standardization – Case Study

Pre-Assigning Clients to Stylists in a Dress Boutique Increased Net Appointment Time by 15%

A dress boutique had 3–5 client appointments per hour, but stylists weren’t pre-assigned, causing chaos.

a clipboard with a list on it

PROBLEM

  • Stylists had to scramble every hour to decide who took which client.
  • Some stylists took too many clients, while others had too few.
  • Clients were confused and frustrated, not knowing who was helping them.
  • Valuable time was wasted sorting things out instead of serving clients.

PROBLEM

  • Stylists had to scramble every hour to decide who took which client.
  • Some stylists took too many clients, while others had too few.
  • Clients were confused and frustrated, not knowing who was helping them.
  • Valuable time was wasted sorting things out instead of serving clients.
  • Observed peak hours to understand flow and identify breakdown points.
  • Interviewed stylists to understand workload perception and friction.
  • Identified that lack of pre-assignment created bottlenecks and client frustration.
  • Confirmed that matching stylists based on strengths could improve outcomes.

DISCOVERY

  • Observed peak hours to understand flow and identify breakdown points.
  • Interviewed stylists to understand workload perception and friction.
  • Identified that lack of pre-assignment created bottlenecks and client frustration.
  • Confirmed that matching stylists based on strengths could improve outcomes.

DISCOVERY

SOLUTION

  • A morning pre-assignment system—each client was assigned a stylist in advance.
  • Over time, assignments were refined based on stylist strengths and client preferences.

SOLUTION

  • A morning pre-assignment system—each client was assigned a stylist in advance.
  • Over time, assignments were refined based on stylist strengths and client preferences.
  • Stylists were trained on the new system and given a printed or digital schedule at the start of each day.
  • Management monitored satisfaction and adjusted assignments weekly.
  • Stylists focused on clients instead of negotiating assignments.

IMPLEMENTATION

  • Stylists were trained on the new system and given a printed or digital schedule at the start of each day.
  • Management monitored satisfaction and adjusted assignments weekly.
  • Stylists focused on clients instead of negotiating assignments.

IMPLEMENTATION

RESULTS

  • Reduced appointment prep chaos by 100% (from every hour to zero).
  • Along with other changes, improved closing ratio by 50%, as stylists matched to ideal clients.
  • Balanced workload across the team—no more complaints of favoritism or overwhelm.
  • Increased hourly productivity and client satisfaction.

RESULTS

  • Reduced appointment prep chaos by 100% (from every hour to zero).
  • Along with other changes, improved closing ratio by 50%, as stylists matched to ideal clients.
  • Balanced workload across the team—no more complaints of favoritism or overwhelm.
  • Increased hourly productivity and client satisfaction.
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