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February 27.2025
3 Minutes Read

Grooming Lounge Shifts Toward In-House Products and Franchising: A Profiteering Strategy

Neatly arranged Grooming Lounge in-house products on a clean countertop.

The Shift to In-House Products: A Strategic Move by Grooming Lounge

In a calculated pivot aimed at enhancing profitability, Grooming Lounge is shifting focus from third-party brands to its in-house products and expanding through franchising. According to Mike Gilman, founder and CEO, this strategy will allow the grooming brand to reclaim margins previously surrendered to vendors, aligning with a growing trend among retailers facing stiff competition and changing consumer habits.

Understanding the Market: Trends and Challenges

The shift towards in-house products is not happening in a vacuum. As the retail landscape transforms, both brick-and-mortar shops and e-commerce platforms like Grooming Lounge are grappling with complexities introduced by giants such as Amazon. This fierce competition, coupled with a cautious consumer base, has made the traditional multi-brand curation model less sustainable. By March, Grooming Lounge will eliminate its last remaining third-party brands, reducing its offerings from 40 to just ten.

The Decline and Rebirth: Grooming Lounge’s Historical Context

Founded in 2000 during the dot-com boom, Grooming Lounge was a pioneer in the online men’s grooming market. However, with a recent 10% decline in sales following a 20% increase during the heights of 2020 and 2021, the salon is reassessing its strategies. Although the pandemic forced the closure of its flagship Washington, D.C. location, Grooming Lounge's remaining site has seen service revenues rebound to pre-pandemic levels. This resurgence provides a stable foundation for Mike Gilman to launch his new in-house product line, featuring 25 core grooming and skincare offerings.

The Benefits of In-House Products: Maximizing Profitability

One of the main benefits of focusing on in-house products is the elimination of hefty margins typically shared with third-party brands. Bestsellers like the $26 Our Best Seller Body Wash and the $24 Beard Master Shave Oil illustrate the potential of Grooming Lounge’s tailored offerings. As the market for men's grooming products is expected to grow significantly — from $55.5 billion in 2023 to $89.8 billion by 2032 — developing proprietary products places Grooming Lounge in a promising position.

This Is Just The Beginning: Future Predictions in Men's Grooming

Looking forward, Grooming Lounge plans to expand its franchise model and aims to open a dozen new locations in affluent locales across the country within the next three years. “Guys want to take care of themselves,” Gilman remarks, indicating that this cultural shift is fueling demand for quality grooming services. With demographics showing rising interest, particularly among Gen Z men who are increasingly adopting skincare routines, Grooming Lounge is aligning itself with a growing interest in self-care.

Insights from Experience: Lessons Learned Along The Way

Prior experiences at large retailers like Ulta Beauty and Macy’s underscored the challenges small brands face in securing profitable partnerships. Gilman’s decision to avoid such retailers reflects a keen understanding of the need for sustainability over merely generating buzz. “Generating awareness through large physical retailers is tough sledding,” he states, emphasizing that his brand's focus will be on building direct relationships with customers through innovative marketing strategies like email campaigns and text alerts.

As Craftsmanship and Care Reign Supreme, What’s Next?

Grooming Lounge is on the cusp of a transformation aimed at prioritizing not just growth, but profitability and customer loyalty. By creating high-quality, in-house products and expanding its franchise model, Grooming Lounge hopes to carve a niche in a competitive market while catering to a growing community of conscious consumers seeking authentic self-care experiences.

To keep inspired and informed about Grooming Lounge’s exciting journey, stay connected and explore the new in-house products that promise to redefine men's grooming!

Skincare

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06.06.2025

Why Tom Porter’s ESOP Choice for Malibu C Is Revolutionizing Beauty Brands

Update A Groundbreaking Move in the Beauty Industry Tom Porter, the founder of Malibu C, is making waves in the beauty industry by selling his company to his employees through an Employee Stock Ownership Plan (ESOP). In a world where many entrepreneurs opt for traditional sales to external parties, Porter's choice reflects a commitment to his team's future wellbeing. "If anyone were going to realize wealth out of [me selling my business], I would prefer that it be those who had invested or are investing in building it," he explains. This groundbreaking approach not only fosters loyalty among employees but is a rarity in the beauty sector. The Unique Benefits of Employee Ownership Employee ownership can create a powerful sense of belonging and accountability. According to the National Center for Employee Ownership, businesses with ESOPs have a significantly lower quit rate—at one-third the national average. For Porter, transferring Malibu C into an ESOP means his employees will not only benefit financially but also take active roles in shaping the company’s future. This aligns with the values that conscious consumers, particularly women over 35, often prioritize: sustainability and corporate responsibility. Ensuring Lasting Legacy: The ESOP Approach Porter's transition to an ESOP is not merely financial; it's about preserving the company culture and mission. As he stated, it allows for a culture where employees feel they genuinely belong and can contribute to the company's longevity. Unlike traditional exits, which often lead to layoffs or changes in company values, an ESOP ensures that employees remain at the helm, maintaining the integrity of the brand. Making the Switch: Challenges of Converting to an ESOP Transitioning a corporation to an ESOP can have its hurdles. While Porter found the process manageable, achieving the required 30% ownership for tax benefits involved navigating legal and financial complexities. Yet, he considers these challenges worthwhile in securing the company's future and enhancing employee investment. His experience reflects the importance of planning and professional guidance when considering such a profound change. Lessons Learned: What Would Porter Have Done Differently? For entrepreneurs contemplating a similar route, Porter wishes he had been familiar with ESOPs sooner. This realization can serve as encouragement for founders of small- to medium-sized businesses to explore alternative options for succession, rather than solely considering financial payouts. It also shines a light on the importance of community and collaboration in building sustainable businesses. Final Thoughts: The Power of Conscious Consumerism As conscious consumers increasingly steer their purchasing decisions towards companies with strong ethical practices, Porter's move to make Malibu C employee-owned embodies a revolutionary shift in the beauty industry. The implications are vast—not just for employee satisfaction, but for long-term brand loyalty and consumer trust. As you consider where to spend your beauty dollars, think about the stories behind the brands. Supporting companies like Malibu C not only contributes to a healthier industry but also empowers workers in tangible, meaningful ways.

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