by Heather T. | Oct 1, 2025 | Nonprofits, Observations
Volunteer recruitment and retention continues to get harder and harder. People are busy, stressed, and may not feel like volunteering or continuing to volunteer, particularly if they feel unappreciated.
Volunteer appreciation needs to be ongoing, and it doesn’t have to be time-consuming. A nonprofit doesn’t have to spend a ton of money on appreciation. It’s the small things that make a difference. The value of the THANK YOU is priceless. I created this list this summer when I did a session for the NH Governor’s Conference on Volunteerism, which was on Recruiting and Retaining Volunteers for Non-profits.
While there are dozens of lists out there about volunteer recognition, this is my list, including a few don’ts at the end. AI can spit out endless lists of ideas for recruitment and retention, and it can be a great starting point, but it lacks the human experience element. And if you ask it to give you ideas, please take with a grain of salt and ask yourself, would your volunteers truly appreciate this AND if you were the volunteer, would YOU appreciate it?
AI is a great tool, and I’ve said it before and will say again, don’t use it as a crutch. GIGO, Garbage In, Garbage Out. “Gift them a single paperclip with a note: “You hold us together.”” 🤣🤣🤣This was a sample volunteer appreciation suggestion from ChatGPT. All I can say is, if I got that from an organization I volunteered for, I wouldn’t think highly of it. At least give me a small box of unique paperclips; I’d at least feel there was some thought put into it.
RECOGNITION & GRATITUDE
- Send handwritten thank-you notes. Branded note cards are encouraged. You can buy blank note cards at office supply stores or online and print in house.
- Give shout-outs during meetings. Be specific and make sure you make a point to try to callout/shout out people that may not necessarily be getting a lot of recognition otherwise. Volunteer leaders are typically the ones who don’t seek recognition and also don’t get it which can cause long term resentment and disconnection from the cause.
- Post public acknowledgments on social media. Ask before using names and photos. Best practice is to have a photo and name release for all volunteers.
- Highlight a volunteer of the month. Try to rotate people of all genders. On socials, in newsletters, in office bulletin boards and on a website.
- Write a feature or volunteer bio in your newsletter, weekly, monthly or quarterly.Use a Google form (free) and ask volunteers when they start volunteering to fill out some quick questions. This helps to let volunteer leaders know a little more about the volunteer and connect with them better.
- Hand out “caught being awesome” or “Thank you for being an awesome volunteer” cards. Including a small Dunkin Donuts $5 coupon is also a nice touch.
- Host a small thank-you breakfast once a month. Make it personal, bring something home-made or something unique and delicious from a local bakery.
- Send appreciation text messages. Text messaging for people who don’t do a lot of text messages can be time consuming and difficult to draft and the chance of typos can increase. Drafting your messages in MS word helps personalize and make sure the volunteer’s name is spelled correctly. It’s easy to copy into an email and send it to yourself and then paste into a text message.
- Create a thank-you video from the Executive Director, staff and Board of Directors. Make sure everyone knows how to pronounce the volunteers name correctly.
- Mention volunteers in press releases. Don’t just mention names (again have permission) mention what they do and their impact.
- Give a round of applause at events. Make sure to recognize some specific people.
- Celebrate anniversaries of their service. Don’t just do 5 years, 10 years. Do a one year and call out volunteers and highlight personal impact stories.
- Send surprise “just because” cards. Pick a volunteer randomly once or twice a week (keep track). 2 minutes of your time.
- Share positive quotes with a note of thanks. Carry the above one step further, those quotes are meaningful.
- Recognize birthdays with a card. Capture that information (just day and month not year) when you onboard them.
- Tag them in thank-you posts online (with permission). Take it one step further and find out which channels they frequent the most.
- Nominate them for community awards. In New Hampshire for example, we have state volunteer awards (Volunteer NH). Most states and even nationally have recognition that you can nominate those who give “more”.
- Post “volunteer of the week” on internal bulletin boards. (If you have a brick and mortar space)
- List your volunteers (with permission) in your annual report. (The more places your volunteers are recognized the better, online, offline and verbally)
The next post will focus on Comfort & Hospitality and Meaningful Gestures, followed by a post on Fun and Celebration, and last but not least Gifts & Tokens and Volunteer Recognition Don’ts.
by Heather T. | Jun 19, 2025 | Nonprofits, Observations, Operations
I am on several non-profit boards and over the years, through my business and as a small business mentor, have worked with many non-profit boards.
These are the interview questions and checklist I use when vetting new potential board members. Please feel free to copy and customize to suit if you find it useful.
Checklist for Vetting/Interviewing New Non-Profit Board Members
Interviewers:
Date:
Initial Screening
Application/Resume Review:
☐ Confirm the receipt of application or resume.
☐ Check for relevant experience and skills.
☐ Review LinkedIn and other public social media platforms for relevance.
List links found:
Alignment with Mission:
☐ Assess the candidate’s passion and commitment to the organization’s mission.
Very Passionate Passionate Indifferent Not Significantly Interested
Availability:
☐ Confirm the candidate’s availability for meetings and commitment to board responsibilities.
List Dates Discussed and Agreed on:
Notes:
Secondary Screening/Interview
Qualifications and Experience
Professional Experience:
☐ Review the candidate’s professional background for relevant experience (e.g., finance, legal, marketing, fundraising).
Non-Profit Experience:
☐ Check for previous experience with non-profit organizations or boards.
List experience:
Skills and Expertise:
☐ Identify specific skills the candidate brings (e.g., strategic planning, governance, community outreach).
List attributes:
Notes:
Personal Attributes
Leadership Qualities:
☐ Evaluate the candidate’s leadership and teamwork abilities.
List attributes:
Ethical Standards:
☐ Assess the candidate’s integrity and ethical standards.
List attributes:
Communication Skills:
☐ Check for effective verbal and written communication skills.
Cultural Fit:
☐ Determine if the candidate’s values align with the organizational culture.
Yes No Unsure
Notes:
Commitment and Availability
Time Commitment:
☐ Confirm (again) the candidate can commit the necessary time for board meetings, committees, and events.
Long-Term Engagement:
☐ Assess the candidate’s willingness for long-term involvement.
Notes:
Financial and Legal Responsibility (for treasurer/secretary roles)
Financial Literacy:
☐ Ensure the candidate understands financial statements and budgeting (particularly for Treasurer candidates).
Legal Awareness:
☐ Verify the candidate’s knowledge of non-profit governance and legal responsibilities.
Very Aware Somewhat Aware Needs Some Training Needs Significant Training
Notes:
Conflict of Interest
Potential Conflicts:
☐ Identify any potential conflicts of interest with the candidate’s professional or personal life.
List if found:
Disclosure Agreement:
☐ Ensure the candidate is willing to sign a conflict of interest disclosure agreement.
Notes:
References and Background Checks
Professional Non-Profit References:
☐ Collect and verify professional references.
List references:
Sample questions to ask references:
- How do you know “name”, and in what capacity have you worked together?
- How long have you known them, and how closely did you work together?
- Did “name” serve on your board or another committee? If so, what was their role or roles?
- How would you describe their level of participation and reliability in meetings or projects?
- Was “name” involved in fundraising, advocacy, or donor relations? How did they perform?
- How did “name” interact with fellow board members, staff, or volunteers?
- Did they handle conflict or differing opinions constructively? Can you give an example?
- Would you say “name” demonstrated high ethical standards and followed through on commitments?
- Were there any concerns or challenges you observed during their time with your organization?
- Would you recommend this person for a nonprofit board role? Why or why not?
- Is there anything else we should know about “name” that would help us make an informed decision?
- If there was an opportunity to have them back on your board in some capacity would you want them back?
Background Check:
☐ Conduct a criminal background check if necessary.
Notes:
Interview Process
Interview Preparation:
☐ Prepare a list of interview questions focused on experience, skills, commitment, and values.
Nonprofit Board Member Interview Questions (customize to suit)
Personal Information
Name:
Address:
Phone Number:
Email Address:
Background and Motivation
- Why are you interested in joining the board of our nonprofit?
- What do you know about our organization and its mission?
- What motivates you to contribute your time and expertise to our cause?
- Have you had any previous involvement with our organization? If so, please describe.
Skills and Experience
- Please provide an overview of your professional background and current occupation.
- Do you have any prior experience serving on a non-profit board? If yes, please provide details (e.g., organization name, role, duration).
- What specific skills or expertise do you bring to our board? (e.g., fundraising, finance, marketing, legal, strategic planning)
- Can you provide examples of how you have used these skills in a nonprofit or volunteer setting?
Commitment and Expectations
- Board members are expected to attend regular meetings and actively participate in committee work. Are you able to commit to this level of involvement?
- How much time per month can you realistically dedicate to board activities?
- What are your expectations from the organization and fellow board members in terms of support and collaboration?
Fundraising and Advocacy
- Fundraising is a critical aspect of board responsibilities. Are you comfortable with and experienced in fundraising activities?
- Can you share any successful fundraising experiences you have been involved in?
- How would you leverage your network to support our nonprofit’s fundraising goals?
Strategic Vision and Leadership
- How do you see the nonprofit landscape changing in the next 5-10 years, and how should our organization adapt?
- What ideas do you have for improving our organization’s impact and outreach?
- How do you handle conflict or differing opinions in a group setting?
References: Please provide contact information for at least two professional references who can speak to your qualifications and experience.
Interview Panel:
☐ Assemble an interview panel of current board members and/or executive staff.
Interview Evaluation:
☐ Use a standardized evaluation form to rate the candidate’s responses and overall suitability.
Notes:
Final Decision
Board Approval:
☐ Present the candidate to the full board for approval.
Official Invitation:
☐ Send an official invitation to join the board upon approval.
Onboarding Plan:
☐ Prepare an onboarding plan including orientation and introduction to the board and organization.
Sample Evaluation Form for Interviews
| Criteria |
Excellent |
Good |
Fair |
Poor |
|
| Professional Experience |
☐ |
☐ |
☐ |
☐ |
|
| Non-Profit Experience |
☐ |
☐ |
☐ |
☐ |
|
| Skills and Expertise |
☐ |
☐ |
☐ |
☐ |
|
| Leadership Qualities |
☐ |
☐ |
☐ |
☐ |
|
| Ethical Standards |
☐ |
☐ |
☐ |
☐ |
|
| Communication Skills |
☐ |
☐ |
☐ |
☐ |
|
| Cultural Fit |
☐ |
☐ |
☐ |
☐ |
|
| Time Commitment |
☐ |
☐ |
☐ |
☐ |
|
| Potential Conflicts |
☐ |
☐ |
☐ |
☐ |
|
Notes: (Anything rated fair or poor make sure it’s documented, this will be helpful down the road when doing a board S.W.O.T. analysis) A good board member does not have to check every tick box for good or excellent to contribute to the organization.
by Heather T. | May 15, 2025 | Books, Business, Marketing, Observations, Operations, restaurants
Larger Version at the Bottom
Times are tough, that’s nothing new for the restaurant business. I hear that quite a bit from business owners. I don’t want to discount; I don’t want to give away incentives. Margins are thin….etc.
For some businesses I would agree, if it’s what I call a “one and done”. An example might be a hardware store gives away a coupon. The recipient of the coupon waits until they need something to go to the hardware store, they may buy a few things or maybe only one thing that they use the coupon on, and “maybe” have an impulse buy. The hardware store isn’t really getting “more” out of them, other than the customer went to their hardware store, instead of the competitors and they had to lose a little of their profit margin to get them in the door.
Trying to upsell in a hardware store is doable, of course, but all I can think of is a hardware store employee, “Sir, I know you are buying this cordless drill only so you can fix your deck railing, but have you considered this beautiful set of 150 drill bits and perhaps an extra battery as well?”
Restaurants and most other eateries can use discounts and incentives to leverage MORE sales.
If you offer someone a free or deeply discounted appetizer or dessert for example, statistically most diners don’t like to dine alone, there are exceptions of course, but even for single diners, most people won’t go to a place “just” for an appetizer or “just” for the dessert.
If a couple comes in and takes advantage of the free appetizer, it’s not a lot of food (for them) even if they split it, and you still have them in the door to order at least a couple of entrees, possibly another appetizer, maybe some desserts and drinks. Once you have gotten them in the door, that’s also the time to have your staff and management trained to step in and upsell for some additional revenue.
Example: Succulent Smoked Shrimp & Grilled Corn Fritters with Spicy Remoulade.
The manager who is assisting with waiting tables, “Oh, you are ordering the shrimp and corn fritters, I LOVE those, I get those with my girlfriend when we come in on my day off. She swears the Kung Fu Girl Riesling is the BEST with it. I was skeptical because I’m not really a sweeter white fan but the remoulade is a little zippy and it helps balance the spice. She orders it every time we come in and now I’m a big fan!”
Double whammy here for marketing. Yes this example is a little over the top and a little wordy if vocalized, but an example of the upsell, in that the manager says A. he loves the food (he’s a fan) and B. he loves the place so much he will come back on his day off (employee loyalty).
Currently, Kung Fu Girl Riesling runs about $12 retail and less wholesale. Even based on the retail price, if you serve one 5 oz. glass of wine at $5.00 (cheap right?) and the wine is $2.40 your cost per glass, plus tack on a percentage for labor and overhead, you are still making at least a 50% profit margin. And that’s based again on retail pricing.
Even if you upped this to a 6 oz of wine, with wholesale costs, you are still making a hefty profit on this. That’s if you sell it by the glass which is the way to really make money on wine. I worked with an extremely good waiter named Karl many years ago who would use this type of upsell to increase the check average (and his tips). Personal buy-in plus personal endorsement equals sales.
This has always been my personal pet peeve with restaurants, and it’s also a pet peeve of many diners, who refuse to pay for a bottle of wine or by the glass that’s more than double retail prices, and up to four times retail in some places.
Give generous pours at affordable prices and people will order more. Having a great (but inexpensive and unknown) house wine is another way to increase profits, years ago when I was the Chef at a resort in Vermont, I did the wine ordering too, because I liked to do pairings and our front of house manager didn’t know much about wine. The “house” cabernet which was from a small vineyard on the Western Cape of South Africa cost me wholesale $3.50 a bottle. There was no brand name recognition for the wine, so no preconceived thoughts about price, but I had a nice writeup about it on the wine menu so people could get some insight into what kind of wine it was and what it paired well with. We got four pours from the bottle at $4.50 a glass. One dollar profit on one glass ordered (and paid for itself) and 3 additional glasses pure profit minus a small percentage for labor and overhead tacked on, still a hefty money maker.
If you want to make money on full bottles, drop the price to something realistic. Believe me, you will sell a LOT more wine, having done this for years in restaurants. Higher price points mean lower margins when it boils down to it. If you sell 3 bottles a month marked up triple your costs, you will sell less wine.
One of the methods I have used prior is to add on approximately 6 dollars to the average retail price, especially on the name brand recognized affordable wines, to keep the menu price point under $20. You are still making a profit on the $6, including the wholesale discounted price and the labor is the bartender taking 1 minute to open the cork and pour, and a small percentage for general overhead.
You can also add a few dollar corkage fee if you want to bring the “illusion” of costs down even more. $12 of drinkable but inexpensive wine (retail), it’s $16 for the bottle on your menu, plus a $2 corkage fee.
If you train your staff on wine and other beverage pairings and make them able to give suggestions, it not only increases your margins but increases staff knowledge. Pairing wine and beer on the menu itself is also a proven way to increase revenue.
If you or your staff is not well up on wine knowledge, at the moment, ChatGPT can come up with a great list of wines and beers to pair with your menu. I would spot check all of those as in testing as it came up with a couple of “fictional” wines when doing a bunch of testing, but knowing quite a bit about wine and food pairings myself, I’d say it does a more than better-than-average job. Put your menu into ChatGPT or other AI of choice and some specifics, Pair with wines under X dollars and the menu item and any other parameters you want to put in, i.e. Spanish wines only.
Having pairing suggestions on your menu, both alcoholic and non-alcoholic, makes it easy for people to decide and also for those that are afraid or just don’t feel comfortable asking for recommendations.
Tying these into a discount or promotion is carrying it one step further.
Get our fan favorite: Smoked Shrimp & Grilled Corn Fritters and get two dollars off our Iced Lemongrass-Mint Green Tea. Tea is a high profit margin item that costs less than $.50 even with some extra ingredients, selling it at $4.00, even with a dollar off is still a very good “extra” profit item. Most other beverage items, even with a discount, are still money makers.
A few examples, and giving some examples of different ways to describe the menu item as well as the beverage descriptions.
Vegetarian Small Plates + Pairings
Crispy Oven Roasted Artichoke Hearts with Zesty Lime and Rosemary Vegetarian Aioli
For one person: $7.50 For two: $14.50
Pairing Suggestions:
White: Oyster Bay Sauvignon Blanc (NZ)
Aromatic tropical fruits and bright citrus notes, with a refreshingly zesty finish. Recently awarded 90 points by James Suckling.
6 oz. Glass: $5.50 Bottle: $16.50 (Retail average is $10, wholesale would be less).
Red: Georges Duboeuf Beaujolais-Villages
Light-bodied, bright cherry and raspberry fruit, hints of violet and earth. Crisp acidity and low tannins make it food-friendly.
6 oz. Glass: $6.50 Bottle: $19.50
Beer: Bell’s Light Hearted Ale
Light Hearted is aromatic, balanced, and incredibly easy-drinking. This Lo-Cal IPA has only 110 calories, yet all the Heart. Centennial and Galaxy hops result in citrus and pine aromas, while a variety of specialty malts help give Light Hearted its body and flavor.
$4.50
Traditional Cocktails
Gin Gimlet with a Rosemary Twist
Lemon-Basil Vodka Fizz
Non-Alcoholic
House Made Cucumber-Lime Sparkling Water with a Rosemary Sprig
House Made & Herb Shrub
Iced Green Tea with Lemon
Grilled Aji Amarillo Pepper** and Sweet Basil Marinated Halloumi Skewers with Grilled Figs and a Drizzle of Honey Balsamic. **Aji Amarillo Peppers are a spicy South American chili pepper with vibrant orange-yellow skin and fruity flavor. On a scale of spicy peppers from 1-4, Amarillos are about a 3, the Halloumi cheese balances the spiciness of the peppers and brings it down a notch.
Pairing Suggestions:
White: Santo Wines Assyrtiko
Assyrtiko, a Greek white wine, is known for its high acidity and mineral notes. These characteristics complement the salty halloumi and cut through the richness, while the wine’s citrus undertones harmonize with the sweet basil and balance the Aji Amarillo’s heat.
Red: Domaine du Pélican Arbois Poulsard
A light-bodied, naturally bright red from the Jura region of France. It shows delicate red berries, subtle earthiness, and a whisper of spice. Tannins are soft, and the wine finishes with refreshing acidity and a touch of minerality. Earthy undertones match the grilled figs and basil, while the light body complements the dish’s delicate balance of sweet, smoky, and herbal notes.
Beer: Weihenstephaner Hefeweissbier
This German wheat beer offers a smooth, creamy texture with notes of banana and clove. Its subtle sweetness and effervescence provide a refreshing counterpoint to the spicy Aji Amarillo and the savory halloumi, while the beer’s body stands up to the dish’s bold flavors.
Traditional Cocktails
Whiskey Sour
Classic Mojito
Not So Traditional Cocktails
Basil Whiskey Smash
Housemade Honey Balsamic Old Fashioned (balsamic reduction in place of simple syrup with a dash of honey and orange bitter)
Non-Alcoholic
Iced Hibiscus Tea with Orange Peel
Pomegranate Spritzer
Housemade Ginger-Turmeric Tonic (unsweetened)
Smoked Shrimp & Grilled Corn Fritters with Fresh Mint and Ginger Remoulade
Succulent house smoked shrimp and fresh grilled corn fritters, with a side of our famous mint and ginger remoulade. Our fritters are light and airy yet delight your tastebuds with the earthy smokiness of locally caught shrimp and local Shell Island Farm organic corn.
Pairing Suggestions:
White: Dr. Loosen Blue Slate Riesling Kabinett
This Riesling offers bright acidity and subtle sweetness, which balance the smokiness of the shrimp and the heat from the ginger. Its citrus and mineral notes complement the corn fritters and mint in the remoulade.
Red: Cleto Chiarli Lambrusco di Sorbara
Light, fizzy, and dry with red berry flavors (think raspberry and cherry), floral notes, and mouth-cleansing acidity. The slight fizziness of this red helps balance the richness of the fritters and mild acidity complements the ginger.
Beer: Saison Dupont
Saison Dupont is a Belgian farmhouse ale known for its effervescence and peppery, citrusy flavors. These flavors cut through the richness of the fritters and enhance the herbal notes of the mint-ginger remoulade.
Traditional Cocktails
Moscow Mule
Daiquiri (Traditional, not frozen)
Not So Traditional Cocktails
Ginger-Lemongrass Rickey
Charred Corn Old Fashioned
Non-Alcoholic
Iced Lemongrass-Mint Green Tea
Shrub Spritz (Ginger-Mint Shrub + Sparkling Wine or Soda)
Savory Tomato-Ginger Tonic
Crispy Polenta with Roasted Beet Bites with Smoked Tomato and Lavender Jam
Pairing Suggestions:
Red: Gnarly Head Pinot Noir
This California Pinot Noir is bold for the varietal, with ripe cherry and raspberry flavors at the forefront. Underneath is a thread of vanilla and toasted oak. Medium-bodied with a silky texture and soft tannins, it finishes with a touch of sweet spice. The wine’s ripe red fruit plays well with the smoked tomato-lavender jam, echoing the jam’s sweetness and contrasting the smoke with bright acidity.
White: Geyser Peak Sauvignon Blanc
A vibrant, zesty white with high-toned aromatics: lime, gooseberry, and freshly cut grass. It’s lean and dry with a bright acidity and a mineral edge, finishing with crisp green apple and citrus zest notes. The wine’s lime and green apple notes offer a clean, tart contrast to the sweetness of the roasted beets and the smoky tomato-lavender jam,
Goose Island Sofie (Saison/Farmhouse Ale)
A Belgian-style saison aged in wine barrels with orange peel. It pours golden with a creamy head. Aromas include white pepper, orange zest, and a hint of vanilla. The taste is tart, citrusy, and subtly spicy, with a champagne-like effervescence and a dry finish. Sofie’s flavors of orange peel and white pepper brighten the earthy sweetness of the roasted beets and contrast nicely with the smoked tomato jam.
Traditional Cocktails
Negroni
Americano
Not So Traditional Cocktails
Lavender-Basil Gimlet
Smoked Tomato Bloody Mary (w/ Lavender Salt Rim)
Non-Alcoholic
Lavender-Lime Soda
Chilled Spiced Carrot Juice
Sparkling Apple-Celery Tonic
A marketing piece like this can be used for mailers, in house promotions (put it on a tent card or menu holder) encourages guests to buy prior to ordering while dining, and as social media posts. “Mention this ad and get…..”
This is a sample chapter for my upcoming book on Guerrilla Marketing, releasing mid-summer 2025. The book will be focusing on over 100 Guerrilla Marketing ideas with examples, as well as a few chapters like the above. I have a favor to ask, if you catch a typo please send me a wave and let me know, snarky comments are appreciated if they are well meant and funny, even running text through two very good grammar editors doesn’t always catch things and my book editor has not yet had a crack at this. 🙂
by Heather T. | Apr 28, 2025 | Business, Marketing, Observations, Operations, Social Media
A common complaint I get from clients, both personal, and business mentoring clients, is that they rarely have enough time to take lots of photos for marketing use. Here is an easy solution if you are running into that problem.
You can break most photos into at least three or four separate photos, and often many more, depending on the number of elements and objects. With the excellent photo capability of many of today’s cell phone cameras, clear auto-focused high resolution photos are very easy to get.
This is a simple thing you can do using your cell phone (or other source) photos and Canva.com. If you don’t have a Canva account yet, just start with the free version and many times for both personal and business use, that may be all you end up needing.
Step One is to create a base size for your image. It could be inches or pixels. It can be square, rectangular, vertical or horizontal. Use the image size and image format to best suit whatever project, whether it be digital marketing or print that you might need it for.
Step Two is to upload your photo (or other image, could be a graphic) to Canva.
Step Three is to insert your photo into your created image size.
Step Four is resize, zoom in, zoom out, move around the screen or flip.
Step Five is to see how many additional images you can create with one photo or graphic.
Here are a couple of examples of using one image and creating multiple images from one. I’m a big believer in keeping it easy peasy and this helps save time and extend any images you might have for marketing while keeping costs down. And these are AI generated purely to use for examples.
by Heather T. | Mar 11, 2025 | Business, Business Location, Observations, Operations
In Chapter 13 of my location assessment book I talk about foot traffic. I’d like to dive in a little bit more on foot traffic and using hair salons is a perfect example of this. If you are in a more rural area, your traffic is primarily going to be dependent on people making appointments and driving anywhere from a short distance to a long distance away rather than foot traffic. In this case how (website, social media, print ads, online ads, networking, etc.) and where you advertise (where is the competition advertising?) as well as making sure your pricing is in line with area competitors is going to be key.
If you are in a more urban area and even more densely populated one like New York City you’re going to have different types of foot traffic. I am going to include some types of public transportation as foot traffic because unless you have a subway or bus stop right in front of your salon, there is still typically some walking. There are walkers that are passersby, typically a very small percentage that are going to be impulse walk-ins, although a barber shop may have a higher percentage, and clients who walk from their homes or businesses.
For example, you might have someone that lives within two to five blocks of your salon walk to it, or they might take a bus, subway or elevated train depending on where you are. Your clients with a more disposable income might be coming from a similar distance away but they may prefer to take a cab or have a driver drive them.
Your clientele might be primarily men, or primarily women or could be a mix, or families. Are they clients that are looking for a quick serve in and out for a 20 minute wash, cut and blow dry, or is it a two hour experience? Is your clientele single professional people with more money to spend on an appointment? Are you close to residential neighborhoods and if you are, what types of neighborhoods are they? Are you more in the heart of a financial, business or shopping district? And again, who are the types of people that might come and either work in the area or shop in the area? How much time do they have on their hands and importantly when? Lunchtime? Prior to work? After work? It might be a combination of some or all of those, but it’s important to think about how they will come to you if you’re in a city or more urban area that may not have a lot of parking or limited parking.
Doing this assessment before opening a location can help dictate what hours you are going to be open and what you offer. If you are catering specifically to families with kids, with kids in addition to parents being clientele, evenings and weekends will typically be busier except during school breaks and the summer months, so plan accordingly.
What services do you think they’re willing to pay for, as well as what are the competitors offering, plus what are the competitors charging? And I say “think” for a reason. Do your research first, ask questions of residents and do the competition stalking because if you just assume that moving into a salon that offers services to a demographic that doesn’t want, can’t pay for, or does not have time to take advantage of, turns the word assume into any of your choice of applicable acronyms.
- Avoiding Serious Study Undermines Market Entry
- A Strategy Sorely Underestimated Means Exit
- Analysis Shortcuts Sink Unprepared Market Entrants
- A Stupid Strategy Usually Means Exit
- A Startup Stumbles Unless Market Examined
- Avoiding Smart Steps Undermines Money & Effort
- A Strategy Sans Understanding Means Exiting
- Avoiding Study Secures Unnecessary Mistakes & Errors
Three additional things to think about when opening a salon, whether you are building from scratch, revamping an existing space (occupied formerly by another type of business) or taking over an open (or recently closed but existing salon).
Just because an existing salon has been operating in the space doesn’t mean you don’t still need to evaluate these things. If a space offers four salon chairs and you plan to add two additional chairs into the space, you will need to find out whether you will have the plumbing capacity to handle additional high-water usage and have proper drainage. A new or renovated space needs to have sufficient plumbing to handle multiple shampoo stations. Most standard retail spaces often lack the proper pipe capacity, hot water heating capability and may have potential drainage issues.
Another consideration is ensuring the space has proper ventilation for the strong chemicals and styling sprays used commonly by salons. Having sufficient HVAC capacity is critical to prevent fumes from building up.
The third consideration is that the electrical system must be able to support multiple high-wattage appliances running simultaneously. I spoke with a business owner last year who renovated an existing space that was formerly a retail store (not an existing salon), and had to spend over 25K to upgrade the current electrical system between upgrading the existing electrical panel, new wiring and dedicated circuits and labor costs. So it’s worth evaluating (and getting several cost estimates) if you are renovating or expanding a place you are renting or planning on purchasing beforehand.
Action items:
Who is the competition?
What is their pricing?
What do they offer?
Where and how do they advertise? (Offline and Online)
Can the area of region support another salon/hair stylist? Or is there already market saturation?
Who specifically is your target market(s)?
What services are they looking for? (don’t assume: ask, research, poll, do surveys)
Does the location have adequate water and drainage?
Are the HVAC needs adequate for the space?
Is there adequate electrical capability for the space?
For additional touchpoints and topics on evaluating a space for your salon, please check out Finding a Location for Your Brick and Mortar Business
by Heather T. | Mar 6, 2025 | Blog, Business, Observations, Operations
Times are tough right now for many businesses. When they say, “May you live in interesting times”. It’s unfortunately not a blessing of future wellbeing. I know many businesses, no matter who you voted for, are feeling the pinch of not being able to find staff, costs rising on things outside of anyone’s control, like a bad coffee bean harvest, for example, and other challenges.
As a small business owner myself, I try to give back to the community as much as I can, but it seems like sometimes it’s just not enough, and I’ve talked to many other business owners who have felt and feel similar.
None of these suggestions are anything new or earth shaking, but I thought it might be helpful to condense some ways a business owner might further contribute to their local communities if you feel like there are things going on that you have no control over and feeling “stuck” or unmotivated. And maybe you need to do “more”.
Taking part or getting involved more on a local level is something as small businesses IMO we should do anyway, but sometimes we don’t have the time, the motivation, or the incentive. These cost little to no money and can bring back to a business marketing and branding exposure, plus the knowledge that you are contributing to your local community, and sometimes that comes back to you in spades in terms of knowing you helped others. As a small business mentor, it’s one of the most rewarding things I have ever done in my life and it helps keep me going.
- Use social media, emails, or posters to share local help like food banks or mental health services.
- Give advice related to your field, like job tips or budgeting help (or other expertise).
- Be a volunteer small business mentor. SCORE.org, MicroMentor, CWE
- Volunteer in the community. Habitat for Humanity, Red Cross etc.
- Promote other small businesses and non-profits in your area.
- Let local artists or service providers use your space.
- Host free classes or networking events.
- Offer a quiet space with Wi-Fi for students or remote workers.
- Set up a donation box for food, clothes, or supplies.
- Set aside a portion of new income to donate to food pantries or for people with food insecurities or other needs.
- Organize volunteer events for employees and customers.
- Offer “pay-what-you-can” pricing for key items or services.
- Allow flexible payment plans for struggling customers.
- Recognize local heroes like teachers and healthcare workers.
- Plan small community events, in person and online.
- Give free resume reviews or career coaching.
- Connect job seekers with opportunities through your network.
- Provide free consultations in your area of expertise.
- Teach free or low cost classes on business, budgeting, or job skills (or other expertise).
- Let nonprofits or local groups use your space for free.
- Set up a bulletin board for local resources.
- Allow customers to prepay for items or services for those in need.
- Offer small rewards for donating to local causes.
- Use social media to highlight fundraisers and community needs.
- Share inspiring local stories to boost morale.
- Offer internships or job training for students.
- Sponsor school programs or small scholarships.
- Give workers paid time to volunteer.
- Match donations employees make to charities.
- Donate leftover goods instead of throwing them away.
- Reward customers who recycle or support sustainability.
- Offer stress-relief activities like mindfulness or support groups.
- Share resources for mental health support.
- Partner with local nonprofits.
- Create a neighborhood help board or digital forum.
- Start a community garden in unused spaces.
- Host/teach free cooking classes for those with food insecurities or ones that need help with nutrition and meal planning.
- Start a POD (Print on Demand Business) and donate a good portion of profits to local non-profits, food banks/charities etc. POD businesses are free or low cost to start up.
- Volunteer to be on a local non-profit board of directors.
