The professional beauty industry I have known is already dead. For the past forty-five years, I have spent this chapter in an industry that I once proud of. The purpose of this article is to record a decade, starting with the 60s when I entered the industry. This process drives the momentum of the decade as the industry moves forward. We can all see that due to the evolution of decades, everything has begun to have a negative impact and the direction of the industry today.
The salon, once a female paradise, has become an independent stylist, renting space from the landlord/salon owner. Professional products have become the price of goods purchased, everywhere, especially outside the salon.
Large dealers are now owned by corporate giants, leaving behind a system of confrontation with small dealers and losing competition with our industry's unprecedented market. Everyone in the 1960s was a wet sleeve, and women visited their stylists every week in their favorite salon to redo their practices. In the past decade, the old guard manufacturers were Revlon, Lamaur, Helen Curtis, Rilling, Clairol, Roux and others who earned income mainly through salons. Earlier in the decade, Paula Kent purchased three simple recipes from Jheri Redding and founded a company called Redken Labs. At the same time, a British stylist, Vidal Sasson, started a sport that would actually be reversed because his message was "making haircut a blueprint for style", which is the salon. Expanding the business opened the door. They work for the same 50 clients every week. In a month, they still only work with the same 50 customers. When haircuts became a trend, stylists focused on haircuts now see 50 different customers per week, and now a total of 200 per month, opening the door for extra income.
With the advent of the Redken model, more manufacturers emerged in the 1970s, seeing the entry of Sebastian in 1976 and Nexus in 1979. The focus of these new manufacturers is to help Sharon create a new business called retail, which ultimately opens the floodgates to higher incomes for everyone. In the 1970s, many Redken concept salons competed with their service industry, increasing retail sales to 25% of their total sales, thereby increasing profitability to unprecedented levels. Redken Labs has grown exponentially based on their Beauty through Science philosophy, and new members such as Sebastian and Nexus are setting their own standards to compete in new directions in the industry. The chemical services in the salon, especially perm, are available at all levels, and manufacturers are gradually introducing new products to support customers' demand for maintenance-free hair. Education is also increasing because Sharon wants to know as much as possible about the products that support its services and the emerging new retail revenue stream.
The 1980s was a decade of continued growth and strength for new manufacturers. Paul Mitchell and Matrix Essentials entered the market in 1981, and we now have five new, ambitious and evolving companies that drive the development of the salon through their direct leadership and become so powerful that they lead the manufacturers Another layer was discovered in the 1960s, and the five leaders promoted the development of the 1980s with their ideas, products, and education. In this decade, the salon retail industry has come to an end, because salon customers can easily become the target of professional salon exclusive products. Daihatsu is all the rage, opening the door to new products that support this trend. During this time, beauty products are allowed to represent and carry professional products as long as they have a shampoo bowl and provide services as part of their in-store layout. Unfortunately, this is one of the first areas in which manufacturers lose control and opens the door to price cuts, non-compliance policies and the emergence of specialty products at less-professional point-of-sale. This decade also witnessed the rise of independents, eroding the old commission salon system, the owners hired stylists as employees, and team-oriented efforts to grow the business. Most salons in the country now offer rental space only for those who are willing to pay for space. It is difficult to locate the product in the salon because each stylist can decide what to use and sell, and education has been eliminated because the salon owner cannot force his lessor to participate in any educational activities.
In the 1990s, when we acknowledged that our population was aging, the baby boomers were pushing the bus into the next decade. We are now seeing the entry of corporate giants Loreal, P&G, Alberto Culver, Unilever and other companies, not only to start buying large distributors, but also to buy top manufacturers such as Redken and Matrix. The only one of the top five giants in the industry, Paul Mitchell, is the only one that has not yet been sold. Others, Redken, Matrix, Sebastian, and Nexus are now owned and driven by the company. Although they support "professionals," they sell their product line through any source that makes money. This is why professional products have become "commodity" products, which are determined by price and ubiquitous definitions. With the purchase of large distributors to drive the growth of large manufacturers, especially Redken and Matrix, the market has left small and medium-sized dealers unable to compete with the size and scope of the corporate giants.
The 10th century has brought a complete cycle to where we started this journey in the 1960s. Subsequently, giant manufacturers were forced to enter the retail industry, as these new giants created an atmosphere in the salon to keep their business growing. Unfortunately, we see the same thing happening again in the ownership of family-owned and driven companies that are acquired by corporate giants.
This is why we see and feel the deaths of the professional beauty industry.
Transfer: This key area sees salon products entering the retail channel through unethical and unethical people. In the 1970s and 1980s, we had exclusive audiences of professional products, but once the salon customers realized they could find professional products in the stores outside the professional salon, it opened the flood gates, which is why we are seeing these products now. . The biggest losers in the ongoing game are Sharon and their stylists, who have never recovered. Why buy professional products at the salon, they can buy professional products at Costco, Target, pharmacies, grocery stores, and enter infinity. Interestingly, beauty products complained and complained about their losses to the mass retail industry today, as Sharon had done to them. How the circle turns.
Ownership: Once the top manufacturing companies moved from family ownership to corporate ownership, especially the "bottom line" profitability and the shareholders seeking returns, we saw a major shift. We did not see any large number of direct manufacturer educators for these companies because they were the first to be abandoned due to cost savings. Bigger is not necessarily better.
Independence: This change has changed our industry, eliminating the leadership at the salon level and creating a nightmare for manufacturers and dealers, who must now talk to each stylist in the salon. There are one or two key people who make financial decision making teams. Often, today's stylists can only enter their space when making an appointment, regardless of education and the industry.
Distribution: It is difficult today to find large distributors who have dominated the landscape through sales people, educators, education and support. They have been purchased by big companies for their stores, which is part of the game plan that big companies continue to follow. If needed, they want stylists to come in every day and buy what they will use tomorrow or even this week. Although their sales force is weak, the long-term plan is for all stylists to enter their store to purchase their beauty needs. Current dealer bases now use smaller lines that often have no funds to properly market and drive their business.
Trend: After sixty years of this industry, and observed many trends, such as Farrah Fawcett tailoring and style, Dorothy Hamill Wedge, Big Hair, Jennifer Anniston and now Rich Girl Hair. Unfortunately, we are far from connecting our customers to the salon for service, because hair is no longer an accessory and almost anti-salon. In addition to professional services such as color, straightening, relaxation and formal events, you can also look at women's hair. It's in a bad state, over-processed, dry and difficult to handle, and has no luster that doesn't look as important as we've seen in the past few decades.
Since I have studied carefully why we have lost the industry we have known, I will not be responsible if I do not provide a long-term solution to the chaos we are in. Here are some of my suggestions.
Contemporary manufacturers must control their product movements. If they work in a professional industry, they must take responsibility for product positioning, teaching and sales methods. I recommend legal contracts between manufacturers and their distributors, distributors and their salons. Any deviation will bring losses and legal consequences. This includes Internet sales, usually sold at a discounted price, with little control. a new...
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