Start-up | |
Requirements | |
Start-up Expenses | |
Legal | $4,000 |
Stationery etc. | $2,000 |
Brochures | $3,000 |
Construction/Design | $30,000 |
Insurance | $3,000 |
Rent | $20,000 |
Research and Development | $0 |
Expensed Equipment | $15,000 |
Other | $17,000 |
Total Start-up Expenses | $94,000 |
Start-up Assets | |
Cash Required | $60,000 |
Start-up Inventory | $6,000 |
Other Current Assets | $0 |
Long-term Assets | $0 |
Total Assets | $66,000 |
Total Requirements | $160,000 |
Target sites for SoulSpace include downtown Raleigh in the Warehouse District and Art Districts, West Raleigh near Entertainment Sports Arena, and a rural area off route 40/440 between Raleigh and Cary. SoulSpace will need at least 4,000 square feet (sq. ft.) of space. Initial estimates put leasing between $12/sq. ft. to $28/sq. ft. (inclusive of tax and accommodations).
Contact has been made with Mary Hobbson of Grub & Ellis Real Estate for 4,200 sq. ft. at 510 Glenwood Avenue downtown Raleigh. This site is within the target priority area in part of the Warehouse District in what is now referred to as Glenwood South. The lease is $28/sq. ft., making estimated payments at $9,800/month, the most expensive of all target sites.
We also have met with Peter Pace of York Properties when shown the space available at 200 West Street in Raleigh’s Warehouse district. This space is in priority target range, and will be two blocks from the Raleigh Commuter Rail Hub due to open in the next five to eight years. The location is spacious at 10,000 sq. ft., with first floor (5,000 sq. ft.) leasing at $12.50/sq. ft. and the basement floor (5,000 sq. ft.) leasing at $8/sq. ft., which averages out to $10.25/sq. ft. for the entire 10,000 sq. ft. location. This makes this space cheaper than the other locations, and has twice the space.
SoulSpace will provide customers with personal beautifying and relaxational services and complimenting products, as well as training in specific forms of energy work, accessible materials on a wide range of health-related topics, and the option to purchase artwork displayed in SoulSpace. Explanations and/or consultations will be provided on all services and products if needed.
There are many salons in the greater Raleigh area but no direct competitors. There are many places offering massage, but there are only ten day spas, of which only four are a spa/salon. There is one place offering energy work, in Clayton (30 minutes southeast from downtown Raleigh). All energy work practitioners are private, of which there are only ten working full-time, with most of them concentrating on other alternative modalities, and an estimated ten (twenty at the very most) part-time energy practitioners. Not including Chapel Hill and Durham, the above service an estimated population of at least 800,000, with that figure growing by an estimated 6,000 persons daily.
Services brochure, logo/slogan with advertising to be included, and a planned website.
SoulSpace services sell themselves as a natural way to rejuvenate one’s life.
SoulSpace will sell complementing products of the highest quality that have not been created through the testing of animals, and are of the latest scientific knowing for effecting the desired results for body beautification and energetic balancing maintenance.
SoulSpace will add healing touch when Steve Long earns his certification. SoulSpace will always remain involved with the best spa relaxational techniques offered, and will implement them if deemed appropriate and feasible for SoulSpace clientele.
There are no exact competitors, and few related competitors in the greater Raleigh area. There are no related competitors in the downtown Raleigh area. The space at 510 Glenwood was recommended to us by the managing realtors because they had targeted that space for a spa type tenant. By nature of the service SoulSpace will provide, success will be readily achieved.
Our target market will be divided by salon customers and spa customers. Salon customers will be from every age and gender; however, since the salon and spa will be in direct association with each other, we expect that the spa market segment will greatly affect the salon market segment. Thusly, our target market segment will be male and female professionals and retirees, from the age of 25, with individual and household incomes greater than $25,000.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
+$25K 5 mi. Radius Raleigh | 2% | 50,500 | 51,510 | 52,540 | 53,591 | 54,663 | 2.00% |
+$25K 5 mi. Radius West Raleigh | 2% | 53,000 | 54,060 | 55,141 | 56,244 | 57,369 | 2.00% |
Total | 2.00% | 103,500 | 105,570 | 107,681 | 109,835 | 112,032 | 2.00% |
The members of these market segments have luxury money on hand, and lead professional lives filled with stress at a consistent level. All persons usually need hair styling regardless of income level, and make the effort to find the money available to style their “look.”
People love to pamper themselves, especially people who have achieved a modicum level of professional success. Raleigh has become a bastion for the successful, having consistently been named as one of the best cities in America to live and to do business in since the mid 1990’s. This has created a community of wealth, mobility, and growth. Raleigh has successfully implemented a refurbishing plan of “old” downtown, which now makes Glenwood South, the Warehouse District, and Hillsborough Street one of the most popular destinations in the whole city.
With the refurbishment of Raleigh’s Warehouse District, including Glenwood South, and it’s continual development of downtown Raleigh, this area will only become more popular.
When Forbes, Inc., and Money, Inc. listed Raleigh as the best place to live and do business, and subsequently listed Raleigh in the top five and top ten in the following years, a population boom ensued in the late 1990’s.The North Carolina census released in October 2000 reports that an average of 6,000 persons per day were relocating to the greater Raleigh area. According to this census, the Triangle has one of the highest concentrations of Ph.D.’s per square mile in the world. The average income per household is $40,000-$60,000 and climbing.
According to the Raleigh News & Observer reports of Raleigh City Counsel meetings concerning growth, the continuing refurbishment of downtown Raleigh is a top priority, along with a complete overhaul of the mass transit system. New buses and taxis are funded and are to be implemented during the next two years. A Commuter Rail System run by the Triangle Transit Authority is supposed to be finalized May 1, 2001, and completed by 2007-2008, with rail stations throughout downtown, running up Hillsborough Street going to RDU Airport then connecting to Chapel Hill and Durham; later phases include branch rails to North Raleigh. The refurbishment plan continues, and downtown is now populated with more destinations than ever, with the plan growing even more businesses. The future looks very promising for a thriving downtown with a continual presence of customers.
We are part of the retail health and beauty industry which has four major types:
Strengths of the above are services offered: location proximity to major housing developments, and name recognition. The weaknesses of these competitors are general lack of promotion, concentration mainly in North Raleigh.
With our target location being downtown Raleigh, we will be servicing East, South, West, and Old Raleigh, as well as downtown commuters. There are no salon-spas in West Raleigh, the closest being Von Kekel in East Cary, and the spa only Skin Sense also in Cary. The only downtown competitor, Salon 21, is very small, not very well known, and concentrates most of their business on the salon end.
Our market advantage is wide open, and will give us the opportunity to service a large population base that is not currently being well served. When you include our service of energy works, we become the sole provider of all three services of hair works, body works, and energy works not only in downtown Raleigh, but for the entire greater Raleigh area.
Industry participants are those whose services include salon and spa offerings. Salon services concern hair styling, while spa services concern body relaxing and rejuvenating offerings such as massage, and nail and face works.
Customers choose spa and salon services based on proximity to their daily travels from home and work, reputation for quality, and good pricing. With our combined services, we expect to compete mainly against other combination spa-salons.
Our value proposition is that we will bring a unique mode of relaxation and fulfillment to our community. When people are relaxed, comfortable, and happy, they have the ability to work harder, concentrate better, feel physically, emotionally, and mentally balanced, and give that happiness back into their homes, workplaces, and community. Simply put, our value proposition is that we help our community become a better place to live and work.
Our competitive edge is a combination of our unique services, outstanding location, and our interaction with customers. By providing our customers a holistic and integrative spa and salon, we build relationships of trust and satisfaction. Our customers will come to depend on our unique services and fulfilling environment.
Our marketing strategy is the key to our success:
Our promotional strategy will be two-fold: first phase promotion will deal with advertising before, during, and six months following our opening; the second phase advertising will deal with all long-term advertising.
1. FIRST PHASE PROMOTIONS
A. Advertising We will utilize local newspaper, local social and health magazines, local radio, local television, mail-outs to all households within the immediate five mile radius, and mail-outs to all local business within a five-mile radius. B. Internet We will have a comprehensive website. C. Alliances We will place our brochures within the offices of our medical referral clients.
2. SECOND PHASE PROMOTIONS
A. Advertising We will continue to place ads in the local social and health magazines year around. Mail-outs will be done again within a five-mile radius one year later after opening, then again only every three to five years. Radio and television ads will be done only when we have sale promotions during the most stressful times of the year for the Christmas season, and graduation; television ads are not certain, we will evaluate their effectiveness before further implementation. B. Internet We will continue to have a comprehensive website. After the first six months, and certainly after the first year, we will evaluate the viability of having target clients advertise on our site, and conversely, we will evaluate viability of advertising on our target clients websites (if applicable). C. Alliances This type of advertising will be implemented once we have grown beyond our break-even point. We will also form advertising alliances with any business with whom we share common business goals. We will also implement mutual perks with our business and restaurant neighbors which will aid in local visibility. Advertising promotions with certain restaurants will also be considered.
Owner Steve Long will be responsible for marketing SoulSpace through the advertising channels. The general manager will be responsible for assisting with the implementation of alliance advertising partnerships. Our advertising budget is $10,000 for the first year. Advertising will begin one week prior to opening.
We will automatically position ourselves as one of the top spa-salons in the greater Raleigh area. Considering that none of the other competitors will offer the range of services we will, or that their staffs will be trained like ours, and that there are not any spa-salons of our type in our target locations, we will be able to provide services to a portion of Raleigh populace not currently being tapped.
Our pricing strategy will be similar to that of our competitors. We will not charge over, nor substantially under, standard prices for our services. We will be paying our employees a higher straight percentage of their total individual customer sales than our competitors. This will allow us to hire the best employees, and have a built-in motivational factor that will keep them working hard and happily.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Salon Styles Only Revenue | $717,500 | $1,400,000 | $1,600,000 |
Spa Massage Only Revenue | $182,500 | $350,000 | $400,000 |
Total Sales | $900,000 | $1,750,000 | $2,000,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Salon Styles Only Revenue | $429,300 | $840,000 | $960,000 |
Spa Massage Only Revenue | $109,500 | $210,000 | $240,000 |
Subtotal Direct Cost of Sales | $538,800 | $1,050,000 | $1,200,000 |
We will form alliances with our referral practitioners, local restaurants, offices, and businesses who will be strategically beneficial for generating new customers; we will also form alliances with local certified massage schools and hair styling schools.
The following table lists important store milestones, with dates, implementation duty, and budgets for each. The milestone schedule emphasizes the timeliness for implementation per the sales and marketing targets listed in detail in the previous topics.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Business Plan | 1/15/2001 | 2/1/2001 | $0 | Steve | Owner |
Financial Backing | 2/1/2001 | 2/5/2001 | $200,000 | Steve | Owner |
Design Contractor Retainer | 2/5/2001 | 5/1/2001 | $5,000 | Steve | Owner |
Construction Contractor Retainer | 2/5/2001 | 5/1/2001 | $20,000 | Steve | Owner |
Lease Agreement | 1/17/2001 | 2/12/2001 | $20,000 | Steve | Owner |
Logo Design | 2/12/2001 | 3/1/2001 | $1,000 | Steve | Owner |
Business Cards (Initial) | 2/19/2001 | 3/1/2001 | $300 | Steve | Owner |
Brochures | 3/1/2001 | 5/1/2001 | $3,000 | Steve | Owner |
Grand Opening | 5/1/2001 | 6/1/2001 | $0 | Steve | Owner |
Seven Customers Per Stylist/Therapist | 8/1/2001 | 9/1/2001 | $0 | Steve | Owner |
Totals | $249,300 |
The management philosophy of SoulSpace is based on respect for each of our fellow employees, respect for every customer, and individual responsibility. SoulSpace’s success is dependent on the warmth and uniqueness of its atmosphere which is generated by a fun-loving and caring employee. The management team will consist of the owner, general manager, and assistant manager (if deemed necessary). We will hire only those whom demonstrate the qualities necessary for working in a nurturing environment, and the willingness to move forward in study of energetic principals if not already so trained. We will be hiring the ultimate “people persons.”
Our initial team consists of 14 employees, inclusive of a general manager and an assistant manager, both of whom will be active stylists/therapists.
Employees will be in from the two store divisions of spa and salon. On the salon side there will be 10 stylists and one or two receptionists. There will be room for expansion to 12-15 stylists and three receptionists. The spa side will consist of three massage therapists, one energy therapist, one nail specialist, and one receptionist. There will be room for expansion to five to seven massage therapists, and two to three energy therapists.
Steven J. Long, co-owner, president : Founded SoulSpace in 2001. He has a degree in psychology from NC State, a concentration in industrial/organizational with emphasis on communication. He has been a Reiki Master Usui Shiki Ryoho since 1996 and operates part-time healing practice from home. He has eight years management experience, six in retail, two in electronic component rep field for distribution. Mr. Long spent three years in the modeling industry, one as model and two as the manager of an agency in Raleigh in 1991.
Deborah L. Long, co-owner : Debby will not be directly involved in daily operations, but will assist Steve in general organizational planning and vision implementation. Debby currently is the number one co-location sales manager for SpectraSite, Inc. where she has worked for two years. She spent several years as an executive assistant at TDK of America’s Distribution Sales Center in Chicago, and at Cotton Incorporated. She is a level two Usui Shiki Ryoho.
Linda Hill-Chinn, co-owner, CFO : Linda is retired after having spent 15 years as senior national staffing specialist for the American Hospital Association in Chicago, as well as serving on their board of directors for several national projects. She also spent several years managing Planned Parenthood of Chicago. Linda holds a Masters of sociology from Brown University.
Jennifer McElravey, general manager : For the past nine years, Jennifer has been one of the top stylist for Mitchell’s Hair Design of Raleigh and is currently a level five stylist, Salon Designer of the Year ’94-97, and received extra training at Vidal Sassoon of London, Highest Salon Retail Sales four different years. Jennifer is also a level two Usui Shiki Ryoho.
We believe the experience of our team covers the needs to make the business plan for SoulSpace a very successful reality. The assistant manager is not named here because that position will be named from the pool of stylists/therapists that will be hired previous to our opening.
The Personnel Plan below reflects our projected need at opening, and carries through the second year expansions.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Steve Long, Owner, President | $65,040 | $65,040 | $65,040 |
General Manager | $60,000 | $60,000 | $60,000 |
%100 Commissioned Employees | $150 | $156 | $156 |
Receptionist | $15,360 | $15,360 | $15,360 |
Receptionist | $15,360 | $30,620 | $30,620 |
Total People | 17 | 18 | 18 |
Total Payroll | $155,910 | $171,176 | $171,176 |
The premier element in our financial plan is initiating, maintaining, and improving the factors that create, stabilize, and increase our cash flow:
The key underlying assumptions of our financial plan shown in the following general assumptions table are:
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 2.50% | 0.00% | 2.50% |
Other | 0 | 0 | 0 |
Our most important Key Financial Indicator is when each stylist averages seven customers per day and each therapist averages three customers per day.
For our Break-even Analysis we assume estimated monthly operational costs which include payroll, rent, utilities, and other running costs (not including employee draw fund considerations). Payroll alone is only estimated to about 1/2 of those costs.
The analysis shows what we need to generate in revenues per month to break even. This total is 13% less than estimated monthly store gross. This estimation does not include revenue from any other store sources, and is based on a salon customer average of $36 and spa customer average of $60.
Our average per customer revenue is estimated at $39. Considering our minimal assumptions show a monthly total customer average of 1,922, we therefore believe our break-even figures can be readily maintained.
Break-even Analysis | |
Monthly Revenue Break-even | $73,567 |
Assumptions: | |
Average Percent Variable Cost | 60% |
Estimated Monthly Fixed Cost | $29,525 |
There are two important assumptions with our Projected Profit and Loss statement:
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $900,000 | $1,750,000 | $2,000,000 |
Direct Cost of Sales | $538,800 | $1,050,000 | $1,200,000 |
Other | $0 | $0 | $0 |
Total Cost of Sales | $538,800 | $1,050,000 | $1,200,000 |
Gross Margin | $361,200 | $700,000 | $800,000 |
Gross Margin % | 40.13% | 40.00% | 40.00% |
Expenses | |||
Payroll | $155,910 | $171,176 | $171,176 |
Sales and Marketing and Other Expenses | $34,000 | $39,000 | $41,000 |
Depreciation | $0 | $0 | $0 |
Rent | $120,000 | $120,000 | $120,000 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $9,000 | $9,000 | $9,000 |
Insurance | $12,000 | $12,000 | $12,000 |
Payroll Taxes | $23,387 | $25,676 | $25,676 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $354,297 | $376,852 | $378,852 |
Profit Before Interest and Taxes | $6,904 | $323,148 | $421,148 |
EBITDA | $6,904 | $323,148 | $421,148 |
Interest Expense | $0 | $0 | $0 |
Taxes Incurred | ($2,907) | $0 | $10,529 |
Net Profit | $9,810 | $323,148 | $410,619 |
Net Profit/Sales | 1.09% | 18.47% | 20.53% |
Considering our business is a luxury, retail-oriented business with customers who will pay primarily with credit cards, our cash flow is not dependant on the issuance of invoices and the vagaries of Accounts Payable. We will need a minimum of financing to cover the cash flows of the first year of operations. After that, the cash flow becomes continual.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $900,000 | $1,750,000 | $2,000,000 |
Subtotal Cash from Operations | $900,000 | $1,750,000 | $2,000,000 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $900,000 | $1,750,000 | $2,000,000 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $155,910 | $171,176 | $171,176 |
Bill Payments | $719,414 | $1,263,200 | $1,423,005 |
Subtotal Spent on Operations | $875,324 | $1,434,376 | $1,594,181 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $875,324 | $1,434,376 | $1,594,181 |
Net Cash Flow | $24,676 | $315,624 | $405,819 |
Cash Balance | $84,676 | $400,299 | $806,118 |
Our Projected Balance Sheet shows we will not have any difficulty meeting our debt obligations as long as our revenue projections are met.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $84,676 | $400,299 | $806,118 |
Inventory | $54,450 | $106,111 | $121,269 |
Other Current Assets | $0 | $0 | $0 |
Total Current Assets | $139,126 | $506,410 | $927,387 |
Long-term Assets | |||
Long-term Assets | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 |
Total Assets | $139,126 | $506,410 | $927,387 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $63,316 | $107,452 | $117,811 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $63,316 | $107,452 | $117,811 |
Long-term Liabilities | $0 | $0 | $0 |
Total Liabilities | $63,316 | $107,452 | $117,811 |
Paid-in Capital | $160,000 | $160,000 | $160,000 |
Retained Earnings | ($94,000) | ($84,190) | $238,958 |
Earnings | $9,810 | $323,148 | $410,619 |
Total Capital | $75,810 | $398,958 | $809,577 |
Total Liabilities and Capital | $139,126 | $506,410 | $927,387 |
Net Worth | $75,810 | $398,958 | $809,577 |
The follow table contains important business ratios for the physical fitness facilities industry, as determined by the Standard Industry Classification (SIC) code, 7991.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 94.44% | 14.29% | 15.90% |
Percent of Total Assets | ||||
Inventory | 39.14% | 20.95% | 13.08% | 3.60% |
Other Current Assets | 0.00% | 0.00% | 0.00% | 31.10% |
Total Current Assets | 100.00% | 100.00% | 100.00% | 39.00% |
Long-term Assets | 0.00% | 0.00% | 0.00% | 61.00% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 45.51% | 21.22% | 12.70% | 34.80% |
Long-term Liabilities | 0.00% | 0.00% | 0.00% | 27.60% |
Total Liabilities | 45.51% | 21.22% | 12.70% | 62.40% |
Net Worth | 54.49% | 78.78% | 87.30% | 37.60% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 40.13% | 40.00% | 40.00% | 0.00% |
Selling, General & Administrative Expenses | 39.37% | 21.53% | 18.94% | 73.20% |
Advertising Expenses | 1.11% | 0.86% | 0.85% | 2.40% |
Profit Before Interest and Taxes | 0.77% | 18.47% | 21.06% | 2.70% |
Main Ratios | ||||
Current | 2.20 | 4.71 | 7.87 | 1.10 |
Quick | 1.34 | 3.73 | 6.84 | 0.73 |
Total Debt to Total Assets | 45.51% | 21.22% | 12.70% | 62.40% |
Pre-tax Return on Net Worth | 9.11% | 81.00% | 52.02% | 3.00% |
Pre-tax Return on Assets | 4.96% | 63.81% | 45.41% | 7.90% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 1.09% | 18.47% | 20.53% | n.a |
Return on Equity | 12.94% | 81.00% | 50.72% | n.a |
Activity Ratios | ||||
Inventory Turnover | 10.91 | 13.08 | 10.56 | n.a |
Accounts Payable Turnover | 12.36 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 24 | 29 | n.a |
Total Asset Turnover | 6.47 | 3.46 | 2.16 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 0.84 | 0.27 | 0.15 | n.a |
Current Liab. to Liab. | 1.00 | 1.00 | 1.00 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $75,810 | $398,958 | $809,577 | n.a |
Interest Coverage | 0.00 | 0.00 | 0.00 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.15 | 0.29 | 0.46 | n.a |
Current Debt/Total Assets | 46% | 21% | 13% | n.a |
Acid Test | 1.34 | 3.73 | 6.84 | n.a |
Sales/Net Worth | 11.87 | 4.39 | 2.47 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Salon Styles Only Revenue | 0% | $48,000 | $54,000 | $60,000 | $60,000 | $60,000 | $60,000 | $60,000 | $60,000 | $62,000 | $63,500 | $65,000 | $65,000 |
Spa Massage Only Revenue | 0% | $12,000 | $13,500 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $16,000 | $16,000 | $17,500 | $17,500 |
Total Sales | $60,000 | $67,500 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $78,000 | $79,500 | $82,500 | $82,500 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Salon Styles Only Revenue | $28,800 | $32,400 | $36,000 | $36,000 | $36,000 | $36,000 | $36,000 | $36,000 | $36,000 | $38,100 | $39,000 | $39,000 | |
Spa Massage Only Revenue | $7,200 | $8,100 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,000 | $9,600 | $9,600 | $10,500 | $10,500 | |
Subtotal Direct Cost of Sales | $36,000 | $40,500 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,600 | $47,700 | $49,500 | $49,500 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Steve Long, Owner, President | 0% | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 | $5,420 |
General Manager | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
%100 Commissioned Employees | 0% | $10 | $10 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 | $13 |
Receptionist | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 |
Receptionist | 0% | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 | $1,280 |
Total People | 14 | 14 | 17 | 17 | 17 | 17 | 17 | 17 | 17 | 17 | 17 | 17 | |
Total Payroll | $12,990 | $12,990 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $60,000 | $67,500 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $78,000 | $79,500 | $82,500 | $82,500 | |
Direct Cost of Sales | $36,000 | $40,500 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,600 | $47,700 | $49,500 | $49,500 | |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $36,000 | $40,500 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,600 | $47,700 | $49,500 | $49,500 | |
Gross Margin | $24,000 | $27,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $30,000 | $32,400 | $31,800 | $33,000 | $33,000 | |
Gross Margin % | 40.00% | 40.00% | 40.00% | 40.00% | 40.00% | 40.00% | 40.00% | 40.00% | 41.54% | 40.00% | 40.00% | 40.00% | |
Expenses | |||||||||||||
Payroll | $12,990 | $12,990 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | |
Sales and Marketing and Other Expenses | $7,000 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $2,300 | $4,000 | $2,300 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | $10,000 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | $750 | |
Insurance | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Payroll Taxes | 15% | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 | $1,949 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $33,689 | $28,989 | $28,992 | $28,992 | $28,992 | $28,992 | $28,992 | $28,992 | $28,992 | $28,992 | $30,692 | $28,992 | |
Profit Before Interest and Taxes | ($9,689) | ($1,989) | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $3,408 | $2,808 | $2,308 | $4,008 | |
EBITDA | ($9,689) | ($1,989) | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $3,408 | $2,808 | $2,308 | $4,008 | |
Interest Expense | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Taxes Incurred | ($2,907) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Net Profit | ($6,782) | ($1,989) | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $1,008 | $3,408 | $2,808 | $2,308 | $4,008 | |
Net Profit/Sales | -11.30% | -2.95% | 1.34% | 1.34% | 1.34% | 1.34% | 1.34% | 1.34% | 4.37% | 3.53% | 2.80% | 4.86% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $60,000 | $67,500 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $78,000 | $79,500 | $82,500 | $82,500 | |
Subtotal Cash from Operations | $60,000 | $67,500 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $78,000 | $79,500 | $82,500 | $82,500 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $60,000 | $67,500 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $75,000 | $78,000 | $79,500 | $82,500 | $82,500 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $12,990 | $12,990 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | $12,993 | |
Bill Payments | $2,913 | $86,527 | $61,599 | $65,784 | $60,999 | $60,999 | $60,999 | $60,999 | $61,041 | $62,384 | $66,115 | $69,056 | |
Subtotal Spent on Operations | $15,903 | $99,517 | $74,592 | $78,777 | $73,992 | $73,992 | $73,992 | $73,992 | $74,034 | $75,377 | $79,108 | $82,049 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $15,903 | $99,517 | $74,592 | $78,777 | $73,992 | $73,992 | $73,992 | $73,992 | $74,034 | $75,377 | $79,108 | $82,049 | |
Net Cash Flow | $44,097 | ($32,017) | $408 | ($3,777) | $1,008 | $1,008 | $1,008 | $1,008 | $3,966 | $4,123 | $3,392 | $451 | |
Cash Balance | $104,097 | $72,080 | $72,488 | $68,711 | $69,719 | $70,727 | $71,735 | $72,744 | $76,710 | $80,833 | $84,225 | $84,676 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $60,000 | $104,097 | $72,080 | $72,488 | $68,711 | $69,719 | $70,727 | $71,735 | $72,744 | $76,710 | $80,833 | $84,225 | $84,676 |
Inventory | $6,000 | $39,600 | $44,550 | $49,500 | $49,500 | $49,500 | $49,500 | $49,500 | $49,500 | $50,160 | $52,470 | $54,450 | $54,450 |
Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Current Assets | $66,000 | $143,697 | $116,630 | $121,988 | $118,211 | $119,219 | $120,227 | $121,235 | $122,244 | $126,870 | $133,303 | $138,675 | $139,126 |
Long-term Assets | |||||||||||||
Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Assets | $66,000 | $143,697 | $116,630 | $121,988 | $118,211 | $119,219 | $120,227 | $121,235 | $122,244 | $126,870 | $133,303 | $138,675 | $139,126 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $84,479 | $59,400 | $63,751 | $58,966 | $58,966 | $58,966 | $58,966 | $58,966 | $60,184 | $63,809 | $66,873 | $63,316 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $84,479 | $59,400 | $63,751 | $58,966 | $58,966 | $58,966 | $58,966 | $58,966 | $60,184 | $63,809 | $66,873 | $63,316 |
Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Liabilities | $0 | $84,479 | $59,400 | $63,751 | $58,966 | $58,966 | $58,966 | $58,966 | $58,966 | $60,184 | $63,809 | $66,873 | $63,316 |
Paid-in Capital | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 | $160,000 |
Retained Earnings | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) | ($94,000) |
Earnings | $0 | ($6,782) | ($8,770) | ($7,762) | ($6,754) | ($5,746) | ($4,738) | ($3,730) | ($2,722) | $686 | $3,494 | $5,802 | $9,810 |
Total Capital | $66,000 | $59,218 | $57,230 | $58,238 | $59,246 | $60,254 | $61,262 | $62,270 | $63,278 | $66,686 | $69,494 | $71,802 | $75,810 |
Total Liabilities and Capital | $66,000 | $143,697 | $116,630 | $121,988 | $118,211 | $119,219 | $120,227 | $121,235 | $122,244 | $126,870 | $133,303 | $138,675 | $139,126 |
Net Worth | $66,000 | $59,218 | $57,230 | $58,238 | $59,246 | $60,254 | $61,262 | $62,270 | $63,278 | $66,686 | $69,494 | $71,802 | $75,810 |
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How to write a medical spa business plan in 7 steps:, 1. describe the purpose of your medical spa business..
It also helps to include a vision statement so that readers can understand what type of company you want to build.
When you think about the products and services that you offer, it's helpful to ask yourself the following questions:
If you don't have a marketing plan for your medical spa business, it's time to write one. Your marketing plan should be part of your business plan and be a roadmap to your goals.
Customer base , product or service description, competitive analysis, marketing channels, form an llc in your state, 4. write your operational plan., what equipment, supplies, or permits are needed to run a medical spa business, 5. management & organization of your medical spa business..
The second part of your medical spa business plan is to develop a management and organization section.
Startup costs are typically the first expenses you will incur when beginning an enterprise. These include legal fees, accounting expenses, and other costs associated with getting your business off the ground. The amount of money needed to start a medical spa business varies based on many different variables, but below are a few different types of startup costs for a medical spa business.
You should include any costs associated with marketing and sales, such as advertising and promotions, website design or maintenance. Also, consider any additional expenses that may be incurred if you decide to launch a new product or service line. For example, if your medical spa business has an existing website that needs an upgrade in order to sell more products or services, then this should be listed here.
Here are some steps you can follow to devise a financial plan for your medical spa business plan:
Why do you need a business plan for a medical spa business, who should you ask for help with your medical spa business plan.
When creating a business plan for a medical spa, it is recommended to consult with a professional advisor or business consultant. They can provide valuable advice on which strategies are best for the particular business and industry, as well as help ensure that all legal requirements are met and that financial projections are realistic. Additionally, an accountant should be consulted to ensure accurate financial projections and help with tax planning.
Related business plans, home inventory business plan template & guidebook, home inspection business plan template & guidebook, home decor business plan template & guidebook, health and wellness business plan template & guidebook, hauling business plan template & guidebook, hardware business plan template & guidebook, handyman business plan template & guidebook, hair extension business plan template & guidebook, handbag business plan template & guidebook.
I'm Nick, co-founder of newfoundr.com, dedicated to helping aspiring entrepreneurs succeed. As a small business owner with over five years of experience, I have garnered valuable knowledge and insights across a diverse range of industries. My passion for entrepreneurship drives me to share my expertise with aspiring entrepreneurs, empowering them to turn their business dreams into reality.
Claim your business page to get discovered by customers and manage your recommendations
This article was updated on July 26, 2023.
From body sculpting to laser hair removal, medical spas offer clinical-grade procedures in a pampering environment. Today, medical spas are a multi-billion dollar industry , projected to grow considerably over the next decade. For those interested in this burgeoning industry, now is a great time to take your first steps toward opening a spa.
Not sure how to start a medical spa?
This guide will cover everything from financing to marketing and give you the need-to-know knowledge for starting your medical spa. It all starts with a plan, so read on to establish yourself in the med-spa industry and avoid the pitfalls of starting a business.
Every business begins as an idea, and often it takes months and years of brainstorming before the time comes to start implementing your plan.
If you’re asking how to start your own med spa, begin by establishing the basics, such as:
Your business’s core ideas should be well-established before embarking on your journey as a med spa operator, but remember, you’ll also need to remain flexible. As you move forward, plans may change, and business models may pivot depending on what works best for you.
With your concepts laid out, it's time to begin the heavy lifting. Writing a business plan for your medical spa is a major undertaking that requires market research, financial data, and plenty of number crunching. Additionally, a medical spa business plan is likely your path toward funding.
Investors, banks, and loan officers need extensive documentation to issue you the capital to start your business. Unless you’re starting your business with personal funds, you’ll need to prove that your business can be successful on paper before you can secure financing.
Your plan will need to address business aspects such as:
The aforementioned budgetary numbers are just a portion of your business plan. Ultimately, the plan will cover the full scope of your business, from the executive summary to your five-year plan. Fortunately, with a little expertise and diligence, you’ll be able to craft a winning business plan and secure funding.
The cost of business and medical insurance is a top priority in the medical spa industry. While it will likely come up during your business proposal budget, it’s worth emphasizing the requirements for medical spa insurance.
To operate legally and safely, you may need to obtain any of the following types of insurance:
Medical spas offer medical services. Due to the specialized nature of the business, most states require medical spas to be owned by a licensed physician or physician-owned corporation. Fortunately, there are ways for non-doctors to own and operate medical spas while remaining fully compliant with the law.
For non-doctors, med spa ownership is possible through a management services organization (MSO). A MSO works to manage:
Essentially, an MSO controls all aspects of the business, except for the actual medical treatment. You’ll still need to hire a licensed physician (most often a dermatologist or plastic surgeon) to remain compliant, but the day-to-day will remain firmly in your control. For non-doctors, finding a trusted physician to partner up with is a crucial step in building your med spa business.
The ideal location for your business may depend on your clientele, budget, and plans for expanding. Some medical spas attract customers by setting up shop in busy downtown areas, while others might find success in more rural areas, complete with eye-catching scenery.
No matter where you’re thinking of locating, keep the following factors in mind:
Keep in mind, your first location may not be where you stay. After only one year of operation, Angela Johnson, owner of Skintuition Medical Aesthetics in Pocatello, Idaho, opted to move from a small office to a 1,400 square foot space. She was able to make this possible by taking into account all of the factors above and expand her business.
Doctors aren’t the only staff members you’ll need. Unless you’re planning to operate as a sole proprietor, you’ll need several employees to provide services and assist with daily operations.
The most common hires for medical spas are:
You may also consider hiring a receptionist, office administrator, accountant, and technical support to get your business up and running faster. Practice thoughtful and ethical hiring practices and conduct a thorough interview process to find the very best candidates.
Who are you as a business? A brand isn’t just how you display yourself through uniforms or your medical spa marketing materials. It’s the essence of your business that your customers come to recognize instantaneously.
Ideally, you’ll already have a clear picture of your business as a brand. Be sure to hone in on:
From the interior of your spa to your website, work to create a singular brand identity that will make your business unforgettable.
Before you can bring customers through the doors, you’ll need to entice them with a strong and strategic marketing plan.
Some spa-specialized marketing ideas include:
It may not be simple, but with some practical advice and a little bit of luck, you’ll be opening the doors of your new medical spa business in no time. Before you start planning your grand opening, check out Nextdoor to start building your presence in your neighborhood.
Claim your Business Page so neighbors can learn more about your med spa and recommend your services to their friends. It’s a simple way to be connected to your community and let the neighborhood know there’s a new medical spa in town. Claim your Nextdoor Business Page and get started today.
Skin By Lexie is one of those businesses. When she started out in 2020 she had 50 clients - now she has 900.
Sources:
Research and Markets. Medical Spa Market by Services - Global Opportunity Analysis and Industry Forecast, 2020 - 2030 . https://www.researchandmarkets.com/reports/5215114/medical-spa-market-by-services-global
SI Live. Connecting beauty and wellness, NYC medical spa focuses on multi-cultural skincare . https://www.silive.com/business/2022/02/connecting-beauty-and-wellness-nyc-medical-spa-focuses-on-multi-cultural-skin-care.html
Insureon. Business Insurance for Medical Spas . https://www.insureon.com/personal-care-business-insurance/medical-spas
American Med Spa Association. Can Non-Doctors Own Medical Spas? https://www.americanmedspa.org/blogpost/1633466/284172/Can-Non-Doctors-Own-Medical-Spas
East Idaho Business Journal. A year into business, local couple opens larger location for successful medical spa . https://www.idahostatejournal.com/business_journal/east_idaho/a-year-into-business-local-couple-opens-larger-location-for-successful-medical-spa/article_3c9ab1f7-385e-5c7f-8178-aebed6508ffc.html
Times Union. Monarch Medical Esthetics Serves All People . https://timesuniononline.com/Content/Local-News/Business/Article/Monarch-Medical-Esthetics-Serves-All-People/2/244/135054
Medical and Dental Entrepreneur Advice Small Business
Tips on How to Start a Dental Practice | Nextdoor
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8 marketing tips for orthodontists
Health and Fitness Medical and Dental Small Business
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Your guide to starting a successful elderly care business
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Sample business plan for med spa startup-what you need to know.
Opportunity.
There is an insatiable growing demand for aesthetic procedures with projected global growth of 12.2%. Almost half of all global aesthetic procedures are performed in the United States. This creates tremendous opportunity to meet the growing demand of these procedures. In addition, there is significant variation in who can deliver these procedures and malpractice cases have increased especially for non medical professionals performing these treatments. As consumers become more informed and state regulatory agencies become stricter, this will create a further opportunity for highly trained individuals such as physicians to transition and dominate this space.
Our solution is to provide a hybrid environment in combining the best elements of a traditional clinical space and a more tranquil day spa. In addition, by utilizing highly trained physicians, we are able to leverage our skill to provide comprehensive aesthetic care with demonstrable results while adhering to the strictest standards. This will also reduce the variation in care received by prospective client. This is one of the reason why most med spa franchises were not successful. Finally, with our cadre of seasoned advisors in various different industries from legal to marketing, we are poised to dominate the local competition.
Our solution includes the appreciation of newer trends which are gaining popularity. In addition to tradition service offerings of neuromodulators, dermal fillers, and laser based procedures we will also be focusing on PRP for rejuvenation and hair growth as well as the body contouring marketing. Newer advances in the aesthetic industry will continue to drive this demand and we will be able to capitalize on it.
Majority of aesthetic procedures have been performed on Causcasian women between the age of 40 to 54. Over 17 million noninvasive and minimally invasive procedures were performed in 2016 with 90% being performed on women. While this represents a continued targeting opportunity, younger women age 30 and up are increasing their utilization of these procedures. In addition, men and ethnic groups are more frequently getting this procedures and this creates an opportunity for additional marketing.
Aesthetic procedures were once the domain of dermatologist as well as plastic surgeons. However the popularity and demand for these procedures have lead to non core physicians offering these services as well as non medical professionals. In addition, regulations regarding these procedures vary from state to state. Finally, frustration with traditional medicine has led to. more physicians entering this space. Despite rising competition, our focus is on a model involving the use of highly trained physicians as well as focusing on marketing. Up to 80% of medical spas go out of business secondary to lack of highly skilled professional, inadequate resources, and lack of aggressive marketing to dominate this area. By utilizing a team of advisors including other successful med spa owners, legal experts, and dominant marketing companies, we definitely have a leg up on the competition.
Our team is comprised of highly trained physicians, lawyers, financial and marketing experts to guide us to successful deployment and growth of our business model. By focusing on the needs of our potential clients, both in terms of offering the latest and most popular aesthetic services, as well as paying attending to customer service, we will dominate the local competition. Our goal is to cultivate lifelong relationships with our client by educating them and offering solutions that match their needs. It is very easy to prey on individual insecurities in terms of aesthetic procedures, but by establishing ourselves as a trusted source we will build a practice with expertise, honesty, and integrity .
Our goal is to be net cash flow positive by month 9 and profitable by the second year. we expect to grow. Our net profit will be 14% of our revenues the second year and 25% by the third year. By focusing on revenue generation procedures, we expect the greatest growth to be in the first three years followed by steady growth in revenues at 10 to 15% per year thereafter. By leveraging the expertise of our advisors, we will be profitable at the end of year 2 instead of the traditional year 4 to 5.
The business will be funded by personal funding sources as well as SBA business loans. In addition, business credit cards as well as a line of credit may be utilized for startup costs, capital expenditure and maintains operating costs.
Problem worth solving.
As the aesthetics industry continues to grow and fuel the increasing demand for minimally invasive and non invasive procedures, this creates an opportunity to capitalize on the demand. Given the multiple problems that affect the health care industry, more physicians are turning to alternative forms of income to supplement or replace their traditional practice. Given the significant variations and regulations affecting the aesthetic industry, many non medical and unskilled professionals are entering this space. The goal is to utilize the advanced medical education and training and leverage it in the aesthetic and wellness industry.
Another problem is the lack of accountability when it comes to aesthetic procedures in comparison to other medically necessary procedures. Given the relative infancy of the aesthetic industry, variations in practice and proper techniques often times result in injury to patients. The number of lawsuit especially against non medical professional is on the rise as a result improper technique and lack of medical training.
The focus of most aesthetic practices also has been primarily with improvement in aspects of appearance. While it can have a profound affect, it does not necessarily address the client from a holistic perspective. The trend in aesthetic medicine is to incorporate some component of wellness as well to ensure that the client not only looks good but feels good. It is this incomplete treatment of the person, which creates an additional opportunity
Awesome Medspa and Wellness center will capitalize on this demand and leverage the medical training and skillset to offer clients professional and exceptional care while maintaining the highest standards. Many of the practitioners of aesthetic medicine don’t have a medical degree and some providers don’t event have a medical background. At awesome medical spa, the procedures will primarily be performed by physicians and other medical professionals under the supervision of these physicians to ensure the highest adherence to standards. Our goal is to ensure that our clients get access to the latest aesthetic products and services in an environment built on ethical standards and an attention to the performance that will ensure safety as well as deliver results.
The global aesthetic industry is slated to grow at a CAGR of 12.2% over the next year and is an industry worth nearly 20 billion dollars. The United States represents half of the value of the overall global aesthetic industry. Consumer demand has created an insatiable appetite in this space. To fully appreciate the tremendous growth in this space as well as future opportunities it is important to understand the present market conditions for aesthetic procedures in the United States.
The focus of the aesthetic medicine and wellness industry is on non invasive and minimally invasive procedures such as botulinum toxin ( Botox) , dermal fillers, laser based services including hair removal and skin rejuvenation, as well as chemical peels and microdermabrasion. Recent trends such as platelet rich plasma, body contouring, bio identical hormones and sexual health are increasing in interest and utilization.
According to the ASPS, in 2017, there were 17,504,950 of these types of procedures. This number is 10 times the surgical procedures that were performed. There was also a growth of 137% compared to 2000.
Almost 50% of all cosmetic procedures were performed on women between the age of 40 to 54. This age range was followed by 55 and over with close to 4 million procedures and in third place 30 to 39. In terms of gender differences, 90% of cosmetic procedures were performed on women with 10 percent being performed on men. In terms of ethnicity, 70% of procedures were performed on Caucasians followed by Hispanics, African Americans, and Asian Americans.
While Caucasian women between 40 to 54 remain the primary utilizers of cosmetic procedures. there has been a gradual increase every year in men and other ethnic groups utilizing these services. This creates future opportunities to target men as well as a growing group of Hispanics, African and Asian Americans.
Millenials, or those born after 1982, remain a highly sought after market segment given increased discretionary spending as well as being tremendously influenced by societal factors and the popularity of social media
Given the demand created by explosive growth in the aesthetic industry, there is no shortage of competitors. These procedures, once the domain of core physicians of plastic surgeons and dermatologist, are being performed by non core physicians as well as non medical professionals. These cosmetic procedures are primarily available in three different settings: Physician offices, medical spas, and days spas. The most commonly performed procedures offered at most medical spas and aesthetic practices include Botox, dermal fillers, laser based treatments, microdermabrasion and chemical peels. Rising trends in other modalities such as body contouring and platelet rich plasma along with bio identical hormones, weight management and sexual health are finding their way to the service offerings of traditional aesthetic practices.
Because of concern for consumer safety, increasing regulatory guidelines will place pressure on the aesthetic industry, which may actually benefit medical spas operated by physicians by limiting non medical professionals.
However, a growing sense of frustration amongst physicians are leading them to consider augmenting their existing practice with aesthetic medicine and wellness or completely transitioning into this space. Most medical spas and cosmetic services are fee for service and typically not covered by insurance . Therefore this creates a financial incentive for others to enter this space.
There are approximately 4000 medical spas in the United States with approximately
40% being concentrated in the South and the remaining being in the East and West Coast. While competition in these areas remain high, opportunities in the central portion of the United States may lead to growth due to less competition.
While skin care and at home devices remain competitors of these non invasive and minimally invasive cosmetic procedures, they at present do not represent a significant threat to the aesthetic industry. Often times they are used in conjunction with these types of procedures. Certainly as technology and R and D lend itself to better skin care products and at home devices, this may a be a potential threat in the future
The goal of Awesome Medical Spa and Wellness Center is to incorporate both these types of cosmetic procedures as well as wellness medicine which incorporates treatment modalities which. make people feel young. Our goal is to create a medical practice where we not only make you look good but also make you feel good.
Our biggest advantage is the training and level of service offerings in relation to our competitors. First our medical spa is staffed with a board certified physician who has received the training necessary to delivery aesthetic procedures and wellness medicine in a safe and effective manner. Unlike other practices run by either non medical professionals and mid level medical professionals such as physician assistants and nurses, our premise is that the facility is owned and operated by a medical doctor who may choose to use PAs and RNs as ancillary support.
Second, given the competitive nature of the aesthetic industry we plan to use technology and products which meet the highest standards to ensure the safety and effectiveness of our services. At our med spa , we do not cut corners. Combined with the utilization of the latest and best practices, is our commitment to customer service. Traditional medicine often times does not pay attention to this component but it is essential in aesthetic medicine. In addition, we have this distinct advantage over our core physician counterparts such as dermatologist and plastic surgeons. Sometimes wait times in a dermatologist’s office can be several hours because they are combining both general and cosmetic dermatology. They seem to take advantage of the fact that clients are inherently coming to them for skin concerns and will utilize their cosmetic services. At our med spa , the client experience is at the forefront. Exception experience is also based on consistency. When you walk into a Ritz Carlton anywhere in the world, the level of service is exceptional and consistent. That is the goal with our medical spa.
Marketing is at the cornerstone of our plan to dominate the local area. Many aesthetic practices don’t invest adequately into marketing because either they have held a dominant position or they simply don’t understand the increasingly competitive landscape. Through proper implementation of an aggressive marketing strategy including digital and social media marketing, we aim to dominate our local competition within a short period of time. Having already executed a similar strategy with our prior medical spas with tremendous success, we plan to replicate this strategy.
Finally, we are fully supported by industry experts and advisors in various different industries related to the aesthetic medicine and wellness practice. Our advisors encompass everything from marketing support to legal support to training and efficient implementation of our business model.
Marketing plan.
Marketing is an integral part of any aesthetic practice. Many practices that have failed have been secondary to one of three reasons: lack of trained professionals, lack of capital, and finally ineffective marketing.
Marketing remains a cornerstone of driving prospective consumers to the business. A robust strategy which incorporates a primarily digital strategy is required to succeed in this increasingly more competitive landscape. Traditional forms of media such as TV, radio, print and billboards are no longer effective in marketing in many different industries and this certainly holds true for the aesthetic and wellness industry.
Marketing has to include a professionally designed website with on and off site search engine optimization combined with a social media strategy comprised of major players such as Facebook, Instagram, Snapchat, Pinterest, and Twitter. A third component is paid advertising through Google PPC and Facebook and Instagram Ads. This multi pronged digital approach will ensure the message reaches the target segment and to ensure revenue generation from day 1.
Equally important to the delivery of the message is the content. Given the competition in this demanding industry, the message has to resonate with the target population. Our primary mission is to provide safe and effective treatments which are minimally and non invasive. This translates into lower risk compared with traditional surgical procedures. In addition, our focus is on leveraging our highly trained medical professionals to perform this treatments which will further differentiate ourselves from non medical professionals as well as medical professionals without adequate training. Finally, our approach to rejuvenation is a holistic one where we combine both aesthetic and wellness medicine to ensure that you look and feel younger.
Customer service is integral to any business. By implementing surveys, loyalty and referral programs, our goal is to ensure a higher retention by engaging our clients through multiple points of interactions.
This comprehensive marketing strategy will lead to dominance in a field which has been recently described as the Wild West of medicine, where everyone is trying to do everything to capitalize on the continued growth if this market space.
There are several steps in the sales process. The most important is a steady stream of leads which have the potential of converting into clients that actually come to the physical location and purchase a product or service. This part of the sales process is predicate upon developing. profession website as well as lead funnels which are able to distill prospective clients into customers.
Second part of the process is cultivating the leads. While some of this cultivation is an automated process through the use of digital marketing and sales funnel, an integral component is having staff that is trained in the process of further moving this clients and actually scheduling them for an appointment. The sales funnel itself is capable of shepherding clients to our online scheduling system. Given the immediate nature of consumer needs, this is important to capture clients at the moment they entertain the procedure. The faster you are able to reach your clients the greater the chance of success at true conversion.
Any client that are on the fence will be further engaged into drip campaigns meant to offer greater incentives to become customers. In addition, staff members will reach out to clients either via a video message, text messaging or a phone call. Most people require at least 6 to 7 points of contact before they decide to become actual customers. Our software can also be setup to reach out to them in the future if initial attempt are unsuccessful.
Loyalty programs and referral programs are successful in creating loyal customers as well as creating avenues to attract new client. This can be accomplished through the use of our loyalty app which we have deployed in our other locations with great success.
Special events mean to demonstrate new service offerings as well as products have in the past produced fantastic results by giving potential customers a deeper understanding of the procedure they may be interested in. We couple these special quarterly events with special promotions and incentives and limit it to a select amount of clientele to create a sense of urgency in converting these leads.
Finally, we ask our clients for feedback in forms of online surveys and reviews. This allows us to further fortify our sales process as well as improve any areas which may be lacking. By demonstrating to our client, their experience is of paramount important, this creates a further trust based relationship where the customer is likely to utilize aesthetic and wellness services for years to come.
The physical location for Awesome Medical Spa and Wellness Center is malleable depending on the geographic region and availability for a commercial space. We can easily deploy our practice into a free standing building in a suburban setting, to an office complex either in a suburban or metropolitan setting. Another option to limit build out cost includes the option of leasing space in an existing medical practice.
Given the focus on cosmetic procedures as well as wellness medicine, it is important to create an atmosphere of beauty and tranquility to differentiate it from the clinical nature of traditional medical practices. In addition, these procedures are typically fee for service and therefore the physical space as to be commensurate to the concept of beauty and wellness.
While ideally, a free standing building with at least 1500 to 2000 sq feet with adequate parking would be desired, it is not a requisite for building a successful aesthetic practice. As long as the environment is tranquil and beautiful, attention to customer service is at the forefront, and the medical professionals are able to deliver demonstrable results, this type of business can function in thrive in various different environments.
Technology is at the heart of the aesthetic industry and wellness medicine. Several key components are integral to the success of a growing practice.
First a comprehensive EMR or electronic medical system is required to keep track of patient documentation. Several EMR has built in Point of Sale components as well as marketing components. The POS system integrates with credit card processors and obviates the need for a dedicated credit card terminal, although even if one is required they do not contribute to the cost significantly. One such piece of software is PatientNow. Most of the available software is based on an initial fee followed by a subscription service. It also functions as a CRM for managing and marketing to the existing clients. It features an online portal as well as text based communications to facilitate the process for the client
The second integral component includes light and laser based systems for laser hair removal and skin rejuvenation. While newer technologies are constantly evolving, the basic principles of lasers in cosmetic medicine have stayed the same. Lasers on the secondary market from reputable deals provide a significant cost savings of 50% to 70% over their newer counterparts and are just as effective. This can reduce the startup costs and allow a business to increase the profit margin. A third option for laser technology is to rent the lasers on a monthly basis which again can be an option to limit upfront expenditure and rent to buy options can be utilized to acquire the technology over the course of 1 to 2 year
All in one platforms are the direction for startup as it gives you the ability to perform the maximum number of procedures while limiting the initial expenditure. There are several platforms which fall in this realm. Two that are commonly utilized are the Cynosure Elite and Candela Gentleman platforms. They combine an alexandrite and a YAG laser which allow you to treat all skin types as well as being able to perform skin rejuvenation procedures. Addition of IPL or intense pulsed light as well as fractional resurfacing can also increase maximum marketability. An example of such a technology is the Cynosure Elite Platform in combination with the Palomar MAX G IPL and 1540 nm fractional handpick.
Three of the top five procedures include botulinum toxin, dermal fillers, chemical peels and microdermabrasion or Hydrfacial device. Relative to lasers, the injectables represent a much smaller cost as only a small inventory is required initially and does not contribute to overall significant cost. Also the shipping logistics of these injectable companies is very efficient and often times you get additional product the next day allowing you to keep a small inventory. Mircrodermabrasion machine does not generate high revenues but minor procedures are a gateway to higher ROI and revenue generation.
Body contouring at increasing at a fast pace especially the non invasive procedures such as Trusculpting, Exilis, Coolsculpting, Vanquish, and many others. We have also seen a tremendous increase in direct to consumer advertising in the body contouring space after Allergan acquired Zeltiq, the make of Coolsculpting. People with mild to moderate areas of localized areas are opting for these non surgical procedures instead of traditional liposuction especially since the technology has improved significantly. Coolsculpting, especially produces 90 percent satisfaction rating when the right client is selected with minimal to no risk as compared to traditional surgery.
Other technologies and services that represent an increasing trend include platelet rich plasma systems which require a centrifuge and PRP kits which help to separate the plasma component from the blood. This platelet rich plasma and then injected into the face to stimulate skin rejuvenation or into the scalp to help hair growth especially for androgenic alopecia. One of the hottest trends has been the Vampire Facial, which is a trademarked procedure by Dr Charles Runels. Essentially it combines micro needling with platelet rich plasma to help improve the quality of the skin. This procedure has been made very popular by the likes of Kim Kardashian further testament to the power of social media as an overall marketing strategy.
A photography system such as the Vector 3D for before and after pictures is required. There are several options. A reasonable setup can be implemented with a DSLR camera and lightning for under 1000. Innovative companies such as RxPhoto also allow for utilization of your mobile devices to provide consistent pictures without a large initial investment and are based on subscription type services.
Computers, high speed Internet and a SONOS music system round out the overall technology in the med spa startup . Depending on the size of the practice 2 to 4 computer terminal may be requires or mobile units such as the Surface Pro or MacBook Air for ease of portability. A server can be utilized to store all data and images in a secure system and allow for a centralized storage point with cloud based backup.
Other equipment that is required include reception desk, spa furniture, spa tables/beds to provide comfort as opposed to a clinical and cold medical table. In addition, water features and other embellishment will further enhance the serenity and beauty of the practice.
Other equipments will include a centrifuge to process the blood into platelet rich plasma. This is not a large investment and a good centrifuge could be purchased for $2000.
Future purchases may include a body contouring device such as the BTL Vanquish or Coolsculpting which is a significant expenditure however PRP and body contouring are body rising trends. Fat elimination procedures and cellulite treatment have increased over 20% over the last few years.
Additional lasers and equipment may be purchased in the future to address specific cosmetic concerns such as vein treatment, vaginal rejuvenation, mens health and impotence .
However the initial focus should be on the top 5 popular procedures with future focus on additional services which will expand offerings and increase revenues
Key metrics.
Success is predicate on constraining start up costs and maximizing revenue stream from day 1 . Marketing is a cornerstone of lead generation and revenue stream creation. Certain metrics such as cost per conversion for digital based marketing are important
to understand. The average cost for lead acquisition depends on the service and local competition. The goal is to make the digital marketing strategy and reduce the cost per lead acquisition and maximize the procedure with the greatest return on investment such as injectables and laser based services. The focus will be on the top 5 procedures as the popularity and demand will dictate growth.
Website traffic is one of the components of the digital marketing strategy and typically revenue generation is linked to a professionally designed website that is able to convert the traffic into leads that come to the business location. The goal is to create valuable content and engage in onsite and offsite search engine optimization to attract potential clients. By analyzing website traffic and conversion rates it is possible to estimate the ROI for various different marketing strategies.
Cash on hand is an important consideration for the first year of business. This will ensure that the business will thrive during initial period where growth is approaching the break even point. One of the metric we will be using is to arrive at the break even point within 9 months to 1 year and to be profitable by year 2. By paying close attention to the overhead expenses and minimizing the startup costs, it is possible to reach this period within a short period of time as opposed to the traditional proscribed period of 5 years.
Awesome Medical Spa and Wellness Center LLC is register as a limited liability corporation with 2 founders with equal shares. At this point no outside investors are involved although there might be an opportunity for partnerships in the future with newer aesthetic and wellness treatments in the field of bio identical hormones, hair loss treatments, vein therapy, IV therapy, functional and nutritional medicine. The premise of this entire industry is a holistic approach to both internal and external well being and appearance. This will be future opportunities and growth in this segment.
Awesome Medspa and Wellness will work with trusted advisors and industry exports to start up a business which has demonstrated profitability with proper execution. Many have tried to franchise the med spa model but have typically failed due to variations in statewide regulation as well as lack of medical supervision and skilled staff.
Our model is predicated on medical doctors using their training as well as skill set to deliver a majority of the cosmetic procedures as well as deploy wellness medicine while maintaining a level of expertise that was previously unrivaled. In addition, we will oversee a staff of potential nurses, physician assistants and licensed aestheticians.
Our team of advisors have successfully started up multiple aesthetic and wellness practices. Having this as a resource will allow us to structure a successful business model, while constraining cost and maximizing profitability by leveraging the combined expertise of our advisors.
To date, we have formed strategic alliances with the personnel necessary to start up our business. In addition, the business plan will serve as a roadmap for future success. At present our goal is to focus on results oriented products and services to take advantage of the burgeoning aesthetic industry. The focus on rising trends will allow us to maintain superiority in our local market and grow as we incorporate new technology and services.
We have also taken the prerequisite courses in legal issues of aesthetic startup, logistics and business plan, staffing, training, and marketing. This has allowed us a comprehensive view of th industry and will allow us to execute the business plan.
The management team is made up of the owners of the business. Our primary expertise lies in our medical training and ability to perform all non invasive and minimally invasive aesthetic and wellness procedures regardless of location. We hope to hire a spa manager to oversee the daily operations of the spa. As previously mentioned, we have done the research and taken courses covering a multitude of topics to start up this business. In addition, our team of advisors have decades of experience in this industry having built a successful model. Our strategic alliances with vendors, lawyers, financial institutions, and marketing experts have laid a foundation for eventual success was defined by profitability and growth within a short period of time.
Our team of advisors included lawyers specifically familiar with the aesthetic industry including the state regulations. They will provide a packet of these regulations as well as all the information paperwork and consents necessary to safely start a practice while maintains legal compliance in all 50 states.
Secondly, our access to vendors allow us to take advantage of group pricing and add the proper equipment and supplies necessary to generate revenue from day one. These vendors include laser, medical suppliers as well as malpractice carries.
Our marketing team deals specifically with the niche of physician practices including aesthetic medicine and wellness. They have discovered the recipe for marketing success in terms of lead generation through a comprehensive digital strategy. The entire goal is to drive prospective clients and working with a marketing company that has demonstrate good ROI and profitability for marketing resources will give us a competitive advantage.
Finally, our team of advisors includes other physicians and specialist such as plastic surgeons, dermatologist, and successful owners of the aesthetic industry. Through cooperation and collaboration, we intend to leverage our experience and expertise into a highly profitable business.
Key assumptions.
The financial forecast is based on actual values from other aesthetic medicine and wellness practices. It was provided to us by our team of advisors and business owners who have a similar practice. Assumptions for growth are based on the CAGR of the aesthetic industry which is forecasted to grow at 12.2% for the next 5 years. The forecast models therefore are based on past results as well as market research to give an accurate estimation.
Key hires will be support staff including spa manager, medical assistants, nurses, and/or physician assistants. Initially, it may just be a receptionist and a medical assistant to constrain costs but as the business grows, we will be adding personnel with specialized abilities.
Notable expenses include build out costs which can certainly be eliminated either if the space is already built out or renting a space in an existing practice. Other significant costs include laser equipment, spa furniture, computer systems, and other miscellaneous expenses.
First year revenues based on prior experience and market research will be help us reach a break even point at month 9 to 10. We will be cash flow positive at this point and will realize a profit of 14% by year 2. We will continue growth through addition of services and private label skin care product.
These funds will be used for build out costs, capital expenditures such a purchase of computers, spa furniture, and equipment as well as covering operating costs, marketing, and personnel. As the business becomes profitable, this revenue will be used to grow the business by increasing marketing, adding personal, and purchasing new equipment.
Source of funding will be comprised of private funds as well as SBA business loan. The exact amount of personal financing will be 250000 in addition to a business loan in the amount of $250,000. Additional potential sources of financing include personal credit cards as well as lines of credit
2019 2020 2021
Gross Margin | $406,400 | $550,500 | $746,750 |
Salaries & Wages | $204,000 | $210,120 | $216,424 |
Employee Related Expenses | $40,800 | $42,024 | $43,285 |
Marketing | $34,000 | $45,000 | $60,000 |
Rent | $48,000 | $48,000 | $48,000 |
Utilities | $3,600 | $3,600 | $3,600 |
Internet / Telephone | $1,800 | $1,800 | $1,800 |
Office Supplies | $3,225 | $4,000 | $5,000 |
Malpractice Insurance Full time | $6,000 | $6,000 | $6,000 |
Medical Supplies | $5,525 | $6,500 | $7,500 |
Janitorial | $6,000 | $6,000 | $6,000 |
General Liability Insurance | $4,800 | $4,800 | $4,800 |
Interest Incurred Depreciation and Amortization | $61,000 | $61,000 | $61,000 |
Income Taxes | $0 | $19,861 | $56,668 |
Cash | ($370,350) | ($212,027) | $84,256 |
Accounts Receivable | $0 | $0 | $0 |
Inventory Other Current Assets
| |||
Long-Term Assets | $419,000 | $419,000 | $419,000 |
Accumulated Depreciation | ($61,000) | ($122,000) | ($183,000) |
Accounts Payable | $0 | $0 | $0 |
Income Taxes Payable | $0 | $5,528 | $14,138 |
Sales Taxes Payable Short-Term Debt Prepaid Revenue
| |||
Long-Term Debt
| |||
Paid-In Capital Retained Earnings | ($12,350) | $79,445 | |
Earnings | ($12,350) | $91,795 | $226,673 |
Net Profit | ($12,350) | $91,795 | $226,673 |
Depreciation & Amortization | $61,000 | $61,000 | $61,000 |
Change in Accounts Receivable | $0 | $0 | $0 |
Change in Inventory Change in Accounts Payable | $0 | $0 | $0 |
Change in Income Tax Payable | $0 | $5,528 | $8,610 |
Change in Sales Tax Payable Change in Prepaid Revenue
| |||
Assets Purchased or Sold | ($419,000) | ||
Investments Received Change in Long-Term Debt Change in Short-Term Debt Dividends & Distributions
| |||
Cash at Beginning of Period | $0 | ($370,350) | ($212,027) |
Net Change in Cash | ($370,350) | $158,323 | $296,283 |
Gross Margin | $13,100 | $18,850 | $23,950 | $27,600 | $30,700 | $34,050 | $33,300 | $33,400 | $39,300 | $44,950 | $50,350 | $56,850 |
Operating Expenses
Salaries and
Wages | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 | $17,000 |
Employee Related Expenses | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 | $3,400 |
Marketing | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $3,000 | $3,000 | $3,000 | $3,000 | $3,500 | $3,500 |
Rent | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
Utilities | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 |
Internet / Telephone | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 | $150 |
Office Supplies Malpractice | $200 | $225 | $225 | $250 | $250 | $250 | $275 | $300 | $300 | $300 | $325 | $325 |
Insurance Full time | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 |
Medical Supplies | $1,000 | $300 | $300 | $350 | $400 | $400 | $425 | $425 | $425 | $450 | $500 | $550 |
Janitorial | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 | $500 |
General Liability | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 | $400 |
Interest Incurred Depreciation and Amortization | $5,083 | $5,084 | $5,083 | $5,083 | $5,084 | $5,083 | $5,083 | $5,084 | $5,083 | $5,083 | $5,084 | $5,083 |
Income Taxes | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
2019 2020 2021
Gross Margin | $406,400 | $550,500 | $746,750 |
Salaries and Wages | $204,000 | $210,120 | $216,424 |
Employee Related Expenses | $40,800 | $42,024 | $43,285 |
Marketing | $34,000 | $45,000 | $60,000 |
Rent | $48,000 | $48,000 | $48,000 |
Utilities | $3,600 | $3,600 | $3,600 |
Internet / Telephone | $1,800 | $1,800 | $1,800 |
Office Supplies | $3,225 | $4,000 | $5,000 |
Malpractice Insurance Full time | $6,000 | $6,000 | $6,000 |
Medical Supplies | $5,525 | $6,500 | $7,500 |
Janitorial | $6,000 | $6,000 | $6,000 |
General Liability Insurance | $4,800 | $4,800 | $4,800 |
Interest Incurred Depreciation and Amortization | $61,000 | $61,000 | $61,000 |
Income Taxes | $0 | $19,861 | $56,668 |
Cash | ($435,850) | ($446,275) | ($451,600) | ($453,350) | ($452,050) | ($447,400) | ($444,050) | ($440,625) | ($431,300) | ($416,350) | ($396,575) | ($370,350) |
Accounts Receivable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Inventory Other Current Assets
| ||||||||||||
Long-Term Assets | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 | $419,000 |
Accumulated Depreciation | ($5,083) | ($10,167) | ($15,250) | ($20,333) | ($25,417) | ($30,500) | ($35,583) | ($40,667) | ($45,750) | ($50,833) | ($55,917) | ($61,000) |
| ||||||||||||
Accounts Payable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Income Taxes Payable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Sales Taxes Payable Short-Term Debt Prepaid Revenue
| ||||||||||||
Long-Term Debt
|
Paid-In Capital
Retained Earnings
Earnings | ($21,933) | ($37,442) | ($47,850) | ($54,683) | ($58,467) | ($58,900) | ($60,633) | ($62,292) | ($58,050) | ($48,183) | ($33,492) | ($12,350) |
|
Net Profit | ($21,933) | ($15,509) | ($10,408) | ($6,833) | ($3,784) | ($433) | ($1,733) | ($1,659) | $4,242 | $9,867 | $14,691 | $21,142 | |
Depreciation & Amortization | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | $5,083 | |
Change in Accounts Receivable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Change in Inventory Change in Accounts Payable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Change in Income Tax Payable | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Change in Sales Tax Payable Change in Prepaid Revenue
|
Investing &
Purchased or ($419,000)
Investments Received
Short-Term Debt
Dividends &
Distributions
Net Cash Flow
from Investing ($419,000) & Financing
Cash at Beginning
of Period | $0 | ($435,850) | ($446,275) | ($451,600) | ($453,350) | ($452,050) | ($447,400) | ($444,050) | ($440,625) | ($431,300) | ($416,350) | ($396,575) |
Net Change in Cash | ($435,850) | ($10,425) | ($5,325) | ($1,750) | $1,300 | $4,650 | $3,350 | $3,425 | $9,325 | $14,950 | $19,775 | $26,225 |
Net Profit | ($12,350) | $91,795 | $226,673 |
Depreciation & Amortization | $61,000 | $61,000 | $61,000 |
Change in Accounts Receivable | $0 | $0 | $0 |
Change in Inventory Change in Accounts Payable | $0 | $0 | $0 |
Change in Income Tax Payable | $0 | $5,528 | $8,610 |
Change in Sales Tax Payable Change in Prepaid Revenue
| |||
Assets Purchased or Sold | ($419,000) | ||
Investments Received Change in Long-Term Debt Change in Short-Term Debt Dividends & Distributions
| |||
Cash at Beginning of Period | $0 | ($370,350) | ($212,027) |
Net Change in Cash | ($370,350) | $158,323 | $296,283 |
All content in this blog is for informational purposes only. It is not medical or legal advice. Please consult with lawyer or a medical professional.
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Starting a med spa can be an exciting and rewarding venture, but it requires careful planning and execution. You may be interested in starting this endeavor because you have a passion for helping people feel their best, or because you see a gap in the market for high-quality aesthetic services. Whatever your motivation, there are several key tips to keep in mind when starting a med spa.
Starting any new business is a lot of work, but with the right plan and tools in place, you will be well on your way to success.
Creating a business plan is crucial for starting a successful medical spa. Your plan should include annual revenue projections based on national averages, which in 2022 was $1,982,896 per med spa . Your business plan will map out everything from your financials to marketing and operations.
There are loads of business plan resources online. Search for templates related to medical businesses. In your business plan, you’ll want to outline the medical personnel, licensing, certification, ongoing training, and compliance that your business will maintain.
Since medical spas provide actual medical services alongside cosmetic treatments, you need to hire licensed physicians or qualified healthcare providers like nurses or nurse practitioners.
To maintain the highest service standards in your med spa business, ensure that all appropriate staff members have valid medical licenses and relevant experience in their respective fields. Hire professionals such as dermatologists, plastic surgeons, registered nurses, and estheticians to ensure the highest service standards are met.
You will also need a designated Medical Director (MD), responsible for overseeing patient care and ensuring adherence to safety protocols. The MD’s role is necessary for maintaining certain state regulatory compliance while providing top-notch care for clients. An MD must possess an active medical license and be knowledgeable about the latest best practices in the industry.
With the help of platforms like Guardian MD, you can easily find qualified medical directors locally, or remotely, if necessary. And with the use of the mobile app or portal, you can quickly communicate with your MD as needed.
Finding the right location, one that will bring in the ideal foot traffic while also hitting the right accessibility requirements, can be a challenge. Your location will largely depend on your budget as well. The typical size of a med spa ranges between 2,500-3,000 square feet but may vary depending on the scope of services offered.
Analyze market demand for various treatments in your area to help you choose the best place to offer your services. You’ll also want to consider potential future expansion plans when selecting a location to accommodate growth over time.
When choosing your space, be sure to review local building codes for specific regulations related to medical settings. Incorporate accessibility features such as wide doorways and wheelchair-accessible restrooms into your facility design.
Like any business, a med spa needs to have the appropriate licenses, permits, and insurance policies in place. Be sure to obtain all of these from local authorities. Consult with local government agencies to ensure you have the necessary approvals for operating a medical spa in your area.
Additionally, develop health and safety plans compliant with OSHA standards . You’ll need to create these yourself, but your medical director might be able to help review your policies once they’re established.
To protect your business operations and individual providers working at your facility, secure professional liability insurance policies. Research reputable insurers that offer coverage tailored specifically for the medical spa industry. This will safeguard against potential claims arising from treatments or services provided by staff members. It is also a good idea to find malpractice insurance for your MD .
A successful med spa is not only established and profitable but also provides an unprecedented quality of care based on the treatment and the location or demographics.
When creating your med spa business, you’ll want to find ways to make your med spa the best there is. The equipment and personnel you choose will play an important role in providing high-quality care.
Unfortunately, equipment will take up a significant portion of your startup capital; know that it is worth the spend. Cheap or shoddy equipment will reduce service quality and may cost you more over time in repairs and replacement costs.
The type of services you choose can play a factor in your success. Many successful medical spas choose to focus primarily on injectables, such as Botox , before expanding into other treatment offerings. This approach helps them to establish the business by providing an in-demand service while also providing the opportunity for exploration and growth.
In addition to injectables, consider adding popular treatments such as laser hair removal, body contouring procedures like CoolSculpting, or non-invasive facelifts using radiofrequency technology.
Next up is your operations and human resources or HR. The software and people you put in place are essential components of your practice management operations. This takes a lot of work, and many nurse practitioners or medical professionals who start businesses like Med spas tend to underestimate this aspect of running the business. The truth is that it is equally important to medical knowledge.
Hiring individuals with the necessary qualifications and a shared ambition for delivering top-notch patient care is essential to establishing a thriving medical spa. This will create a positive work environment and enhance your medical spa’s reputation. You might hire staff members who share similar values to ensure cohesive teamwork throughout daily operations. However, be sure to also consider hiring a diverse staff who will bring a range of skills and points of view.
Consider implementing point-of-sale (POS) software solutions that streamline various aspects, including appointment scheduling management, health record maintenance, and billing. Med spa-specific POS software can help manage appointments, track inventory, process payments, and more. By integrating these systems into your business operations, you’ll improve efficiency while ensuring a seamless experience for clients.
To ensure the success of your medical spa, business owners must create an effective marketing strategy. Marketing right now is largely online. When developing this marketing strategy, you’ll want to consider many factors like your target audience, your geographical location, and user experience.
One key aspect is establishing a strong online presence with a well-designed website and active social media accounts that showcase your services and engage potential clients. If this is largely how you’ll be gaining clients, then you’ll also want to incorporate specialized booking platforms into your marketing efforts by integrating them directly onto your website. This allows prospective customers easy access when seeking information about available treatments or scheduling appointments online.
Getting potential clients to your website and ultimately to your spa will take a combination of trial and error. Leverage platforms like Facebook, Instagram, and Twitter to share informative content about treatments offered at your med spa while also promoting special offers or events. Create a business account so that potential customers can easily find information about your business.
Optimize your website for search engines using relevant keywords such as “medical spa” and “med spas.” Additionally, consider investing in paid advertising on Google Ads or social media platforms to reach a wider audience.
Through your marketing campaigns or networks, you may have created lists of potential clients; here is a great opportunity to build out an email list. Implement targeted email campaigns to keep current clients informed about new services or promotions while also attracting new clients.
Who can open a med spa varies from state to state and is based on corporate practice of medicine regulations. Aesthetic services that a med spa offers are considered the practice of medicine and, in strict states, must be owned by a physician. Other states that are less strict allow nurses and nurse practitioners to own med spas.
So, how can nurses start a med spa in stricter states? The solution is setting up a management services organization (MSO) that partners with a physician who owns the medical practice. In this arrangement, the nurse owns the business side of the med spa, and the physician is in charge of the practice of medicine. The nurses and other licensed skin care professionals can provide aesthetic services under the medical director’s supervision.
By implementing the steps outlined, you can set yourself up for success in establishing a medical spa business. It’s natural to still be cautious about this endeavor, as it is a large investment with a lot of risk.
Medical spas can be highly profitable, with average net profit margins ranging from 10% to 25%. Factors affecting profitability include location, services offered, and effective marketing strategies.
Successful medical spas prioritize high-demand treatments like injectables and facial services while expanding their offerings as demand grows.
The average medical spa owner’s salary varies based on factors such as location, size of the business, and experience. However, it typically ranges between $300,000 and $375,000 per year . To maximize their income potential, owners should focus on efficient operations and strong marketing efforts.
The most profitable medical spa services are typically those that are in high demand and have a high profit margin. Injectables like Botox and dermal fillers, as well as facial services like chemical peels and microdermabrasion, are popular and have a high profit margin. However, it’s important to offer a variety of services to cater to different clients and keep them coming back.
Starting a medical spa can be a lucrative and rewarding venture for medical professionals.
By following the tips and suggestions laid out above, you can properly plan your business and set yourself up for long-term success, profitability, and growth.
One key piece to starting a successful medical spa is finding a medical director. If you are ready to move forward, Guardian Medical Direction can help! Contact us today to schedule a discovery call and learn more about how we can help you find a medical director and improve your operations as a whole.
The med spa industry is fast growing, attracting consumers, investors, and entrepreneurs alike. However, as regulations remain in constant flux and legislators place the industry under increasing scrutiny, it is essential to understand how to operate your business compliantly. Read more on how LegitScript’s Healthcare Merchant Certification program helps qualified companies demonstrate their compliance — and whether your business is eligible for certification.
If you’ve noticed an increasing number of advertisements from companies offering cosmetic medical services in recent years, you are not alone. Medical spas are one of the fastest-growing sectors within the healthcare industry.
A 2023 report indicated the industry has more than tripled in size since 2012 with a reported worth of $17.5 billion at the end of 2022. And it’s only expected to continue to grow.
Medical spas, also referred to as med spas, function as a hybrid between a day spa and a medical clinic. They offer a variety of medical cosmetic and aesthetic services such as botox injections, dermaplaning, and IV infusion therapies.
Unlike traditional day spas, medical spas are typically staffed by licensed medical providers. Many med spas have also begun to offer telemedicine services and conduct online visits with patients, expanding their market reach as well as their client base.
Medical spas may have ballooned in popularity during the pandemic, but are largely regulated at the state level. This has led to significant confusion for medical spas wanting to operate in multiple jurisdictions as regulations can vary widely state-to-state.
While investors, entrepreneurs, and consumers alike may be drawn to this lucrative and quickly growing industry, there are several issues to consider prior to opening or doing business with a medical spa.
Most important, businesses must be cognizant of the regulatory pitfalls in three key areas :
To remain competitive in a fast-growing market, med spas often follow and implement trendier services, such as those touted on social media by influencers and celebrities. While popular, this can open the business up to several risks, as oftentimes these services or products have not been reviewed for safety and/or efficacy by relevant regulators. This potentially creates a safety risk for patients and opens the business up to liability.
Recently, medical spas have been the subject of numerous news stories after an investigation by the CDC highlighted the safety and oversight risks associated with the industry, including cases in which patients were infected with HIV following cosmetic injections known as “vampire facials.”
The Washington Post reported some procedures are administered by unlicensed staff members. Additionally, some medical professionals are working outside their scope of practice, and failing to ensure the safety of products resulting in serious infections, burns, and in some cases — the death of the patient.
In particular, IV infusion therapies, which are popular med spa services, have increasingly come under fire. IV infusion therapies have exploded in popularity over recent years, and are touted by celebrities such as Chrissy Teigen, Gwyneth Paltrow, and the Kardashians.
Also referred to as intravenous micronutrient therapy, IV infusion therapies involve administering high doses of vitamins and minerals directly into a patient’s bloodstream. While offering infusions of common vitamins may seem innocuous given their prevalence in the medical spa industry, they often come with additional compliance requirements that business owners may not be aware of.
In 2021, the FDA published concerns over the rising popularity of “compounding [drug] products by medical offices and clinics under insanitary conditions.” They cautioned consumers against intravenous (IV) hydration clinics, medical spas, and mobile IV infusion services for “numerous deficiencies” including medical professionals in street clothes and without gloves or failing to change gloves after they come in contact with non-sterile items.
This guidance, issued in response to situations where it was discovered that non-medical staff such as cosmetologists or estheticians were performing medical procedures, highlights concerns about the level of license held by the practitioner prescribing and administering the therapies. Practitioners who provide services like IV infusions must be a licensed medical practitioner. Tennessee now requires medical spa-specific licenses with other states advancing legislation to follow suit, as medical services are largely regulated at the state level.
Whether you are a prospective med spa patient, a payment service provider processing transactions for med spas, or an advertising platform accepting ads for med spas — it’s essential to be aware of both the risks associated with the industry and the best practices that ensure compliance.
Look at the services that are being offered and who is responsible for administering the treatments. Check the business against any state licensing or operating requirements. Examine how the services are advertised and how transparent the business is about the safety and efficacy of their offerings and avoid treatments that are marketed as “cure-alls” or “solutions” to serious diseases.
Are you a medical spa offering telemedicine services? LegitScript’s Healthcare Certification provides a recognized stamp of approval for businesses that provide telemedicine services. Google, Facebook, Microsoft, TikTok, Netflix, Visa, and Mastercard all recognize LegitScript certification to show the world their providers operate legally. Certification is a powerful way to gain patient trust and ensure that your business is operating in compliance with applicable laws and regulations. Apply now for certification.
Note : At this time, Healthcare Certification is not open to brick-and-mortar clinics and medical spas that do not offer telemedicine services. Read more about who qualifies in our fact sheet .
Key takeaways: the challenges of detecting ip infringement online.
July 09, 2024 Cody Haight Healthcare , High Risk Businesses and Services
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In 1988, the Tuvan Archaeological Expedition (led by M. E. Kilunovskaya and V. A. Semenov) discovered a unique burial of the early Iron Age at Saryg-Bulun in Central Tuva. There are two burial mounds of the Aldy-Bel culture dated by 7th century BC. Within the barrows, which adjoined one another, forming a figure-of-eight, there were discovered 7 burials, from which a representative collection of artifacts was recovered. Burial 5 was the most unique, it was found in a coffin made of a larch trunk, with a tightly closed lid. Due to the preservative properties of larch and lack of air access, the coffin contained a well-preserved mummy of a child with an accompanying set of grave goods. The interred individual retained the skin on his face and had a leather headdress painted with red pigment and a coat, sewn from jerboa fur. The coat was belted with a leather belt with bronze ornaments and buckles. Besides that, a leather quiver with arrows with the shafts decorated with painted ornaments, fully preserved battle pick and a bow were buried in the coffin. Unexpectedly, the full-genomic analysis, showed that the individual was female. This fact opens a new aspect in the study of the social history of the Scythian society and perhaps brings us back to the myth of the Amazons, discussed by Herodotus. Of course, this discovery is unique in its preservation for the Scythian culture of Tuva and requires careful study and conservation.
Keywords: Tuva, Early Iron Age, early Scythian period, Aldy-Bel culture, barrow, burial in the coffin, mummy, full genome sequencing, aDNA
Information about authors: Marina Kilunovskaya (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Vladimir Semenov (Saint Petersburg, Russian Federation). Candidate of Historical Sciences. Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Varvara Busova (Moscow, Russian Federation). (Saint Petersburg, Russian Federation). Institute for the History of Material Culture of the Russian Academy of Sciences. Dvortsovaya Emb., 18, Saint Petersburg, 191186, Russian Federation E-mail: [email protected] Kharis Mustafin (Moscow, Russian Federation). Candidate of Technical Sciences. Moscow Institute of Physics and Technology. Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail: [email protected] Irina Alborova (Moscow, Russian Federation). Candidate of Biological Sciences. Moscow Institute of Physics and Technology. Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail: [email protected] Alina Matzvai (Moscow, Russian Federation). Moscow Institute of Physics and Technology. Institutsky Lane, 9, Dolgoprudny, 141701, Moscow Oblast, Russian Federation E-mail: [email protected]
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Download a customizable medical spa business plan template and financial model to start or grow your own medical spa. Learn how to create a comprehensive menu of services, a qualified team, and a marketing strategy for your business.
A detailed, well thought out business plan is an essential first step to building a med spa that is poised to thrive now and in the future. With our customizable medical spa business plan template, you'll be prompted to think about all the critical aspects of your business, from your launch strategy to your retail offers to staffing needs ...
Marketing Plan. Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a medical spa, your marketing plan should include the following: Product: In the product section, you should reiterate the type of medical spa company that you documented in your Company Analysis.
Learn to write a Medical Spa business plan. Download our expertly crafted Med Spa business plan PDF template with 16 essential sections. The average American woman spends $1,000 annually on beauty treatments. This includes everything from facials and massages to injectables and laser hair removal. The medical spa industry is well-positioned to ...
If you are expanding your medical practice to include a spa and you have an existing clientele base that will support, begin with an Assumed Actual Capacity Rate of 20-35%. An average you could calculate is 4% growth per month. Goal to be met by the end of year one is 45% capacity.
March 5, 2024. Business Plan. Creating a comprehensive business plan is crucial for launching and running a successful medical spa. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your medical spa's identity, navigate the competitive market, and secure funding for growth.
Writing a business plan for a medical spa is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan: 1. Executive Summary. An executive summary is the first section of the business plan intended to provide an overview of the whole business plan. Generally, it is written after the ...
The operations section of your medical spa business plan will describe your facilities, outline the complete tech requirements, and list every major piece of equipment you'll need to keep the lights on and the customers happy. Facilities: This includes the characteristic of a good location, the space range you'll need to run your business ...
It is not as comprehensive and successful in raising capital for your medical spa as Growthink's Ultimate Medical Spa Business Plan Template, but it can help you write a medical spa business plan of your own. Medical Spa Business Plan Example - TranquilTreat MedSpa Table of Contents. Executive Summary; Company Overview; Industry Analysis
How to write a business plan for a medical spa. Here are the key elements of a medical spa business plan and what should be included in each section. 1. Industry analysis. Begin with an overview of the medical spa industry. Extensive research is a way to educate yourself, so you gain a better understanding of the medical spa industry, adding ...
Medical spa business plan. Building a medical spa team. For more information on how to open a med spa, visit our How to Open a Med Spa Resource Page. For a deep dive on opening and running a profitable med spa, networking and making vendor partnerships, attend an AmSpa Medical Spa Boot Camp. 1.
A Sample Health and Medical Spa Business Plan Template. 1. Industry Overview. The Health and Wellness Spa industry has experienced stable development over the five years to 2016. Industry proceeds have progressively recovered with improving per capita disposable income and consumer confidence. To make profit, spas have stretched their array of ...
Energy Works : Reiki (1/2 hour $35, 1 hour $60), energy revitalization (1 hour $60), and therapeutic touch (1 hour $60). Customers will include people wishing to strengthen their physical body, mind, and spirit through the cleaning and revitalizing of their energetic system (i.e., aura, human energy field).
1. Describe the Purpose of Your Medical Spa Business. The first step to writing your business plan is to describe the purpose of your medical spa business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers ...
Step 2: Write your business plan and secure funding. With your concepts laid out, it's time to begin the heavy lifting. Writing a business plan for your medical spa is a major undertaking that requires market research, financial data, and plenty of number crunching. Additionally, a medical spa business plan is likely your path toward funding.
Net Change in Cash. ($370,350) $158,323. $296,283. Cash at End of Period. ($370,350) ($212,027) $84,256. Executive Summary Opportunity Problem There is an insatiable growing demand for aesthetic procedures with projected global growth of 12.2%.
A medical spa business plan serves as a blueprint for developing a facility that combines spa services with medical knowledge. It prioritizes customer safety and satisfaction while outlining services, target market, and marketing methods. This plan integrates medical services in a friendly spa setting, ensuring a harmonious marriage of relaxation and wellness and steering the firm toward success.
Whatever your motivation, there are several key tips to keep in mind when starting a med spa. Starting any new business is a lot of work, but with the right plan and tools in place, you will be well on your way to success. 1. Create a Solid Business Plan to Gain Investors. Creating a business plan is crucial for starting a successful medical ...
Medical Spa Plan Development & Implementation 2007 An Acara Partners Company Acara MedSpas LLC 500 East Main Street, Suite 216 Branford, CT 06405 203.488.0028 [email protected] www.AcaraMedSpas.com . ... All of this information is summarized in a Business Plan that allows you to
Medical spas, also referred to as med spas, function as a hybrid between a day spa and a medical clinic. They offer a variety of medical cosmetic and aesthetic services such as botox injections, dermaplaning, and IV infusion therapies. Unlike traditional day spas, medical spas are typically staffed by licensed medical providers.
Burial 5 was the most unique, it was found in a coffin made of a larch trunk, with a tightly closed lid. Due to the preservative properties of larch and lack of air access, the coffin contained a well-preserved mummy of a child with an accompanying set of grave goods. The interred individual retained the skin on his face and had a leather ...
МСЧ АО МЗ 'Электросталь' МСЧ АО МЗ 'Электросталь' is a hospital in Gorodskoy Okrug Elektrostal', Moscow Oblast.МСЧ АО МЗ 'Электросталь' is situated nearby to the post offices Электросталь 144002 and СДЭК.
State Housing Inspectorate of the Moscow Region Elektrostal postal code 144009. See Google profile, Hours, Phone, Website and more for this business. 2.0 Cybo Score. Review on Cybo.
BROWSE: Countries Area Codes Postal Codes Categories Add a Business. Moscow Oblast » Elektrostal. Heat-ex. ulitsa Gorkogo, 38, Elektrostal, Moscow Oblast, Russia, 144002. General contractors. Heating installation and repair. Phone 8 (495) 505-21-45 8 (495) 505-21-45. Website heat-ex.ru. Social Media .