M Company OyM Room – Barber for men

Story

• Top of the hairdressing world

• Succesfull in business

• All gone…

• How do you make money from what you love to do,

when you can´t do what you love to do?

More than a barber!

Sense of communityand cooperatio

n

partnership.

Provider of experiences.

Men’s own place. Pure and high quality products produced in Finland.

Personalized and individual services tailored for the customer.

Well-planned andmonitored service concept and offerings

Need based destina t ion, with infin

at e up sell

oppertunities

.

Best quality with themost carefully designed service offerings.

High quality andpassionately produced products.

Strong team spirit, constant training and development.

High performance

Market

Mintel :-“ Men’s toiletries will be a $3.2 billion market by 2016, a $1 billion increase from 2006”.Euromoniter International :- “Men’s grooming products are one of the beauty industry’s fastest growing segments”.

Mintel:- “U.K. market grew by 12%, from £512 million in 2007 to £574 million in 2012. Furthermore, future market outlook is also positive, with sales expected to rise by 16% and 6% in

the U.S. and in the U.K., respectively, by 2017”.

Mintel:- “The men’s grooming market has boomed in recent years as increasing amounts of men look to products specifically targeted towards them to do the best job possible”.

Euromoniter:- “Men’s toiletries is set to be the best performing category in the future, with worldwide growth of over $3bn forecast between 2011 and 2016”.

Euromoniter:- “30 per cent of the real value growth in the men’s grooming market to come from Europe, and a further 23 per cent to come from the North America”.

FashInvest:- “Retailers such as Nordstrom and Macy's are devoting more shelf space to these products, and many are creating separate sections solely dedicated to men”.

Euromoniter International :- “Global revenues for Men’s grooming products are rising by an average of 6% a year from 2006 – reaching almost $33 billion in 2011”

Jennifer Kovacs, national merchandise manager, Nordstrom's :- "Men are just more comfortable in their own environment, away from makeup and pink”.

Proctor & Gamble:- "The whole metrosexual man trend has gone mainstream."Mintel, “65% of European men consider their appearance important and almost half (48%) admit what they want most is to look attractive and well groomed”

Xerfi:- “They have still not developed specific communication strategies for men, and the sales universes are still very much women-oriented”.

Kline & Company: - “It is clear that brands cannot approach the men’s market as they do with the women’s one,”

HABIA: - “34% of hair establishments not offering male treatments”HABIA: - “66% increase seen in male customers for establishments that offer male treatments”.L’Oreal:- “Men are more frequent visitors to salons with 13.6 visits per year, compared to 8.1 for women”.

L’Oreal:- “Women stay with a salon on average 3.4 years; men stay 12 years for unisex salons and over 25 years for barbers”.

NDP for Proctor & Gamble: - “75% of clients without a permanent haircutting destination are men looking to connect with the right establishment or stylist”.NDP:- “There is a huge opportunity with men for skincare”Euromonitor International :- The global hair care market, worth $77 billion, is expected to grow by

6.6 percent per year on average until 2018.

Solution

TOTALSOLUTION

Business Model

It works so youdon´t have to!

Financing

Petri:

• 7 times SM

• 6 times Fin team member in worlds, head of team

• 2nd in World Champs

• American Continental Champion

• Educating for 9 product companies

• Head of Coaching for world skills team Finland

• 1 Gold, 2 silver, 2 bronze, first medals since 15 years

• Both Winners of Pinni Golden Comb

Toni:

• Owner largest salon by 2m in Finland

• 1 time SM

• Educating internationally for Swartz

• Hair World's judge 2006-2008

Team

Scale

• 700 M Roomʼs in 15

different countries by 2020

• 850 000 customer contacts

per month

• Possible exit by 2020

• Company buyback

Exit strategy