The beauty industry is the industry that develops and sells cosmetic products; mainly makeup, skincare, perfumes, and haircare products. It includes big brands and producers making the goods, as well as shops and beauty parlors delivering them to the end user. As Mago et al. (2023) noted cosmetic products have been integral to human life for millennia, serving purposes such as enhancing beauty, protecting skin, caring for teeth, providing fragrance, and facilitating cultural and religious practices through skin painting. Historically, these products were exclusively crafted from natural ingredients derived primarily from animals, minerals, and plants. In the last two decades, the global beauty market has seen significant changes that reflect the various economic, social, and cultural transformations occurring in different parts of the modern, global world. The market is typically divided into five main business segments: haircare, skincare, makeup color, toiletries, and fragrances. According to Lopaciuk and Loboda, (2013) their diversity allows them to meet the demands and expectations of all customers about cosmetics.

Salon businesses provide different beauty and grooming services, such as manicures, styling, haircuts, coloring, pedicures, spa and skin care treatments. This kind of business caters to both men and women, providing a variety of services purposely for the enhancement of the personal appearance and well-being of their clients. Most of the time, salons serve as a venue for relaxation and self-care. Success in the salon industry often anchors on providing quality services, staying up to date with current trends, and building strong client rapport. Salons typically generate revenue using the service fees charged to their clients or customers. Such businesses may sell beauty products, offer packages or memberships, and sometimes rent spaces to independent stylists or practitioners. Success often depends on quality service, customer satisfaction, marketing, and staying updated with industry trends (Milon et al., 2021).

As the owner and manager of a hair salon, establishing clear goals and objectives is essential to guide the business toward success and maintain its modest advantage in local market. By defining precise goals and objectives, they can elevate the salon to become the most sought-after establishment in town. It is important to differentiate between goals and objectives initially to grasp their distinct roles. Goals serve as the overarching destination and roadmap for achieving success in hair salons (Kulasza, 2023). According to Johnson, (2018) small salon business owners must put strategies in place to sustain business growth, cultivate client connections, obtain adequate funding, and engage in efficient marketing if they hope to thrive. Society has become keener on their grooming and is demanding more professional services offered by salons than ever before. The industry has seen an increase in many salons in the urban centers and also in the estates. In order for the hair salons to handle competitive acts, they have been forced to develop and put into practice competitive strategies. The two most popular competitive tactics in the sector are differentiation and cost leadership. However, there is minimal adoption of a concentration strategy. Additionally, performance benefited from differentiation as a competitive tactic.

Moreover, Magaba and Mupambwa, (2017) highly chose customer relationship management strategies, channels and activities at salons to create a customer experience more meaningful. Effective styles in leadership management were in full support of salon employees such that they took ownership of their customer base to deliver the experience and create customer and business value. As Muresan, (2023) revealed becoming a successful salon owner may appear challenging, yet with the right mindset and habits, it is entirely feasible. Essential elements include prioritizing productivity and maintaining organizational skills while avoiding excessive overthinking. Delegating responsibilities and fostering a dependable team are crucial aspects of efficient salon management. He further explained that overcoming procrastination, investing in ongoing education, forging partnerships with prestigious brands, harnessing technology, and upholding financial discipline are key strategies for achieving success. By prioritizing personal development and implementing these approaches, aspiring salon owners can realize their ambitions and propel their businesses to new heights.

In the Philippines, the revenue of beauty and personal care was projected to be 6.49 billion dollars in 2024 as forecasted by Statista.com. Salon businesses in the Philippines provide different beauty and grooming services, such include haircuts, styling, coloring, manicures, pedicures, skincare, and spa treatments. These establishments cater to both men and women, providing a variety of services purposely for the enhancement of the personal appearance and well-being of their clients. Most of the time, salons serve as a venue for relaxation and self-care. Success in the salon industry often anchors on providing quality services, staying up to date with current trends, and building strong client rapport. Salon businesses may encounter varied challenges, including intense competition, managing operating costs (like rent, utilities, and quality products), maintaining skilled staff, staying updated with trends, and providing consistent customer service. 

In the context of Kalibo, Aklan, Philippines, the research gap regarding the strategies, challenges, and aspirations of salon businesses becomes particularly relevant due to the regions unique economic and cultural landscape. As a popular tourist destination and the gateway to Boracay Island, Kalibo experiences a fluctuating demand for salon services, influenced by seasonal tourism and local consumer preferences. However, little research has been conducted to examine how salon businesses in this area align their operational strategies with their aspirations for growth and sustainability while addressing challenges such as limited access to resources, workforce development, and the adoption of modern technologies. Furthermore, the impact of eco-conscious trends, such as sustainable beauty practices, remains underexplored in Kalibo, despite its proximity to environmentally sensitive areas. Addressing this gap could provide valuable insights for salon owners in Kalibo to build resilient business models that cater to both local and tourist clienteles while supporting the regions broader economic and environmental goals. This study aimed to determine the strategies, challenges, and aspirations of salon business industry owners in Kalibo, Aklan, Philippines.

This study utilized a case study research design. A case study is a qualitative research method that entails an in-depth and detailed examination of a specific instance or phenomenon within its real-life context. By focusing on a particular case or a small set of cases, this research method provides a rich, nuanced understanding of complex issues that might not be accessible through other methods of inquiry. The case study approach is widely applied across various disciplines, including social sciences, management, architecture, education, and medicine, where it allows researchers to delve into the underlying dynamics of particular situations. Through this detailed exploration, case studies offer insights that help researchers and practitioners understand phenomena more holistically and contextually (Ratnasari & Sudradjat, 2023).

The study aligned with the progressive, responsive, emergent, and interpretive characteristics of qualitative research, as the data were collected at a time and place convenient for the participants. The collection process took into account both the participants environment and preferred timing. Interviews were used to gather the qualitative data. Once transcribed, the researcher translated the qualitative data and had it reviewed for accuracy and reliability by a language expert. To address potential translation issues, a back-translation method, as described by Merriam and Tisdell, (2016) was employed. This involved a bilingual individual or language expert translating the English version back into the original language of the responses to verify its correctness. In this case, the qualitative data, initially in Akeanon, was translated verbatim into English. Following this, participant validation and triangulation were sought to ensure the credibility and validity of the findings. The data were then analyzed using an inductive and comparative qualitative data analysis approach. To enhance confirmability, the researcher documented her methodological choices, kept audit trails, and engaged in member checking. This ensures that the research process and the resulting findings are transparent and reflect the participants experiences rather than the researchers interpretations.

The purposive sampling method was utilized in this study. This involved eight salon business owners who were officially registered in the Department of Trade and Industry (DTI), four from Poblacion, three from Andagao, and one from Estancia. Further, the participants were selected based on specific inclusion criteria to ensure relevant and reliable data. First, the participants must be registered with the DTI and actively operate their businesses. Additionally, the salon businesses must generate a minimum monthly income of PhP10,000.00. The location of the salon business had to be within Kalibo, Aklan, and the owners must have been in the salon business for at least three years to ensure sufficient experience and knowledge of the industry. These criteria were established to focus on experienced and financially stable business owners in the region. The exclusion criteria were also carefully defined to ensure the relevance of the respondents. Participants were excluded if their salon business, while registered with the DTI, was not operational. Additionally, salon owners earning below PhP10,000.00 per month were not considered, as this threshold was set to ensure the financial viability of the businesses. Salon businesses located outside Kalibo, Aklan, were excluded to maintain focus on the local context of the study. Lastly, those who had been salon business owners for less than three years were also excluded to ensure the inclusion of individuals with adequate experience in the industry.

Focus Group Discussion (FGD) guide, structured into three interconnected parts, was utilized. The research instrument used in this study was consisted of three main parts. The first part collected essential socio-demographic profiles from participants, including their name, gender, age, civil status, educational attainment, years of experience as a salon owner, business ownership type, estimated monthly income, and number of employees. This foundational data provided valuable context for understanding their experiences and perspectives. The second part initiated the discussion and created a relaxed atmosphere. The FGD guide included five general questions, designed to encourage participants to engage with each other, share their thoughts openly, and transition smoothly between different topics. The third part delved into the studys specific objectives, guiding the discussion through targeted questions. These explored key aspects such as the strategies salon owners employed to sustain their businesses, the challenges they encountered in management, and the coping mechanisms they utilized to overcome these difficulties. Additionally, it examined their aspirations for their salon businesses. This section was designed to gather in-depth insights, with questions thoughtfully aligned to each objective, ensuring a comprehensive understanding of the participants experiences and perspectives.

The interview guide underwent a comprehensive development and validation process. Initially, the guide was crafted based on insights gathered from a survey of salon owners experiences. The initial set of questions was reviewed and assessed by the advisory committee to ensure relevance and clarity. Pilot testing was then conducted with salon owners who were not part of the main study participants, allowing for further refinement of the questions. Following this, the revised instrument was returned to the advisory committee for additional evaluation. Upon receiving final approval from the committee, the guide was translated into Akeanon by a language expert to ensure cultural and linguistic appropriateness. The validated and translated FGD guide was then utilized during discussions with eight salon owners. These discussions explored their strategies, challenges, coping mechanisms, and aspirations in sustaining their businesses, providing rich and meaningful data for the study. This rigorous development process ensured the instruments validity and cultural appropriateness. The resulting rich qualitative data provided valuable insights into the experiences of salon owners.

The researcher utilized a Focus Group Discussion (FGD) to gather in-depth insights. The FGD was conducted at Aklan State University - Kalibo Campus Conference Room. The session was attended by eight salon owners from Barangay Poblacion, Barangay Andagao, and Barangay Estancia, Kalibo, Aklan. To ensure the authenticity and rigor of the data-gathering process, the session was observed by the chairperson and a member of the researchers examining committee, with additional support from the advisory committee. The researcher ensured that the data were transcribed verbatim by a language teacher to preserve the integrity and accuracy of the information shared during the Focus Group Discussion (FGD). This meticulous transcription allowed the researcher to have a precise record of the participants responses for further analysis. 

Thematic analysis, following Braun and Clarkes, (2006) and discussed by Dawadi, (2020) six-phase approach, was used to analyze the qualitative data. This involved immersing oneself in the transcribed interviews, identifying and refining key themes, and constructing a narrative supported by participant quotes. This systematic process guaranteed a rigorous and credible analysis that authentically mirrored the participants experiences and viewpoints. Strict ethical guidelines were followed in this study to safeguard the well-being and rights of every participant. Participants received comprehensive information about the studys goals, methods, possible risks, advantages, and confidentiality precautions in order to guarantee ethical research practices. 

Every participant gave their informed consent, guaranteeing that they were aware of their rights and that their participation was entirely voluntary. Additionally, they were guaranteed the freedom to withdraw from the study at any time without incurring any penalties. All gathered data were anonymized and safely kept to protect participant privacy. To preserve the privacy of individual participants and salons, the data were provided in a condensed format and used only for academic use.

Based on the thematic analysis, the marketing strategies employed by owners in sustaining their salons are pricing strategies, social and print media, team management, customer relationship management, service offerings, and employee incentives. Salon owners employed multi-faceted marketing strategies, which are pricing strategies, which include competitive pricing, occasion-based discounts, and value-based pricing. Social and print media marketing was utilized, notably social media engagement, along with traditional word of mouth and flyers. Team management focused on open communication, staff training and development, and leadership. Customer relationships were nurtured through client communication and retention efforts. Service offerings were promoted with an emphasis on trend awareness. Meanwhile, employee incentives like commissions and healthy work environment were used to motivate staff.

The findings imply that occasion-based pricing is a valuable strategy for salon businesses. Offering promotions during holidays, birthdays, or special events, as practiced by Participants, allows salons to capitalize on seasonal trends and consumer spending habits. This strategy can boost revenue during typically slower periods and incentivize client loyalty. They emphasize maintaining a profitable price point even during promotions, using a wider range of incentives like giveaways, loyalty cards, and raffles, focuses on discounts without significantly lowering their standard pricing. These varied approaches suggest that occasion-based pricing can be adapted to suit different business models and target audiences. Additionally, the satisfied clients of salon owners use their word of mouth in giving their feedback. Despite the rise of digital marketing, word of mouth remained a powerful marketing tool. Salon owners had a vested interest in keeping their staff up-to-date on current salon service trends. This included training staff on proper and trendy techniques to ensure customer satisfaction and enhance the overall client experience. The underutilization of available training resources represented a missed opportunity for improved service quality, client satisfaction, employee retention, and ultimately, business growth. By neglecting staff development, salon owners may have been hindering their potential for success. The result further implies the crucial role of "good communication" with clients, stressing the need to understand their desired services and ensure satisfaction to encourage repeat business. Likewise, creating a supportive, family-like atmosphere through bonding activities and open communication fosters employee engagement and improves morale. A holistic approach, combining financial rewards with a positive work environment, is most effective for driving loyalty, productivity, and ultimately, salon growth.

The result conformed to the study on occasion-based discounts which are another common tactic, as salons offer reduced prices during special events such as holidays or weddings to increase customer traffic and sales volume (Kochevoi et al., 2024). Bundling services at discounted rates further enhances customer perceived value and encourages higher spending (Zafirah & Putri, 2022). This strategy gave salon owners an edge over the competition within the business area while maintaining their price range. Ryu and Yang, (2023) argued about the positive influence of useful, interesting, and realistic shared content on purchase intentions and word-of-mouth recommendations. Choi and Park, (2022) further showed that the most potent word-of-mouth responses are triggered by negative experiences with high-reputation brands and positive experiences with low-reputation brands.

Through interviews with the participants, the researcher was able to obtain information on the challenges experienced by owners in operating their salons. Based on the thematic analysis, salon owners in Kalibo faced six (6) challenges. These challenges were financial management, staffing issues, technological challenges, client satisfaction and expectations, operational challenges, and market trends. Financially, they struggle with pricing strategies and operational expenses. Staffing issues include recruitment, retention, and training. Technologically, they encounter difficulties with purchasing power for new equipment and the training needed to use it. Maintaining client satisfaction is challenging, especially regarding promotion expectations and difficult clients. Operationally, they deal with equipment reliability and scheduling. Finally, keeping up with market trends, including adapting to new trends and meeting the demand for personalized experiences, adds another layer of complexity.

By analysis, clients often demand lower prices and expect high-quality service. These expectations create a tension that salon owners must navigate daily, as they strive to deliver excellent service while managing client perceptions. Additionally, promotion expectations play a role in how clients perceive the value of services, with many expecting discounts or deals, even when services are already priced competitively. Salon businesses in Kalibo, believe that taking care of staff upon recruitment, and retaining them as salon staff gives the salon an advantage over competitors, that is why training and development are crucial to be successful, especially in hairdressing and nail care. The result was in line with the study of Hermawan, (2022) that financial management is a critical aspect of running a salon, encompassing pricing strategies and operational expenses. Salon owners often struggle to set competitive prices that cover costs, especially in saturated markets with high consumer expectations. Furthermore, the result revealed that salon owners employed a variety of coping mechanisms to overcome challenges, primarily focusing on fostering resilience through adaptability, exploring new ventures, relying on faith, and maintaining focus on goals. They also engaged in distressing activities such as social connection and mindful breaks. Contingency planning, including seeking support from lenders and utilizing emergency funds, was another key coping strategy.

Indeed, flexibility is key to adapting to changing circumstances and ensuring continued service delivery to clients. Developing a strong sense of community within the salon and prioritizing employee well-being fosters resilience and strengthens the business during difficult times. By analysis, these entrepreneurs demonstrated resilience by diversifying income streams and identifying essential services, highlighting the need for salon owners to explore complementary businesses, such as selling hair care products or offering online consultations, and to adapt services to address basic hygiene needs while leveraging technology for online services and client communication. By cultivating a strong entrepreneurial spirit, building a support network, and prioritizing financial stability, salon owners can increase their resilience and navigate future disruptions effectively.

Moreover, recognizing the inherent financial risks in the industry, many owners emphasize the need for a "fallback" plan. This includes establishing emergency funds through savings and maintaining relationships with trusted financial institutions for potential loans. These measures provide a crucial safety net, allowing businesses to navigate unexpected challenges such as economic downturns, unforeseen expenses, or unexpected setbacks. Furthermore, access to loans can be vital for acquiring necessary equipment and supporting operational costs, ultimately contributing to the long-term sustainability and growth of the salon business.

The result in line on the study about contingency planning which is a crucial aspect of salon management, encompassing adaptability, compliance, and innovative strategies. Salon owners have demonstrated remarkable adaptability by modifying their business models to meet changing consumer needs and health guidelines. For instance, during the pandemic, many salons implemented strict safety protocols, such as mask-wearing and limiting client interactions, to ensure compliance with health regulations (Honan et al., 2022). This compliance not only ensured business continuity but also fostered trust among clients, reinforcing customer loyalty during uncertain times (Johnson, 2018). In response to economic pressures, some salon owners have explored new ventures, such as diversifying services or expanding into online platforms for product sales. This strategic pivot has allowed them to tap into new revenue streams and mitigate the financial impacts of reduced in-person clientele (Mevo, 2019).

The study also revealed that salon owners aspired to cultivate positive client relationships by creating welcoming environments and building long-term connections. They also aimed to contribute to their communities. Business growth and expansion, including opening new branches and broadening service offerings. Personal fulfillment, including supporting family and ensuring career stability, was another key priority. Salon owners seek skills development and business sustainability by staying current with trends and expanding their knowledge base. In essence, the interviews suggested that for many salon owners, the business is not solely about profit but also about creating a sense of community and fostering positive social interactions. The salon becomes a space where people feel valued, connected, and happy. Additionally, loyal clients are proof of good services offered and serve as the basis of good client relationships. Building long-term client relationships requires trust and loyalty.

Salon owners in the study were committed to continuous learning and skill development, staying current with trends like eyelash extensions and seeking to expand their services beyond core offerings. This focus on professional growth reflects an understanding of the dynamic beauty industry and a drive to meet client demands, ultimately aiming for enhanced competitiveness and business sustainability. Continuous learning and skills development are vital for enhancing service offerings and meeting market demands effectively (Johnson-Hilliard, 2015). The result also aligned with the study on implementing relationship marketing strategies is crucial for salons to maintain competitiveness and foster customer retention (Amoakoh & Naong, 2017). Salon owners also prioritize creating a happy and welcoming environment, emphasizing customer relationships to foster a positive atmosphere. This approach is directly linked to customer retention and satisfaction, which are vital for long-term success (Johnson, 2018).

Salon owners employed a comprehensive marketing and management strategy. They utilize a mix of pricing strategies, leveraged both digital and traditional marketing methods, prioritized team development and open communication, focused on customer relationship management, stayed current with trends in service offerings, and incentivized employees. This multi-faceted approach suggests a focus on attracting and retaining both clients and staff in a competitive market. The success in the salon industry required not only a comprehensive approach but also the ability to effectively navigate the multifaceted obstacles. Salon owners had to find ways to balance strategic initiatives with practical solutions to the daily challenges of running a business in a dynamic environment. Resilience, resourcefulness, and a combination of proactive and reactive coping strategies are crucial for salon owners to successfully navigate the difficulties inherent in the industry. Salon owners hold a range of aspirations beyond simply running a profitable business. They prioritize cultivating positive client relationships and contributing to their communities, demonstrating a desire for more than just financial success. Their ambitions also include business growth and expansion, suggesting a drive for achievement and development. They value personal fulfillment, career stability, and continuous learning, highlighting the importance of personal and professional growth alongside business success. Salon owners are motivated by client satisfaction, community engagement, business expansion, personal well-being, and continuous improvement.

The author would like to express gratitude to all who provided essential support in this endeavor, particularly the participants, Capiz State University, and Aklan State University, Kalibo.

The author declares no conflict of interest.