and Dennis are hair designers who are more than halfway done with their clinic training. Last week, they both met their goal for total number of clients, but they both missed their specialized services goal by three. As they discussed their results, which of the following comments reflects an approach to performance monitoring that is LEAST likely to lead to professional success? Chapter 07 FOCUSING ON RESULTS | Real world scenario

  38. Ben: “I met one goal and missed the other. I’d say that’s pretty good, considering we’re still in clinic.” • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  39. Ben: “I wonder why I didn’t do enough specialized services. What do you think, Dennis?” • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  40. Dennis: “I’m satisfied that I met the total clients goal. I’ll just have to work harder to do more specialized services.” • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  41. Dennis: “I’m going to increase my goal for total clients and ask the instructor for ways to meet my goal for specialized services.” • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

  42. Answer • Ben: “I met one goal and missed the other. I’d say that’s pretty good, considering we’re still in clinic.” • Real world scenario Chapter 07 FOCUSING ON RESULTS | real world scenario

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