SALON MANAGER HANDBOOK

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A warm welcome to the Trends Family!

This Salon Manager role clarity document will help you understand the role andresponsibilities of a salon manager in Trends in Vogue Private Limited.

Modifications to this booklet may be made at any time at the sole discretion ofthe management to meet the changing needs and conditions of ouroperations. You will be informed of these changes through published revisionsto this handbook or through other official company communications to theextent practicable. However, it is your responsibility to stay abreast of ourcurrent rules, directives, policies and practices.

You shall not disclose/share the contents of this booklet directly or indirectly tocompetitors or any other employee of a different organization.

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✓About Cavinkare✓Journey of Cavinkare✓Cavinkare: Brands✓CSR Initiatives✓About Trends In Vogue✓TIV: Brands✓TIV : Vision, Mission, Goal✓TIV : History, Milestones ✓TIV : Awards, Brand Programs✓Salon Manager : Job Description✓Salon Manager : Core Responsibilities✓Salon Management Program : Objective & Agenda✓Salon Manager : Performance Parameters✓SSP : About✓Stylist : Skills, Grades✓Beautician : Skills, Grades✓Do & Don’t✓Abbreviations

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1983 : With a capital of just Rs. 15, 000/- Mr. C K Ranganathan, an innovate entrepreneur, with theingenious concept of selling shampoos to masses in sachets, started Chik India.

1991: Chik India was formed as a private company & renamed Beauty Cosmetics Pvt. Ltd.

1998: Company was rechristened CavinKare Pvt. Ltd and expanded into new businesses.

From a single product in 1983, the company is currently a diversified FMCG Conglomerate with a

turnover of Rs. 1500 crores. CavinKare is well known for its “Innovative Products andExcellent Business Practices”.

CORPORATE OFFICE, CHENNAI R&D CENTRE, CHENNAI MANUFACTURING UNIT, HARIDWAR

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1983:Launch of Chik shampoo

2002: Entry into beauty services

2003: First acquisition of a company: Ruchi in foods

2006: Started own manufacturing facility

2008: Entry into dairy segment

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Recognizes the spirit ofachievement of persons with disabilitiesand their trails and tribulations towardsachieving their goals.

Recognizes the innovative businessmenand women, running small and tiny scaleenterprises. The “Chinnikrishnan InnovationAward” focuses on the overall value of theinnovation in terms of its uniqueness, itsbenefit to people and its ability to bescalable

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Trends In Vogue Private Limited, a Cavinkareinitiative came into being in July, 2002, with the solepurpose of offering customers with the best groomingsolutions. The need amongst customers for exclusivesalons that can offer world class styling for the wholefamily, culminated in the birth of Trends In Vogue. Itoperates two successful salon chains – Limelite andGreen Trends.

Both brands have expanded across the countrydelighting customers with an array of hair and skinservices. Trends In Vogue has set up its salons withtop-of-the-line equipment, infrastructure and deliversservices through professionally trained skilled stylists.

Trends in Vogue envisions the brand becomingthe largest and most-coveted chain of hair and beautysalons in India, and to be the first to bring change inthe industry through product innovations, customer-centric service delivery mechanisms, and gratifyingthe ever-changing needs of the customer.

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Green Trends offers trendy haircuts and color services, complete skincare solutions and bridalpackages at affordable rates. Equipped with knowledge of a wide variety of professional hair & skin careproducts, our well-trained professional stylists provide friendly service. Conveniently close; we're locatedright in your neighbourhood. You can also find your favorite world-class haircare brands, like L'Oreal,Matrix, Wella, Schwarzkopf and many more at Green Trends.

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Self-indulgence now has a whole new meaning. Limelite’s mantra - ‘Feel like a star’ is aboutabsolute pampering by experts who put your needs above everything else. For those who want only thebest, Limelite offers its expertise in high-fashion haircuts, makeovers and luxury spa and salon experiences.Celebrities, socialites and trend seekers all come back for the Limelite experience which puts customersatisfaction at the heart of the services offered.

The academy offers customized corporate training to organizations on “Beauty & CorporateGrooming Skills” to equip participants so that they may confidently present themselves in theinternational business environment.

Current salon locations present in each state

OUR VISIONTrends In Vogue envisions itself being the largestand most-coveted chain of family beauty salonsin India, and to be the first to bring change in theindustry through product innovations, client-centric service delivery mechanisms, andgratifying the ever-changing needs of the client.

OUR MISSIONTo provide the client an unparalleled serviceexperienceTo be the first to introduce sub-formats andvalue-added services.To be the most preferred family beauty salonchain for clients, employees and alliancepartners.To provide consistent profits to all stakeholders.

GOAL1000 Salons by Apr 2020Turnover 500 Cr (1000 Cr)Profit @ 12%COCO – 500 / FOFO - 500

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❖‘Greenie’ first Men’s Salon : Kilpauk, Chennai on 2nd May 2001

❖ ‘Greenie’ first Women’s Salon : T.Nagar, Chennai on 1st April 2002❖ ‘Greenie’ first family salon :Annanagar, Chennai on 6th July 2002❖ ‘Fyne Cut’ budget Gens salon : Chrompet, Chennai on 1st August 2002❖ Greenie renamed as ‘Green Trends’ in 2002❖ ‘LIMELITE’ first premium salon : Nungambakkam, Chennai on 1st December 2002❖ LIMELITE entry : Karnataka, Indira nagar, Bangalore on 11th Sep’ 2004❖ GREENTRENDS entry in Karnataka : Banashankari, Bangalore on 25th Feb’ 2006❖ LIMELITE entry : Noida, NCR on 12th April 2006❖ GREENTRENDS entry :ROTN , KK Nagar, Trichy on 8th Feb’ 2008❖ GREENTRENDS entry : Andhra Pradesh, Kukatpally, Hyderabad on 18th May 2008❖ Green Trends 1st Franchisee salon venture : Nolambur, Chennai in Sep’ 2010❖ GREENTRENDS entry : Kerala ,Trivandrum on 13th Jan’ 2012❖ 100th Green Trends launched @ Kasturi Nagar, Bangalore in Feb’ 2013❖ GREENTRENDS entry : Kolkata,Bangur Avenue on 13th March 2013❖ GREENTRENDS entry : New Delhi, Paschim Vihar on 11th July 2013❖ GREENTRENDS entry :Odisha, Sahid Nagar, Bhubaneshwar, on 17th July 2013❖ 200th Green Trends launched @ RR Nagar, Bangalore in June 2014❖ GREEN TRENDS ranked in TOP 100 Franchise Opportunities by Franchise India in 2014/2015❖ GREENTRENDS entry : Lucknow, UP, Vivek Khand on 31st Aug’ 2015❖ 300th Green Trends launched @ Uthandi, Chennai in Jan’ 2016

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AN INDUSTRY FORERUNNER❖ Pioneered the concept of Family Salon in India❖ Industry 1st to convert from unorganized to organized sector by paying salary to salon employees onthe 31st day of the month along with salary slip❖ Industry 1st to provide PF, ESI & Medi-claim benefits to salon employees❖ Being the 1st and largest Service Tax payer till date❖ Industry 1st POS ‘Salon Trendy’ Software implemented in May 2005❖RAMCO Marshal Payroll software in 2008❖ SAP implementation in Dec’ 2008❖ Launched CKPL Performance Management System in April 2010❖ Industry 1st to produce TV Commercial for Green Trends featuring leading Actress Kajal Agarwal asbrand Ambassador in 2014❖ L’Oreal Professionnel International Training exposure presented to two senior Staff Roger andSaddique from 15th to 23rd March 2014 at CLIPSO Salon & Academy – a leading fashion house inLondon❖ Successful migration to AMAZON Cloud (Salon Trendy) in 2015❖Migrated Payroll & Employee Self Service Portal to AMAZON Cloud "GREYTHR" in 2015❖ Green Trends staff Thabasum Sultana represented INDIA @ UK Skills Competition at Birmingham, UKin Nov 2015❖ BANKING Tie-ups with Baratiya Mahila Bank & IDBI Bank in 2015❖ Statutory Audit partners with Ernst & Young in 2016

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❖ TRENDS received 1st Award for Talent Leadership & Best HR Practices in Feb’ 2011❖ Year 2012 Brand GREEN TRENDS received

- Debutant Franchisor of the Year 2012 by Franchise India- Retailer of the Year 2012 by CMO Retail Excellence Award, Singapore- ASIAN Retail Leadership Award, Dubai in 2012- 'Most Promising Salon Brand‘ by BIG Research- CMO Brand Slam Leadership Award to Mr. R. Gopalakrishnan

❖ GREEN TRENDS - ASIAN Retail Leadership Award, Dubai in 2012❖ NSIC ICRA & NSIC CRISIL - SE 1A Credit rating Award consecutively in 2013 & 2014❖L'Oreal Indian Hair Dressing Award in 2015

- Green Trends won 'Best Salon Chain – South’- Limelite staff Sumithra Subba won 'Young Colorist' & Best Colorist Award’

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• "STAR“ To Identify & Recognize top talents from each 1 salon• "POSH“ create the competition among each and every Cluster salons to improve Quality & Productivity through rollingtrophy• "WINTO“ To hear & share with Franchise partners cluster wise• "TANGLED“ Emotional TOUCH through Hair Donor to Cancer patients• "STYLE“ Competition to display talents creativity, Salon to National• "SWAGATHAM“ Induction program for new entrants• "ELITE" Building future leaders in all areas through mentoring• "PULSE" Team interpersonal relationship building• "VIDHAI" each salon need to adopt one help age home to grooming• "GREENIE" to initiate planting ‘Tree saplings’ for CLEAN & GREEN environment throughout our neighborhood area for happy & healthy living on TRENDS DAY (May 2nd )

We understand you, most of the new salon managers need clarity

What is my Purpose?

What is my Contribution?

What am I Paid for?

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A salon manager plays a crucial role in the daily operations of the salon. Heor she ensures that the business is running efficiently, the customers are meantto be satisfied and salon is operating at profit. The managers are also responsiblefor hiring, encouraging and guiding staff when necessary, and coachingemployees to be successful at the salon.

Good salon managers are skilled directors who can oversee all operationsof the business. They have knowledge of customer management, inventorymanagement, book-keeping and financial policies & concepts.

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PURPOSE OF THE POSITION

To ensure Top line and Bottom line achievement of salon as per the business plan and ensure 100% customer satisfaction.

POSITION RESPONSIBILITY

- This position will be leading business volume of 20 - 30 lakhs per month- Reportees : 15 to 20 Employees (Salon Service Providers or SSP) and 1 AssistantSalon Manager will report to the Salon Manager

REPORTS TO

Cluster Manager

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CUSTOMEREMPLOYEES

PROCESS PROFITABILITY

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EMPLOYEE

KNOWING FAMILY BACKGROUND: Interact with each employee individually and understand about their family,education, interests & hobbies.LISTENING: When your employee wants to talk to you, pay attention & listen completely. This will make themcomfortable and make them open to sharing with you.DEMONSTRATE DISCIPLINE: Arrive on time, dress well, be cheerful & positive. Avoid using personal mobileduring office hours. Be a role model for your colleagues.KNOWLEDGE OF PRODUCTS & SERVICES: Ensure you know all the products & services thoroughly. This will notonly impress your customer, it will encourage your employee to learn from you. SOP of services shouldalways be adhered to.TRAINING: Understand & evaluate the competency of SSPs & recommend to cluster manager for appropriatetraining. Try to retain service providers by appreciating & motivating them. Appraise the performance of Service

Provider regularly. Monitor punctuality of employee attendance. Ensure that new joiners are inducted on company,

brand and their role. Communicate & agree on daily, weekly & monthly target for the outlet as a whole & translate this

in numbers for each service provider. Encourage SSPs to share their experience, this will lead to valuable learning.

MOTIVATION: Believe in yourself. Arrive at work with optimism and a smile. Address your team & wish them agreat day ahead, conduct periodic reviews with team on goals - this will motivate them. Remember -happiness is infectious.

How do I increase my employees’ productivity?

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CUSTOMER

LOOK & FEEL OF SALON : Ensure that the salon is clean, neat & hygienic. Check signage, steps,sofa, reading material, flooring, AC, lightings are clean, in place & hygienic. Toilet should be clean& dry. (Outlet to be checked through ‘Daily Salon Checklist’ twice a day to ensure that the brandstandard is maintained.)STAFF GROOMING: Encourage employees to & insist on wearing clean & neat uniforms,grooming well and paying attention to personal hygiene. Staff grooming should be completed asper the ‘Standard Grooming Norms’ before their working hours.RECEIVING A CUSTOMER & CONSULTATION: Build relationships with clients. Welcomecustomers with a warm smile & ensure that they are seated comfortably. Offerrefreshments/magazines. Enquire about services and provide good consultation. Assignappropriate SSP for chosen service. Mentor SSPs on client engagement.SERVICE DELIVERY CHECK (SOP, TIMING): Make sure all steps are followed and correct productsused(as per SOP) for each & every service. The time taken for each service should be asprescribed in the SOP.APPOINTMENT HANDLING: It is your responsibility to handle appointments – walk-ins andtelephone and assign SSPs. Honor all appointments. SSPs should ensure that service station &tools are kept ready before starting service. Value the customer’s time. For clients who do notre-visit, follow up after 40 days.BILLING: Ensure generation of bill for the services rendered to clients. Explain the bill break-up.

How do I keep my customers happy?

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PROCESS

COMPLAINT HANDLING (24-HR TAT): All complaints from customers should be closed within aperiod of 24 hours. Take steps to avoid similar complaints in the future.

STATUTORY COMPLAINCE: A copy of documents related to Shop & Establishment Act & LabourAct to be maintained.. REGISTER & CHECKLIST: All registers to be maintained & updated onregular basis. For complete list of documents refer Operation Manual in Salon Trendy

REPORTS: Daily Sales Report, Monthly Sales Report, Daily Activity Report, Promotions Report tobe maintained & updated. Sales of the Day to be intimated to Cluster Manger at end of the day.

CASH MANAGEMENT : Verify day book with cash & credit amount, handing the day book report& cash amount to the cash collector everyday. Check petty cash & review petty cash bills. Submitto cluster manager for reimbursement. Physical cash should always tally with petty cash register.In addition to manual statement, petty cash expenses to be entered in Trendy Salon software.Credit card batch closing & settlement to be done every night.

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Some key everyday processes

PROCESS

LEAVE: Do not take leave on weekends or National & Regional Holidays.

ROOSTER: Plan the rooster well. Ensure enough SSPs are available for appointments. Educatethem on potential of business in weekends and other holidays so that they can plan their leaveaccordingly.

COMPETITOR KNOWLEDGE: To succeed and grow in your business, you need to know yourcompetitors. Find out who they are, what they offer and learn to differentiate your services fromtheirs. Know your USP.

SAFETY MEASURES: First Aid Box to be available in reception area at all times. Usage of First AidBox to be recorded in a register. Fire extinguisher to be kept & expiry date to checked. Rollingshutters should be well maintained & any damage should be rectified immediately. Locks shouldbe in good condition. All electrical sockets to be fixed properly. Ensure CCTV is working.

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Some key everyday processes

PROFITABILITY

BUSINESS PERFORMANCE: Participate in business review meeting with the cluster manager tounderstand sales target and communicate with your team.

EMPLOYEE PRODUCTIVITY (HR COST): HR Cost must be under 20% the cost of the salon. YourSalon will be profitable only if all your service provider achieves their targets. Individualproductivity can be viewed on Salon Trendy.STOCK HOLDING DAYS: Required stock for rendering service to be available at all times.Understand the stock requirement & place stock requisition to Commercial Officer. Ensure thatphysical stock vs. accounted stock tally.

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How to ensure that my salon is profitable?

PROFITABILITY

CONSUMABLES CONSUMPTION: Stock should be maintained in good condition. Expired &unused stock to be identified & kept separately. Monitor all the services and ensureconsumables are consumed as per the SOP.

ELECTRICITY CONSUMPTION: Meter reading at the time of opening & closing salon meterreadings to be noted on daily basis.

REPAIR & MAINTENANCE: Check equipments & facilities through daily checklist. Necessarycorrections must be made immediately. Minor repairs should be fixed at the earliest with pettycash amount. For any other repairs/maintenance related issues, report to your cluster managerand follow up.

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How to ensure that my salon is profitable?

REVIEW SM DATE ASM DATE

APR 03-04-2017 04-04-2017

MAY 02-05-2017 03-05-2017

JUN 05-06-2017 06-06-2017

JUL 03-07-2017 04-07-2017

AUG 02-08-2017 03-08-2017

SEP 04-09-2017 05-09-2017

OCT 02-10-2017 03-10-2017

NOV 06-11-2017 07-11-2017

DEC 03-12-2017 04-12-2017

JAN 02-01-2018 03-01-2018

FEB 05-02-2018 06-02-2018

MAR 05-03-2018 06-03-2018

SALON MANAGER CONFIRMATION PROCESS

REVIEW SM DATE ASM DATE

APR 03-04-2017 04-04-2017

MAY 02-05-2017 03-05-2017

JUN 05-06-2017 06-06-2017

JUL 03-07-2017 04-07-2017

AUG 02-08-2017 03-08-2017

SEP 04-09-2017 05-09-2017

OCT 02-10-2017 03-10-2017

NOV 06-11-2017 07-11-2017

DEC 03-12-2017 04-12-2017

JAN 02-01-2018 03-01-2018

FEB 05-02-2018 06-02-2018

MAR 05-03-2018 06-03-2018

SALON MANAGER’S CONFIRMATION TEMPLATE

EMP NAME: DESIGNATION SALON MANAGER

EMP NO: SALON:

CLUSTER MANAGER NAME: DOJ:

PARAMETERS WEIGHTAGE SCORE APPRAISER

Demonstrable success as Good Salon Manager

1. Should have progressed Sales consistently during last six months. 1

2. Should have shown growth in ABV 1

3. Should have shown growth in customer base or bills 1

4. Improvement in Customer Retention or 80% 1 REVIEWER

5. Ensuring Nil Customer complaint 1

Strong organizational skills

1. Process audit score must be > 80% 1

2. Controlling controllable cost as per norms 1

3. Ensure 100% Attendance 1 HR

Strong Team Handling

1. Ensuring progressive numbers in STARS 1

2. Ensuring Employee Retention 90% 1

TOTAL SCORE 10 7 +

Both CM & AM should review the candidate and forward their recommendation to HR by 10th of respective month. (6 months completion)

HR will validate the candidate and send Confirmation Letter by 25th of the same month. Share SM’s progress by 3rd month end by AM.

HR MANAGER FUNCTIONAL HEAD BUSINESS HEAD

CAREER GROWTH

GRADE POSITIONS SALONS

D4 AREA MANAGER 100

D5 SR CM / TERRITORY MGR 50

D6 CLUSTER MANAGER 12+

D7 TRAINEE CM 12+

S1 MULTIPLE SD 2 - 4

S2 SALON DIRECTOR 1

S3 SR SM 1

S4 SALON MANAGER 1

S5 DEPUTY SALON MANAGER 1

S6 ASST SALON MANAGER 1 YOUR ATTITUDE DECIDES YOUR ALTITUDE

REVIEW SM DATE ASM DATE

APR 03-04-2017 04-04-2017

MAY 02-05-2017 03-05-2017

JUN 05-06-2017 06-06-2017

JUL 03-07-2017 04-07-2017

AUG 02-08-2017 03-08-2017

SEP 04-09-2017 05-09-2017

OCT 02-10-2017 03-10-2017

NOV 06-11-2017 07-11-2017

DEC 03-12-2017 04-12-2017

JAN 02-01-2018 03-01-2018

FEB 05-02-2018 06-02-2018

MAR 05-03-2018 06-03-2018

SALON MANAGER PROMOTION TEMPLATE

I. Personal Details:

Name Employee No.

Position Salon Manager GradeDt. Of Joining Date of Last Promotion Date of Birth:

II. Performance Highlights

A. Competency Feedback

Competencies seen as strength Competencies seen as improvement areas

1 Communication – English & local language 1

2 Profitability 2

3 Adherence to Norms & Process 3

4 People Influencer 4

5 Analytical Skills 5

B. Annual Performance Ratings (last 3 years)

Period Appraiser name Rating Reviewer name Rating

C. Highlights of major KRAs undertaken / significant achievements during the last 2 years.

D. Basis for recommendation for promotion

III. Promotion Proposal

Proposed Position TRAINEE CLUSTER MANAGER Proposed Grade D7Remarks:

Date: Recommended by Verified by Approval by

AREA MANAGER FUNCTIONAL HEAD HR MANAGER BUSINESS HEAD

SMP (Salon Management Program) is a training program designed for newly joined SalonManagers & Assistant Salon Managers for COCO & FOFO salons of Trends In Vogue. This is anintensive 12-day program where the candidate will be placed under the mentorship of anexperienced Salon Manager. This creates a one-to-one live training environment where thecandidate will learn about the company, brands, vision & mission of the company, their roles& responsibilities, SOP, statutory compliance, billing etc. By the end of this program, thecandidate will be equipped with the knowledge necessary to run a Trends Salon.

OBJECTIVE:

•To help every new joiner learn about the company they work for•To provide clarity to every new joiner about his role & responsibilities in the salon•To make them understand the brand and the SOP•To create a platform for growth and an opportunity to handle a salon independently

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AGENDA

DAY 1 Swagatham and Salon Grooming NormsDAY 2 Salon Equipment & Maintenance/ Enhancing Look and Feel Experience DAY 3 Salon Trendy/ Billing System.DAY 4 SSP Incentive Structure. DAY 5 Managing Direct Walk-in, Appointment/Customer ManagementDAY 6 BTL Marketing Execution / Tracking. DAY 7 Statutory Compliance RegistersDAY 8 SSP – Performance AppraisalDAY 9 Controlling Controllable CostDAY 10 Product Upselling/ Service UpsellingDAY 11 Salon Operating ProcedureDAY 12 Stock Management / Product Reordering, Employee Engagement

In addition to the above, newly joined Salon Managers should be inducted on SOP, Team MotivationActivities / Trends Training Modules/ SSP Levels and SSPUpgradation Assessment.

Post training, the new salon manager should demonstrate ability to independently handle a salonunder existing experienced Salon Manager. Post this, an online test and an assessment will beexecuted.

Note : Minimum online Scoring should be 80% failing which they have to undergo SMP again.

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❖ Only ASM & SM Performance will be based on the above criteria.❖ Candidates who are scoring minimum 90% will be considered as good performers.

S.NO PARAMETERS WEIGHTAGE SCORE

1Should have achieved 90% of their target consistentlyduring last six months.

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2Should have shown consistent growth in ABV during last six months

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3Should have shown growth in customer base during last six months

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4 Customer Retention > 80% 10

TOTAL SCORE 100

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SALON MANAGEMENT PROGRAM

SMP (Salon Management Program) has been designed for the Salon Managers. It is a 12-day intensive programwhere the candidate will learn about the company, brands, vision, culture and their roles & responsibilities etc.

New joined SM need to be trained in Salon by experienced SM with guidance of CM. SMP completion is reviewed by AM / Area HR & recommend to HO before Day 20. SMBP will validate and SMP Certification issued.

DAYS RES PROGRAMS SCHEDULE

1 CM Swagatham & Service Experience

2 MENTOR Service / Product knowledge

3 MENTOR Service & Product Up selling

4 MENTOR Stock Management / Product Reordering

5 MENTOR Salon Operating Procedure / Statutory Compliance Registers

6 MENTOR Salon Equipment & Maintenance

7 CM Learning & Sharing

8 MENTOR Controlling Controllable Cost

9 MENTOR Managing Direct Walk-in, Appointment/Customer

10 MENTOR Experience Salon Trendy/ Billing System

11 MENTOR Salon Business Knowledge

12 MENTOR SSP Performance Appraisal /Incentive Structure

13 MENTOR Employee Engagement/Talent Activity/Skill Upgrade

14 CM/AM Review for Certification

DO’S

•Treat every customer like a completely preciousindividual.

•Welcome the customer with good smile

•Understand your customer need and do consultation accordingly.

•Introduce the SSP before service to Customer with good note.

•Ensure Service Station is clean before customer reaches the service area.

•Request the client to keep their belongings safe,esp., for customer who takes facial.

DONT’S

•Don’t ever argue with the customer. First try to understand their need and suggest them the service accordingly.

•Do not make the customer to wait during billing.

•Do not argue with the SSPs in front of Clients.

•Do not let anyone enter the salon without warmgreeting.

•Do not have a personal conversation with another employee within earshot of customers.

•Never say, “I don’t know” to any questionwithout following with, “I’ll find out.”

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