New Marketing Services Plan

Toni & Guy –

Mobile Hair Dressing Services

i
Executive Summary

TONI&GUYTM has been in the hair styling industry since 1963. Today this name represents the most
powerful hairdressing brand in the world. In recent years, the hair styling industry is highly fragmented
with large number of “mom and pop” salons and large chains of the same scale as TONI&GUYTM.
Although this caused the market to be highly competitive as demand is partly driven by demographics
and population growth but profitability still depends on the company’s expertise and marketing skills.

To provide the flexibility of space by converting a spacious motor home into a well furnished hair salon,
TONI&GUYTM Mobile hairdressing services aims to extend their services to females who have kids or
work full time to provide values that they deem as important (e.g. form value, place value and time
value) Individuals have always been trying to look their best but in recent years, trendy styles have
become an important aspect of their life therefore they are moving towards accessibility and
affordability of cutting-edge cuts and styles at the convenience of the salon. This is also due to the
longer work week and more working females having less time to take care of themselves.

This growing trend of being fashionable has given them the opportunity to concentrate on their field of
expertise particularly on hair styling. Being the leading hairstyling brand gives them the edge for their
well-known image.

With the help of the market development strategy to develop its existing market by enhancing
convenience and maintaining its quality of service. Therefore, it is predicted that with an average of 6
customers per day, and projection of 5% monthly growth, the total number of customer the Mobile
hairdressing services have to serve in order to break even is 16,985 and breakeven turnover is
$1,528,413.49.

ii
Table of Contents

EXECUTIVE SUMMARY....................................................................................................................II

TABLE OF CONTENTS .................................................................................................................... III

LIST OF FIGURES AND TABLES................................................................................................... IV

1. SITUATION ANALYSIS ............................................................................................................1

1.1. Company Profile ........................................................................................................................1

1.2. Market Profile ............................................................................................................................2

1.3. Market Needs .............................................................................................................................3

1.4. Market Trends and Growth ......................................................................................................3

1.5. SWOT Analysis ..........................................................................................................................4

2. SERVICE DESCRIPTION AND RATIONALE .........................................................................5

2.1. Service Description ....................................................................................................................5

2.2. Service Rationale........................................................................................................................6

3. SERVICE OBJECTIVES AND TARGET MARKET .................................................................8

4. SERVICE STRATEGIES ...........................................................................................................9

5. BUSINESS ANALYSIS ............................................................................................................10

5.1. Cost analysis .............................................................................................................................10

5.2. Sales Projections.......................................................................................................................11

5.3. Profit and profit margin analysis ............................................................................................11

5.4. Break-even analysis..................................................................................................................12

6. MONITORING AND CONTROLLING....................................................................................13

7. REFERENCES .........................................................................................................................17

iii
APPENDICES ................................................................................................................................... A1

Appendix A ......................................................................................................................................... A2

Appendix B - Service Blueprint .......................................................................................................... A3

Appendix C - Service Performance Standards.................................................................................... A7

Appendix D – Operational Procedures ............................................................................................... A9

Appendix E – Price List .................................................................................................................... A11

List of Figures and Tables

Figures

Figure 1 : TONI&GUYTM Advertising Poster Design 2

Figure 2 : Singapore Resident Population 4
TM
Figure 3: Sample Exterior outlook of TONI&GUY Mobile hairdressing services 5
TM
Figure 4: Sample Interior of TONI&GUY Mobile hairdressing services 6
Figure 5: High-contact service marketing system 6
TM
Figure 6: TONI&GUY Mobile hairdressing services Organization Chart 7
Figure 7: Ansoff Growth Vector Matrix 9
TM
Figure 8: Sales Forecast for TONI&GUY Mobile hairdressing services 11
TM
Figure 9: Breakeven Analysis Chart for TONI&GUY Mobile hairdressing services 12
Figure 10: The planning execution and control cycle 13
Figure 11: The different levels of Marketing Control 14

Tables
Table 1: Strength, Weakness, Opportunities and Threats 5
Table 2: List of tangible elements and communication components 7
Table 3: List of fixed cost 10
Table 4: List of Variable cost 10
Table 5: Types of marketing control 15

iv
1. Situation Analysis

1.1. Company Profile

TONI&GUYTM founded by the Mascolo brother Toni and Guy, has been in the hair styling industry
since 1963 from a single unit in Clapham, South London to a multinational company comprising of
salons and academies worldwide, a wide range of products, plus a growing portfolio of associated
companies.

Today this name is TONI&GUYTM represents the most powerful hairdressing brand in the world. As the
dynamics of the hair styling industry have strongly influence them to constantly evolve artistically and
commercially. Hence, their determination has paid off with more than 400 salons in 41 countries
worldwide and won over 85 awards. Out of those 47 of them are British Hairdressing Awards with the
Artistic Team winning the Best British Artistic Team with a record of 11 times.

Each year the International Artistic Team travel to 25 countries and created the hair for numerous shows
and seminars on a global scale, attended by literally thousands of hairdressers each year. (About Us
2008)

TONI&GUYTM main target market segment are primarily of women in their mid-twenties to mid-thirties
and particularly working women with disposable incomes who is interested not only in their hair but
more generally in their overall fashion style. Throughout the years, they have achieved a strong and
consistent corporate image of “high fashion but affordable” hairstyles, “excellent customer service” and
an educational philosophy. (Melewar 2001)

Heavy usage of advertising and public relations are use by TONI&GUYTM to promote a high profile and
high-fashion public image (Figure 1) to its target audience. In addition to their promotional mix,
frequent runs of nation-wide promotions with consumer magazines and local newspapers to encourage
memory and learning where repetition increases the strength of the association between a conditioned
stimulus and an unconditioned stimulus and slow down the process of forgetting.

1
Figure 1 : TONI&GUYTM Advertising Poster Design

Source: The Dallas Morning News Co.

1.2. Market Profile

The hair styling industry is highly fragmented with large chains like TONI&GUYTM which caters to the
up market segment with the premium prices and including large number of “mom and pop” salons which
caters to the average and lower income crowd. Apart from that, TONI&GUYTM also face other
competitions as mentioned below:

• Individuals: There are still some individuals who are mobile hair dressers that provide basic
services in the customer homes.
• Franchises or Chains: These companies are similar to TONI&GUYTM that have expanded into
different regional markets.
• “Mom and Pop” Hair salon: These companies are smaller scale companies that cater the lower
and middle market.

This caused the market to be highly competitive with low barriers to entry and exit which allows
potential customers to have a significant leverage due to the low switching costs they have.

While demand is partly driven by demographics and population growth, the profitability of individual
companies still depends on their expertise and marketing skills. Hence, market segmentation and
positioning is vital for large and renowned companies as compared to smaller ones in order for them to
justify for the differentiation.

Major services that a hair styling salon offers are hair cutting, hair coloring, nail care, skin care, and
merchandise sales. A typical salon offers haircutting and styling, coloring, shampooing, and permanents.

2
1.3. Market Needs

Apart from providing customers with a professional, hair styling service, TONI&GUYTM Mobile
hairdressing services aims to extend their services to females who have kids or work full time. Hence,
this additional service seeks to fulfill the following values that are important to its target customers:

• Service Quality (Form value): TONI&GUYTM are committed to provide excellence in the art of
hairdressing and is passionately dedicated to providing customers with the highest level of skills,
service and products in an enjoyable, friendly mobile hairdressing salon environment.
• Service Convenience (Place value): TONI&GUYTM will provide its services at the customers’
doorstep
• Service Flexibility (Time value): Flexible timings to provide for females working full-time or
too busy with kids.

1.4. Market Trends and Growth

The market trend in hair styling is moving from “mom and pop” service providers to hair styling
companies. Years ago, most individuals have their preferred “mom and pop” salon where just simple
hair cuts once a month would do the trick. More importantly, is to be well groom.

Individuals have been trying to look their best at all times and in recent years; trendy style has become a
very important aspect of their life. Successful stylists use trends to create client loyalty and to distinguish
themselves from competition. (FASHION WEEK: A BUSINESS-BUILDING RESOURCE 2010)
Hence, the trend is moving towards the accessibility and affordability of cutting-edge cuts and styles at
the convenience of the salon.

The market is likely to maintain better than average growth due to the lifestyle Singaporeans have
developed within the last few years, working longer and longer hours. With the total Singapore resident
population (Figure 2) of 3,733,900, 802,300 females worked full time (Statistics Singapore 2009). This
effect of the longer work week and more females hitting the work force caused them to have less time to
take care of the themselves i.e. personal grooming.

3
Figure 2 : Singapore Resident Population

1.5. SWOT Analysis

Table 1 lists the Strengths, Weaknesses, Opportunities and Threats of TONI&GUYTM. They are the
most powerful hairdressing brand in the world. Each salon interior is specially designed to provide a
warmth feeling throughout. Salon employees are fully responsible for the quality and experience of their
customers. Every employee is constantly educated to deliver the highest quality service. The training
covers all aspects of the industry from the latest techniques in cuts and colours and product knowledge
to photo shoots and session styling for magazine and films. However, TONI&GUYTM charges premium
prices due to the high overhead costs and inventory costs. Another weakness that most big organization
faced is decentralized organizational structure as the company expands more subdivisions or outlets are
created which caused difficulty in the standardization and control of TONI&GUYTM.

TONI&GUYTM focus on creating fashionable hairstyles that enhance women of all ages. The growing
trend of being fashionable has given them the opportunity to concentrate on their field of expertise
particularly on hair styling. Being the leading hairstyling brand gives them the edge for their well-known
image. Opportunity also emanates from their growing market that ranges from the affluent, the aging
and the masses of the developed countries. TONI&GUYTM faces growing competition within the
hairstyling industry. Another threat to them is the economic downturn that is quite evident in developed
countries that affects the profit for the company.

4
Table 1: Strength, Weakness, Opportunities and Threats
Strength Weakness
• Renowned Brand Name • Premium prices
• Wide range of services offered • Decentralized Organizational Structure
• Well-trained employees with excellent hair
styling skills
• Customer-focused business practices
• Good hair styling environment
Opportunities Threats
• Growing trend of style • Competition
• Increasing number of working females • Economic Downturn

2. Service description and rationale

2.1. Service Description

Figure 3 and 4 shows the physical evidence of TONI&GUYTM Mobile hairdressing services which
provides the flexibility of space for its hair styling equipment and its completely self contained with their
own generator, air conditioner, water heater, full bathroom, water pump and water storage.

Figure 3: Sample Exterior outlook of TONI&GUYTM Mobile hairdressing services

5
Figure 4: Sample Interior of TONI&GUYTM Mobile hairdressing services

Source: River Country Journal

2.2. Service Rationale

In a high-contact service (Figure 5), apart from the interior and exterior facilities and equipments, the
service personnel are also very important as they being the front stage contact to the customers. Table 2
indicates the list of tangible elements and communication components in TONI&GUYTM Mobile
hairdressing services marketing system.

Figure 5: High-contact service marketing system

Source: Lovelock, Patterson & Walker 2007

6
Table 2: List of tangible elements and communication components

Tangible elements Communication components

a. Customer service staff

b. Hair Stylist
Service personnel
c. Stylist Assistant
d. Driver
e. Cleaner
a. Vehicle exterior
Service facilities
b. Vehicle interior and
and equipment
furnishing
c. Hair styling equipments
a. Advertising
Non-personal
b. Services manuals
communications
c. Website
Other people a. Word of Mouth

The role of the front line as illustrated in Figure 6 shows the on site personnel who determine the success
of new services. Service delivery personnel who interact with clients play a critical role in reducing the
cost and risk of failure and they are crucial to the actual delivery or fulfillment of value offered.
(Lovelock, Patterson & Walker 2007, p. 190)

It is essential to track performance, provide training and empowering them with skills to identify and
respond to customer reactions that enables easy recovery in the even of failure. Hence, a service
blueprint (Appendix B) provides a well-planned service-recovery program where potential service
failures or varied customer expectations have been identified and planned. This is to ensure a
satisfactory customer service experience.

Figure 6: TONI&GUYTM Mobile hairdressing services Organization Chart

Art Director

Customer Service
Representative
Style Director

Top Stylist Driver Cleaner

Stylist Key

Off Site On Site

7
In order to maintain its quality of service, all employees are required to undergo a training system from
TONI&GUYTM Academy. All employees have to pass a 6 week training program before taking up the
responsibility of working in TONI&GUYTM Mobile hairdressing services. This is to ensure that only the
best hairdresser makes it onto the salon floor. Once on the job, all employees are required to go through
progressive education. With the aim to offer client delight to each and every client, TONI&GUYTM
Mobile hairdressing services deals provides the 7days “cooling off” period as our service recovery plan
and employees performance will be monitored through a service quality feedback for each individual
employee that served the customer and the “Mystery Shopper Program” in order to gain invaluable
insights into the customer experience. (Appendix C & D)

3. Service Objectives and Target Market

TONI&GUYTM Mobile hairdressing services, an extension of its primary retail hair salon services. It
primarily targets the female market where most of the middle and upper-class families that are highly in
need of this mobile service. It is because these home mothers of white collar management or executive
are mostly too busy with their kids or their own work careers. Our secondary target is the children of
these families, especially the teens, who are more often influence by their peers on the latest styles and
trends.

The convenience of hair salon locations and operational schedules used to play an important role in the
traditional method of service delivery. With the aim of adding value to what is offered and gaining a
competitive advantage, TONI&GUYTM Mobile hairdressing services provides service to the needs of
‘time-poor’ customers whose work and other commitments preclude them from visiting the hair salon.
(Lovelock, Patterson & Walker 2007, p. 203) This however demands a premium price in return for time
savings and convenience of receiving visits from service providers.

TONI&GUYTM Mobile hairdressing services provides those who like to be pampered in a salon where
they are most likely to sit and relax in the mobile hair salon just like they may in a hair styling shop.
They will be sitting and sipping on their beverage and/or flipping through a fashion or gossip magazine
while getting her hair done. Another advantage is they save on the travelling time and cost as the service
is available right at their door step.

8
4. Service Strategies

Figure 7: Ansoff Growth Vector Matrix

Source: Product Strategy 2009

The Ansoff Growth Vector Matrix is a tool that helps businesses decides their product and market
growth strategy. Ansoff’s product/market growth matrix suggests that a business’ attempts to grow
depend on whether it markets new or existing products in new or existing markets. Based on the Market
Development strategy in the Ansoff Vector Matrix (Figure 7), we are targeting existing target market
with development of existing services i.e. hair dressing. Enhance convenience to our target market by
providing mobile hair dressing options.

As mentioned in our report earlier, TONI&GUYTM is one of the best known hairdressing brands in the
world having 400 salons in 41 countries worldwide. It also runs 28 educational academies around the
world, owns the Essensuals chain of salons, and is the only hairdressing brand to have both
‘SuperBrand’ and ‘CoolBrand’ status. (utalkmarketing.com).

Having achieved all the awards and recognition and with a wide customer base, our group feels that one
of the ways in which TONI&GUYTM can expand their business empire is by adopting the Product
Development Strategy and that is by venturing into the mobile hair salon business.

9
5. Business Analysis
This section will offer a financial overview of TONI&GUYTM as it related to the marketing activities.
TONI&GUYTM will address Cost Analysis, Sales projections, Profit and profit margin analysis and
Break-even Analysis and how they link to the Service Strategy.

Note: All prices are in US dollars.

5.1. Cost analysis

As TONI&GUYTM have their existing promotional mix therefore its Mobile hairdressing services will
ride on their existing marketing campaigns where advertising costs is included in operating expenses
(fixed cost). Hence the fixed cost (Table 3) is only based on additional equipments required to provide
its Mobile hairdressing services. They are as follows:

Table 3: List of fixed cost

Items Price per Vehicle
Luxury Motorhome $484,711
Renovation & Equipment $100,000
Total Fixed Cost $584,771

Total fixed cost for each vehicle in Singapore is $584,771.

Assuming each Mobile hairdressing services vehicle attends to 6 customers per day for 7 day a week and
30 days a month. Therefore the total variable cost (Table 4) to provide the Mobile Hair Services as
follows:

Table 4: List of Variable cost

Cost per No. of customer Cost per
Items
month per month Customer
Labor $6000 180 $33.34
Overhead $3000 180 $16.67
Hair Products $1000 180 $5.56
Total $10,000 180 $55.57

Additional variable cost for each customer is $55.57

We predict an average of 6 customers per day, which brings us to 2,190 customers annually.

Hence total variable costs = $55.57 x 2190

= $121,698.30

10
5.2. Sales Projections
Using the price skimming strategy, the most basic Mobile hairdressing service is priced at $90 to fend
off competitors.

The percentage growth is predicted as 5% growth monthly therefore the sale forecast (Figure 8) for the
Mobile hairdressing services as follows:

Figure 8: Sales Forecast for TONI&GUYTM Mobile hairdressing services

Sales Forecast
2500
2052 2155
1862 1955
2000 1689 1773
1608
In hundreds

1459 1532
1500 1260 1323 1389

1000
$1,134.00

$1,190.70

$1,250.24

$1,312.75

$1,378.38

$1,447.30

$1,519.67

$1,595.65

$1,675.43

$1,759.21

$1,847.17

$1,939.52
500

0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Total Volume 1260 1323 1389 1459 1532 1608 1689 1773 1862 1955 2052 2155
Total Revenue (in hundreds) $1,134.00 $1,190.70 $1,250.24 $1,312.75 $1,378.38 $1,447.30 $1,519.67 $1,595.65 $1,675.43 $1,759.21 $1,847.17 $1,939.52

Total Volume Total Revenue (in hundreds)

5.3. Profit and profit margin analysis

Existing overhead is included in the calculation of variable cost therefore its net profit per customer
served is:

Net Income
Profit Margin =
Revenue
$(90 – 55.57)
$90
=
0.38

A profit margin of 38% shows that each dollar of sales that the Mobile hairdressing services generate it
contributes 38 cents to its net income.

11
5.4. Break-even analysis

The break-even analysis (Figure 9) is based on a rough estimate of fixed costs. Through the first year,
fixed costs will be $17,000 per month with the assumption that the components in the fixed cost will last
for 3 years. Variable costs include the cost for labor, overhead and hair products costs. The variable cost
estimate is $55.57 per customer.

Number of customer to break Total fixed costs

=
even Contribution per unit
Total fixed costs
=
Selling - Variable cost
$584,771
=
$90 - $55.57
Number of customer to break
= 16,985
even

Figure 9: Breakeven Analysis Chart for TONI&GUYTM Mobile hairdressing services

Breakeven Analysis Chart

30,000.00

25,000.00

20,000.00

15,000.00

10,000.00
Dollars

5,000.00

0.00
1 2 3 4 5 6 7 8 9 10 11

(5,000.00)

(10,000.00)

(15,000.00)

(20,000.00)
Sales Volume (Units)

12
 Selling - Variable 90 – 55.57
Contribution Margin = =
Selling 90
= 38.26%

Total fixed costs $584,771

Breakeven Turnover = = = $1,528,413.49
Contribution Margin 38.26%

The total number of customer the Mobile hairdressing services have to serve in order to break even is
16,985 and breakeven turnover is $1,528,413.49.

6. Monitoring and controlling

Monitoring and Controlling consists of those processes performed to observe project execution so that
potential problems can be identified in a timely manner and corrective action can be taken, when
necessary, to control the execution of the project. The key benefit is that project performance is observed
and measured regularly to identify variances from the project management plan. It is the task of the
management to ensure that the marketing plan is carefully monitored, evaluated and controlled. Typical
controls involve setting standards of performance, evaluating actual performance against standards and
if the deviations are intolerable, taking corrective measures. (allexperts.com)

Figure 10: The planning execution and control cycle

Source: FAO CORPORATE DOCUMENT REPOSITORY

13
Marketing control involves setting a desired standard, measuring deviations from the standard and taking
the appropriate action if necessary. In most cases the standard is expressed in terms of budgets and any
substantial deviation from budget is investigated. Both positive and negative deviations can be a cause
for concern. For example, if sales are far in excess of planned levels then this can over-stretch the
enterprise's production, storage and distribution resources.

There are four types of marketing control: the annual plan control, profitability control, efficiency
control and strategic control. Figure 11 shows how the different types of controls can be seen as a
complementary and interlocking set of activities. (fao.org)

Figure 11: The different levels of Marketing Control

Source: FAO CORPORATE DOCUMENT REPOSITORY

Monitoring and controlling allows the business to check for variance in the budget and actual. This is
important because it allows TONI&GUYTM to take the necessary actions to meet the marketing
objectives. Measuring the results of marketing activities will determine whether the business is getting a
return on its marketing dollars spent, and importantly can help re-direct funds to maximise results.
Monitoring marketing activities provides an assessment of success that is in winning more customers
and increasing revenue. Each marketing campaign should be monitored against pre-determined targets
and return on investment. Monitoring the marketing results also helps improve management decision
making. (smallbiz.nsw.gov.au). Table 5 below shows the level of management which has responsibility
for each of the types of control.

14
Table 5: Types of marketing control
Type of Prime Purpose of Control Approaches
Control Responsibility
Annual plan Top management To examine whether the Sales analysis
control Middle results are being achieved Market-share analysis Sales-to-
management expense ratios
Financial analysis Attitude tracking
Profitability Marketing To examine where the Profitability by product territory
control controller company is making and losing Customer group trade
money Channel order size
Efficiency Line and staff To evaluate and improve the Efficiency of sales force
control management spending efficiency and Advertising sales promotion
Marketing impact of marketing distribution
controller expenditures
Strategic Top management To examine whether the Marketing effectiveness rating
control Marketing auditor company is pursuing its best instrument
opportunities with respect to Marketing audit
markets, products, and
channels

Monitoring also involves the comparison of planned performance against actual performance. To
achieve this, the management needs to constantly ask two questions regarding the marketing plan:

• What does the business want the marketing plan to achieve; that is, what are the objectives?

• Are these objectives being achieved?

These questions should be asked at every stage while the marketing plan is being developed. Such
monitoring involves two distinct steps:

i. Establishing, forecast performance standards

ii. Comparing actual with forecast performance

The first step in the monitoring process requires the marketer to outline what is to be accomplished, that
is, a performance standard. A performance standard is a forecast level of performance against which
actual performance can be compared. The second step is to compare actual performance against the
forecast performance. This can be done by using budgets, sales statistics and cost analysis figures.

There are three tools that the management can use to monitor the marketing plan of TONI&GUYTM.
They are the following:

15
 i. Sales Analysis
The sales analysis breaks down total business sales by market segments to identify strengths
and weaknesses in the different areas of sales. In the case of TONI&GUYTM, the management
can come up with different strategies on how to improve sales for their in-house and mobile
salons and at the same time providing maximum exposure to customers at their convenience.

ii. Market Share Analysis

Market share analysis compares TONI&GUYTM business sales performance with that of its
competitors. TONI&GUYTM looks to increase its market share by over 60%. With the changes
TONI&GUYTM is currently undergoing, they aim to regain an iron fist control of the market.

iii. Marketing Profitability Analysis

This analysis looks at the cost side of marketing and the profitability of products, sales
territories, market segments and sales people. There are three ratios to monitor marketing
profitability; they are market research to sales, advertising to sales and sales representatives to
sales. The results of these three tools can help TONI&GUYTM determine any emerging trends,
such as the need for a different product. When comparing these results with actual results give
the business an idea on when to change.

Once the implementation of TONI&GUYTM Mobile Hair Salon begins, the progress must be monitored.
Various routine staff management and supervisory approaches can be adopted or more formal methods
introduced where updates on tasks are gathered regularly. Regular management and financial reports
with expenditure monitoring are essential to the business. (ukoln.ac.uk)

16
7. References

Figure 1: TONI&GUYTM Advertising Poster Design [image] 2009, Classifieds: Toni & Guy, The Dallas
Morning News Co., viewed 23 July 2010,
http://shopping.dallasnews.com/SS/Page.aspx?sstarg=&facing=false&secid=72203&pagenum=16

Figure 2: Singapore Resident Population [image] 2009, Key Annual Indicators: Population, Statistics
Singapore, viewed 23 July 2010, http://www.singstat.gov.sg/stats/charts/popn-area.html

Fig 4: Interior of the new James Sherman Salon [image] 2010, Ribbon-cutting marks opening of James
Sherman Salon in downtown Three Rivers, River Country Journal, viewed 23 July 2010,
http://www.rivercountryjournal.com/wp-content/uploads/2009/12/James-Sherman-Salon-interior.jpg

Fig. 5: The service marketing system for a High-contact service [image] in Lovelock, C., Patterson, P.
and Walker, R. 2007, Essentials of Services Marketing: An Asia-Pacific and Australian Perspective, 4th
edn, Pearson Education Australia, French Forest NSW, Australia, p. 25

Fig 7: Ansoff Growth Vector Matrix [image] 2009, Success in the Suicide Cell, Product Strategy, viewed
23 July 2010,
http://productstrategy.squarespace.com/storage/Ansoff.JPG?__SQUARESPACE_CACHEVERSION=1
236655691269

Fig 10: The planning execution and control cycle [image] 1997, AGRICULTURAL AND FOOD
MARKETING MANAGEMENT, FAO CORPORATE DOCUMENT REPOSITORY, viewed 2 Aug
2010, http://www.fao.org/docrep/004/w3240e/W3240E20.gif

Fig 11: The different levels of Marketing Control [image], 1997, AGRICULTURAL AND FOOD
MARKETING MANAGEMENT, FAO CORPORATE DOCUMENT REPOSITORY, viewed 2 Aug
2010, http://www.fao.org/docrep/004/w3240e/W3240E21.gif

About Us 2008, TONI&GUY, viewed 23 July 2010,

http://www.toniandguy.com/A5768/ABOUT_US.aspx

‘FASHION WEEK: A BUSINESS-BUILDING RESOURCE’ 2010, American Salon, vol.133, no. 2,

p40, Business Source Complete, EBSCOhost, ISSN 0741-5737, viewed 23 July 2010.

FAO CORPORATE DOCUMENT REPOSITORY: Marketing Strategy, Planning and Control, fao.org,
viewed 1 August 2010, http://www.fao.org/docrep/004/w3240e/w3240e03.htm

Herbal Shampoo Market Plan 2010, scribd.com, viewed 2 August 2010,

http://www.scribd.com/doc/31248795/Herbal-Shampoo-market-Plan

Lovelock, C., Patterson, P. and Walker, R. 2007, Essentials of Services Marketing: An Asia-Pacific and
Australian Perspective, 4th edn, Pearson Education Australia, French Forest NSW, Australia.

Marketing - Operations Management 2008, allexperts.com, viewed 1 August 2010,

http://en.allexperts.com/q/Marketing-1090/2010/1/Operations-Management.htm

17
Melewar, T C 2001, Corporate identity in the service sector, Public Relations Quarterly.
FindArticles.com. viewed 23 July 2010,
http://findarticles.com/p/articles/mi_qa5515/is_200107/ai_n21475307/

NSW Government Industry & Investment: Monitoring & Controlling Marketing, smallbiz.nsw.gov.au,
viewed 2 August 2010,
http://www.smallbiz.nsw.gov.au/start/marketing/pages/monitoringcontrollingmarketing.aspx

Statistic Singapore 2009, Demography: Population, viewed, 23 July 2010,

http://www.singstat.gov.sg/stats/themes/people/hist/popn.html

Toni and Guy profile building PR campaign 2009, utalkmarketing.com, viewed 1 August 2010,
http://www.utalkmarketing.com/Pages/Article.aspxArticleID=14598&Title=Toni_and_Guy_profile_buil
ding_PR_campaign

UKOLN: Project Management 2003, ukoln.ac.uk, viewed 2 August 2010,

http://www.ukoln.ac.uk/interop-focus/gpg/ProjectManagement/

18
APPENDICES

A1
 Appendix A
Original image of Luxury Motor home

Source: Roaming times

Html: http://www.roamingtimes.com/rvreports/4/images/newmar-essex-luxury-motorhome-exterior.jpg

Original image of interior

Source: The contaminated

Html: http://thecontaminated.com/wp-content/uploads/2007/12/luxury-tunned-bus-8.jpg

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Appendix B - Service Blueprint

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 Appendix C - Service Performance Standards

Service Stage Performance Standard

1. Make Reservation • Answer calls within 3 rings
• Greet Customer
• Confirm reservation
2. Arrival • Be at location 15 minutes before the appointment time
• Greet customer

3. Seating • Lead customer to seat

• Ask for beverage preference
• Present Service Menu
• Serve drinks and magazines

4. Hair Wash • Lead customer to the hair wash area

• Check customer preference on water temperature
• Use fresh towels to dry hair

5. Service Preferences • Greet customer

• Check service preference
• Provide consultation

6. Hair Services • Check if additional services is required (hair coloring, treatment,

straightening)

7. Final Touch • Clear of any hair fragments that is on the customer

• Check that customer is satisfied with the style

8. Bill Presentation • Greet customer and present bill

• Present service satisfaction survey

9. Bill Payment • Return card and receipt

• Thank customer

10. Depart • Lead customer out of the vehicle

• Thank customer

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Service Standards

• All employees are to be dressed in TONI&GUYTM Company Polo T-shirt with dark coloured
jeans or pants with covered toe shoes
• All employees must exercise due courtesy, consideration, fairness and equity in all dealings with
customer
• All employees must provide consistent and reliable service
• All employees must provide expert and professional advice
• Ensure clients enquires is receive during retail hours
• Seek to answer phone calls within 3 rings
• Welcome and acknowledge suggestions as to how the service can be improved and implement
suggestions where appropriate
• All employees have to undergo training in TONI&GUYTM Academy
• All employees must greet customer when they come in contact with them
• All customers must not be left unattended
• All customers must be served drinks and magazines
• All appliances and tools required to be used on customer have to be disinfected before use
• Use only new combs and fresh towel on every new customers

Service Recovery
• All customers will be given a 7 days “cooling off” period. Within the stated period, customer
can return to have their hair fixed in the event of any dissatisfactory of their hair style.

Key Performance Indicator

• All employees’ performance will be based measure by a quantitative survey done by their
customers.
• “Mystery Shopper Programme” will also help determine customers experience provided by the
employees.

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 Appendix D – Operational Procedures

Make Arrival Seating Hair Services Service Hair Wash

Reservation Preference

• Answer • Park vehicle • Guide customer to • Verify if customer • Guide customer • Guide customer to
• Greet Customer • Call customer seat is comfortable back to seat hair wash area
• Confirm Name, • Greet customer • Present service with the style • Dry hair with • Check
contact number, • Guide them into menu • Verify if other towel temperature of
schedule, party, vehicle • Take order for services is • Help customer water
service options beverage required with hair styling • Check if customer
• Confirm • Prepare beverage • If yes, assistant to cape is comfortable
availability • Serve beverage prepare items • Inform hair stylist with the
• Key reservation and magazines that customer is temperature of the
into system ready water
• Great customer • Wet hair
• Ask for service • Apply shampoo
preferences • Massage hair
• Advice on • Rinse
suitability • Apply conditioner
• Style hair • Rinse
• Dry hair with
towel
• Wrap hair with
towel

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 Depart Bill Payment Bill Presentation Final Touch

• Thank and guide customer out of
the vehicle
• Clean interior
• Prepare for next location
• Greet customer
• Return change or card and
receipt
• Transact with cashier
• Print bill from cashier • Blow dry and clean hair
• Collect bill fragments from customers face
• Greet customer and shoulder
• Present bill • Verify satisfaction
• Verify services on bill
• Take card or cash
• Transact with cashier

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 Appendix E – Price List

Source: Toni&Guy
Html: http://toniandguycrewe.com/?Price_List:Cuts

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