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Regaining Control of a Wandering Business
By: David Suzuki
Posted: June 11, 2008, from the November 2006 issue of Skin Inc. magazine.
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As you busily adapt to different roles day in and day out, holding down the fort alone, it is difficult to find even a moment of extra time in which to plan, observe and implement new ideas. And, for that matter, you don’t have a team with whom you can complete these tasks.
Regardless of how occupied you believe that you are, you must carve out enough time within your hectic schedule to gain perspective and make management decisions. This must happen when the spa is closed or, better yet, off-site in order to avoid the temptation to check your e-mail or immerse yourself in the endless backlog of work on your desk.
How do you make management decisions? Upon what are you deciding? Where is your guidance? The answer is measurement.
When making changes, you first must realize your business’ current status, which means that you must establish parameters that define your spa and that can be associated with clear forms of measurement. Initially, this can be a daunting task; however, once you get the hang of it, everything that enters your mind soon will have a dimension associated with it.
A simple example of measurement is gross revenues and profit. This is something that all owners are required to report annually when processing taxes, so this information should be readily available. Understanding and acknowledging what you have accomplished historically can be a benchmark for future progress. You can set new sales goals and objectives, as well as identify the number of new team members you may need to add in order to meet your new goals. You also can assess why you were able to facilitate certain tasks yourself, as well as why you currently are completely overwhelmed.