'Stronger with every failure.' The secret behind the 'early development' and 'education/systems' that support a 50.5% retail rate at a Toyama beauty salon.

and US Inc. (Toyama Prefecture; President: Shinna Hirooka) has been developing beauty businesses based in Toyama. Its core, 'eyedeal BEAUTY LABORATORY,' is an eye-specialty salon that has faced numerous management challenges and failures since its opening in 2014, leading to repeated trial and error on the ground. The salon promotes 'early development,' enabling new staff to debut in the field every April through a 'curriculum to become a pro in the shortest time' derived from past failures. Furthermore, by introducing 'counseling' that does not rely on individual intuition, they have achieved high productivity with a retail rate of 50.5% (as of December 2024) and an average customer spend of 10,789 yen. The strength of eyedeal lies not in flashy theories, but in the accumulation of countermeasures against 'things that didn't go well' on the ground. In conjunction with early hiring, practice begins before joining the company. By introducing a 'mentor system' where a senior staff member is in charge of training, they have built an intensive curriculum focused on 'essential elements' so that staff can stand in front of customers immediately after joining. They reviewed their recruitment strategy, shifting from a focus on 'immediate-asset mid-career hiring' to 'new graduate hiring.' Recognizing that the difficulty in preparing an acceptance environment is a factor in why recruitment does not progress well in regional areas, they resolved the bottleneck of 'taking time to train' by building an early development curriculum. They have established a system where new graduates can play an active role early on, continuously enhancing organizational strength. By creating a system that objectively analyzes customers' eye areas and logically proposes necessary care, they have created an environment where even new staff can make proposals with confidence. By balancing technical sales and product sales profits at a high level, there are staff members who achieve 800,000 yen in sales while working 90 hours a month using the short-time work system. They have established a survival strategy for regional salons that balances diverse work styles and high profitability. 'It's not a disadvantage because it's a regional salon; it was actually lucky.' In regional areas, you cannot blame the environment for 'reasons why things don't go well.' That is why education, proposals, and numbers must all be polished on the ground—that accumulation remains as a reproducible mechanism, which eventually led to a strong management system.