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Appointments, staff-wise service billing, commission calculation, packages and product retail — one system for the chair and the counter.
A salon sells time, not stock. The capacity you have is a number of chairs multiplied by working hours, and revenue depends on how much of that is booked, by whom, and whether the customer shows up. So the appointment book is the system, and billing hangs off it.
The second half is staff. Most salons pay a commission on services performed, and calculating that from a day book at month end is slow and disputed. If every service line records who performed it, commission becomes a report.
Per-staff calendar with service durations, walk-in queue and reminder messages to cut no-shows.
Every service line records who performed it, which is what makes commission calculable.
Rules per staff member and service type, with a monthly statement each stylist can check.
Prepaid session or value balances that deduct as used, with outstanding liability visible.
Retail products billed alongside services with real stock control and margin reporting.
Chair and hourly utilisation, revenue per staff member, service mix and repeat rate.
Booking, service delivery, payment and commission are one chain rather than four records.
Prepaid packages are cash today and a liability tomorrow, and most salons lose track of what has actually been redeemed. Here a package is a balance of sessions or value that deducts as it is used, with the outstanding liability visible so you know how much of your bank balance is already owed in service.
The reports that change a salon's economics are utilisation by chair and by hour, revenue per staff member, service mix, and repeat rate. Together they tell you which slots to promote, which services to push, and whether growth is coming from new customers or from the same regulars returning.
Straight answers, including the ones that rule us out.
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