EXCLUSIVE INTERVIEW of CYRILLE HASSAM: Expert for Livecoiffure

The current context is difficult, nobody can deny it. The hairdressing situation in every country remains contrasted.
In Switzerland, hairdressing is quite dynamic comparing to what's happening in Spain where the draconian measures taken in 2008 have resulted in direct damage on consumer purchasing power. France, on the other hand, is in an intermediate situation but with a negative growth.
With that that very tense climate, you can easily see a gap getting bigger between growing or stable business and a major part with a reduction in turnover.
A lot of managers have been forced to take a closer look at the accounts of their company . And the fact that the lines of credit provided by banks are diminishing, they don't have much choice. Therefore, moral is not really high !

Positively ! The reduction of clients could make us think that hairdressing doesn't attract anymore: that is not true ! The major challenge of the hairdressers is indeed to be back in the consumption habits of women.
In my opinion, the starting point is to understand very well that indirect competition is fierce; especially the websites which sell online and which robs the purchasing power of the hairdressing. With 78% of surfers and 77 millions of mobiles connected to the Internet, the temptation of purchase is omnipresent.
In front of that phenomenon which doesn't exclude other kinds of competition, it is important that the hairdressers think again about their business so that it meets the expectations of the clients: salons which convey a good image, a good hygiene, trained teams regarding the profession and regarding the « trader » hairdresser. Clients are looking for salons which will provide them novelty and skills, service and recognition … and avoid the others.
The same for men who contrary to generally accepted ideas, don't like to be « rushed off ».
Furthermore, it is important to work on the different growth drivers still available in the hairdressing salons, especially the sale of products or material. Finally, the hairdressers managers must accept the idea that are, above all, business mangers which implies a management of their company more and more draconian and they must talk to their teams with more precision.
The key of success is summed up in a single choice: acting or enduring.

It should be clear that I offer my services to any structure, group or individual salons. Giving advice like a personalized accompaniment means defining with your client the issues to be dealt, helping them to find the solutions, drawing up a clear plan of action and follow them to obtain results. Sometimes, a single word or a single idea is sufficient.
However, an important structure is often better to find a solution to many issues because there are several actors thinking together. And you know the adage : several heads are better than one !
That's why, I'm particularly opened to the demands of smaller structures in which the manager is often the only one facing the issues having no other opinions than his. This is generally a disincentive to decision-making.

Above all, I'm interested especially to what's happening from the opening of a store to its closing : improving the key turnover of the salon, dynamizing the management and the motivation of your teams, optimizing the organization of the salon and your own organization (position of the role of the manager in their company), refining your marketing policy, rationalizing the customer journey, identifying the revenue growth drivers.
For more important structures, the themes which are dealt are adapted to the size of the company and will touch broader areas. And there is also that wide work which is the necessity of selling: services, products, material, in brief all that you want to sell because without sale no safety !
But to answer more precisely your question, a personalized accompaniment means first a strong relation with your client so an important personal commitment. The objective is to obtain results and waffle. The first step is to understand very well the operating mode of the manager and its company.
In the second hand, you must identify very well his/her expectations according to his/her needs. Finally, the third step consists in putting them in the right track and defining together an action plan that they will respect very well to be effective.
Giving n outside opinion, without judgments but not with concession neither means giving the opportunity to the manager to rise up and to make some choices with more serenity even audacity. I sometimes push… but like in the American movies, there's always a happy end !

The idea is to be aware of the everyday life of a manager. A series of fun articles will enable each one to strengthen their ideas or in the contrary to be inspired to advance within the company.