Behind the Salon Doors: What BDMs Get Right — and What They Don’t

The relationship between a salon and a brand isn’t just transactional — it’s personal. Especially in an industry built on trust, results, and loyalty, the role of a Business Development Manager (BDM) holds more weight than most realise.

Recently, I sat down with a seasoned salon owner who has worked with multiple BDMs across various brands and roles. What followed was an honest, no-BS conversation about what it’s actually like to be on the receiving end of field visits, follow-ups, and those ever-changing BDM faces.

We’ve chosen to keep the salon owner anonymous to protect the relationships they hold with the brands they currently stock. Their insights have been shared with permission, with the goal of encouraging more connected, considered partnerships across the professional beauty industry.

Here’s what she had to say.

Relationships Matter — But Turnover Is Breaking Them

“I’ve built strong relationships with a few BDMs over the years,” she shares. “When they genuinely engage with me and my team, it makes a huge difference. You feel supported — not just sold to.”

But here’s the burn: turnover is wildfire. “Just when you’ve built trust, they leave, and you have to start again. The new BDM doesn’t know your salon, your team, or where you’re headed. It’s like reintroducing yourself on a first date over and over again.”

This constant cycle isn’t just emotionally exhausting — it’s operationally disruptive. Emails go unanswered. Training sessions get cancelled. Orders fall through the cracks. And the worst part? No one tells you who to contact next.

“It creates a sense of distrust. You start wondering if BDMs are being supported by the brand — and if not, what does that say about the brand’s long-term stability?”

The Best BDMs Don’t Just Sell — They Serve

When asked what sets the best apart, she didn’t hesitate.

“The ones who stay curious about your business (who ask the right questions, help with planning, and show up for in-salon events) they’re the ones who make a difference.”

It’s not just about bringing in product. It’s about being involved in how those products land — from shelf placement to staff confidence, all the way through to client communication. “A knowledgeable BDM once helped me plan treatment integrations, rename services, even structure pricing. That kind of support changed everything.”

And yes, social media engagement matters too. “When they like or reshare your content, it feels like the brand sees you. Small touchpoints build big loyalty.”

The Biggest “Icks” from the Salon Side

Even the most passionate salon owner has their limits. “I don’t like being pushed to order on the spot. Give me time to budget and plan. And please don’t show up unannounced — I might be mid-facial or not even in the salon.”

Constant rescheduling is another red flag. “We block out client time for these meetings. If you cancel last-minute, that’s income lost — not just an inconvenience.”

Surface-level relationships are another turn-off. “You can tell when someone’s just ticking a box. It doesn’t feel like they’re here for your growth — it feels like they’re here for their numbers.”

If BDMs Could Do One Thing Better…

“If I could wave a magic wand,” she says, “I’d want consistency. Let someone stay in the role long enough to understand the salon, the staff, and the direction we’re headed.”

When that’s not possible, handovers matter. “There should be a proper transition, especially if meetings or training are already in the calendar. Don’t make us start over again from scratch.”

She’d also love more proactive support, including:

• Product training and confidence-building

• Help with retail displays

• Guidance on treatment integration and pricing

• Insights from other salons

• Regular check-ins (even a quick, personalised text — not a bulk email)

  
  

“Those little touches show that the brand sees us as a true partner, not just a sales channel.”

BDMs are the bridge between brand strategy and salon execution — but too often, that bridge feels unstable. What this conversation made clear is that salons don’t need more coffee meetings or pressure to perform. They need business development managers who do what the title says - help develop the businesses that are stocking their product, who listen, understand, and stay the course.

So if you're building a team or reviewing your sales strategy, let this be your reminder: consistency, curiosity, and care go a lot further than a spreadsheet full of figures. Because at the end of the day, the brands that win? They’re the ones that show up, stay in touch, and act like they’re in it with you — not above you.