Find the chair utilization that makes the shop work.
Chairs, services per day and ticket, on the employee model where labour is a fixed cost.
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The assumptions, benchmarks, and drivers behind your salon or barbershop projections.
This template models a salon on the employee model rather than booth rental, which changes where the labour cost sits. Capacity is chairs times services per day times open days, utilization is the share of that capacity booked, and the average ticket converts services into revenue. Because stylists are employees, their pay sits in fixed costs and not in cost of goods, so cost of goods is product only, around 12 percent, and gross margin lands near 88 percent. If you run booth rental instead, the shape inverts and this template will overstate your fixed costs.
Chairs, basins, plumbing, dryers and signage commonly total $100,000 to $150,000, financed over seven years. Six chairs at six services a day over twenty six open days is a ceiling of 936 services a month, and mature shops run that at roughly 65 to 75 percent utilization. A ticket in the low to mid forties is typical outside premium metros. The model holds DSCR at 1.25 or better and checks that the shop is not quietly assuming every chair is full every hour.
Utilization and ticket are the two levers, and they trade against each other: raising prices costs you some bookings, and the model exists to show you where that trade turns negative. The subtler driver is staffing, because on the employee model an extra stylist is a fixed monthly cost that arrives before the bookings do. Hiring ahead of demand is the most common way a shop that has good unit economics still runs out of cash.
Everything you need to know about salon or barbershop financial modeling.
The numbers that matter most for a salon or barbershop business, calculate any of them free.
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