Measuring actual time utilized.
The time charged to the client and the time occupied on the schedule are not always the same. Add in welcoming, setup, preparation, the treatment itself, finishing touches, and turnaround time. For a self-contained unit, also account for water-related operations involved in your protocol.
Conduct several test sessions with your team, then settle on a conservative duration. This will allow you to define a scheduling capacity that maintains the quality of the ritual. Filling every theoretical slot from the start is an assumption, not a forecast.
Distinguishing between revenue and contribution.
Revenue corresponds to services sold. To assess what they contribute to the business, subtract the costs associated with each session: labor time, consumables, linens, water, energy, and other relevant variable expenses. Fixed costs must then still be covered.
Work on the same tax basis: excluding VAT if you are comparing figures excluding VAT, or a basis adapted to your tax regime with your accountant. A tax-inclusive price should not be directly compared to a tax-exclusive cost without accounting for VAT.
| Frequency assumption | Sessions per month | Illustrative monthly contribution |
|---|---|---|
| 5 sessions per week | 20 sessions over 4 weeks | €1,100 before fixed costs |
| 10 sessions per week | 40 sessions over 4 weeks | €2,200 before fixed costs |
| 15 sessions per week | 60 sessions over 4 weeks | €3,300 before fixed costs |
These scenarios serve to test your project. They assume the same price and the same costs per session; they do not predict frequency, profit, or the actual payback period for the investment.
Building an easy-to-book offer.
Start with a main service, identifiable steps, and a clear price. The client must know what they are booking: treatment duration, any potential consultation, and the content of the ritual. An overly complex offer slows down decision-making and complicates practitioner organization.
You can then propose a more comprehensive variant once the team has mastered the flow and demand has been observed. The Ultra concurrent ritual or a LinaVision consultation address different projects. Evaluate their place based on your clients and your actual capacity.
Monitoring the first weeks methodically.
Track bookings, occupied time, client feedback, and new appointment requests. Compare this data to your initial assumptions. If a service takes longer or consumes more materials, adjust the schedule and the calculation before adding new slots.
Local recommendations, a clear explanation of the treatment, and accurate visuals can support demand. Measure what works in your establishment without automatically transposing results from another salon.
Preparing financing without confusing cash flows.
Potential CARSAT assistance may modify the final cost of eligible equipment, but you must plan for the payment of the invoice before receiving the funds. The CARSAT guide outlines the terms and simulations for the Ultra Table, Prestige, and Reva AIR Spa.
Keep two views of your project: the cash required for startup and the budget after subsidies are actually granted. Have your accountant validate tax assumptions, expenses, and financing when building your projections.
An investment is prepared based on your reality.
Present us with the treatment room, the planned services, and your organization. We will help you choose the equipment; your projections remain based on your own data.