BOA accounts for only half of Zonaâs
advisory board activity. He attends a second bimonthly meeting as the
only salon on an advisory board composed of local business owners.
These meetings are run by paid facilitators and outside experts
financed by annual board membership dues of $7,000. Although itâs not
the purpose of an outside board to trade services, Zona says that
membership does offer him access to valuable resources. âIâve tapped
into legal advice from the law firm and financial advice on two
different levels,â he reports. âBut I donât want these relationships to
become so familiar that we stop being blunt with each other.â
ten salon and spa locations, a school, a product line and annual
receipts totaling nearly $20 million, Eveline Charles has few peers
among her fellow Canadian salon/spa owners but feels itâs essential to
solicit feedback from a panel of knowledgeable business owners. To fill
this need, Charles pays three local businesspeople from other
industries to attend a full-day quarterly meeting focused only on the
Eveline Charles business. The three provide insight after Charles and
her four-member executive board deliver a report on the quarterâs
budget figures, strategic plan progress and new developments.
timing of this year-old advisory board is no accident; Charles hopes to
enter semi-retirement in the not-too-distant future. She assembled the
advisory board and executive team with the intention that the two
bodies would work together and continue to grow the business without
her daily attention. She plans to add up to three more advisory board
members before she leaves.
âThey serve as my sounding board,â
says Charles, who met her board members when she participated in a
business networking group. âA true board of directors makes the calls
on the company, but this is not a publicly traded company. These
advisory board members simply bring clarity. Iâve chosen people who are
able to understand my industry and help me get through the hurdles I
experience. We present our positives but also our weaknesses, and we
ask for suggestions. After hearing every memberâs input, our direction
Charles cites two currently pending decisions
regarding the next level of growth that her board is helping her to
weigh: Should she franchise salons or sell 50/50 partnerships, and
should the company make its beauty products available to other salons?
Strategy of the Game
Mitchusson, owner of The Face and The Body Spa in St. Louis, discovered
an instant outside-the-industry advisory board when she joined her
local chapter of the Women Presidentsâ Organization (WPO). Open to
women owners of businesses with revenues of $2 million or more, the
chapter holds three-hour monthly meetings for its 15 members to present
case studies in a specific format, followed by a question-and-answer
âWe go around the room, and everyone can offer
suggestions for handling the issue,â explains Mitchusson, who estimates
that roughly once a year sheâs the case study presenter. âThe advice
must come from personal experience of having dealt with the problem; we
do not simply offer opinions. Often you get your answer just by
carefully outlining the problem.â Like other outside boards, the WPO
chapter requires members to sign a confidentiality agreement, and
Mitchusson represents the only spa business.
âWe have an
attorney, a CPA, an owner of an interior design company, a computer
programmer, a banker,â says Mitchusson. âItâs very diverse.â
too, plans to develop an outside-the-industry board with her bank
president and other business-savvy locals to supplement the counsel she
receives from BOA. âI expect the outside board to be visionary and
focus on the economy,â she notes.
Although Mitchusson observes
that being detached from your industry and your business gives outside
boards an advantage in objectivity, she also feels the need for
industry-centered discussion (see box). âMy WPO group may offer advice
in customer service or marketing that has nothing to do with our
industry,â she notes.
Benchmarks and nuances are more meaningful
within an industry-specific board, agrees Zona. âIf my rent is at 7
percent, my industry board tells me how that compares with other
salons,â he says. âAnd when these really smart people who have been
very successful in my industry are nodding as Iâm talking about my
business, I know that Iâm on the right track.â
Even salons that are corporations and, therefore have legal obligations to establish a board of directors, tend to keep the boards informal and invite only owners to join. This was the case with Neill Corporation, until its current president, Edwin Neill III expanded and formalized the board of the multifaceted company, which includes an Aveda distributorship, Paris Parker Salons, Neill Quality College and SalonBiz and SpaBiz software.
An attorney with an MBA degree, Neill invited three outsidersâthe president of a Neill Corp. affiliate, the CEO from another industryâs distribution company and a professor from a nearby universityâto complement his four-person management team as additional directors.
At formal board of directors meetings, decisions are made through binding votes, and someone is in charge of taking minutes for the meeting. Prior to the meeting, each director receives a âboard bookâ listing the agenda items and previewing the discussion points.
Generally, Neillâs four- to six-hour meeting, conducted by the president, is comprised of:
- The Presidentâs Report, detailing the ongoing operations of the business and making the board aware of any unusual developments, such as litigation and new business opportunities.
- Questioning, during which the outside directors have an opportunity to explore any gaps in logic or discrepancies with numbers.
- New Business, which can range from exploring compensation plan options to asking for advice about negotiating a lease to selecting the site of the next salon location.
- Future Outlook, a forecast of the coming monthsâ P&L (profit and loss) picture.
- Executive Session, which, when necessary, allows the president to meet with just the outside directors for guidance concerning a personnel, sensitive or confidential issue.
Cost involves the time the inside team spends on preparing the reports as well as per-meeting compensation for the outside directors. However, Neill says itâs not necessary to meet more than twice a year or, at most, quarterly if thereâs some fast-changing activity. He sees a board of directors in the salon industry as operating no differently from any other industryâs boards.
âWhen you bring in $10 million a year, you act like other businesses that bring in that kind of figure,â Neill maintains. âAnd those companies rely on advice to analyze where their business is currently and how to grow and move forward. While a lot of what we do on the people side of our business departs from other industries, thereâs nothing that would change the way our boards of directors work. In addition, good directors know that every business has individual pieces, and often itâs the very aspects that distinguish them from competitors that drive their success.â
Much like advisory board members, Neillâs directors are most helpful when theyâre being tough. âYour outside directors may grill you on your numbers until theyâre confident that what youâre saying makes sense,â says Neill. âThatâs critical, and itâs why itâs important to include on the board not only people whose paychecks you sign. In fact, even preparing the report is valuable in anticipation of those questions.â
Minority shareholders are generally invited to the board meetings, although the typical salon operation has few if any minority shareholders, Neill sees that changing. âI know of a couple of salon groups now being run by the second generation,â Neill observes. âThose companies have multiple shareholders. The corporate life cycle of a salon used to coincide with the life cycle of the founder, but today the industry is evolving to include more multi-generational companies. Do we need to act like other industries now that weâve grown up? Yes, and a board of directors is a big part of that.â