Bella's Hair Salon

Get Started. It's Free
or sign up with your email address
Rocket clouds
Bella's Hair Salon by Mind Map: Bella's Hair Salon

1. Services

1.1. Body Massage

1.2. Body Scrubs

1.3. Wraps

1.4. European Facials

1.5. Specialty Manicures

1.6. Pedicures

1.7. Skin Treatments

1.8. Waxing

1.9. Variety of Cuts

1.10. Conditioning Treatments

1.11. Chemical Services for Hair

1.12. Hair and Body Products for Sell

1.13. Custom Jewelry

2. Human Resources

2.1. Salaries

2.1.1. Salon Managers average salaries are approximately $32k annually

2.1.1.1. Began as a part-time position

2.1.1.2. Three out of five Managers have college degrees and average of four years experience

2.1.1.2.1. The low salary is a risk to lose potential high performing Managers with a college degree and two plus years of experience

2.2. Recruiting

2.2.1. Historically light recruiting

2.2.2. Lynne mentioned to Kris that there is high turnover, but nothing dramatic

2.2.2.1. Assessing that there is a demand for recruitment skills to assist with growing Bella

2.3. Performance Evaluations

2.3.1. Lynne told Kris that there are no formal performance evaluations

2.3.1.1. Possible contributor to low employee satisfaction rate

2.3.2. Lynne relayed her performance evaluations of Bella employees to Kris and it was extremely low poor

2.4. Benefits

2.4.1. Health insurance

2.4.1.1. Lynne and Illa have their premiums paid for by the firm

2.4.1.2. All other employees have to pay their premiums

2.4.2. Standard 401k

2.4.3. Reviewing the survey results, all three roles have pain points with benefits. This means re-structuring / expanding the benefits model is a top priority in order to mend this issue.

2.5. Career Development

2.5.1. Reviewing the survey results, all three roles have pain points with benefits. This could entail a wide range of benefits such as opportunities to progress within the company and expand their skills

2.6. Job Descriptions

2.6.1. Responsibilities for the Store Manager:

2.6.1.1. Supervisory duties

2.6.1.1.1. Potential for career development if the company were to implement performance evaluations and training per store for all employees

2.6.1.2. Daily operations

2.6.1.3. Informal HR decision making

2.6.1.3.1. Healthy to allow the Manager to give input on HR decisions

2.6.2. Responsibilities for the GM & Flagship Store Manager

2.6.2.1. Marketing

2.6.2.1.1. Potential gap to miss marketing strategies for their region

2.6.2.2. Financials

2.6.2.2.1. High risk if the GM does not have financial skills to make business decisions

2.6.2.3. Leftover daily operations from all other stores

2.6.2.4. HR decision making

3. Financials

3.1. Annual sales last year were approximately $3M, a decrease of 12% from the previous year

3.1.1. Essentially losing money

4. Organizational Structure

4.1. Total: 128 Employees (Including Illa)

4.1.1. Beginning of Time

4.1.1.1. Illa, Founder

4.1.1.2. Lynne, GM & Flagship Store Manager

4.1.1.3. Hair Stylist #1

4.1.1.4. Hair Stylist #2

4.1.1.5. Hair Stylist #3

4.1.1.6. Massage Therapist #1

4.1.2. Middle of Time

4.1.2.1. Illa, Founder

4.1.2.2. Lynne, GM & Flagship Store Manager

4.1.2.2.1. Flagship

4.1.2.2.2. Store #1

4.1.2.2.3. Store #2

4.1.2.2.4. Store #3

4.1.2.2.5. Store #4

4.1.3. Current of Time

4.1.3.1. Illa, Founder

4.1.3.1.1. Lynne, Advisory Consultant

4.1.3.2. Kris Jenkins, GM & Flagship Store Manager

4.1.3.2.1. Flagship

4.1.3.2.2. Store #1

4.1.3.2.3. Store #2

4.1.3.2.4. Store #3

4.1.3.2.5. Store #4

5. Company History

5.1. Founded twelve years ago by Illa Fitzgerald, a former beautician / massage therapist

5.2. Illa used an SBA loan, investment dollars from family, and her personal life savings

6. Vision

6.1. Create a unique company that offered a complete array of products and services aimed at creating and maintaining healthy minds, bodies, and spirits

6.1.1. Illa mentions she takes great pride in knowing her company has come very close to completely fulfilling her vision

6.1.1.1. Illa's vision has not been fulfilled yet

7. Locations

7.1. HQ

7.1.1. Located in a city with a population of 25,000 people

7.2. Flagship Store

7.2.1. Located in a city with a population of 25,000 people

7.2.1.1. Assessment: Why is the Flagship store in a city that is less populated than the other four stores? Is this a possible contributor to a 12% decrease in financials

7.3. Store #1

7.3.1. Average of 25 employees

7.3.1.1. Located in a city with a population of over 40,000 people

7.4. Store #2

7.4.1. Average of 25 employees

7.4.1.1. Located in a city with a population of over 40,000 people

7.5. Store #3

7.5.1. Average of 25 people

7.5.1.1. Located in a city with a population of over 40,000 people

7.6. Store #4

7.6.1. Average of 25 employees

7.6.1.1. Located in a city with a population of over 40,000 people