- Player: Jennifer Glodik
- Company: The Diva Slimming and Aesthetics Centre
- Visit: divabeautystudio.com and www.divaglobal.net
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.
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
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.”
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
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.”
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Who is the Diva Business Opportunity for?
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.
Basic theoretical and practical cosmetology course
|Work from home or
a small salon with 1 to 2 beauty therapists
Full professional cosmetology training
|3 to 4 room salons with 3 to 4 employees||R600 000|
|Diamond Diva||Available on application||Available on application||R1 200 000|
The Secret Sauce To Great Franchise Leadership
The upside down pyramid puts the franchisee at the center of everyone’s effort. Success follows.
I am often asked to share the secrets of franchise success with my clients and audiences of franchise executives as I travel the country spreading the Franchise Bible strategies.
The most critical of the three core strategies is what I call the upside down pyramid strategy. This is more than a catch phrase or slogan. It must become a true belief in order for this strategy to affect a franchise organization for the better. Lets start with some basic facts to clarify.
What it is
The upside down pyramid is a servant leadership model that makes sure that franchise owners always come first. This must be genuine for all members of your team.
Franchising is different than any other business model in this way. A franchise organisation simply cannot thrive unless the entire corporate team is on board with this commitment. If it’s not, it would be like a medical team where some members simply did not care about healing the patient. It is a non-negotiable.
What it is not
This strategy is not a hand-holding philosophy that rewards lazy or non-compliant franchisees. One of the exciting outcomes from this system is seeing the franchise owners step up and go above and beyond the call of duty when they feel truly appreciated, valued and respected by the franchisor. I have seen amazing things happen from franchise communities that felt connected and part of the bigger picture.
Many franchise organisation executives have a lot of experience as traditional employers so they tend to try to “manage” their franchise owners as though they are employees. In most cases this is the beginning of the most common problem that I call the traditional pyramid model with the boss on top.
The key to remember at this point is the reality that the franchise owners are not employees of the company. In fact, the exact opposite is actually the case. The franchisees invested their hard earned money into the franchise company and pay an ongoing royalty as well. This means that they are the customers of the franchisor and the franchisor should value them as such.
How do you implement this strategy?
I have seen the good, the bad and the ugly in the franchise world. I can usually sense the company culture pretty quickly when I am among the franchise executive and support team. It is no surprise that the most successful franchise brands have a pretty solid grasp on this strategy. Here are some tips to get you started:
- Train: Introduce this strategy to your executive and support team and give them the opportunity to ask questions and learn. Remember that this may be a bit of a paradigm shift for some, so they may need time to get it down.
- Reinforce: Use ongoing reminders during your meetings, training sessions and conferences to keep the ball rolling. Your system must be based on things that you and your team will do consistently for a long period of time. A short burst of change followed by a return to the former status quo doesn’t work, so make sure you can commit and stick with it.
- Insist on buy-in: Everyone on your executive, training and support teams must buy in to this commitment for it to work. You have heard that one bad apple spoils the whole bunch. This is very true within a franchise organisation. You may have to replace team members if they refuse to genuinely commit.
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You have also heard the saying that the fish starts to rot at the head. The common denominator that I see in failing franchise organisations is almost always due to poor leadership. I often say that a decent business model with great leadership will usually thrive and a great business model with lousy leadership will usually fail.
Don’t feel bad if you are not the best leader for your business. I have seen business founders step aside and hire in leadership experts to run with their creation. Knowing that someone else is a better leader than you for your franchise organisation is a sign of great discernment and wisdom. If you are not sure just ask your franchise owners to give you a grade as the leader. I asked a franchise CEO recently if he would get an A from his franchisees and he said, “Probably not.” I advised him to get back to work and make sure that he can earn that A.
This article was originally posted here on Entrepreneur.com.
Get Your Franchise Running Smoothly – Even When You’re Not There
Does the thought of taking time off from your franchise outlet make you nervous? Then you have to learn to run your business instead of letting it run you.
“A sign of a successful business is one that can operate without your physical presence 24/7,” says Brad Sugars, start-up expert, author and founder of ActionCOACH. While your franchise systems and operations are designed to run smoothly and consistently, is your staff trained to be productive in your absence?
“Franchises are already by nature systematised operations, so it boils down to how you as a business owner hire and train people to get the necessary jobs done,” says Sugars.
If you know a sick day will cause havoc in your store, an assessment of how you’re running your business is needed. Are you really running a successful franchise if things fall about without your supervision? Take a step back and consider the following steps to manage your franchise without it controlling your life. Pretty soon you could book that vacation.
Determine your role in the franchise
Are you managing the franchise, taking orders, doing admin and handling every other aspect of the business? Then you’re not hiring the right people, because those roles should be filled by people who can be left to carry them out unsupervised.
“And if you don’t have the right people for the job then it might be time to start hiring, so you can free up your franchise’s most valuable resource – you,” says Pieter Scholtz, co-Master Licensee for ActionCOACH in Southern Africa.
“You need to get an idea of how you can hire people to take repetitive or administrative tasks away from you. Ask yourself: ‘Do I really need to be doing this?’” says Sugars. Your business cannot run optimally if you’re the single most-knowledgeable and capable person there.
Lead with clarity
You have long-term goals for your business, perhaps even acquiring more locations and running multiple units. While growth is good, you need to share the load and ensure everyone employed in your business is working towards the same goals, otherwise, it’ll be difficult to get there. Sugars suggests asking yourself the following:
- How will you make your vision a reality?
- What makes you different from other franchisees and business owners?
- What kind of team do you want to recruit and create?
- How does all of this deliver value to your customer?
Conveying your vision can help ensure employees know how to get to the end-goal faster and more efficiently.
Plan for long-term cash flow
Loyal customers ensure a constant flow of cash through the franchise and this requires exceptional service and the building of strong relationships. “Target your top-spending customers and establish a good relationship with them for long-term cash flow,” Sugars suggests.
Although the broader campaigns are covered by the marketing fee you’re paying to your franchisor, it’s wise to focus on your local’s tastes and suggestions when looking to deliver an experience worth returning for.
Are Your Employees On Board With Your Franchise’s Brand Promise?
You cannot run a successful franchise if your staff isn’t aligned to the brand’s values.
Are the people who work in your franchise outlet familiar with the franchise’s brand promise? As a franchisee, you’re required to deliver a uniform experience, so any customer who walks through your door feels like they’re at the same store the franchisor has across multiple locations. If your employees aren’t able to embody the franchise’s brand promise at every interaction, you have a challenge on hand.
“If your company’s brand promise is a warm and friendly atmosphere, you can’t deliver that if your employees aren’t warm and friendly,” says Robin William, Senior Practice Consultant at Gallup.
“Selecting the right employees is essential to providing the right brand service. Hiring people who can’t behave the way the brand wants them to will doom a service initiative.”
When employees know what’s expected of them, they’re able to keep the promise the franchise makes to customers – leading to higher customer and employee engagement, trust, and revenue.
More than a mission statement
Even if you’ve ensured every one of your staff members know the brand’s mission statement, how can you be sure they’re able to exemplify it in their behaviour every day? William suggests that you do the following:
- Create structures and mechanisms to consistently instil brand values in the franchise’s culture.
- Discuss brand behaviours daily.
- Demonstrate brand behaviours yourself every day.
- Praise the efforts of individuals who demonstrate brand behaviours.
- Hold employees accountable for not exhibiting brand behaviours.
Once you’ve clearly defined the right brand behaviours, it’ll be easier to have staff on board who deliver your franchisor’s brand promise.
Internalise the culture
Here’s a conundrum. Do your staff know what to do in a situation where a customer’s request might not be aligned with the brand promise, but the brand promise is always to deliver on customers’ requests? It’s a tricky situation, but if you’ve clearly articulated the promise, your staff will know how to “Behave the brand”, says William.
“Do whatever it takes to deliver on its brand promise. Whether it’s focusing quality, fast service, customer care, or low prices,” he says.
“Employees must execute brand and service behaviours consistently, and frequent reminders can help employees understand and internalise these behaviours.”
Empower your staff
Investing in your staff is the best way to encourage them to act in line with your brand’s promise. Once they understand why it’s important to act along the lines of your brand, they will feel empowered and motivated to do so.
Starbucks trains employees to memorise customers’ names and preferences in line with their promise of making everyone who visits their stores feel at home. Apple’s strategy of hiring nice, smart people who are passionate about service and the product aligns with the company’s belief that knowledge can be improved, but personality cannot.
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