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From Problems to Profits Grooming Business Book

#1 Grooming Business Book Since 1989

2017 Revised & Updated Edition in eBook Format is Coming

The Businessperson That Grooms is a Rare Breed

The first pet grooming devoted to the business side for groomers.Where did Grooming Business in a Box® get started? It all started with the release of the first edition of From Problems to Profits: The Madson Management System for Pet Grooming Businesses (1989, 1997). It was the first pet grooming bestselling book focused entirely on the management challenges of operating a profitable, stable business providing superior pet and client services. Today more than 30,000 copies have been sold worldwide.

There are pet grooming business owners, and then there are “businesspersons that groom.” The difference between these two mindsets is clear and present. The latter are growing in numbers but they are still the minority. What separates them is not their education in pet care or styling, but specific education in operating a professional grooming business, home, mobile, salon or shop, or even a department in pet care facility, vet or retail.

Businesspersons that Groom…

  • Write follow and maintain written business plans including financials.
  • Grow one-person or staffed businesses using written marketing plans.
  • Know their client relations program is equally important as their pet services.
  • Maintain a fully-booked operation of their choice, rarely a “slow day.”
  • Use operational software, or a professional manual records system with reporting.
  • Maintain compliance with IRS, OSHA and other regulatory agencies.
  • Do not wrongfully classify groomers as independent contractors.
  • Understand their obligations and practices as employers (where applicable).
  • Can read their business’ financial statements and do so regularly.
  • Set measurable goals for their businesses and track success on a regular basis.
  • Regularly advance their small business education as well as styling knowledge.

From Problems to Profits is a detailed grooming business guide, and not the personal story of the author. Maddie shares the management system she used to create one the world’s largest and most profitable pet salons. You can choose to use the system to build a stable one-person business, or grow your business with staff. The book has over 100 illustrations including business forms and legal agreements.

In 2016 From Problems to Profits continues to sell well but a revised and updated edition will be released in 2017. The staying power of this book alone should give you confidence that owning a copy is the right thing to do. The principles of successful do not go out-of-date but marketing does. Also the new edition will include an all-new section for start-up businesses.

Maddie spent 3 years translating her trade secret pet salon management system into an easy-to-use business manual for everyone, from new career seekers and advanced grooming business owners, from mobile to salon owners. There’s not a grooming business anywhere that could not find value in its savvy advice and timeless principles of management.

No matter how small or large of a grooming business you desire, The Madson Management System in From Problems to Profits supports you. You choose how far you want to grow. It’s easy. Yes, easy. So many pet grooming owners think that following a management system means more stress for them. No, it’s just the opposite. Operating a business without a system is the #1 cause of stress.

Step 1 is for one-person businesses. Step 2 addresses hiring some staff, but not a large operation. Step 3 is for those who desire a large business. The choice is entirely yours.

Plus if you will grow the business with just one or two employees they will do a great deal of the daily paperwork we suggest as part of their job position. That surprises everyone at our workshops based on From Problems to Profits. As the owner your task is appropriately to analyze the business data each day and feel the sense of knowing and self-respect that comes from running a professional business, and so easily!

Grooming is a labor intensive business. If you choose to grow your business you must add staff. Payroll expenses must be planned very carefully. Today most grooming business still use outdated methods to pay their grooming staff, and simply rely on the saying that commission wages are the “only way,” and you cannot hire groomers otherwise. Today there is only a shade of truth in that “old school” thinking. Even worse thousands of groomers are wrongfully classified as independent contractors.

Reading FPTP

Following The Madson Management System you can pay commission wages if you want, but you won’t enjoy the miracle of reducing payroll costs without lowering wage levels. A recent survey at PetGroomer.com discovered that 39% of owners are no longer paying by commission and instead using methods like ours detailed in From Problems to Profits. We never propose cutting wages to cut payroll, and never did. Ingenious methods described in From Problems to Profits reduce labor costs without lowering wages and increase quality, humane standards of pet care and improve team work. True, and proven by our 55+ years of field experience.

There are those groomers that balk and say “quality not quantity” and “it cannot be done.” Have they ever seen our system in motion? I doubt it; they simply couldn’t say that had they done so. Indeed, Maddie Ogle is renown for her classic “Humane Bath Procedure” and we included a copy of it in the book as a bonus.

Maddie didn’t build one of the largest and most profitable businesses in the world by allowing risk to people and pets, or lowering quality to save money. If only every groomer and business owner had as little as 50 hours of grooming management education, we could change the entire business nature of the grooming industry. No matter how large or small your business the choice is yours and The Madson Management System is your map to a more enjoyable working lifestyle with less stress, more profit and improved staff relations.

From Problems to Profits (1997) is 320 letter-size pages. The large pages allow us to incorporate more than 100 illustrations including business forms. That’s right, business forms. Most people say just a few of the business forms are worth the price of the book, but you get so much more. There are sample legal agreements, contracts, and bookkeeping forms that help you to keep IRS compliant records, and line-by-line instructions for every one of them! That’s not all. You also get rare grooming personnel forms like a sample Employee Handbook and 7 of the grooming industry’s first published job descriptions. You will not find such a comprehensive set of tools and information like this anywhere else in the industry, and it’s backed by more than 55 years of field experience.

The Madson Management System is so comprehensive you actually use it for as long as you own your business, even decades like us. Owners that fully-implement the system are more likely to earn a high appraisal when they decide to sell their businesses. That’s very important. As a business owner the sale of your business often makes the largest contribution to your retirement, or career change if you desire.

What you do now with your business affects its selling price years in the future. Don’t be an owner who works for years and then cannot sell their business for what it is worth. The Madson Management System was designed to develop maximum net worth in order to support a more comfortable retirement or career change for the motivated owner. It’s never too late. We work with clients who have owned their businesses for 20 to 40 years or more. They adapt their operation to our system in preparation for selling their businesses for much more than they ever thought possible, and some tell us they are going to delay the sale because “they have fallen in love again with their businesses using our system.”

Read the book through once, and then go to Page 14 and follow the Action Plan for Step One. It’s your easy one page guide to implementing the system. If you will just follow that Action Plan each day, you can be more confident that you are implementing The Madson Management System. Now is that easy?

We occasionally offer free copies with qualifying orders of our Grooming Business in a Box® CD products. Used copies can be found on the Internet too.

More Info and Tips for From Problems to Profits Book

Click the links below. A convenient popup popup window will open with info.

  • Table of Contents 
  • Illustrations & Forms
  • 3 Step Madson Business Plan
  • More About Each Chapter
  • Tips for One Person Businesses
  • Tips for Mobile / Housecall Groomers
  • Tips for the Cash Reserve
  • Offer the Madson Career Path
  • When to Make Option “B” Scheduling Calls
  • The Costliest Mistake Most Grooming Business Owners Ever Make

TABLE OF CONTENTS
From Problems to Profits Book
Revised & Updated 1997

ISBN 1878795252 320 pages


INTRODUCTION

1 THE HERITAGE OF PET GROOMING

The Evolution of Pet Grooming Salons
Pet Grooming Salons Circa 1980-2000

2 INTRODUCING THE MADSON MANAGEMENT SYSTEM

An Overview of the Madson Management System
Madson Management System Forms

3 STEP ONE OF THE BUSINESS PLAN

The Objectives of Step One
The Action Plan For Step One
The Support Staff at Step One
The Pet Bather
The Receptionist and Telemarketer at Step One
Introducing Your Staff to the Madson Management System
Guidelines For Three or More Employees
The Checklist Before Beginning Step Two

4 STEP TWO OF THE BUSINESS PLAN

The Objectives of Step Two
The Action Plan For Step Two
The Support Staff at Step Two
The Assistant Pet Trimmer
The Receptionist
Drawing Funds From the Cash Reserve
Telemarketing at Step Two
The Checklist Before Beginning Step Three

5 STEP THREE OF THE BUSINESS PLAN

The Objectives of Step Three
The Action Plan For Step Three
The Support Staff at Step Three
The Telemarketer
The Bathing Department Supervisor
The Master Pet Trimmer
The Pet Salon Manager at Step Three

6 THE PET GROOMING SALON MANAGER

Management Responsibilities
Characteristics of a Successful Manager
The Successful Manager's Attitude
Attitudes About Client Satisfaction
Attitudes About Quality
Attitudes About Staff
Working Relationships
Internal
External
Making Decisions and Getting Results
Rewards of the Management System

7 CREATING A SUCCESSFUL SUPPORT STAFF

Job Descriptions
Personnel Files
Personnel Policies and Procedures-The Employee Handbook
Training Guidelines
Supporting Teamwork
Salaries
Developing a Reward System

8 HIRING THE SUPPORT STAFF

Sources of Job Candidates
Job Applications
The Hiring Interview
Guidelines
Attitudes
Regulations
Practical Examinations For Applicants
Selecting the Best Applicant
New Employee First Day Procedures
The Introductory Period Agreement
Employee Confidentiality Agreement
Orientation
Job Agreements

9 AN EFFECTIVE SUPERVISORY SYSTEM FOR THE SUPPORT STAFF

Effective Communication With the Support Staff
Verbal
Written
Listening
Demonstration
Improving and Maintaining Employee Morale
Benefits of Support Staff Meetings
Common Performance Problems
Conflicts
Tardiness
Absenteeism
Substance Abuse
Lack of Motivation
Rumors
How to Conduct a Job Performance Evaluation
Procedures For Employee Termination
Procedures For Voluntary Departures

10 DEVELOPING A SAFETY PROGRAM

Developing a Safety Program
Pet Handling Safety
Bathing Safety
Equipment Safety
Fire Safety
Chemical Safety
Emergency Procedures
The Groom Alert System
Avoiding Mistakes

11 CLIENT RELATIONS THAT BRING THEM BACK AGAIN AND AGAIN

Bonding Clients With Effective Client Relations
Client Relations Policies and Procedures
Client Relations Skills
Client Relations "Scripts"
The Preferred Client Program
Appointment Confirmations
Daily Response Report (Receptionist)
Madson Client Relations Business Forms
Client and Pet History Filecard
The Daily Caging and Payment Register
Pet Care Services Brochure/Mailer
Pet Groomer's Report and Health Alert
Pet Sympathy Card
The Get Well Card For Pets
Pet Birthday Card
Client Response Postcard
Client Service Questionnaire
Pet Sitter's Information Record
Client Service Procedures
The Price Sheet
Pet Salon Promotional Tours
Pet Grooming Tutorial
Pet Care Service Liability Issues
Management's Responsibility For Client Relations
Employee Responsibility For Client Relations

12 THE PEOPLE AND PET MARKETING PROGRAM

Mapping the Market Area
Marketing With the Client and Pet History Filecards
Using the Client Base to Measure Achievement
Increasing Profits Using the Client Rating
The Business Logo
Telemarketing - The Revolution
Appointment Scheduling Calls to Preferred
Clients-Option B
Check-up Calls to Option C Clients
Calls to Attract New Clients
Profitable Advertising
Yellow Pages
Local Publications
Selecting Publications For Advertising
The Message
Placing Ads and Tracking Client Response
Neighborhood Canvassing as Advertising
"Swing-Shift" Pet Care Services
Marketing For Cats
Direct Mail Marketing
Referrals
Veterinarians
Realtors
Marketing Retail Pet Products

13 DAILY BOOKKEEPING AND RECORD KEEPING PROCEDURES

Madson Bookkeeping Business Forms
Weekly Employee Timekeeping Record
The Daily Caging and Payment Register
Manager's Daily Summary Report of Services and Sales
The Information Center
Controlling the Salon's Supplies Inventory
Information Return Form 1099

14 FINANCIAL MANAGEMENT TO INCREASE PROFITS

The Annual Profit and Loss Projection
Weekly Summary of Complete Trim and Bath-Only Services
Financial Statements
The Income Statement
The Balance Sheet
Profit and Loss Ratios
Comprehensive Business Insurance

15 PLANNING FOR THE FUTURE

A State-of-the-Art Pet Grooming Salon
Client Reception Department
Trimming Department
Bathing Department
Caging Area
Supplies Storage
Employee Rest Area
Office
Exterior
Expanding Into a Pet Center
Funding a Retirement Plan
Creating an Alternative Lifestyle
Becoming a Full-Time Manager
Absentee Ownership
Succession Planning
Selling the Salon to Outsiders
An Employee Buyout
Bequeathing the Salon to Family Members

APPENDIX A FORM COMPLETION INSTRUCTIONS

Cash Reserve Journal Sheet
Daily Response Report (Receptionist)
Daily Response Report (Telemarketer)
Client and Pet History Filecard
Daily Caging and Payment Register
Pet Groomer's Report and Health Alert
Annual Profit and Loss Projection
Manager's Daily Summary Report of Services and Sales
Supplies Control Log Sheet

APPENDIX B PERSONNEL FORMS

Job Descriptions
Manager
Master Pet Trimmer
Assistant Pet Trimmer
Bathing Department Supervisor
Pet Bather
Receptionist
Telemarketer
The Employee Handbook
Job Performance Evaluation Forms
Manager
Trimming Department
Bathing Department
Client Relations Department

APPENDIX C TELEMARKETING PROCEDURES FORM

ILLUSTRATIONS & FORMS
From Problems to Profits Book
Revised & Updated 1997

ISBN 1878795252 320 pages


1-1 Goldsmith's Workshop by A. Fei

2-1 Madson Management System Forms

3-1 Code of Ethics
3-2 Objectives-Step One of the Business Plan
3-3 Action Plan-Step One of the Business Plan
3-4 Building a Cash Reserve
3-5 Cash Reserve Journal
3-6 Organization Chart
3-7 Pet Grooming Salon Departments
3-8 Evaluation Checklist for Step One of the Business Plan

4-1 Objectives-Step Two of the Business Plan
4-2 Action Plan-Step Two of the Business Plan
4-3 Assembly Line Method of Operation
4-4 Organization Chart
4-5 Evaluation Checklist for Step Two of the Business Plan

5-1 Objectives-Step Three of the Business Plan
5-2 Action Plan for Step Three of the Business Plan
5-3 Organization Chart

6-1 Manager-The Heart of the Madson Management System
6-2 Management Responsibilities
6-3 Effective Management Checklist
6-4 Prominent Achievers
6-5 Attitudes of the Successful Pet Grooming Salon Manager
6-6 Your Working Relationships
6-7 Professional (Working) Relationships

7-1 Job Descriptions
7-2 Organizing a Personnel File
7-3 Ten Elements of the Employee Training Program

8-1 Employment Questionnaire
8-2 Reference Checking Guidelines
8-3 Sample Job Applicant Practical Exam Agreement
8-4 Selecting the Best Candidate
8-5 Sample Introductory Period Agreement
8-6 Sample Manager Introductory Period Agreement
8-7 Sample Employee Confidentiality Agreement
8-8 Sample Client Relations Dept. Job Agreement
8-9 Sample Bathing or Trimming Dept. Job Agreement
8-10 Sample Manager Job Agreement

10-1 Features of a Pet Grooming Salon Safety Program
10-2 Emergency Report
10-3 Groom Alert

11-1 Keys to Client Loyalty
11-2 Client Relations Scripts
11-3 The Preferred Client Program
11-4 Daily Response Report-Receptionist
11-5 Sample Madson Client and Pet History Filecard
11-6 Sample Madson Pet Care Services Brochure/Mailer
11-7 Sample Madson Pet Groomer's Report and Health Alert
11-8 Sample Madson Pet Sympathy Card
11-9 Sample Madson Get Well Card for Pets
11-10 Sample Madson Pet Birthday Card
11-11 Sample Madson Client Response Postcard
11-12 Sample Madson Client Service Questionnaire
11-13 Sample Madson Pet Sitter's Information Record
11-14 Client Service Procedures
11-15 Price Sheet
11-16 Sample Tutorial Training Agreement
11-17 Sample Release and Hold Harmless Agreement

12-1 Manager's Planning Schedule
12-2 Organizing Client and Pet History Filecards
12-3 Client Base Goal Worksheet
12-4 70/25/5 Client Ratings Goal Formula
12-5 Daily Response Report-Telemarketer
12-6 Letter of Request for Advertising Information
12-7 Ad Response Record
12-8 Improving Ad Copy and Layout
12-9 Sample Advertisement

13-1 Weekly Employee Timekeeping Record
13-2 Sample Madson Daily Caging and Payment Register
13-3 Sample Madson Manager's Daily Summary Report of
Services and Sales
13-4 Using the Manager's Daily Summary Report of
Services and Sales Envelope
13-5 The Information Center
13-6 Supplies Control Log
13-7 Letter of Request for Tax I.D. Number

14-1 Annual Profit and Loss Projection
14-2 Weekly Summary of Complete Trim and Bath-Only Services
14-3 Income Statement
14-4 Balance Sheet
14-5 Profit and Loss Operating Ratios

15-1 Floorplan

B-1 Job Performance Evaluation-Manager
B-2 Job Performance Evaluation-Trimming Dept. Positions
B-3 Job Performance Evaluation-Bathing Dept. Positions
B-4 Job Performance Evaluation-Client Relations Dept. Positions

Madson 3 Step Grooming Business Plan
From Problems to Profits
Revised & Updated 1997

ISBN 1878795252 320 pages


How far you go with the Business Plan is your choice. Everyone starts at Step One and if you want a stable, profitable one person business, just enjoy that step for as long as you own your business. For those that desire a greater challenge, move on to Step 2 and 3. It's your choice entirely.

Step One of the Business Plan

You can grow a home, mobile or salon/shop grooming business until it reaches year round stability and matches your preferred owner lifestyle. Perfect for owners comfortable with 2 or less employees, or none! Fast results. In fact, new 1 to 3 person businesses fully-implementing the Madson People and Pet Marketing Program report they are booked year round just weeks after opening. Mobile groomers report even faster sell outs. You can optionally add a pet bather and receptionist, but the key is that you don't add another assistant or full-charge groomer unless you move on to the next steps.

Step Two of the Business Plan

You choose to expand and grow your business. You are the butterfly breaking free. Here's the industry's most remarkable and unique management information. You implement proven methods to support teamwork among groomers and eliminate 90% of the common personnel problems that plague business owners. You can even eliminate commission wages, lower payroll costs without lowering wages, and all the time support the highest standards of aesthetic styling, quality client services and humane pet care. Thousands are doing it, why not you?

In the 1960's we were one of the first operations to create an Assistant Groomer position; that's our specialty. Learn from the originators what is truly an Asst. Groomer. They became popular in the 1990's but we developed the concept in 1962 and we wouldn't operate today without them just as vets, dentists and doctors have assistants. The Asst. Groomer, done right, is one key to stress busting your operation, let us show you how the right way. The savings in payroll costs is remarkable. You don't cut wages to lower payroll, you staff smart.

Step Three of the Business Plan

You go the distance and become a truly full-service grooming business, or complete pet care center offering new services in addition to grooming. Open a second location if you like and manage both with The Madson Management System. You maximize the net worth of your business, and establish an operation that can even allow you to become an owner/manager only without income loss, or even an absentee owner.

Many readers have reported Step Three took them into owning amazing pet care centers with multiple departments and services. If that is your choice, we can help.

MORE ABOUT EACH CHAPTER
From Problems to Profits
Revised & Updated 1997

ISBN 1878795252 320 pages


From Problems to Profits details The Madson Management System. It contains all the resources necessary to develop a successful pet grooming salon. The core of the system is the business plan. It is a road map to guide you along your route to financial success. Without a business plan you are like a ship without a course and no possibility of reaching your destination.

The business plan consists of three steps. Complete each step before moving to the next one. Each step contains objectives and an action plan to help you accomplish them. It also details the minimum number of staff members needed to carry out the action plan. Remember, the business plan is a proven system. It will work! All that it needs is your commitment and perseverance. There is no such word as success without "U".

Following, is a brief description of what you will learn from each successive chapter.

Chapter Three contains Step One of the Business Plan. Step One will give you an overview of the first objectives you are to establish. It will provide a step-by-step Action Plan to accomplish those objectives. It will describe the multiple responsibilities of the two staff members of Step One; the owner/manager/trimmer and the pet bather. Chapter Three will describe how to implement Step One using current staff members for salons with more than two staff members.

Chapter Four describes the objectives of Step Two and the Action Plan to complete those objectives. The objectives are two-fold. The addition of two crucial staff members and the installation of the "assembly line" method of operation.

Chapter Five describes the objectives of Step Three and its Action Plan. Upon completion of Step Three your salon will be a full-service salon. It will have a full staff, a manager, and be capable of supporting you as an absentee owner. In addition, you will have the option to expand into a Pet Center.

Chapter Six discusses the pet grooming salon manager. In Steps One and Two that will usually be the owner. It also describes what the manager needs to employ the Madson Management System successfully.

Chapter Seven will teach you the foundation for creating a successful support staff. It entails the setting up of a personnel department with appropriate job descriptions. It provides instruction in training, employee pay schedules, and personnel policies and procedures.

Chapter Eight discusses personnel management techniques in more detail. It explains the hiring process that finds job candidates and assists you in selecting the most qualified person. It also describes legal employment agreements to protect your business.

Chapter Nine presents a supervisory system for the support staff to maximize employee productivity. It includes how to run a staff meeting, make job performance evaluations, and resolve performance problems. It also contains valuable methods for employee discipline and termination which legally safeguard the employer.

Chapter Ten makes the pet grooming salon a safe environment for people and pets. By following its safety program a pet salon will gain a valuable reputation for professional, humane pet care services.

Chapter Eleven will teach you how to increase your business through client relations. It describes an extensive number of promotional techniques and materials which will become indispensable to you. It will help you gain the maximum profit from your current client base.

Chapter Twelve compares the difference between passive and active marketing. It gives you the specific resources for increasing your client base.

Chapter Thirteen explains effective daily bookkeeping procedures. It also includes detailed methods to organize written records supporting an efficient operation.

Chapter Fourteen offers financial management methods that allow you to turn your bookkeeping records into a profit center.

Chapter Fifteen provides resources for the pet salon owner with an insatiable appetite for advancement. It details procedures for establishing a state-of-the-art pet grooming salon. As an extra, it teaches the beginning steps for converting your salon into a Pet Center. When retirement or lifestyle change is contemplated Chapter Fifteen explains profitable options.

TIPS FOR ONE PERSON BUSINESSES
From Problems to Profits
Revised & Updated 1997

ISBN 1878795252 320 pages


From Problems to Profits describes a 3 Step Business Plan. Every new business, whether home, mobile or commercial starts at Step 1. For mobile grooming businesses you continue to operate at Step 1 for as long as you own the business, with one possible exception.

Moving to Step 2 of the Business Plan requires that you as Master (full-charge) Pet Trimmer work with an Assistant Pet Trimmer as a team, following Madson Team Trimming Operations. Mobile groomers only need one groomer on site at your clients, right? Usually, but there are some large mobile salons with 2-3 groomers, and potentially they could use Step 2.

All of the other programs part of The Madson Management System, such as the Madson People and Pet Marketing Program, Madson Client Relations Program and Madson Finance & Bookkeeping are perfectly suited to a professional, stable mobile grooming business. Although From Problems to Profits was not written specifically for mobile grooming thousands of copies have been sold to mobile groomers satisfied that the same principles of management work in all types of grooming operations. The principles of management do not change from one person to staffed businesses. You will simply not need to use 3 chapters dedicated to employees. However, you do need to use all 7 job descriptions.

One person grooming business owner/groomers, whether they know it or not, are carrying out the work of all 7 job descriptions we provide. Actually, you are doing that in your business now if you are one person business. As you know, part of your day you don't groom, you provide client relations like our Receptionist position, and then slip back into being a groomer. Part of your day you work as a bather, and then the groomer doing styling. At the end of the day you are not a groomer, but the manager balancing your cashier paperwork and administrating the business. You are not a groomer when you do that work. You have put the groomer aside and now you are the owner/manager. So already you are carrying many hats, and you need to do the same with our system. All of our info about the various job positions applies to you as a one person business, you do it all, just as you are now or will if you choose to be a one person business.

TIPS FOR MOBILE/HOUSECALL GROOMERS
From Problems to Profits
Revised & Updated 1997
ISBN 1878795252 320 pages


From Problems to Profits describes a 3 Step Business Plan. Every new business, whether home, mobile or commercial starts at Step 1. For mobile grooming businesses you continue to operate at Step 1 for as long as you own the business, with one possible exception.

Moving to Step 2 of the Business Plan requires that you as Master (full-charge) Pet Trimmer work with an Assistant Pet Trimmer as a team, following Madson Team Trimming Operations. Mobile groomers only need one groomer on site at your clients, right? Usually, but there are some large mobile salons with 2-3 groomers, and potentially they could use Step 2.

All of the other programs part of The Madson Management System, such as the Madson People and Pet Marketing Program, Madson Client Relations Program and Madson Finance & Bookkeeping are perfectly suited to a professional, stable mobile grooming business.

Although From Problems to Profits was not written specifically for mobile or housecall grooming thousands of copies have been sold to mobile groomers satisfied that the same principles of management work in all types of grooming operations. The principles of management do not change from one person to staffed businesses. You will simply not need to use 3 chapters dedicated to employees. However, you do need to use all 7 job descriptions.

The one person grooming business, whether they know it or not, is carrying out the work of all 7 job descriptions. As you know, part of your day you don't groom, you provide client relations and then slip back into being a groomer. Part of your day you work as a bather, and then the groomer doing styling. At the end of the day you are not a groomer, but the manager balancing your cashier paperwork, administrating the business, the groomer doesn't do that. So already you are carrying many hats, and you need to do the same with our system, so all the info about the various job positions applies to a one person business, you do it all, just as you are now.

TIPS FOR THE CASH RESERVE
From Problems to Profits
Revised & Updated 1997
ISBN 1878795252 320 pages


Does everyone have to save the $10,000 cash reserve in Step One (Chapter 3)? The answer is no.

Some grooming business owners are dismayed that we recommend saving $10,000 as a cash reserve for their businesses in a business savings account. We even heard some groomers say, "I closed the book when I read that!" Whoa! Let's not get so emotional here! Is that a businessperson that grooms thinking?

You may have never saved that amount, but millions of small one person business owners have done that time and again. Sometimes for the first time. In fact, it is absolutely ordinary for the large majority of small business owners, and anyone can do it. Perhaps it is getting over the hump so to speak for you, it is in fact a limitation to conquer joyfully. Let your business do that for you. Start by looking at it this way, it is not YOUR savings, it is the savings of THE BUSINESS. There is an important difference.

Here's some good news. You may not have to save all of the cash reserve. Some readers have saved only a portion of it and safely moved onto Step 2 (Chapter 4). They shared their experiences with us. By using the Madson People and Pet Marketing Program and the Preferred Client Program they generated so much business they were turning away new customers daily. Since they had the demand they moved onto Step 2 and hired an Assistant Pet Trimmer (groomer) or filled the position by promoting a pet bather into the position.

Instead of using their cash reserve to initially help with the increased payroll costs for the new employee, they put money aside each day to account for the Assistant's wages and payroll taxes. In a nutshell, they operated "on the fly" in the beginning of Step 2.

So you see, there is a way to move onto Step 2 without having saved the full cash reserve. Don't give up though. We still recommend that all grooming business have a business savings account for emergencies and future growth.

OFFERING A CAREER PATH
From Problems to Profits
Revised & Updated 1997
ISBN 1878795252 320 pages


Offer the Madson Career Path to your employees. Boost morale and productivity. Use it to develop and promote your reputation as the employer that offers the best grooming opportunities in your area.

In the 1960's Maddie Ogle was one of the inventors of the Assistant position so much more common today. It has since changed the industry.

When you applied for your first grooming job did the owner or manager offer you a "career path" working for their business? In other words, were you told how they supported promotion from within and a pet bather could one day become an Assistant Pet Trimmer, and through on-the-job training one day make it to a full-charge or Master Pet Trimmer? Probably not unless they are following The Madson Management System.

We suggest that you post all of the job descriptions in Appendix B, and any you have developed, where your staff and job candidates can see them. What a remarkable difference they make. Most grooming salons with several groomers are very competitive and lack team work. We rarely had to place help wanted ads for full-charge groomers because using the Madson Career Path (7 job descriptions and Madson Team Trimming) we were always bringing up our own full-charge groomers. What a relief it is, and was!

Most job candidates were so impressed and thankful for the career opportunity, they made great employees and supported a pleasant team environment. In fact, at one time we averaged 9 years of employment by our full-charge Master Pet Trimmers. You can do it too!

This progressive thinking is how we started going "from problems to profits." Keep in mind that Maddie Ogle was a pioneer managing this system back in the 1960's. It can and does work for the informed and motivated owner. Those chronic complaints about a lack of skilled labor rarely exist where The Madson Management System is in full operation. The new day is here, use the Madson Career Path to your benefit as you grow your business in Step 2 of the Business Plan (Chapter 4). You can learn more about this system in depth at one of our Workshops.

TIPS FOR MAKING CALLS FOR "B" CLIENTS
From Problems to Profits
Revised & Updated 1997
ISBN 1878795252 320 pages


When is the best time to make the "B" rated client appointment scheduling calls?

The Preferred Client Program has skyrocketed the growth of even the smallest operations upward. It did that by offering more than standing appointment arrangements ("A" rated clients), and instead expanding options with the invention of the "B" rated client in Chapters 11-12 (1997 edition).

On occasion a reader shares, "Option B isn't working for my business." Getting to the root of the problem we found that calls were being made at the wrong time of the day for most clients. If your clientele endures heavy commuter hours, you don't want to call at 5 p.m. when they are probably stuck in traffic. Also there are clients working where they cannot take your calls.

The solution is easy. At the time you enroll the pet owner in the Preferred Client Program, ask them the best time to call when making your courtesy appointment reminder call, and note their reply in the Contact area on the front side of their Madson Client & Pet History filecard.

Retired folks may say anytime, or afternoons. Commuters may prefer the weekend, or after 6 pm. Some people that have desk jobs say, "Call my work, I will be at my desk between 9 and 5." The point is that you are not wasting your time making calls when the pet owner cannot be reached.

Costliest Employee Mistake
From Problems to Profits
Revised & Updated 1997
ISBN 1878795252 320 pages


What is the costliest mistake most grooming business owners make? The answer is hiring another full-charge groomer as their first staff, and not a pet bather.

At every Becoming the Business Person That Grooms™ Workshop one participant finally comes up with a brilliant realization. "The biggest mistake a one person grooming business owner will ever make is to hire another full-charge groomer as their first employee." Exactly!

We have clients grooming 20 to 40 dogs and cats a day with only one full-charge or Master Pet Trimmer. One. Instead they do two things. They strongly market "bath-only" dogs that don't require grooming by a full-charge groomer, and statistically bath-only grooming is more profitable. They delay hiring another full-charge groomer and hire 1 or 2 Assistants working under their full-charge groomer.

These businesses deliver the same quality work when all positions are professionally trained and supervised. The owner isn't strained by trying to keep 2 or more full-charge groomers on board. The owner knows that some day the assistants will become a replacement for their full-charge, and what a relief that is. And all along everyone is paid well, but payroll is usually 10% to 25% less than the grooming business that hires only start-to-finish groomers. Actually it is not unusual for the net profit of a bath-only pet completed solely by pet bather (quality control checked by a groomer) to be up to 50% greater than having a bath-only pet completed by a full-charge groomer. That's huge savings in the pocket of the owner and not at the expense of reducing wages one penny.

We strongly suggest staffed grooming operations acquire a copy of Grooming Business in a Box® CD and book, Pet Groomer Wage Systems to master this miracle of profitability and many more unknown to many in the industry.