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Beauty And The Business: How The Diva Slimming And Aesthetics Centre Is Full Of Opportunities

Jennifer Glodik has built a powerful business that is now offering full business opportunities for aspiring beauty entrepreneurs.

Nadine Todd

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Vital Stats

Jennifer Glodik always planned to be an entrepreneur. She launched her first business after moving to South Africa from Russia in her early 20s. “There’s a lot of opportunity in South Africa,” she says. “It was just a case of choosing the industry I wanted to be in.”

For Glodik, there are three industries that people will always spend money in: Food, clothing and beauty.

“I’ve never enjoyed cooking, and I didn’t think there was room for a new clothing brand in the South African retail space — it’s already a highly competitive market.”

Beauty was different. Coming from Eastern Europe, Glodik was used to a level of product and service that she didn’t believe was available in South Africa. This was an area where she saw both a need and an opportunity to bring something new to the market.

Related: How Radelle Viljoen used her clients to grow Radiance Beauty

One of the areas she felt local salons were most lacking in was knowledge. “None of the beauty therapists I met could tell me how the various treatments they offered worked,” she says.

“If you don’t understand how a treatment works, you probably don’t understand the client’s needs either. I wanted to be able to analyse the client and the problems they were experiencing, and then offer the right solution to them.”

Finding the right channel

the-diva-slimming-and-aesthetics-centre

Glodik had already studied general medicine in Russia, and she returned to research the beauty industry. She quickly narrowed her focus to skin and body treatments, and concentrated on finding local experts.

“I found a cosmetologist who was running her own salon, but had started a training academy as well, Cosmetologists of Russia. Through her I did an advanced theoretical and practical cosmetology course and I was introduced to the equipment and products she used for her treatments.”

These included non-surgical ultrasound liposuction and 9 in 1 machines, and Spanish product companies Postquam Professional and Casmara. “The machines and the products are expensive, but they’re extremely good quality and they give great results.”

Returning to South Africa, Glodik used her new knowledge, skills, training and contacts to launch the Diva Slimming and Aesthetics Centre, her first salon located in Johannesburg. Before long she started gaining traction and a steady, solid client base, and opened a second salon in Menlyn.

“Cosmetology’s core focus is to eliminate, treat or hide a problem. The cosmetologist’s role is to determine which courses of action are possible, and to then discuss these with their client. Costs versus solution and what’s best for that particular client work together to choose the ultimate course of action.”

Related: How Creator of the GoBeauty App Successfully Ran the Start-up Gauntlet

Through this process, Glodik and her team have discovered deeper medical issues in the past, referring clients to their doctors or specialists before any treatments are undertaken. They won’t treat serious skin conditions that require a dermatologist.

It’s then up to the equipment and products used to get results, which is why Glodik is fanatical about the brands she works with.

“The success of the Diva brand lies in how well our treatments work, and the experience our clients receive. Knowledge, training and product understanding are key elements to the overall brand experience.”

With clients who travel from as far afield as Limpopo, Mafikeng and Witbank to Joburg for treatments, it’s clear that Glodik and her team see results — and that there’s a market for their beauty solutions.

Creating business opportunities

business-opportunities-in-beauty

As the business grew and attracted more clients, Glodik started receiving enquiries: ‘Can you teach me how to do this? Your salons are incredibly busy – could I do this too?’

“I took stock of how we’d gotten to where we were, and I realised a few things: I was a professionally trained cosmetologist, which meant I had knowledge. I’d developed a business model through trial and error that worked, and I had joined the Branson Centre of Entrepreneurship, which was also honing my business skills. And I had the sole distribution rights to top-class equipment and beauty products.

“I had learnt my trade from a practising cosmetologist with her own salon and the same equipment and products. What was stopping me from doing the same in South Africa, with the added business training I could bring to the offering?”

With enquiries piling up, Glodik formalised the training she had already been giving to her beauty therapists, and developed business coursework.

To date, Diva has trained 54 salons. Each salon operates under its own brand; these are not Diva Beauty franchises. Instead, they receive a business in a box, complete with training and equipment. They can choose to purchase the products that Glodik offers at cost, or other products compatible with the machines.

“This is a really great way to grow the business for me, but it’s also very rewarding. We’ve assisted women to build their businesses or start from scratch by giving them a solid foundation in both cosmetology and business as well as excellent equipment.

“90% of our clients come from corporate backgrounds. They want to do something new, but they don’t know anything about running their own businesses. The decision to offer a cosmetology course alongside a business course is what has really made this opportunity a success.”

Related: Jump Into The 21 Jump Street Brand

Who is the Diva Business Opportunity for?

diva-business-opportunity

Anyone who has dreamt of building and running their own business, but wasn’t sure where to begin, or lacks business acumen.

The Diva Slimming and Aesthetics Centre offers all the professional help and support you need to guide you through the full start-up process to own your own slimming and aesthetics salon, including cosmetology and business training, support as well as the equipment you need.

The Diva Slimming and Aesthetics Centre business model has been tried and tested against the current market demands and challenges, enabling each new business owner to develop their business model with all the research and insight that takes years of experience to accumulate.

Business Opportunity Packages

There are a number of business options to choose from and pricing structures to fit your needs. All of Diva’s business packages come with full cosmetology training as well as training on the use of the liposuction machine.

All the business packages include the liposuction machine and after the training is completed, your salon will be ready to start generating revenue.

Package Includes Suitable For Cost
Silver Diva
Basic theoretical and practical cosmetology course


Beauty salon management and business training


2 professional beauty machines

Work from home or

a small salon with 1 to 2 beauty therapists

R300 000
Gold Diva
Full professional cosmetology training


60 hours practical training


Client psychology


Beauty salon management and business training


Assistance with marketing advice and after-sales support


4 professional beauty machines

3 to 4 room salons with 3 to 4 employees R600 000
Diamond Diva Available on application Available on application R1 200 000

 

Nadine Todd is the Managing Editor of Entrepreneur Magazine, the How-To guide for growing businesses. Find her on Google+.

Franchisors

3 Employment Best Practices To Apply In Your Franchise

Brand new to franchising? As a first-time franchisee, you may need some guidance on managing your recruitment processes within your business.

Diana Albertyn

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You’ve just hired your first few employees. Congratulations. As an owner-operator who is also new to business ownership, navigating the human resources aspect of your franchise may be daunting, especially when growth is imminent. Your franchisor offers support, but may not want to play a huge role in recruiting and managing your staff.

“Employee management and HR compliance is a tricky topic, especially with the relationship between franchisors and franchisees. Depending on what HR support the franchisor can and cannot provide, the franchisee may be on their own in this all-important area.” – Dean Haller, President and founder of HRSentry

This, however, doesn’t mean you’ll have to blindly search your way through human resources practices, hoping you’ll eventually get it right. Invest a little time into learning the basics, and you’ll make the best decisions until you can afford to hire an HR specialist – and pick up some expertise along the way.

1. Equip newcomers with the tools for success

Consider the type of information, tools and training your new recruits may need to function productively in their new work environment – and ensure they get it. “Studies indicate that most new employees decide whether to stay or leave a company within the first six months, so be sure to be welcoming early on to help them feel part of your team,” advises Haller.

Related: Why Your Franchise Brand Should Be Culturally Relevant

“If you’re thoughtful of your employees’ new experience, they will become more productive and engaged, and thus, more likely to stay.”

Remember the first time you went through the manuals while familiarising yourself with the franchise concept? A new employees’ experience is similar as they have to take in a lot of new information while acquainting themselves with their new workspace, colleagues and systems. Make the on-boarding easier, by reasonably introducing each aspect during orientation and training.

2. Remain stern on performance standards

Once both parties are satisfied with the training and support offered, new staff should be made aware of expectations and receive continuous and constructive feedback on their performance based on these.

Should employees fail to meet their KPIs, it’s important you’re able to identify if your best efforts have failed and whether termination is an option. “Don’t procrastinate. Make sure all performance-related reasons are documented clearly,” says Haller. “Treat the person with dignity and respect –not only because it’s the right thing to do, but because it’s good business practice and can help you avoid any potential legal action against your business in the future.”

You can avoid this situation early on by hiring employees whose CVs not only meet your business’ operational needs, your company culture too.

Related: As Consumers’ Tastes Change Can Your Franchise Keep Up?

3. Acknowledge and reward hard work

During key periods of business growth, it’s easy to overlook good performance. And even when you acknowledge your best employees, sometimes money in the bank isn’t as meaningful as creative tokens of appreciation.

“Get creative,” says Haller. “Provide flexible work schedules, interesting assignments, or a gift certificate to a great restaurant or spa. Be mindful that it’s costly to replace a good employee, so reward your employees with some kind of benefits if you can,” he adds.

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Franchisors

Why Your Franchise Brand Should Be Culturally Relevant

Are you going to wait for consumer pressure to redirect your marketing efforts, or is your franchise going to make customers believe you care about what they care about?

Diana Albertyn

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Do you understand how consumers feel about the ads you broadcast on the many media platforms they use every day? Research by Nielsen shows that all the marketing you’re paying so much for is least trusted by the buyers you’re aiming to hook. Why? Because how can you sell to a customer whose ideals you don’t identify with?

“Conversations are such a subtle but powerful tool. They can make or break reputations, brands and policies.” – Serge Vaezi, strategy and creative officer at Ogilvy

As an established franchisor with a loyal customer base, you want to ensure your marketing strategy isn’t talking at clients, but to them. Here’s how you can stop spending money in the wrong place and start measuring the right elements of your campaign:

Customers expect you to be ‘woke’

Whether you realise it or not, your brand is operating within its audience’s cultural context. Consumers are increasingly demanding that brands acknowledge and contribute to this cultural context.

“We are failing to measure the things that matter most for our client,” says Vaezi. “We spend most of the time measuring the things we create, while our colleagues in advertising spend their time measuring the impact of the things they create on consumers.”

Related: Are You On Your Team’s Wavelength?

Rather shift your focus to adapting your offering and message to your customers’ needs, desires and interests.

Watch and learn from your audience

“Listen to your audience, watch what they’re doing, listen to their behaviours, and understand what’s interesting and motivating for them,” advises Vaezi.

The insights gleaned from this exercise can be used as the basis for developing a brief aimed at becoming a part of their world, he says. Remember that the message you’ll be putting out will change as your customers change.

Sorbet, for example, launched a make-up range in early 2018 to complement its existing salon services arm and its skincare and nail products. The franchise partnered with Clicks to launch The Skin Tone Project aimed providing consumers with the most extensive foundation ranges in South Africa.

Your product doesn’t always come first

In the age of experience trumping actual products, you ought to consider developing a value proposition that shifts the focus from your product’s features and benefits, and “instead develop a narrative and positioning that acknowledges and contributes to the culture, or perhaps even resolves specific cultural tensions,” says Vaezi. “In other words, stand up for something that people consider meaningful and which is also aligned to the brand’s essence.”

Related: What To Know About Franchising Your Business

This is the secret sauce to producing creative, culturally relevant campaigns that connect with influencers and leaders, while leveraging cultural values and ideologies.

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Franchisors

Are You On Your Team’s Wavelength?

Success means being a team player as well as a team leader.

Richard Mukheibir

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Remember that old interview question, “Are you a team player?” When you run your own business you are the team leader – the captain and the coach rolled into one usually. But on top of that, you also need to be a team player.

That means more than squeezing into your bulging To Do list automated, one-size-fits-all birthday messages or the occasionally staff party. Yes, staff lunch out, a braai at the office or a few drinks after work are good ways to put the work stresses aside and get to know your staff better.

Those basic bonding exercises are taken for granted now. In reality, any wow factor was fleeting in the first place. The days since the automatic birthday greeting impressed any employee are at least one generation back and Victorian industrialists had extensive staff entertainment programmes.

What never goes out of fashion, though, is proving to staff that you are an active part of the team, not just a figurehead. I have now been with Cash Converters for almost 25 years and nearly every day, I say a thank you for the fact that I learned the business from the ground floor up by launching our first pilot franchise.

Related: 11 SA Entrepreneurs on What They’ve Learnt About Managing Staff

That quarter-century of experience has shown me that leading a team proactively means you need to be:

Present

This is more than rushing through the shop floor late for your next meeting and focused far away from the employees you are passing by. It is more than just being spotted in the hallway between your office and the carpark or even waving or nodding a greeting to an employee.

In the know

Taking the easy route here is initiating a conversation about the latest sports scores. More personalised is to ask how a staff member’s house move has gone or a child is settling into a new school. It is good for you to be reminded why your employee works for you and for your employee to know that you are aware of him or her having a life beyond a work role.

Human

humanising-conceptsThe time-and-motion pioneers who emerged after the Second World War to translate regimented army mentalities into greater industrial efficiency and productivity have long since been discredited. It rapidly became obvious that workers object to being treated like different parts of a machine.

Related: How To Know If You’re Mismanaging Your Staff

Respectful

Staff want to be treated like the human beings they are by someone who has the courage to show their own human side. In your conversations with staff, this also means showing how you are aware of the work they are doing and what they are contributing to your business.

Learning

Staff respect a boss who gives the team motivational talk and then rolls up his or her sleeves to spend some time helping accelerate the push to a new goal. As team leader, ideally you should understand and be able to carry out any job within the team. Some of the tasks might not be your speciality but keeping up to date with new techniques, materials or needs in each area means that you can make better strategic decisions.

Invested

This is about more than the capital, skills and time you have invested in growing the business. It is about sharing key goals as well as daily tasks so that your staff feel they are investing their working lives in a shared project – and so share the insights and inspirations that could be the next important key that makes your business run more smoothly and productively.

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