Ben Rock for TRIM Classic Barber & Legendary Beauty

Operations Manual

Contents I.

Outs

Essentials

TRIM Classic Barber & Legendary Beauty Mission Statement; About TRIM; Division of Management Responsibilities

Money-Handling Banking; Change Orders; Checking; Paid-Ins and -Outs; Employee Cash Vendors Information Vendors, Suppliers, and Manufacturers; Definitions of Terms

Human Resource Management Apprentice Hiring and Scheduling; Customer Care Hiring and Scheduling

Recurring Operational Tasks Task Planner; Monthly; Quarterly; Annually

II.

Guidelines and Procedures

Inventory Procedures Adding New Inventory Items; Receiving an Order; Preparing and Placing an Order; Ordering for Backbar

Great Lengths Extensions

Cost and Ordering; Checkout Procedures

Floor Support; Stylist Training Program

III.

Apprentice and Education Management

Forms and Templates

Essentials: TRIM Classic Barber & Legendary Beauty Mission Statement The TRIM family is a team of individuals whose passion is to make an honest difference in our world. We are goal oriented, eager to teach and learn while finding and creating beauty together with one ethical mind.

About TRIM At TRIM Classic Barber & Legendary Beauty, guests get what they deserve—the finest hair, shave, and beauty comforts in a pristine-but-cozy, 1940s-vintage setting. The salon is tucked away in one of Nashville’s funkiest little neighborhoods, just minutes from downtown and a few blocks from Music Row and Belmont University. TRIM’s unique combination of retro environment, cutting-edge stylists, unmatched service, and unpretentious comfort has brought us both a devoted local following and national acclaim. TRIM provides each of its guests with an unmatched level of personal attention, giving them the look they’ve always desired and providing New York-level professional advice at every step. A CitySearch and Nashville Scene favorite, TRIM’s friendly staff, New York-quality cuts, color and makeup, and bend-over-backwards service make it the salon experience guests actually look forward to. Everyone deserves a little TRIM.

Division of Management Responsibilities Management at TRIM Classic Barber & Legendary Beauty is divided into four levels of management responsibility: the General Manager, the Assistant Manager, the Floor Manager, and the Guest Care Manager. Together these three members ensure the success of day-to-day business and upcoming endeavors for the salon.

General Manager The General Manager regulates all management teams, salon policies, guest care processes, freelance agency administration, financial planning & organization, education program oversight, personnel, and new ventures development.

Assistant Manager The Assistant Manager is responsible for the oversight of the full spectrum of task management issues in the salon. Other responsibilities include management of inventory processes and efficiency, scheduling for the apprenticeship team, vendor contact, education program supervision, and special event coordination. In the absence of the GM, the AM is also responsible for the coordination of the overall management activities of the salon and is the second “go-to” person for guest situations which require management. Initially the Guest Care Manager is the first point of contact for resolution of floor issues. The GM is the final contact. The AM is empowered to delegate various responsibilities as seen fit to ensure efficient operations and will work closely with other members of management to do likewise.

All employees can and should report to the AM in all matters relevant to the following: • ProSolutions processes (top to bottom) • Delegation of product, inventory, equipment, and supplies management • Delegation of daily banking and errand coordination • Salon point-of-contact for all vendors and manufacturers • Assistant to GM in product development, business plan evaluations, information management, education development, and general and precise salon planning and scheduling This position is not designed to be the initial floor support for the salon. It is a position designed to care for the efficiency of operations in the business. It requires an undistracted focus on each task in extreme detail at times.

However, in the absence of the GCM, a sense of priority will be given by the AM to matters of guest care, floor coordination, and apprentice management in like manner. In such cases, delegation may occur to compensate for changing floor needs.

Floor Manager The Floor Manager serves as the liaison between the stylist and apprentice teams and upper management. The FM is in charge of the planning and execution of the TRIM University Leadership Training Program as well as all other aspects of salon education, including the scheduling of guest artists and outside education events. The FM also acts as mentor to the apprentice team, providing them with guidance and direction not only in maintaining the cleanliness and functionality of the entire salon but also in each apprentice’s growth and development as a young stylist.

Guest Care Manager The Guest Care Manager is responsible for the direct management of the guest care team. This includes all issues relevant to the operations of the desk: scheduling appointments, ProSalon operations, bank deposits, and daily closeout reporting as well as handling customer service issues when they first arise.

The GCM is the “go-to� person for the desk staff and the first point of contact for guest care. The GCM is responsible for maintaining the knowledge of which employees and guests are forthcoming, present, and in the phases of their appointment times. Before a guest is passed along to stylists and apprentices, the GCM must ensure the quality of experience a guest receives. Duties also include carefully managing phone verbiage and professionalism in communication. Phone inquiries are the most vital contact and can create or disable a relationship instantly. The initial guest contact and experience is the most important moment in the conduction of our business.

This position is not designed to function as the Assistant Manager or the point of contact for apprentice issues. While the AM handles some basic functions of guest care, the GCM manages the initial inflow of information and the oversight of daily operations. However, in the absence of upper management, the GCM is fully responsible for conduct and efficiency of the apprentice team and the stylist team.

Essentials: Money-Handling Banking All of TRIM Classic Barber & Legendary Beauty’s banking is handled through SunTrust Bank. Deposits and money orders are made daily and are taken to the Music Industry (Sports and Entertainment) branch located at 1026 17th Avenue South in Music Row. Saturday’s transactions, however, occur at the Hillsboro Village branch at 1605 21st Avenue South. Bank runs fall into the daily errands schedule and are coordinated by the Assistant Manager and Guest Care Manager.

Change Orders Both registers in the salon must be replenished daily to accommodate change for guests, stylist and apprentice tip-outs, and any other cash transactions that might occur throughout the business day.

Both the front desk and the pod must have specific cash amounts on hand to efficiently handle daily transactions. These amounts are increased the day before a banking holiday to account for the bank closure. These amounts are not gotten from the bank each time; the amount of cash on-hand plus the amount received from the bank should equal the amounts listed below. All bills larger than $20 are used along with a check for the remaining amount needed.

All checks must be filled out and signed by the General Manager. The amount of change from the cashed check must be recorded as a paid-in for closing reports to balance at the end of each business day. (More information on paidins and paid-outs is noted below in this manual.)

The daily amounts for the desk and pod are as follows:

Desk

$400 in $20s, 20 bills $200 in $10s, 20 bills $100 in $5s, 20 bills $50 in $1s, 50 bills

Pod $100 in $20s, 5 bills $50 in $10s, 5 bills $25 in $5s, 5 bills $15 in $1s, 15 bills

The banking holiday amounts for the desk and pod are as follows:

Desk

$500 in $20s, 25 bills $250 in $10s, 25 bills $125 in $5s, 25 bills $50 in $1s, 50 bill s

Pod $200 in $20s, 10 bills $100 in $10s, 10 bills $50 in $5s, 10 bills $25 in $1s, 25 bills

Coin change is gotten on an as-needed basis in one roll increments.

Checking As stated above, all checks must be filled out and signed by the General Manager or Salon Owner.

Paid-Ins and -Outs Other than standard cash transactions in which a guest uses currency to pay for products and services, there are other instances in which funds may be deposited into or taken from the cash register.

Paid-Ins When cash or a check is put into the register by any other means than a sales transaction, it is called a Paid-In. Cash is deposited into the register daily to replenish the money used as change for guests, stylist and apprentice tip-outs, and any other cash transactions that might occur throughout the business day.

Every time cash is put into the register it must be recorded in ProSalon.

•

From the ProSalon drop-down menus, select Sales → Register → Paid-Ins.

•

Enter the description of the paid-in (typically, “cash to drawer”) and the amount of the paid-in. Click Post Only.

Occasionally checks are deposited into the drawer. This often occurs because a guest has used one of our stylists for freelance hair or makeup outside of the salon or a record label is paying for in-salon services received by an artist.

•

From the ProSalon drop-down menus, select Sales → Register → Paid-Ins.

•

First, check the box beside Payment by Check. Then, enter the description as the check number and the amount. Click Post Only.

Paid-Outs When cash is taken from the register, it is called a paid-out. There are several instances in which a paid-out would occur: stylist and apprentice tip-outs, payment for salon supplies, or staff meals.

Stylists can get their tips at the end of each day; they are not allowed to receive their tips until the end of their shift. Consult ProSalon’s reports to find out how much a stylist is owed for the day.

•

From the ProSalon drop-down menus, select Reports → Sales → Stylist’s Reports → Stylist Tips Report.

•

Click Today, and then Print.

•

Write down the amount of the tip next to the stylist’s name on the Daily Tip-Outs sheet.

•

If the stylist is in front of you, hand him his money; if he is not, put it in a tip envelope labelled with his name and cc tips [today’s date]. After you have taken the money out of the drawer, initial next to the amount on the Daily Tip-Outs sheet.

•

Process the paid-out using the directions below, with the description as [stylist’s name] followed by your initials and the amount of the tip-out.

After processing the paid-out transaction, strike through the stylist name, the tip amount, and your initials on the Daily Tip-Outs sheet.

When presented with a receipt for purchases approved by management, the amount of the purchase is taken from the register to reimburse the employee.

This transaction must be recorded in ProSalon.

•

From the ProSalon drop-down menus, select Sales → Register → Paid-Outs.

•

Enter the description as the store name on the receipt and the amount as listed on the receipt. Click Post Only.

Employee Cash-Outs Employees may write a check to TRIM or swipe their credit card for any amount up to $15 to obtain cash (provided there are sufficient funds in the register).

Employees must get management approval before receiving a cash-out.

•

From the Sales screen, click On File and select the employee from the guest database.

•

When the stylist appears on the Sales screen, click Services.

•

In the Service Selection window, select Gregory from the left-hand column and Haircut—Bang Trim from the right-hand column. Click Last.

•

Click Accept when the Haircut—Bang Trim window pops up; make sure the price is $0.00.

•

Process the Payment as appropriate, entering the amount of cash needed by the employee under Amount Tendered; click Accept.

•

The amount of change to be given to the employee will appear in green at the bottom of the Sales screen. Give the money to the employee and click Accept.

Cash Counts The cash drawer is counted six times a day verify that we are “on” and there are no overages or shortages. As mentioned earlier, the opening count occurs at the opening of the business day and is checked by comparing it to the closing count from the previous business day. The closing cash count occurs after the last guest has checked out and the final employee tip has been paid out at the end of the night. The remaining midday cash counts should be performed at 10:30, 1:30, 4:30, and at 7:30 when the Pod is closed for the night. (Steps for performing cash counts can be found in the Guest Care Manual.)

Transaction Codes and Meanings Several codes are displayed in the View Transaction window under the TP (Type and Payment) column. Use the listing below to determine if a transaction is a cash payment and whether it should be added or subtracted when doing a midday cash count.

TP - Type and Payment S - Service

R - Retail

% - Discount

O - Open

@ - Gratuity G - Gift Certificate Sold 0 - No Payment

$ - Payment I - Paid-In U - Paid-Out D - Deposit V - Void

X - Over/Short

1 - Cash Payment 2 - Check Payment 3 - Credit Card Payment 4 - Gift Certificate Payment 6 - On Account Payment C - Close

Payments coded $1 are added or subtracted according to the amount listed under the Price column for that line in the View Transaction window. I1 payments are added when doing a midday cash count; U1 are subtracted.

Essentials: Vendors Information Vendors, Suppliers, and Manufacturers The following is the contact information for all vendors and suppliers of TRIM Classic Barber & Legendary Beauty. This information is used to place orders, discuss products issues, and reference order discrepancies.

Adagio Beauty Supply 7366 East Shea Blvd.

Scottsdale, AZ 85260

- FiHair Gretchen brushes

Tina Zeboony, Owner

(480) 836-9560

(480) 836-9562 fax

Baxter of California – Men’s skincare (all products must be ordered in quantities of three) 2301 East 7th St., #C104

Michael Donovan, Sales Representative Los Angeles, CA 90023

(323) 266-4440 ext. 117

michael@baxterofcalifornia.com Boss Beauty Supply – towels, capes, and retail bags 1380 Adams Road

KD, Sales Representative Bensalem, PA 19020

(800) 600-5222 ext. 209 Bowman Beauty and Barber Supply – miscellaneous shaving supplies P.O. Box 15309

Letha Bartsch, Sales Representative Wilmington, NC 28408

(800) 446-0029 ext. 100 Bumble & bumble – hair products and education (orders are place online at the address below; most products must be ordered in quantities of six) 415 West 13th Street

Denise Nevels, Field Consultant New York, NY 10014

(901) 337-8039 mobile

denisen@bumbleandbumble.com

Diane Reyes, NY-based Consultant

(800) 7Bumble ext. 5089

dianer@bumbleandbumble.com

Jesse, NY-based Consultant

(917) 606-5098 network.bumbleandbumble.com Username: trim01admin

Password: legend

Elchim USA Repair Center – blow dryer repairs (dryers are usually sent off six at a time; a statement of problem and payment of $18 per dryer must be included as well) 19 N. Melbourne St. Beverly Hills, FL 34465

(800) 576-7983 Emiliani Enterprises – ordering Elchim blow dryers; account #8541 600 Green Lane

Union, NJ 07083

(908) 378-2176 Farouk Systems – Chi repairs (a statement of problem and payment of $35 must be included for each flat iron to be repaired) Attn: Service Center 250 Pennbright Drive Houston, TX 77090

(281) 876-2000 Hair U Wear – wigs, hairpieces, etc.

5900 Equitable Road

Jodi Roveto, Sales Representative Kansas City, MO 67120

(800) 382-9476 Heil Beauty Systems – Goldwell, Rusk, and miscellaneous sundries 3174 Park Ave.

Mike Silovich, Sales Representative Paducah, KY 42001

(615) 881-3443 mobile

msilovich@beautysystemsgroup.com

mikesilovich@gmail.com

Shirley DiTommaso, Goldwell Education

(404) 578-0704

Shirley.DiTommaso@kpss-hair.us

Toni Green, Goldwell Corporate Sales

(816) 632-0098

Customer Service

(800) 362-3186

(800) 944-2709 fax The Home Depot - building/cleaning supplies 100 Oaks Store 2535 Powell Ave Nashville, TN 37204

(615) 269-7800

Humphreys Street Coffee Co. - coffee (order as soon as the last of the bag is ground) 424 Humphreys Street

Brian Hicks, Manager Nashville, TN 37203

(615) 259-9900

(615) 426-5626 mobile

Jael, Direct Ordering

(615) 513-8991 The Industry Source – Depileve waxing supplies and other miscellaneous sundries 23200 Haggerty Way

Account # 661410 Farming Hills, MI 48335

(800) 362-6245 www.theindustrysource.com User: trimpro; Password: safe22 Intuition – Smoothies, BLAX, and more; minimum order of $100 325 Corey Way, Suite 102 South San Francisco, CA 94080 (800) 490-6527

(650) 225-0643 fax Japonesque – makeup brushes and supplies 7011 Koll Center Pkwy, Suite 230 Pleasanton, CA 94566

(800) 955-6662

(925) 249-6767 fax Kroger - lemons, cucumbers, hot teas, birthday cakes, and more Green Hills store 2131 Abbott Martin Road Nashville, TN 37215

(615) 297-7531 Maggie Moo’s - birthday cakes Green Hills store 2120 Green Hills Village Drive Nashville, TN 37215

(615) 297-6244

Modern Salon Services – Davines 1212 Valley Ridge Drive

Grain Valley, MO 64029

Felicia Meyers, Sales Representative (270) 836-0717 mobile fmeyers1217@gmail.com

Monroe Hair Care – brushes 975 Shotgun Road

Sunrise, FL 33326

Elier Vaguez, Sales Representative (877) 278-7401 (954) 370-5927 fax

Nashville Scene – advertising, classifieds 210 12th Ave. S., Ste. 100

Veronica Batey, Classifieds Contact Nashville, TN 37203

(615) 544-9252 Nashville Toffee Company - holiday candy ordering P.O. Box 58703

George Cohn Nashville, TN 37205

(615) 232-2410

(615) 232-2411 fax Salon Centric – formerly Royal Beauty Supply, currently not used; Customer Number: 2115291 120 Baxter Ave. Knoxville, TN 37917

(800) 933-4724

Phillip Kruger, Sales Representative Salon Service Group – Keratin Complex, Kevin Murphy, Moroccanoil, Croc Clips, and miscellaneous sundries; account number: 900068001 1859 W. Arbor Street

Customer Service Springfield, MO 65807

(800) 933-5733

Stacey Roach, Sales Representative

(615) 596-6455

sroach@salonservicegroup.com Sam’s Club - foils, bulk cleaning supplies, break room supplies, and more West Nashville store 615 Old Hickory Blvd Nashville, TN 37209

(615) 356-5545 Staples – office supplies, copy center; Customer # 4159087354 100 Oaks Store 100 Powell Place

Wendy Pearce, Preferred Cstmr Acct Mgr Nashville, TN 37204

(888) 319-7171 ext. 6593

wendy.pearce@staples.com

Corporate Customer Service

(800) 333-3330

(615) 298-1178 store

(877) 209-7282 technology questions www.staples.com Username: trimbarber@aol.com Password: doctor77

State Beauty Supply – Redken, Chi, Tweezerman brow mousse, miscellaneous sundries (in-store purchasing) 1516 8th Ave S

Joan Sivley, Sales Representative Nashville, TN 37203

(615) 242-4595 store

joansorders07@gmail.com

(615) 506-8459 mobile Tweezerman International – slant tweezers (#1230-CP) and mirrors (#6755-P) (order in multiples of 3); Account Number: 41555 2 Tri Harbor Court Port Washington, NY 11050 (800) 645-3340 ULINE Shipping Supply 2200 S Lakeside Drive Waukegan, IL 60085

www.uline.com Username: trimbarber

Specialists – cleaning tools and shipping supplies

The Wilkes Group – Evian Spray 8 Vista Drive Old Lyme, CT 06371

(800) 295-5510 (800) 295-5571 fax Password: gravy2

(860) 434-3321 (860) 434-5557 fax

Definition of Terms The word terms will be present on the majority of invoices received at TRIM. Terms is the method of payment the vendor requires for each order. There are several types of terms, but the three most common are COD, Credit Card, and Net30.

COD – Cash on delivery. A transaction in which goods are paid for in full with cash or by certified check immediately when they are received by the buyer.

Credit Card – A number connected to a credit account which is used to buy goods or services.

Net 30 – A form of trade credit which specifies payment is expected to be received in full thirty days after the goods are delivered. Net 30 terms are often coupled with a credit for early payment; e.g. the notation “2% 10, net 30” indicates that a 2% discount is provided if payment is received within 10 days of the delivery of goods and that full payment is expected within 30 days. Other “net” terms are also available, such as net 20, net 60, etc.

Essentials: Human Resource Management The General Manager oversees human resources by at TRIM Classic Barber & Legendary Beauty. Hiring decisions are ultimately decided by the GM with input from the rest of the management team depending on the position to be filled.

Apprentice Hiring and Scheduling TRIM University’s Leadership Training Program is considered one of the best apprenticeships in the country by Bumble & bumble, Robert Cromeans, and Modern Salon magazine. New apprentices are accepted into the program as current apprentices complete it.

The Leadership Training Program lasts eighteen to twenty-four months. The first part of the program encompasses finishing work; TRIM’s trademark supermodel blowout must be mastered before an apprentice can assist a stylist on the floor. Next, trainees are then sent into a study of haircutting or coloring, depending on the program’s current training cycle. Apprentices are required to attend weekly classes and must test out on every type of hair service before taking appointments in the salon. After successfully completing the first training group, an apprentice may move on to the alternate group.

Hiring When young stylists are interested in becoming part of TRIM’s apprenticeship team, they must submit an application and résumé before entering the threepart interview process. On average, the salon receives around thirty applications a month; those applications are kept for six months, and applicants are advised to follow up on their submissions before the interview process takes place.

The first part of the interview process begins with the application to the salon.

Upon submitting a résumé, applicants take a salon tour with either the AM or the GM and are given a general run-down of the Leadership Training Program.

This salon tour is a conversational tool to learn why an applicant feels he or she would fit into our unique culture.

After this screening process, applicants then participate in a formal interview with both the GM and the AM. If both managers have continued interest in the applicant, the prospective employee is called back to meet with a senior

apprentice, a professional cut and colorist, and a cut and color educator to gain an insider’s perspective on the TRIM culture. Also, applicants are encouraged to inquire at other salons about their apprenticeship programs. TRIM wants it’s applicants to be fully informed about all options so they are certain they want to be here.

Scheduling All schedules are made two months in advance and are due on the 20th of each month. When scheduling for apprentices, the ideal number of shifts is typically five per day (the exception being two on Sunday).

Regardless of how many stylists are present for opening or closing shifts, at least one apprentice must open and at least one must close.

Salon Hours Sunday 9-5 (currently resting)

Monday

Tuesday

8–3

8–9

Wednesday Thursday 8–9

8–9

Friday

Saturday

8–9

8–5

All apprentices are scheduled 36 to 40 hours per five day work week, typically six to eight hours per day. Opening shifts begin 30 minutes before the salon is scheduled to open, and closing shifts end no earlier than 30 minutes after the salon is scheduled to close. Midday shifts are scheduled on the hour. Sundays and Mondays are always scheduled as an open-to-close shift for one or two apprentices because they are such short days and stylist presence is at its lightest.

Junior apprentices should always be scheduled with a senior apprentice (one who has completed all styling and finishing courses). Two or more junior apprentices can never be scheduled to open or close together, because they cannot yet perform the prep or blowout services required of senior apprentices.

The Standard Schedule for all stylists in the salon is used to help make the apprentice schedule. Stylists might change their schedules due to make-up days or vacations, but these changes do not affect the creation of the apprentice schedule.

When an apprentice has tested out and has opened up floor days for appointments, those days are still worked into his or her total hours for the week.

The At-A-Glance Schedule Worksheet aids in the creation of the Monthly Apprentice Schedule. The At-A-Glance Schedule Worksheet allows a pen-andpaper approach to schedule-planning by allowing you to see each apprentice’s weekly schedule at the same time. This tool also helps in allowing proper floor coverage, planning days off, and ensuring shifts are assigned properly.

During the extended hours of 8 a.m. to 9 p.m., Tuesday through Friday, apprentices are scheduled in staggered shifts to alleviate a massive arrival or departure that could cause a bit of chaos among the stylists.

Ideal Apprentice Shifts Sunday Early O - C Mid

Late

O-C

Monday Tuesday Wednesday Thursday O–C O–4 O–4 O–4 9–5 9–5 9–5 10 – 6 10 – 6 10 – 6 11 – 7 11 – 7 11 – 7 O–C 1–C 1–C 1–C

Friday O–4 9–5 10 – 6 11 – 7 1–C

Saturday O–4 8:30 – 4:30 9–C

After the At-A-Glance Schedule is completed, each month’s apprentice schedule is created using the Monthly Apprentice Schedule Worksheet and considers all salon closings and edited hours. This calendar-formatted schedule is given to each apprentice and is also posted in the break room and the office.

The At-A-Glance Schedule Worksheet and the Monthly Apprentice Schedule Worksheet are located under “Forms and Templates” in the Operations Management folder. Examples of each also appear in the Forms and Templates section of this manual.

Guest Care Hiring and Scheduling All customer care group hiring and scheduling is handled by the GCM and the GM and more information can be found in the Guest Care Manual.

Essentials: Recurring Operational Tasks Task Planner The following is a template for operational tasks to be performed or delegated every day, every week, and every fourth week. Tasks that occur outside of these patterns are noted afterward.

Sunday Week 1

Monday Tuesday Wednesday Thursday

Saturday

(D) Bank run (W) Grocery (W) Coffee order (D) Bank run (W) Goldwell order

(D) Bank run (4) Davines order

(D) Bank run (W) State order

(D) Bank Run (4) Sam’s run

(D) Bank Run

(D) Bank run (W) Grocery (D) Bank run (W) Coffee order (W) Goldwell order

(D) Bank run (4) Brush order (4) Boss order (D) Bank run (4) Industry Source (W) State order order (4) Staples order (4) Tweezerman order

(D) Bank Run (4) A/C filter change

(D) Bank Run

(D) Bank run (W) Grocery (W) Coffee order (D) Bank run (W) Goldwell order

(D) Bank run (4) Keratin Complex (D) Bank run order (W) State order (4) Kevin Murphy order

(D) Bank Run

(D) Bank Run

(D) Bank run (W) Grocery (W) Coffee order (D) Bank run (W) Goldwell order

(D) Bank run (4) Baxter order (4) Emiliani order (4) Intuition order (4) Japonesque order (4) Wilkes order

(D) Bank Run (4) Dryer ventilation cleaning

(D) Bank Run

Week 2

Week 3

Friday

Week 4

(D) Bank run (W) State order

(D) – Daily Task (W) – Weekly Tasks (4) – Fourth Week Tasks

An additional copy of the Task Planner can be found in the Forms and Templates section of this manual.

Financial and record-keeping tasks are either done monthly, quarterly, or annually.

Monthly Tasks Monthly tasks are to be complete within the first eight to ten days of the month when all financial statements for the previous month are available.

• • • •

Filing previous month’s travelers and purging those from two months prior Reconciling the end of month closing reports Coding check stubs, bank statements, and credit card statements for tax and accounting purposes Deliver monthly finances to accountant (the completely coded items listed above plus the previous month’s closing paperwork and payroll statements)

Quarterly Tasks Quarterly tasks are performed as each quarter draws to an end and have more to do with the planning and organization of the business one year in advance.

For example, it is mid-March 2008, and the first quarter of the year is ending.

Now is the time to begin planning the education calendar for the first quarter of 2009. Using the Education Calendar, the AP Flow Chart, the Floor Schedule, and the Floor Grid tools to plan out the hiring and education needs for the next year.

Annually A full inventory of every product in the salon must be started and completed on the last business day of each year for tax purposes. This also includes all “unopened” color, developers, and other backbar supplies along with retail items.

Annual tasks are largely financially oriented and take place in January of each year. At this time, final tax analysis and preparation occurs.

Guidelines and Procedures: Inventory Procedures All inventory records are kept in three locations: the Inventory Management workbook, ProSalon, and the Inventory Accordion File except for backbar items such as hair color, barbicide, and gallon-sized products. (These exceptions are recorded in only the Inventory Management workbook and ordering processes for these products are explained in the Ordering for Backbar section of this manual.)

The Inventory Management workbook is used to observe sales trends for all products in TRIM Classic Barber & Legendary Beauty’s inventory, both backbar and retail. ProSalon’s inventory processes track inventory sell-thru as well as that taken out of stock for professional use. The Inventory Accordion File stores all invoices and paperwork for TRIM’s major vendors. Instructions on using each of these tools are explained throughout the rest of this manual.

As stated above, all inventory is entered into ProSalon upon delivery except for backbar items such hair color, barbicide, and gallon-sized products. When a new item to TRIM’s inventory is received it must first be entered into ProSalon’s inventory before it can be received.

Adding New Inventory Items Adding Vendor Information •

From the ProSalon, drop-down menus, select Inventory → Indexes →Vendor → Add, Modify.

Enter a new two-letter Vendor Code and the new vendor name. Click Save.

•

From the ProSalon drop-down menus, select

Inventory → Indexes → Vendor → Address File.

Select the Vendor Name from the drop-down list, and enter Vendor Information into the form completely. Click Accept.

Adding a Manufacturer •

From the ProSalon drop-down menu, select Inventory → Indexes → Manufacturer → Add, Modify.

Enter a new two-letter Manufacturer Code and the new manufacturer name. Click Save.

Adding a New Inventory Product File •

From the ProSalon drop-down menu, select Inventory → Products → Add, Modify.

•

Click the box beside Next in the Inventory window, and a new SKU will appear.

•

Select Retail in the Product Information tab, and enter the following information accordingly Product Description – product name.

Parts – how many pieces make up the product; typically a quantity of one.

Unit of Measure – how the product is packaged; i.e., bottle, box, case, jar, etc.

Manufacturer – chosen from the drop-down list.

Category – the type of item; i.e., brush, comb, shampoo, styling product, gift item, etc.

List Price – the manufacturer’s suggested retail price.

Sell Price – TRIM’s selling price; typically twice the wholesale price.

Wholesale Price – the cost for TRIM to buy the item.

Min – minimum amount of product to keep in inventory; the reorder point; adjusted according to trends in sell-thru.

Max – maximum amount of product to keep on hand; usually the amount ordered when product inventory reaches zero.

UPC Code – the barcode from the inventory item.

•

Under the Vendor Information tab, select vendor number from the Vendors box. (Some products in TRIM’s inventory are carried by more than one vendor. When adding a new product, there will usually be only one vendor. The additional vendors are added for a product when it is

order from a secondary supplier; see the section on Receiving an Order for more information.) Enter the following information accordingly: Vendor Name – chosen from the drop-down list.

Address, City, State, Zip Code, Phone No. – should appear automatically if the Vendor Address File is complete.

Vendor Order No. – the number used by vendors in ordering information.

Cost Price – TRIM’s cost to buy the product.

Best Price – the best price offered by the vendor, usually available at specific times of the year or when ordering in specific quantities.

Best Quantity – the specific quantity required to buy the product at the best price.

Order in Quantities of – the number of items that must be ordered at a time; most often one each, but quantities vary according to vendor.

•

Click Save.

Receiving an Order Before product can be sold, it must be received into ProSalon by following the steps below: •

All orders need to be checked in before receiving into inventory. Count all products against the manufacturer-provided invoice slip.

•

Compare the invoice slip to the ProSalon purchase order (if the shipment includes items already existing in TRIM’s inventory). If no previous TRIMgenerated purchase order is present, bypass this step.

•

From the ProSalon drop-down menus, select Inventory → Purchase Orders → Receive.

•

Enter the P.O. Number. If no previous TRIM-generated purchase order is present, click Man. If receiving a preexisting order, the rest of the information will be filled in automatically. If not, select the vendor from the drop-down list.

•

If the purchase order is already in the system, the large, square product window will fill itself. If not, select each item individually to receive it.

Click the circle next to Sku. Then, in the Look-Up box, select the Manufacturer, Category, and Product from the drop-down lists for each product to be received into inventory.

•

Once the order is completely received, click Print to save the receipt.

•

Record the received order on the appropriate worksheet in the Inventory Management workbook.

•

Each product has a Price Sticker with its ProSalon SKU and price; print price stickers for each product.

From the desktop, double-click

Inventory Management → Price Stickers → [Manufacturer]

→ [Product].

Insert one sheet of Avery 5418 Labels into the feeder of the laser printer and click Print.

•

Staple all the ordering information for each order together, and place it in the appropriate slot in the accordion file with the most recent order in the front.

(All ordering information should be stapled in the following order: the Purchase Order Received, the packing slip or invoice, the Purchase Order, the Retail Sales by Manufacturer, the In-Salon Usage Report, the Inventory Shrinkage Report, and the Retail Worksheet by Vendor.

These are explained in further detail below.)

Occasionally mistakes happen in distribution warehouses, and shipments can be packed incorrectly. If this happens, call the sales representative and explain where the overage or shortage occurred and determine the best way to resolve the issue. (See the Vendors, Suppliers, and Manufacturers section of this manual for contact information.)

Preparing and Placing an Order All records are kept in both the Inventory Management binder and in ProSalon except for backbar items such as hair color, barbicide, and gallon-sized

products. (These exceptions are recorded in only the Inventory Management workbook, and their ordering methods will be explained in the Ordering for Backbar portion of this manual.)

Physical Inventory To begin the ordering process, a physical inventory must first be done.

•

From the ProSalon drop-down menus, select Inventory → Physical Count Batch File.

•

From the Physical Count Batch File drop-down menus, select Print Worksheets → Vendors – Retail Products OR Print Worksheets → For Manufacturers.

For inventory products that only have one vendor, such as Bumble & bumble, Davines, and Japonesque, select Vendors – Retail Products because the worksheet then divides the product into categories making for an easier inventory count. For those items with multiple vendors, print the worksheet For Manufacturers to ensure proper Sku Numbers appear in the Inventory Shrinkage Report (see below).

•

In the next window, place a check in the box next to the vendor or manufacturer. Click Accept.

•

Perform the physical count immediately to prevent any discrepancies due to sell-thru during inventory.

•

After the physical count, compare the actual Quantity-on-Hand to that listed in ProSalon. Circle the product number for any item for which there is a discrepancy.

•

To correct these differences, return to the Physical Count Batch File window and enter the correct amounts for each inventory item.

Enter the appropriate sku in the Sku box; press enter. Enter the Q-O-H in the Actual Cnt box; press enter.

The Sku Number, Product Description, and Count will appear in the large white box to the right.

•

After entering the correct counts for all Sku's, select the following from the Physical Count Batch File drop-down menus Print Shrinkage Report.

Shrinkage (or shrink) is the loss of product between the purchase from the supplier to the point of sale. There are three major sources of shrink in retail: employee theft, shoplifting, and paperwork error. Fortunately at TRIM, our shrink is very minimal; however, it is still present and unfortunately falls into the category of paperwork error. More likely than not, stylists forget to have the customer care staff “professional-out” the item before using it on the floor.

•

Once the Inventory Shrinkage Report prints, select

Process Batch

from the Physical Count Batch File drop-down menus. Then click Exit.

•

Enter the physical inventory in the Inventory Management workbook.

The Inventory Worksheet

Murrays DATE SIZE

ITEM S.G Red S.G. Purple S.G. Blue YW BeesW BLK BeesW NuNile Hair-Glo Excelento BeesW CR

OH

Order

Rec’d

+/-

SOLD

OH

Order

Rec’d

+/-

SOLD

Date Marking down the date on top of each column is extremely important (only the SOLD column does not need a date). This will help in figuring out changes in trends and help with planning and interpreting changes due to specific events.

Sales history cannot be interpreted without a date range.

Sold This is the total number of items sold in the last order period. TRIM’s ordering period varies between product lines but is generally on a four-week cycle for general retail and a weekly cycle for backbar items such as hair color, barbicide, perms, treatments, etc. More on this can be found in the Task Planner section of this manual.

OH (On Hand) This is the total number of pieces of a specific item in stock at a given time.

Order This is how many pieces being ordered. (Bumble & bumble requires everything to be ordered in quantities of six, except for liters, gallons, hair powders, and Bb Shine; see the Vendors, Suppliers, and Manufacturers section of this manual for other ordering restrictions.)

REC’D This is how many pieces you received in your shipment. +/This is used to keep track of overages and shortages between orders placed and orders received. When a shortage on an order cannot be resolved immediately, record that shortage here for quick reference when the rest of the order arrives.

Order Calculation The Inventory Management workbook is perhaps the most important tool in the inventory process. Correctly completing these steps will help determine product sell-thru and to accurately examine product sales trends.

First, enter the On-Hand amounts in the appropriate column; these amounts were determined during the Physical Inventory.

Murrays DATE SIZE

ITEM S.G Red S.G. Purple S.G. Blue YW BeesW BLK BeesW NuNile Hair-Glo Excelento BeesW CR

11/8 OH

11/16 Order

Rec’d

12/18 +/-

SOLD

7

OH

Order

Rec’d

+/-

SOLD

7

2

3

3

3

5

3

3

8

5

3

3

8

11

1

1

12

7

7

14

14

11 0

9 30

30

8

To calculate the Sold Column, add the previous period’s On Hand to the previous Rec’d amount. Then subtract from that the current period’s On Hand.

Example: to figure out the sold number of 8oz Styling Lotion for August.

August Sold = (August OH + August Rec’d) – September OH

+ = – =

36 0 36 16 20

(Aug OH) (Aug Rec’d) (Total) (Sept OH) (Aug Sold)

DATE SIZE

ITEM

2oz 8oz

Styling Lotion Styling Lotion

8/1 8/2 OH Order

8/10 Rec’d +/-

SOLD

9/1 OH

9/2 9/12 Order Rec’d +/-

36

48

48

52

32

60

60

36

0

0

20

16

24

24

SOLD

When thinking about future orders, several different factors must be taken into account: History What is the selling history of this item? Does TRIM typically sell approximately the same amount each month?

Trend What is the trend of this item? Is there a steady incline or decline?

Promotions Is TRIM holding any special promotions in the upcoming month in which the salon can expect an increase in sales?

On Hand How much of this item does TRIM want to keep On Hand? This should be based on how well this item sells.

Printing the Retail Sales by Manufacturer and the In-Salon Usage Report will help you evaluate the these factors as well.

To print the Retail Sales by Manufacturer • Select Reports from the ProSalon drop-down menus.

• From the Reports drop-down menus, select

Sales → Retail Sales → Product Sales by Manufacturer.

• Enter the date range in the Date Range Input window from the date of the last order until the date of the current inventory; click Accept.

• In the Make Selection, choose the manufacturer needed from the Select Manufacturer drop-down list; click Accept.

• In the new Make Selection window, choose All Stylist’s from the dropdown list under Select Stylist and click Accept.

• Click Print when the report appears on the screen.

To print the In-Salon Usage Report • From the Reports drop-down menus, select

Inventory → In-Salon Reports → In-Salon Use. • Key in the same date range used for the Product Sales by Manufacturer in the Date Range Input window; click Accept.

The In-Salon Usage Report lists all manufacturers for the company; highlight the product used for the manufacturer your currently configuring so you can see those products quickly at a glance.

Another report that can be useful in determining sales trends is the Product Activity Report which displays the amount of each product sold over the past six months beginning with the best seller.

To view the Product Activity Report • From the Reports drop-down menus, select

Inventory → Retail Inventory → Activity Reports

→ 12 Months by Manufacturer.

• In Inventory Sales Activity window, select the product line from the Manufacturer drop-down list and the most recent month from the Ending Month drop-down list; click Print.

Sales activity for each product each month will appear on the screen to help analyze trends and history.

With these things in mind, TRIM should be able to analyze numbers more closely and predict future sales more accurately.

Creating the purchase order Once the Inventory Worksheet is filled out completely and the amount to order is determined, a purchase order must be created in ProSalon. Perform the following steps to do so: •

From the ProSalon drop-down menus, select Inventory → Purchase Orders → Create.

•

In the Purchase Orders window, click New and the next available P.O. Number will appear. Select the vendor from the drop-down list, and click the circle next to Sku. The cursor should now be flashing in the Number box.

Then, in the Look-up box, select the Manufacturer, Category, and Product from the drop-down lists for each product to be ordered. When

the product is chosen, the cursor will now be flashing in the Quantity box. Type in the quantity to order and press Enter three times. The product should now appear in the large, square product window.

•

Continue selecting the products to order, and click Print to save the purchase order.

Each vendor has specific methods for placing orders. All contact, ordering, and receiving information for each supplier can be found in the Vendors, Suppliers, and Manufacturers section of this manual.

Once the order is placed, all paperwork (so far) should be stapled in the following order: the Purchase Order, any vendor or manufacturer ordering receipts, the Inventory Shrinkage Report, and the Retail Worksheet. When the order arrives follow the steps listed in Receiving an Order.

Ordering for Backbar As noted in the Task Planner, the major color orders occur weekly. TRIM’s color lines are Redken Shades EQ and Goldwell Topchic, Colorance, and Elumen.

Shades is ordered from State Beauty Supply, located on 8th Avenue South.

Orders are compiled by using the Inventory Worksheet and performing a physical inventory. Orders are filled by taking a trip to the State Beauty store typically on a Wednesday or Thursday.

Goldwell is distributed by Heil Beauty Systems and is ordered weekly through a partnership with Heil’s sales representative. Each week the Goldwell sales representative performs a full color inventory using the Inventory worksheet.

Orders are then configured using the Inventory Worksheet and the Weekly Color Used worksheet to determine any shrinkage in color cans, and then the order is placed by emailing the consultant. Apprentices are required to note each emptied canister on the Weekly Color Usage sheet kept in the pink basket in the chemical room. (Additional copies of all worksheets can be found in the Inventory → Worksheets folder of the main TRIM computer.)

Shampoos, conditioners, perms, keratin straighteners, and other backbar products are also logged in the Inventory Workbook for ordering purposes but are typically not recorded in ProSalon.

Guidelines and Procedures: Apprentice and Education Guidelines Apprentices have two main responsibilities at TRIM Classic Barber & Legendary Beauty: to provide support during business hours and to further their education throughout their tenure as an apprentice.

Floor Support During the apprenticeship, there is a threefold responsibility for which all apprentices are held accountable.

Upkeep The first role during business hours is the one with which the apprentice is most familiar. It involves the upkeep of the salon using the clearly outlines cleaning, opening, and closing procedures shared by all senior and junior apprentices. These procedures are found in the Forms and Templates portion of this manual.

Stylist Support The second function is that of stylist support. Stylist support occurs from the moment the salon opens to the time the last guest leaves the building.

Communication among stylists and apprentices should begin at the start each day and should outline a stylist’s guest services and needs. This communication allows stylists and apprentices to plan for the challenging developments each day can bring and assists the customer care group in expediting changes that need to be made. Working together as a team will further reduce the stress of a hectic day for stylists and apprentices and allow the guests to receive the bendover-backwards service for which TRIM is known.

The Apprentice Daily Sheet helps to most effectively and efficiently cover the floor for stylist support and salon upkeep by assigning each apprentice to a specific “zone� in the salon throughout the day and dividing up the duties to be accomplished in each zone. The Daily Sheet is filled out each day by a member of management.

An example of the Apprentice Daily Sheet can be found in the Forms and Templates portion of this manual.

Floor Days The third function involves working on the floor as a stylist. This time is transitional and requires some expanded efforts on the apprentice’s part.

Apprentices are expected to lend personal promotional efforts to fill their open books on these days. Also, all floor days are no different from non-floor days: all responsibilities are exactly the same. Operational duties are always necessary unless the apprentice is currently providing a service to his or her guest. If a stylist is in need of assistance and a floor-day apprentice is not with his own guest, he is expected to offer the necessary support.

Leadership Training Program TRIM University’s Leadership Training program not only offers operational and stylist support throughout the business day but also provides apprentices with the advanced education necessary to be a successful hair stylist. This education is divided into three parts, each equally important: Styling and Finishing, Haircutting, Color and Chemical.

Hands-on classes are held each Monday afternoon when the salon closes; if the salon is closed on a Monday for a holiday, classes are held either the previous or following Saturday.

The first segment of the Leadership Training Program is also the most important. TRIM is known for its “supermodel blowout,” and all apprentices must master these styling and finishing services before they can assist a stylist on the floor.

After completing Styling and Finishing training, apprentices begin either the Haircutting or the Color and Chemical portion of their education. These classes teach the advanced techniques of thorough consultations, advanced haircuts, advanced color formulation, and so on.

After an apprentice has completed a segment of his training, he must complete and pass a series of required test-outs before offering those services on the floor. After earning approval for all test-out services, the apprentice can offer those services to guests one day a week while continuing the last portion of his

education. As that floor day begins to book out, a second day is added for book-building. As both days fill with guests, a third floor day is added. The apprentice’s book should continue filling so that by the time he completes the program he will be booked a full week.

Apprentices also have the chance to build their service offerings even more by taking an optional series of makeup courses taught by TRIM’s senior makeup artists. Also, when apprentices complete a series of On-Location requirements, they can then become a TRIM Professional freelance artist.

Detailed outlines for all parts of the Stylist Training Program can be found in the Forms and Templates section of this manual.

Forms and Templates

i Standard Stylist Schedule Sample

ii At-A-Glance Schedule Worksheet

iii At-A-Glance Schedule Sample

iv Monthly Apprentice Schedule Worksheet

v Monthly Apprentice Schedule Sample

vi Task Planner

vii Great Lengths Guest Information and Consultation Packet

viii Apprentice Operational Procedures

ix Stylist Training Program