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DOP DOP INC. BUSINESS PLAN Page 1
170 Mercer Street New York, NY 10012
EXECUTIVE SUMMARY
Dop Dop, Inc. is a “medium- scale” single-site hair salon located on a high traffic block in New
York’s fashionable Soho area. The salon was opened November, 1996, and was immediately
profitable on an operating basis (pre-financial charges). It has steadily grown revenues and
operating cash flow since its opening. The salon rents 4,000 square feet of split- level (street
level and basement level) space on a ten- year lease, which was converted from a former dance
studio into an airy, well- lit and open space with dramatic interior design. The décor of the
salon emphasizes the artistic theme of the surrounding Soho neighborhood of galleries, graphic
design companies and shopping boutiques. The high two level walls have hand-painted
treatments and dramatic lighting that display an ever-changing collection of art works from
artists around the neighborhood. Regular “gallery openings” at the salon, in which local artists
introduce their art at Dop Dop provide occasions for introduction of the artist as well as raise
awareness in the neighborhood of the salon itself and often involve joint marketing programs.
For example, at one such opening, Absolute Vodka sponsored the bar and cross-referenced
invitee lists with Dop Dop and the artist.
Dop Dop competes on the basis of recruiting and retaining experienced hair stylists with an
existing and transferable clientele. Approximately 90% of new business is referral and existing
clientele of new employees. Approximately 10% of new business is walk- in traffic. The
number of hair stylists on the payroll has grown from eight at the salon’s opening to 12 today.
Dop Dop management believes that the keys to attracting and retaining high-producing stylists
is providing a collegial and energetic atmosphere in which the stylist can develop their skill-set
to better serve their clients and encourage referral business. Because Dop Dop’s business plan
places greater emphasis on the development of the stylist, including the stylist’s own marketing
skills, it does not spend heavily on general marketing, publicity and advertising. By creating a
“creative workshop” approach to the salon, Dop Dop has become a magnet for high-producing,
experienced stylists with a well-established and growing client base, as well as inexperienced
but highly promising assistants training to take on full stylist responsibilities. The current
owner/operators, Ms. Jo Blackwell and Mr. Antony Sabatier are internationally known
personalities in the salon industry, particularly with respect to hair coloring. The owners are
frequent presenters and speakers at industry conferences around the country, and travel
internationally to teach in salon exchange programs.
The economics of a salon of this type can be very attractive since fixed costs are minimal, and
average tickets in the area are high. In addition, Dop Dop places an emphasis on coloring,
which is an especially high- margin product. In the third quarter of this year, the average ticket
was $94.00 per customer. The gross margin per customer was $44.00 during the quarter (less
stylist compensation and direct materials). Customers per week averaged 188 during this
period. Fixed costs per week during this period (including rent, utilities and salaried staff was
$3,230.00. Stylists are paid on a straight commission, generally 50%/50% with the salon,
which is the industry standard. The initial build-out of the store cost was $342,000, which the
owners believe, was a very attractive cost, and resulted from a special relationship be tween one
of the investors and a general construction contractor.
DOP DOP INC. BUSINESS PLAN Page 2
170 Mercer Street New York, NY 10012
It is projected that 10,000 customers will visit the salon in 1999. Projected visits for the years
2000 and 2001 will increase 4.5%and 6.5% to 10,450 and 11,130 respectively. The average
price will increase in the year 2000 to $96.00 and in 2001 to $100.00.
Dop Dop management believes it competes in the market for professional men and women
willing to spend between $75 and $200 for a haircut and/or color treatment. This price point is
in line with other high-end salons in New York. Management believes there are five salons
within a half- mile radius of approximately the same size, price point and targeting the same
clientele. The market for Dop Dop’s services is unlimited, and management believes that
because the growth of its business is driven by the transfer of a stylists’ existing client base
from his/her former employer, the physical proximity of competing salons has little to do with
Dop Dop’s volume growth. Management believes that approximately one-third of the clients
live or work in the immediate neighborhood of Soho. Approximately one-third work in the
financial district of lower Manhattan, which borders the Soho market approximately half a mile
to the south of Dop Dop. Approximately one-third of clients travel more than a mile to Dop
Dop from uptown Manhattan and outside New York City. Clients working in the financial
district will typically stop at Dop Dop on their way home from work, and proceed uptown, or
will turn an appointment at Dop Dop into a lunch and shopping trip.
The number of professionals working and living in the southern mile of Manhattan, which is
Dop Dop’s target market, is so large as to make market share and penetration analysis
meaningless. Dop Dop’s weekly revenues have grown steadily in each quarter as the size and
quality of the staff goes through a process of continuous upgrade. Dop Dop has attempted to
create stability in the staff at the expense of rapid volume growth, in an effort to promote a
cohesive “team” atmosphere. This is a quite different approach than the majority of salons,
particularly in Soho, which encourage less discriminate hiring, high volume and high turnover
in stylists. Many of these salons depend more on walk- in business to cover prime location site
costs. Dop Dop management has sought slower growth with greater stability in staff, which
ultimately can withstand a future downturn in discretionary spending of walk- in prospects. The
company is seeking $300,000.00 in financing to refinance.
FINANCIAL HIGHLIGHTS
Act ual 97 % Act ual 98 % Proj. 1999 % Proj. 2000 % Proj. 2001 %
SALES - Salon 660,952 96% 791,190 96% 870,750 95% 1,016,825 95% 1,124,054 95%
Retail 30,072 4% 33,270 4% 47,709 5% 52,480 5% 57,728 5%
691,024 100% 824,460 100% 918,458 100% 1,069,305 100% 1,181,782 100%
GROSS PROFIT 476,943 69% 542,666 66% 621,806 68% 682,535 64% 740,360 63%
($7,447)
NET INCOME (LOSS) -1% $43,665 5% $94,294 10% $76,594 7% $86,041 7%
T ot al EBIT DA 20,993 78,153 128,751 119,061 125,665
Ending Cash $ (400) $ (2,499) $ 17,970 $ 68,064 $ 124,400
DOP DOP INC. BUSINESS PLAN Page 3
170 Mercer Street New York, NY 10012
MARKETING ANALYSIS
Dop Dop’s target market is professionals aged 25-60 who live or work in the Soho area or in
the financial district of lower Manhattan. The market potential is unlimited. Because Dop Dop
clients, in fact, come from all over Manhattan, only the theoretical referral base of its roster of
stylists limits the market. There are approximately 1,250 hair salons listed in the Manhattan
yellow pages, which indicates to management that the hair salon business in New York City
represents at least a quarter of a billion dollars in sales per year.
Within this market, Dop Dop believes it is priced within the top quartile in terms of price point,
reflecting the experience of its stylists, the time and attention paid to each client as soon as they
walk in the door and the high-end location. Salons with higher price points are typically the
most expensive salons, those found on Madison Avenue with celebrity status promoters, high
publicity and advertising expenses, and higher rent expenses. These salons also cater
exclusively to the very wealthy client, and often include general spa facilities.
Dop Dop’s services are limited to hair care and makeovers. Services offered include haircuts
($75), color ($70-$190), color correction ($200 and more), relaxers ($70), perms ($70-$175),
conditioning treatments ($20-$50), hair extensions ($200 and more), eyebrow arching ($15),
updo’s ($55-$100), makeup ($50-$75), and blow-dries ($40-$60). Dop Dop also sells
approximately $1,250-$1,500 per week in retail product sales. These products are purchased
wholesale from Kerastase Paris, Long Island Salon Service, J.T. Salon Systems, Four Star, and
Millenium. The gross margin on such sales is typically in the range of 50%. Dop Dop does not
heavily promote retail product sales as a profit center in itself, but recommends the products it
believes are the highest quality and in the best interests of the client. In 1996, Ms. Blackwell
entered into an agreement with Artec and Texture Line, one of the leading hair product lines in
the haircare industry. Ms. Blackwell was chosen to be on of Artec’s three international hair
color directors to represent Artec at industry shows and teaching exhibitions.
Dop Dop’s only advertising is a small ad in Time Out NewYork magazine, a high-circulation
weekly, read by the salon’s target audience. However, Dop Dop believes little salon business is
generated by large distribution advertising, and so it is reluctant to expend significant cash on
such advertising. Instead, Dop Dop has been featured in a wide range of general interest
magazines, wide circulation beauty magazines and industry magazines as one of the leading
hair salons in Soho. This publicity has come at no expense to Dop Dop, and has been based
solely on the reputation created by Ms. Blackwell and Mr. Sabatier. (see Management below)
In 1998 and 1999, Dop Dop was featured in articles in Vogue, Marie Claire, Time Out New
York, Soho Style, American Salon, Modern Salon, and Marcel Magazine (Japan).
INDUSTRY/COMPETITIVE ANALYSIS
Management believes there are five salons in the Soho area that directly compete with Dop
Dop. These include John Dellaria, Space, Oscar Bond, Aveda, and Devachan.
DOP DOP INC. BUSINESS PLAN Page 4
170 Mercer Street New York, NY 10012
John Dellaria is a high volume salon on Soho’s busiest street. It is approximately three times
the size of Dop Dop in square footage, and is the oldest established salon in the area. John
Dellaria’s business plan is to hire as many stylists as possible, including those with less than
one year’s experience and generate high volume. Its price point is approximately one-third
lower than Dop Dop’s. John Dellaria generates more walk- in traffic because of its location.
John Dellaria’s business model has been successful for it. It is the only salon in Soho with a
high walk-in traffic. Dop Dop believes its artistic atmosphere and slower pace targets a more
sophisticated clientele than clients targeted by John Dellaria. John Dellaria’s décor is stark
modern and loud, rhythmic music creates an atmosphere of high energy. There has been very
little transfer of stylists between Dop Dop and John Dellaria one way or the other since Dop
Dop’s opening.
Space opened shortly after Dop Dop, approximately half a mile from Dop Dop on Soho’s
Western border on Sixth Avenue. Space spends heavily on publicity and has sought to
cultivate an image of elitism and celebrity through heavy media promotion. Space was opened
by four owner/operators, formerly with Aveda, and in the first two years sought to poach
stylists from other downtown salons. Space suffered high turnover in staff initially, but has
since changed its strategy by promoting more assistants from within. In the past year there
have been no reports of aggressive poaching of stylists local salons. And it appears that Space
has achieved a healthy volume of business.
Aveda is a chain of high-end stores owned by Estee Lauder that combine retail product sales
for facial and other beauty products with haircare and spa facilities. The Soho Aveda store is a
large, three-story store on Soho’s busiest street. It does a high walk- in business as a result of its
reputation and franchise, but it is primarily known as a retail store and spa, and its hair facilities
are relatively small—about six cutting stations. Aveda’s stylists are not widely known, and
there is little threat of Dop Dop clients or stylists being lost to Aveda. In fact, Dop Dop views
Aveda as a good training ground from which it can attract promising stylists, and has in the past
hired several former Aveda stylists.
Oscar Bond. This year, one of Aveda’s top stylists opened his own salon about half a mile
south of Dop Dop, in lower Soho. Management believes this salon most closely resembles Dop
Dop’s business plan in mood and the attempt to cultivate a highly skilled team of stylists.
Oscar Bond is a close friend of the owners of Dop Dop. They believe he has opened a
somewhat smaller space, and currently has a staff of only about four stylists. Oscar Bond is on
an off-street, and will also be cultivating an almost exclusively referral business, which Dop
Dop’s management believes will take several years to develop. Dop Dop’s management
believes it is on close terms with Oscar Bond and there is little risk of his poaching staff fro m
Dop Dop.
Devachan is on a heavy volume section of Broadway, approximately one and a half blocks
from Dop Dop. The space is large and the salon promotes an image of “new age” massage and
style. There has been little interaction with this salon over the years. They apparently have a
largely walk-in clientele based on the salon’s heavy traffic location and little is known about
the owners and staff in the local salon community.
Total gross revenues at these salons is probably $5 million per year. Howe ver, as discussed
above, the nature of the high-end salon business, which is a professional service and based
DOP DOP INC. BUSINESS PLAN Page 5
170 Mercer Street New York, NY 10012
largely on the captive clientele of individual stylists, is less sensitive to the proximity of other
salons. In fact, management believes there is a slightly positive impact of an increase in salons
opening in close proximity to Dop Dop. Each new salon in the area brings with it stylists who
attract their clientele into the area, in many cases from uptown or midtown locations. Once
transferred to the Soho location, it is easier to transfer this business to Dop Dop as prospective
stylists apply for employment at the salon. In 1999, Dop Dop hired six stylists and stylist
assistants from competitor’s salons in the area. Dop Dop lost no stylists over the same period
to poaching by its competitors.
The Soho business area has been the most rapidly growing business community in New York
City for the past twenty years. Garrett Aug Real Estate reports that over the past five years,
commercial rates have increased 100%. Dop Dop’s location is on a medium- heaby traffic
block at the gateway to Soho on its northern border with Greenwich Village. Directly across
Houston Street on the salon’s north side is the famous Angelica Film Theatre, which draws
large crowds of on a continuous basis. On the other side of Dop Dop, to the south, is Soho
proper, with its high-end boutiques, art galleries and popular restaurants and bars.
Within just the two square blocks surrounding Dop Dop new business openings since 1996
have included the new Marc Jacobs boutique. Marc Jacobs is one of the hottest fashion
designers in the country today. He opened his flagship store directly across the street from Dop
Dop this year and has been referring clients to the salon on a regular basis. Last year the
famous new Mercer Hotel opened on the block and Dop Dop implemented an association of
referrals to Dop Dop by the hotel staff. The Mercer Hotel also houses Soho’s only five-star
restaurant, which is less than 100 yards from Dop Dop ’s front door. The Haven spa on Mercer
Street also sends referrals to Dop Dop. The Match Restaurant and The Merc Bar, two trendy
and highly popular restaurants and bar/nightclubs, respectively, that are within thirty yards of
Dop Dop’s front door provide constant traffic past Dop Dop’s front door. New boutiques on
Dop Dop’s block this year include a Stephan Kelian shoe boutique and a Versani hand crafted
silver jewelry boutique. Early next year a new Prada store is expected to open on the block as
well.
MANAGEMENT
Jo Blackwell and Antony Sabatier are the dynamic force behind Dop Dop, a new Soho salon
offering a unique, whole- vision approach to hair design. Their innovative style and passionate
edge have the SoHo crowd buzzing. In a city where salons vie for top real estate and celebrity-
peppered rosters, Dop Dop, a New SoHo salon, is distinguishing itself in other ways. have
taken the traditional, French idea of a salon as a meeting and discussion place, and built a
unique, successful business around it. “I was raised in the salon tradition of Paris," says
Sabatier, "where a salon is about a place to relax and meet friends. Dop Dop isn't just a place
to get your hair done. Here, we give, artists the opportunity to be open and creative". The
location in SoHo targets upscale artists, designers and Wall Street clientele.
.
Blackwell, reared in the Midwest, but with a passionate streak that reveals her Italian lineage,
wanted to own a salon by the time she was thirty. She approaches hair design as an ar tist and
cringes at the assembly line activity in many salons today. She believes that the Jean Louis
David-type salons have killed the individuality and creative flair that used to dominate the
DOP DOP INC. BUSINESS PLAN Page 6
170 Mercer Street New York, NY 10012
business. She decided to open Dop Dop in order to have a fo rum where hair design and art are
one-
While still in high school, Blackwell would save her money and take beauty classes in addition
to her full-time schedule of college prep courses- Blackwell was not encouraged by her mother,
who thought the business of beauty was, "Only for bubble-headed, bleached-blondes who chew
gum and talk gossip all day long- " Blackwell, not easily discouraged, went on to train with Paul
Mitchell, Vidal Sassoon, Jacques Dessange, and Trevor Sorbie among others. She was well on
her way to the top of the profession by the time she was in her early twenties. While Black-
well was working in Houston, she caught the eye of John Dellaria who recruited her to take
over his New York salon as artistic color director where she just completed a six- year stint.
She is a color educator conducting seminars nationwide and has been the main-stage presenter
at Hair Color USA and International Hair Color Exchange. When time permits, Blackwell is a
hair stylist for major fashion shows including Carolina Herrara, Betsey Johnson, and Isaac
Nfizrahi.
Blackwell, one of the few females at the top of the industry, believes that women are more
interested in reaching their goals through shared responsibility. As co-owner of the salon each
of the stylists were hand-picked for the quality of their work, not for commercial exposure.
Blackwell is overwhelmed by the well wishers who have been flooding the gallery, but most
importantly for Blackwell is her mother's new appreciation for her profession as a hair
designer.
Antony Sabatier has been working side-by-side with Blackwell for six years. Bom in Paris,
Sabatier trained with Jean D'Estres for three years completing a classical apprenticeship. He
then worked for Jacques Dessange. Sabitier then traveled to gain international experience
eventually settling in Mexico City for six years with Noel Serrat. By 1991, he moved to New
York and worked at John Dellaria for six years.
Sabatier, with long artist's hair and a dancer's build, sees the individual beauty in each of his
clients and brings that out. He has been dancing for sixteen years and has always expressed
himself through a creative medium. The same energy and passion he uses to choreograph a
dance funneled to orchestrate the creative process and working environment of the salon.
Sabatier has a natural ability to bring the artistic process out into the open; he provokes and
stimulates the imaginations of the other designers. Ultimately he would like to incorporate the
artistic flair of the neighborhood into the business with art exhibitions and fashion shows in the
space. Sabatier believes that once you have learned the techniques in the business that it is
your personality that then turns a hair cutter into a hair designer, Blackwell and Sabatier's
vision to adhere to the artistic principles of hair design transcends the salon. Dop Dop is setting
new lines in the hair design business.
DOP DOP INC. BUSINESS PLAN Page 7
170 Mercer Street New York, NY 10012
DANIEL M . SIERCHIO, CPA
________________________________________________________________________
100 West Main Street Suite 316 Lansdale, PA 19446 215-368-9687 Fax 215-631-9151
Shareholders and Directors
Dop Dop Inc.
170 Mercer Street
New York, NY 10012
Dear Partners Shareholders and Directors:
I have compiled the accompanying Projected Statement of Operation for Dop Dop Inc. for the Twelve
Months ended December 31,1999 and December 31, 2000 and December 31 2001.
This projection was compiled as result of discussions with management. I have not audited or re viewed
the accompanying projection and accordingly, do not express an opinion or any other form of
assurance on them.
Management has elected to omit substantially all of the disclosures required by generally accepted
accounting principles. If the omitted disclosures were included in the financial statements, they might
influence the user's conclusions about the company's position, results of operations, and cash flows.
Accordingly, these financial statements are not designed for those who are not informed about such
matters.
Sincerely,
Daniel M. Sierchio, CPA
November 5, 1999
DOP DOP INC. BUSINESS PLAN Page 8
170 Mercer Street New York, NY 10012
DOP DOP INC
Statement of Actual and Projected Expenses
For the period ended December 31, 1997 through December 31, 2001
Act ual 97 % Act ual 98 % Proj. 1999 % Proj. 2000 % Proj. 2001 %
SALES - Salon 660,952 96% 791,190 96% 870,750 95% 1,016,825 95% 1,124,054 95%
Ret ail 30,072 4% 33,270 4% 47,709 5% 52,480 5% 57,728 5%
691,024 100% 824,460 100% 918,458 100% 1,069,305 100% 1,181,782 100%
COST OF SALES: 214,080 31% $281,795 34% $296,652 32% $386,770 36% $441,422 37%
GROSS PROFIT 476,943 69% 542,666 66% 621,806 68% 682,535 64% 740,360 63%
GEN. & ADMIN: 486,085 70% 491,869 60% $554,328 60% $602,116 56% $649,995 55%
(9,141)
NET OPERAT ING INC -1% 50,797 6% 67,478 7% 80,419 8% 90,366 8%
(LOSS)
OT HER INC. (EXP)
Cont ribut ions (3,022) (1,148) (1,148) (1,500) (2,000)
Ot her Income 5,479 - 35,034 1,000 1,000
T OT AL OT HER 2,458 0% (1,148) 0% 33,886 4% (500) 0% (1,000) 0%
(6,684)
NET INC (LOSS) BEFORE -1% 49,649 6% 101,364 11% 79,919 7% 89,366 8%
T AXES
INCOME T AXES:
St at e Corporat e t ax 163 325 325 325 325
Cit y Corporat e t ax 600 5,658 6,745 3,000 3,000
763
T OT AL INCOME T AXES 5,983 1% 7,070 1% 3,325 0% 3,325 0%
($7,447)
NET INCOME (LOSS) -1% $43,665 5% $94,294 10% $76,594 7% $86,041 7%
Management has chosen to Omit all Disclosures
DOP DOP INC. BUSINESS PLAN Page 9
170 Mercer Street New York, NY 10012
C ost of Goods Sol d Act ual 97 Act ual 98 Proj. 1999 Proj. 2000 Proj. 2001
COST OF SALES:
BEGINNING INVENT ORY 4,430 4,430 4,850 5,100 5,350
Purchases 49,239 74,185 81,867 113,304 125,106
Salaries & Wages St ylist s 164,842 208,030 215,205 273,715 316,666
ENDING INVENT ORY (4,430) (4,850) (5,100) (5,350) (5,700)
T OT AL COST OF SALES $214,080 $281,795 $296,822 $386,770 $441,422
GENERAL & ADMINISTRATIVE: Act ual 97 Act ual 98 Proj. 1999 Proj. 2000 Proj. 2001
Advert ising 9,360 9,570 9,524 10,000 15,000
Salaries & Wages 92,689 128,438 127,889 162,659 188,183
Officer's Salaries 130,007 61,213 118,697 125,000 125,000
Leased Equipment 7,646 5,975 585 1,000 1,000
Bank Service and Credit card Charges 13,698 15,881 17,168 19,988 22,090
Depreciat ion Expense 14,494 16,288 16,288 17,000 18,000
Amort izat ion Expense 1,304 1,304 1,304 1,304 1,304
Dues and Subscript ions 253 289 246 500 500
Rent 76,716 85,564 80,409 82,821 85,306
Educat ion 1,738 125 2,000 3,000 4,000
Ut ilit ies 15,794 18,616 17,424 24,166 26,708
Insurance- Healt h and Disabilit y 5,585 19,458 20,944 1,000 1,000
Insurance 12,385 10,528 12,064 13,000 14,000
Int erest Expense 11,879 10,912 9,794 20,838 16,995
Legal, Account ing & Professional 8,050 6,750 9,666 10,000 10,000
Licenses and Permit s 0 88 193 300 500
Office Expense 4,860 999 750 1,000 1,000
Repairs and Maint enance 4,122 753 398 1,500 2,500
Supplies Expense 13,418 38,384 39,958 40,000 40,000
Out side Services 380 301 4,032 4,000 5,000
Miscellaneous 4,016 4,952 10,767 1,000 1,000
T axes - Payroll 36,710 36,363 35,998 43,761 49,099
T axes - Ot her 2,236 3,761 5,669 1,200 1,200
Payroll processing 3,391 4,399 4,355 5,294 5,940
Print ing and Reproduct ion 6,156 1,330 901 2,000 3,000
Refunds 275 381 421 1,000 1,000
T elephone 6,631 4,653 4,903 6,035 6,670
T rash Removal 609 965 623 750 1,000
T ravel an Ent ert ainment 1,681 3,630 1,361 2,000 3,000
T OT AL GENERAL & ADMINIST RAT IVE $486,085 $491,869 $554,328 $602,116 $649,995
Management has chosen to Omit all Disclosures
DOP DOP INC. BUSINESS PLAN Page 10
170 Mercer Street New York, NY 10012
C AS H FLO W
Act ual 97 Act ual 98 P roj. 1999 P roj. 2000 P roj. 2001
Opening Balance Cash 13 (400) (2,499) 17,970 68,064
add Depr & Amrt . $ 15,798 $ 17,592 $ 17,592 $ 18,304 $ 19,304
Less:P rincpl. paid (7,121) (59,732) (91,417) (44,805) (49,008)
capit al expend. (1,643) (3,625)
Net Income (7,447) 43,665 94,294 76,594 86,041
Ending Cash $ (400) $ (2,499) $ 17,970 $ 68,064 $ 124,400
EARNINGS BEFO RE INTERES T, TAXES , DEPREC IATIO N AND AMO RTIZATIO N
Act ual 97 Act ual 98 P roj. 1999 P roj. 2000 P roj. 2001
Net Income $ (7,447) $ 43,665 $ 94,294 $ 76,594 $ 86,041
add:Depr. & Amrt . 15,798 17,592 17,592 18,304 19,304
Int erest 11,879 10,912 9,794 20,838 16,995
T axes 763 5,983 7,070 3,325 3,325
T ot al EBIT DA 20,993 78,153 128,751 119,061 125,665
Management has chosen to Omit all Disclosures
DOP DOP INC. BUSINESS PLAN Page 11
170 Mercer Street New York, NY 10012
DOP DOP INC. BUSINESS PLAN Page 12
170 Mercer Street New York, NY 10012
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