… or listen to our most recent episodes below.
There’s a traditional wisdom in business that dictates certain information should be held close to the vest. Financial information, hiring information, performance metrics, and so on should only be shared on a need to know basis. More recently, there’s been a push for more businesses to have transparency in some of these areas.
Ashkahn and Graham explain their stance on transparency and the thought process behind making Float On as transparent as possible, as well as many of the benefits they see on a regular basis because of it.
Many float centers rely on memberships, usually monthly, to help maintain a steady flow of income throughout the year. Sometimes that’s not enough, like during slow months, and a steep discount can seem really attractive for filling up float tanks. What’s the best solution to making sure that you aren’t cannibalizing your own sales with discounts and potentially losing members?
Graham and Ashkahn share their tried and true approach to this nuanced question and share some excellent examples of how Float On rewards its members without losing sales during discounts as well as throughout the rest of the year.
Flow meters are designed to measure how quickly water travels through a filtration system. This is useful for all sorts of recreational water facilities. Pools and spas have been using them for years. Often times health departments will require them for float tanks, as they help provide a certain level of assurance to the filtration quality of a system.
The problem arises when using flow meters that aren’t designed to handle the specific gravity of float tank solution. So far, only one flow meter is designed to be accurate for float tanks and if a system isn’t using that one, it can be a bit surprising to find out that the flow is different. Ashkahn and Graham talk all about the reason for flow meters and how to troubleshoot problems that may cause a loss of flow.
Not every float is going to be pure bliss. Sometimes the anxiety doesn’t go away. Sometimes that back pain is still there. Are there ways to float with intention to help control the outcome of a float?
Graham and Ashkahn share their thoughts on techniques intended on getting the most out of your float and things that may work, as well as the perils of trying to control how your float goes.
Writing a business plan can often feel like you’re throwing hard work into the void. If you’re not getting a bank loan, who’s going to see it? What’s the point of it if all the numbers are going to be different?
Graham and Ashkahn break down their experiences of starting Float On without a business plan and how useful it was writing one later, as well as how they’ve used that business plan to help dozens of other centers get funding and open their doors.
Some float centers include a restriction in their wavers stating that people can’t or shouldn’t float during their menstrual cycles. Is there a valid reason for this?
Graham and Ashkahn clear up the confusion around this situation and why float centers started doing this and what every center should know about policies like this.
Let’s say you’ve got a discount going on and you’re counting on your email mailing list to get some traction. How many times should you email? A lot? A little? Well, the answer depends on who you ask and your own business philosophy.
Ashkahn and Graham share Float On’s philosophy on reaching out to mailing lists and how they reached those conclusions.
Dynamic pricing AKA changing prices based on demand or availability, is a pretty common tactic in certain industries. Airlines do it with tickets. Restaurants and bars do it with “happy hour” to get people to come in during slow times.
Graham and Ashkahn weigh in on this practice as it pertains to the float industry and, if you are going to do it, how to do it right so you get the most bang for your buck without confusing your customers.
Not every float center owner wants to be tethered to working their shop for the rest of their lives. In fact, even some that enjoy that work immensely can be doing their business a disservice by focusing on day-to-day operations as opposed to dedicating their time to marketing or expansion.
So how do float center owners get out of the shop? How many managers (Or Taco Supremes as they’re called at Float On) does it take to effectively replace the shop owner at a business. Ashkahn and Graham have successfully implemented a system at Float On that allows them to be much more hands off on the business than when they first opened and they share how got to that point and how their business structure has evolved.
About the show…
Join Graham and Ashkahn as they answer your questions on starting, running, and growing your floatation business.
Learn tips on soundproofing your rooms, filling your tanks, and protecting your favorite shoes from salt – by the founders of Float Tank Solutions, Float On, and the Float Conference.
Subscribe to The Daily Solutions Podcast for a dose of solutions to your float center problems, seven days a week.