Abstract

The beauty salon Dears achieved 100 stores in its fourth year of establishment and experienced rapid growth, reaching 156 stores by its sixth year.
In the competitive beauty salon industry, what enables Dears to continue its successful expansion?

The secret lies in the "stress-free" management approach, which benefits both the owner and the employees.

Many business owners mistakenly believe that "without educating employees, a company cannot grow."
However, Dears intentionally does not focus on educating its employees. As a result, the owner is free from the stress of "employees not growing." The employees themselves are also stress-free, as they are not forced to meet growth expectations.
How is it possible for Dears to achieve rapid company growth without investing in employee education?

This eye-opening management technique is not only beneficial for company owners but also holds valuable insights for all business professionals.
We highly recommend you read it.

Table of Contents:
Introduction: Why Did I Choose to Become a Hairstylist?
Chapter 1: It Was a Grand Experiment ("Setting" and "design" that lead your business to success)
Chapter 2: No Need to Rely on Employees' Abilities! (0→1 Store)
Chapter 3: No Need to have Store Managers! (1→2 Stores)
Chapter 4: "Reproducibility" is Everything (2→4 Stores)
Chapter 5: Accelerating Growth through "Automation"! (4→100 Stores)
Chapter 6: Creating a Female-Friendly Work Environment

Author’s Information

Takahiko Kitahara

Representative of Dears Group

After serving as a salon manager in his hometown of Nagano Prefecture and operating a unique web media platform, Takahiko Kitahara made a name for himself as an affiliate marketer. In 2015, he established the beauty salon Dears in Nagano Prefecture.
With a "stress-free" management approach that intentionally avoids formal employee education, he rapidly expanded the Dears stores.
Achieving a repeat customer rate of over 90% and an employee turnover rate of just 3%, he nurtured the company from scratch to over 100 stores within four years, with an annual group revenue of 4 billion yen and an annual revenue of 600 million yen from beauty product e-commerce.
Leveraging the "reproducibility" of his business model, he also operates a paid online community, further driving the continuous expansion of his ventures.