{"product_id":"beauty-supply-store-owner-makes","title":"How Much Does a Beauty Supply Store Owner Make? $36k-$96k Year 1","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\u003cp\u003eUnder the researched assumptions, a staffed beauty supply store generates about \u003cstrong\u003e$360k in first-year owner cash flow before taxes, debt, and reserves\u003c\/strong\u003e If the owner also works as the store manager, the same model could support about \u003cstrong\u003e$960k\u003c\/strong\u003e before taxes and reserves, because the $600k manager role becomes owner compensation Here’s the quick math: $3386k revenue × 805% contribution margin minus $2365k in payroll and fixed overhead equals about $360k These are planning assumptions, not guaranteed salary or spendable cash\u003c\/p\u003e\n\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Top Owner Income KPI Cards\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Monthly owner take-home is $30k staffed or $80k if the owner fills the manager role; before taxes and reserves.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Monthly owner take-home is $30k staffed or $80k if the owner fills the manager role; before taxes and reserves.\"\u003e$30k-$80k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 gross margin is 86% after 12% inventory cost and 2% inbound shipping; mix and discounts can move it.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 gross margin is 86% after 12% inventory cost and 2% inbound shipping; mix and discounts can move it.\"\u003e86%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Monthly revenue to cover $197k operating expenses plus $30k-$80k owner pay at 86% gross margin; before taxes and debt.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Target pay revenue icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eTarget pay revenue\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Monthly revenue to cover $197k operating expenses plus $30k-$80k owner pay at 86% gross margin; before taxes and debt.\"\u003e$264k-$322k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 and Year 2 EBITDA are negative, breakeven lands in Month 35, and payback takes 54 months.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 and Year 2 EBITDA are negative, breakeven lands in Month 35, and payback takes 54 months.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your owner pay target?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Beauty Supply Store Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Beauty Supply Store Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Beauty Supply Store Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eEstimate owner take-home and the target-pay gap from monthly revenue, gross margin, labor, overhead, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly sales collected before expenses. Use a normal operating month, not a launch spike.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly sales collected before expenses. Use a normal operating month, not a launch spike.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly sales collected before expenses. Use a normal operating month, not a launch spike.\" data-low=\"30000\" data-base=\"60000\" data-high=\"100000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"60,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of sales left after inventory cost, inbound shipping, card fees, and commissions.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of sales left after inventory cost, inbound shipping, card fees, and commissions.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of sales left after inventory cost, inbound shipping, card fees, and commissions.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"79\" data-base=\"81\" data-high=\"83\" value=\"81\"\u003e\u003coutput\u003e81%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll, contractors, and staffing coverage before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll, contractors, and staffing coverage before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll, contractors, and staffing coverage before owner pay.\" data-low=\"13000\" data-base=\"22000\" data-high=\"30000\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"22,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, utilities, software, insurance, and admin.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, utilities, software, insurance, and admin.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, utilities, software, insurance, and admin.\" data-low=\"6500\" data-base=\"7000\" data-high=\"8000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"7,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly ads, promos, and local outreach needed to keep demand moving.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly ads, promos, and local outreach needed to keep demand moving.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly ads, promos, and local outreach needed to keep demand moving.\" data-low=\"1000\" data-base=\"2500\" data-high=\"5000\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"2,500\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan payments and other required debt payments.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan payments and other required debt payments.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan payments and other required debt payments.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit set aside for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit set aside for taxes before owner take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit set aside for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"15\" data-base=\"18\" data-high=\"20\" value=\"18\"\u003e\u003coutput\u003e18%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit kept for stock, repairs, working capital, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for stock, repairs, working capital, and risk buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for stock, repairs, working capital, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"8\" data-base=\"10\" data-high=\"12\" value=\"10\"\u003e\u003coutput\u003e10%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTarget owner pay\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly owner income goal used to calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner income goal used to calculate the target-pay gap.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Monthly owner income goal used to calculate the target-pay gap.\" data-low=\"6000\" data-base=\"10000\" data-high=\"15000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"10,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$12,312\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eNet Margin\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income divided by monthly revenue.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income divided by monthly revenue.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"netProfitMargin\"\u003e21%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eRevenue for Target Pay\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly revenue needed to support the target owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly revenue needed to support the target owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"revenueNeeded\"\u003e$56,036\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-positive\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$2,312\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdl class=\"fml-owner-result-list\"\u003e\n\u003cdiv\u003e\n\u003cdt\u003eAnnual owner income\u003c\/dt\u003e\n\u003cdd data-owner-output=\"annualOwnerIncome\"\u003e$147,744\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eProfit before reserves\u003c\/dt\u003e\n\u003cdd data-owner-output=\"profitBeforeReserves\"\u003e$17,100\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTax + reinvestment reserve\u003c\/dt\u003e\n\u003cdd data-owner-output=\"reserveAmount\"\u003e$4,788\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$2,312\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003c\/dl\u003e\n\u003cdiv class=\"fml-owner-bridge\"\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"revenue\"\u003e\n\u003cspan\u003eRevenue\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 100%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$60,000\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 81%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$48,600\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"operatingCosts\"\u003e\n\u003cspan\u003eOperating costs\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 52%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$31,500\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"reserveAmount\"\u003e\n\u003cspan\u003eReserves\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 8%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$4,788\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"ownerIncome\"\u003e\n\u003cspan\u003eOwner income\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 21%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$12,312\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do I check owner income in the Beauty Supply Store model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eSee the \u003ca href=\"\/products\/beauty-supply-store-financial-model\"\u003eBeauty Supply Store Financial Model Template\u003c\/a\u003e for revenue, margin, costs, reserves, and owner take-home assumptions; open the model.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eOwner pay\u003c\/strong\u003e before taxes\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRevenue\u003c\/strong\u003e and margin cases\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eScenarios\u003c\/strong\u003e and chart tabs\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003cdiv class=\"image-section_blog image-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"preview-card\" data-preview-src=\"\/cdn\/shop\/files\/beauty-supply-store-financial-model-dashboard-financialmodelslab_c0ec678e-cf00-445b-ae73-b83b6da4c16b.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/beauty-supply-store-financial-model-dashboard-financialmodelslab_c0ec678e-cf00-445b-ae73-b83b6da4c16b.webp?width=500\" alt=\"Beauty Supply Store Financial Model dashboard summarizing key KPIs, runway and cash position with a dynamic dashboard for performance tracking, investor-ready charts and clearer cash-flow visibility\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCan a beauty supply store owner make a living?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eYes, a \u003cstrong\u003eBeauty Supply Store\u003c\/strong\u003e owner can make a living, but only after sales cover inventory, rent, staff, and cash reserves; track this through \u003ca href=\"\/blogs\/kpi-metrics\/beauty-supply-store\"\u003eWhat Is The Most Important Metric For Measuring Success At Your Beauty Supply Store?\u003c\/a\u003e. In the staffed first-year case, owner cash flow is \u003cstrong\u003eabout $360k\u003c\/strong\u003e before taxes, debt, and reserves; owner-managed can reach \u003cstrong\u003eabout $960k\u003c\/strong\u003e because the \u003cstrong\u003e$600k\u003c\/strong\u003e manager salary becomes owner pay.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eLiving-Wage Math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eBreak-even revenue: \u003cstrong\u003eabout $245k\/month\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eContribution margin: \u003cstrong\u003e80.5%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eAnnual payroll plus overhead: \u003cstrong\u003e$2.365M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eStaffed owner cash flow: \u003cstrong\u003eabout $360k\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOwner Pay Risk\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eReserve cash for inventory buys\u003c\/li\u003e\n\u003cli\u003ePlan for slow-moving products\u003c\/li\u003e\n\u003cli\u003eControl shrinkage before drawing pay\u003c\/li\u003e\n\u003cli\u003eOwner-managed upside: \u003cstrong\u003eabout $960k\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow much revenue does a beauty supply store need for owner salary?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003e\u003cstrong\u003eBeauty Supply Store\u003c\/strong\u003e needs about \u003cstrong\u003e$2.938M\u003c\/strong\u003e in annual revenue, or about \u003cstrong\u003e$245k\u003c\/strong\u003e per month, to cover \u003cstrong\u003e$840k\u003c\/strong\u003e in overhead, \u003cstrong\u003e$1.525M\u003c\/strong\u003e in payroll, and a \u003cstrong\u003e$600k\u003c\/strong\u003e owner distribution. If the owner also replaces the \u003cstrong\u003e$600k\u003c\/strong\u003e manager role, the need rises to about \u003cstrong\u003e$3.683M\u003c\/strong\u003e a year, or \u003cstrong\u003e$307k\u003c\/strong\u003e a month. That uses the provided \u003cstrong\u003e80.5%\u003c\/strong\u003e contribution margin, and it leaves little cushion, so target pay is a planning goal, not a guaranteed draw.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eStaffed break-even\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$2.938M\u003c\/strong\u003e yearly revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$245k\u003c\/strong\u003e monthly revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$840k\u003c\/strong\u003e overhead included\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$1.525M\u003c\/strong\u003e payroll included\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOwner pay scenario\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$600k\u003c\/strong\u003e owner draw target\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$3.683M\u003c\/strong\u003e yearly revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$307k\u003c\/strong\u003e monthly revenue\u003c\/li\u003e\n\u003cli\u003eLittle cushion at this level\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow does staffing change beauty supply store owner take-home?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eStaffing changes take-home a lot: with \u003cstrong\u003e$1.525M\u003c\/strong\u003e in first-year payroll, staffed-owner cash flow is about \u003cstrong\u003e$360k\u003c\/strong\u003e before taxes and reserves; if the owner works as manager, owner compensation can be about \u003cstrong\u003e$960k\u003c\/strong\u003e, but that is labor income, not passive profit. The swing factor is simple: adding staff can extend hours and lift sales, but take-home only improves if revenue grows faster than payroll.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eStaffed owner math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$600k\u003c\/strong\u003e store manager\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$450k\u003c\/strong\u003e senior sales associate\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$350k\u003c\/strong\u003e sales associate\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$125k\u003c\/strong\u003e part-time support\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat changes take-home\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$360k\u003c\/strong\u003e cash flow before taxes\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$960k\u003c\/strong\u003e if owner is manager\u003c\/li\u003e\n\u003cli\u003eMore hours can raise sales\u003c\/li\u003e\n\u003cli\u003ePayroll must grow slower than revenue\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant the six drivers behind owner income?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the Main Income Drivers card grid.\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003eSales Volume\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$87K\u003c\/strong\u003e\u003cp\u003eYear 1 traffic and 10% conversion point to about $87K of sales, so more buyers is the fastest way to lift take-home.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eGross Margin\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e86%\u003c\/strong\u003e\u003cp\u003eAfter product cost and inbound freight, about 86% of sales stays as gross profit, and that margin feeds the 80.5% contribution left after fees.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e3\u003c\/span\u003e\u003ch4\u003eInventory Control\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003eHigh\u003c\/strong\u003e\u003cp\u003eThe model has no shrinkage rate, so stock loss and slow turns can quietly tie up cash and cut owner income.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eRent Load\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$7K\/mo\u003c\/strong\u003e\u003cp\u003eCommercial rent is $5K a month and fixed overhead is about $7K, so site cost sets the floor under profit.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003ePayroll Load\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$152.5K\u003c\/strong\u003e\u003cp\u003eYear 1 payroll lands near $152.5K, so staffing mix and owner coverage decide how much gross profit reaches the bottom line.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e6\u003c\/span\u003e\u003ch4\u003eRepeat Demand\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e0.8\/mo\u003c\/strong\u003e\u003cp\u003eRepeat buyers are 30% of new customers and order 0.8 times a month in Year 1, so retention turns one sale into a longer revenue stream.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eBeauty Supply Store Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eMonthly Sales Volume\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eMonthly Sales Volume\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eMonthly sales volume\u003c\/strong\u003e is the gatekeeper for owner income: if revenue does not show up, there is nothing to pay the owner from. With \u003cstrong\u003e565 visitors per week\u003c\/strong\u003e, about \u003cstrong\u003e29,380 annual visitors\u003c\/strong\u003e, and \u003cstrong\u003e100% conversion\u003c\/strong\u003e to \u003cstrong\u003e2,938 new buyers\u003c\/strong\u003e, the model lands at about \u003cstrong\u003e$3.386M\u003c\/strong\u003e in first-year revenue, or \u003cstrong\u003e$282k per month\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: repeat demand adds \u003cstrong\u003e300%\u003c\/strong\u003e more customers, with about \u003cstrong\u003e8 monthly orders\u003c\/strong\u003e and AOV rising from \u003cstrong\u003e$29.70\u003c\/strong\u003e in year one to \u003cstrong\u003e$34.57\u003c\/strong\u003e in year two. If sales fall below about \u003cstrong\u003e$245k monthly\u003c\/strong\u003e, the staffed model is near break-even, so basket size and repeat orders directly protect owner draw. One weak month can erase a lot of cash.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack traffic, conversion, and basket size\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003eweekly visitors\u003c\/strong\u003e, \u003cstrong\u003enew-buyer conversion\u003c\/strong\u003e, \u003cstrong\u003erepeat orders\u003c\/strong\u003e, and \u003cstrong\u003eaverage order value\u003c\/strong\u003e every month. Those four inputs tell you whether revenue is being built from real demand or just busy foot traffic. If traffic holds but AOV slips, owner income drops fast because fixed payroll and rent do not move down with sales.\u003c\/p\u003e\n      \u003cp\u003eWatch the break-even line at \u003cstrong\u003e$245k monthly sales\u003c\/strong\u003e. If you are under that mark, tighten product mix, raise basket size, and push repeat purchases before adding staff or extra space. Small lifts matter: a few more dollars of AOV across thousands of orders can be the difference between paying the owner and just covering the store.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eBlended Gross Margin And Product Mix\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eBlended Product Mix\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eProduct mix\u003c\/strong\u003e decides how much cash survives each sale. Using the first-year mix, \u003cstrong\u003e300%\u003c\/strong\u003e skincare cleanser at \u003cstrong\u003e$2,500\u003c\/strong\u003e, \u003cstrong\u003e250%\u003c\/strong\u003e lipstick at \u003cstrong\u003e$1,800\u003c\/strong\u003e, \u003cstrong\u003e300%\u003c\/strong\u003e shampoo at \u003cstrong\u003e$2,200\u003c\/strong\u003e, and \u003cstrong\u003e150%\u003c\/strong\u003e beauty sponge at \u003cstrong\u003e$800\u003c\/strong\u003e, the weighted unit price is \u003cstrong\u003e$1,980\u003c\/strong\u003e. Under the stated assumptions, gross margin is \u003cstrong\u003e860%\u003c\/strong\u003e after \u003cstrong\u003e120%\u003c\/strong\u003e inventory cost and \u003cstrong\u003e20%\u003c\/strong\u003e inbound shipping.\u003c\/p\u003e\n    \u003cp\u003ePayment fees and sales commissions cut contribution to \u003cstrong\u003e805%\u003c\/strong\u003e. That means the owner’s take-home depends on which items sell, not just how many. \u003cstrong\u003eDiscounts, returns, shrinkage, and supplier price changes\u003c\/strong\u003e can reduce cash fast, even when shelf markup looks strong.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Net Margin By SKU\u003c\/h3\u003e\n      \u003cp\u003eMeasure mix by unit count, net selling price, inventory cost, inbound freight, payment fees, and sales commissions. Also track discounts, returns, and shrinkage by item so you can see which SKU funds payroll, rent, and owner draws.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eUnit mix\u003c\/strong\u003e by category\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eGross profit\u003c\/strong\u003e per SKU\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eDiscounts\u003c\/strong\u003e and returns\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eShrinkage\u003c\/strong\u003e by month\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eSupplier cost\u003c\/strong\u003e changes\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eIf a lower-price item starts taking share, blended margin falls even if sales stay flat. Reprice fast, cut weak movers, and forecast cash on \u003cstrong\u003enet contribution\u003c\/strong\u003e, not shelf markup, so owner pay does not get squeezed by hidden leakage.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step2\"\u003e2\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eInventory Turnover And Shrinkage\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row3\"\u003e\n\u003ch3\u003eInventory Turnover And Shrinkage\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eInventory turnover\u003c\/strong\u003e is how fast cash comes back from stock. In year 1, this model assumes inventory cost runs at \u003cstrong\u003e120%\u003c\/strong\u003e of revenue, plus \u003cstrong\u003e20%\u003c\/strong\u003e inbound shipping, so every \u003cstrong\u003e$100\u003c\/strong\u003e of sales can tie up about \u003cstrong\u003e$140\u003c\/strong\u003e before shrinkage. By year 5, that drops to \u003cstrong\u003e100%\u003c\/strong\u003e and \u003cstrong\u003e15%\u003c\/strong\u003e, which frees cash for rent, payroll, and owner draws.\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eSlow-moving stock\u003c\/strong\u003e is the real strain: money sits on shelves instead of returning to the bank. Shrinkage is not given in the source, so keep it as a separate editable deduction. Stockouts hurt repeat demand, while overbuying lowers owner distributions because cash is locked in excess units.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row3\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack turns, shrink, and stockouts\u003c\/h3\u003e\n\u003cp\u003eUse three inputs: \u003cstrong\u003emonthly sales\u003c\/strong\u003e, \u003cstrong\u003elanded inventory cost\u003c\/strong\u003e (product cost plus freight), and a \u003cstrong\u003eshrinkage rate\u003c\/strong\u003e. Then watch sell-through by SKU, weeks of supply, and stockout rate. If a few products move slowly, cut reorder size fast and protect cash.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1\u003c\/strong\u003e: inventory cost \u003cstrong\u003e120%\u003c\/strong\u003e of revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1\u003c\/strong\u003e: inbound shipping \u003cstrong\u003e20%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5\u003c\/strong\u003e: inventory cost \u003cstrong\u003e100%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5\u003c\/strong\u003e: inbound shipping \u003cstrong\u003e15%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eIf stockouts rise, repeat buyers drift away; if overbuying rises, owner pay gets squeezed before the P\u0026amp;L shows it.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eRent And Location Costs\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eRent Only Works at the Right Sales Volume\u003c\/h3\u003e\n    \u003cp\u003eThis store’s occupancy load is heavy: \u003cstrong\u003e$50k\u003c\/strong\u003e a month in rent and \u003cstrong\u003e$70k\u003c\/strong\u003e in total fixed overhead for utilities, insurance, maintenance, website, point-of-sale, customer relationship software, and admin. At \u003cstrong\u003e$282k\u003c\/strong\u003e in monthly revenue, rent is \u003cstrong\u003e17.7%\u003c\/strong\u003e of sales and fixed overhead is \u003cstrong\u003e24.8%\u003c\/strong\u003e. That leaves less room for owner pay if sales slip.\u003c\/p\u003e\n    \u003cp\u003eThe location only works if traffic turns into first-time buyers and repeat purchases. If sales miss plan, these costs do not fall with slow weeks, so cash gets tight fast. Busy stores can still starve the owner when occupancy grows faster than revenue.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Occupancy Before You Sign\u003c\/h3\u003e\n      \u003cp\u003eMeasure rent as a share of monthly sales, then add the full fixed overhead share. Here’s the quick math: \u003cstrong\u003e$50k ÷ monthly revenue\u003c\/strong\u003e and \u003cstrong\u003e$70k ÷ monthly revenue\u003c\/strong\u003e. Test the lease against low, base, and strong sales cases so you can see when owner draw starts to shrink.\u003c\/p\u003e\n      \u003cp\u003eWatch the inputs that justify a high-traffic site: visitors, conversion, and repeat orders. If traffic is strong but conversion is weak, the lease is too expensive for the demand you’re getting. If sales soften, lower occupancy before payroll and owner pay get squeezed.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack rent-to-sales every month.\u003c\/li\u003e\n        \u003cli\u003eStress test weak sales cases.\u003c\/li\u003e\n        \u003cli\u003eWatch traffic, conversion, repeats.\u003c\/li\u003e\n        \u003cli\u003eCut space before cash gets tight.\u003c\/li\u003e\n      \u003c\/ul\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePayroll And Owner Involvement\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003ePayroll and Owner Pay\u003c\/h3\u003e\n    \u003cp\u003ePayroll is the biggest fixed call here. Year one payroll is \u003cstrong\u003e$1.525M\u003c\/strong\u003e, or about \u003cstrong\u003e$127k per month\u003c\/strong\u003e, before any separate owner draw. If the owner takes the \u003cstrong\u003e$600k manager salary\u003c\/strong\u003e as owner compensation, first-year owner pay can rise from about \u003cstrong\u003e$360k\u003c\/strong\u003e to \u003cstrong\u003e$960k\u003c\/strong\u003e before taxes and reserves.\u003c\/p\u003e\n    \u003cp\u003eThis is not free money. The owner is working the floor, so pay only holds if sales volume, staffing, and scheduling stay tight. If revenue slips, payroll stays fixed and cash for owner pay gets squeezed fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Labor Before You Raise Draw\u003c\/h3\u003e\n      \u003cp\u003eMeasure payroll against monthly sales, then tie staffing to traffic and orders. Track headcount, manager pay, owner hours on the floor, and overtime. That tells you whether the store can support \u003cstrong\u003e$127k\u003c\/strong\u003e monthly payroll without starving cash.\u003c\/p\u003e\n      \u003cp\u003eIf you replace the \u003cstrong\u003e$600k\u003c\/strong\u003e manager role, build sales scripts, shift rules, and coverage plans first. The owner pay lift only sticks when the store has enough volume to cover added roles and keep service quality high.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eRepeat Customers And Local Demand\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eRepeat Customers And Local\nDemand\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eRepeat customers\u003c\/strong\u003e make revenue steadier and owner pay less lumpy. In year one, the model assumes repeat customers equal \u003cstrong\u003e300%\u003c\/strong\u003e of new customers, with a \u003cstrong\u003e12-month\u003c\/strong\u003e lifetime and about \u003cstrong\u003e8\u003c\/strong\u003e monthly orders. By year five, repeat customers rise to \u003cstrong\u003e450%\u003c\/strong\u003e, lifetime reaches \u003cstrong\u003e24 months\u003c\/strong\u003e, and monthly orders move to \u003cstrong\u003e12\u003c\/strong\u003e. That shift lifts cash flow because more sales come from people who already trust the store.\u003c\/p\u003e\n\u003cp\u003eThe inputs are simple: repeat rate, orders per repeat buyer, customer lifetime, and local competition. If nearby stores carry the same products or give better advice or convenience, customers come back less often. Then income leans too hard on one-time walk-ins, and the owner’s take-home pay gets more volatile even when the store looks busy.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Reorders By Customer And Area\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003e30-day\u003c\/strong\u003e, \u003cstrong\u003e60-day\u003c\/strong\u003e, and \u003cstrong\u003e90-day\u003c\/strong\u003e reorder rates, plus orders per repeat customer. Split the data by product type and zip code so you can see where demand is sticky and where it is not. Hair care and skincare should usually drive the strongest repeat buying because they run out and need refills.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eTrack\u003c\/strong\u003e repeat orders by zip.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTest\u003c\/strong\u003e consults that drive reorders.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eWatch\u003c\/strong\u003e nearby competition and convenience.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eKeep\u003c\/strong\u003e only offers that raise monthly orders.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eIf a neighborhood has weak repeat demand, tighten the product mix, follow up after consultations, and use refill reminders. One clean test: compare repeat orders per new customer before and after each change. Keep the moves that raise repeat buying, because that is what smooths cash flow and protects owner draws.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare low, base, and high beauty supply store income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Beauty Supply Store Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Beauty Supply Store Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eTraffic, conversion, repeat buys, and staffing shift owner cash flow fast. Small changes in volume and payroll move this store from thin profit to strong upside.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eLow, base, and high cases show how store traffic and staffing change owner cash flow.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eDownside case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eCore case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside case\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"This is the lower earnings path with first-year traffic and a leaner sell-through rate.\"\u003eThis is the lower earnings path with first-year traffic and a leaner sell-through rate.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled operating case with second-year demand and steadier repeat buying.\"\u003eThis is the modeled operating case with second-year demand and steadier repeat buying.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger earnings path with third-year demand and heavier basket growth.\"\u003eThis is the stronger earnings path with third-year demand and heavier basket growth.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Year 1 demand reaches about $3.386m revenue, with 86.0% gross margin, 80.5% contribution margin, $840k fixed overhead, and $1.525m payroll; owner cash flow is about $360k staffed or $960k owner-managed before taxes and reserves.\"\u003eYear 1 demand reaches about $3.386m revenue, with 86.0% gross margin, 80.5% contribution margin, $840k fixed overhead, and $1.525m payroll; owner cash flow is about $360k staffed or $960k owner-managed before taxes and reserves.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 2 assumptions drive about $8.054m revenue, 86.6% gross margin, 81.3% contribution margin, and $2.865m in payroll plus overhead, leaving about $3.683m owner cash flow before taxes and reserves.\"\u003eYear 2 assumptions drive about $8.054m revenue, 86.6% gross margin, 81.3% contribution margin, and $2.865m in payroll plus overhead, leaving about $3.683m owner cash flow before taxes and reserves.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 3 assumptions point to about $20m revenue, 87.2% gross margin, 82.1% contribution margin, and $3.465m in payroll plus overhead, with about $12.8m owner cash flow before taxes, inventory reserve, and debt service.\"\u003eYear 3 assumptions point to about $20m revenue, 87.2% gross margin, 82.1% contribution margin, and $3.465m in payroll plus overhead, with about $12.8m owner cash flow before taxes, inventory reserve, and debt service.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Cost drivers\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-drivers\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-cost-drivers.svg\" alt=\"Cost drivers icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eCost drivers\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"First-year traffic; 10.0% visitor-to-buyer conversion; 30.0% repeat-customer share; lean staffing; fixed overhead pressure\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eFirst-year traffic\u003c\/li\u003e\n\u003cli\u003e10.0% visitor-to-buyer conversion\u003c\/li\u003e\n\u003cli\u003e30.0% repeat-customer share\u003c\/li\u003e\n\u003cli\u003elean staffing\u003c\/li\u003e\n\u003cli\u003efixed overhead pressure\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Second-year traffic; 12.5% visitor-to-buyer conversion; 35.0% repeat-customer share; higher order volume; added payroll\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eSecond-year traffic\u003c\/li\u003e\n\u003cli\u003e12.5% visitor-to-buyer conversion\u003c\/li\u003e\n\u003cli\u003e35.0% repeat-customer share\u003c\/li\u003e\n\u003cli\u003ehigher order volume\u003c\/li\u003e\n\u003cli\u003eadded payroll\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Third-year traffic; 16.0% visitor-to-buyer conversion; 40.0% repeat-customer share; larger units per order; scale payroll\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eThird-year traffic\u003c\/li\u003e\n\u003cli\u003e16.0% visitor-to-buyer conversion\u003c\/li\u003e\n\u003cli\u003e40.0% repeat-customer share\u003c\/li\u003e\n\u003cli\u003elarger units per order\u003c\/li\u003e\n\u003cli\u003escale payroll\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"$360k-$960k\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$360k-$960k\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLow income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$3.68m\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$3.68m\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$12.8m\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$12.8m\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Best fit\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-fit\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-best-fit.svg\" alt=\"Best fit icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eBest fit\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Use this to stress-test a slow opening or a plan that keeps payroll tight.\"\u003eUse this to stress-test a slow opening or a plan that keeps payroll tight.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the main plan for a staffed store with moderate repeat demand.\"\u003eUse this as the main plan for a staffed store with moderate repeat demand.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if traffic, conversion, and repeat sales all beat plan.\"\u003eUse this to test upside if traffic, conversion, and repeat sales all beat plan.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303526277363,"sku":"beauty-supply-store-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/beauty-supply-store-owner-makes.webp?v=1782676392","url":"https:\/\/financialmodelslab.com\/products\/beauty-supply-store-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}