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From its signature color (bright blue gives off a big Tiffany vibe, Driscoll admits), it’s unique in that it allows customers to book, customize treatments, tip, and rate massage therapists on the app. Everything from the brand’s technology to the “feel-good revolution.”
Drawing heavily on Drybar’s ethos of affordable luxury, the Squeeze experience includes everything from an interactive aromatherapy bar and multiple playlists to choose from, to a “Ready” button that prompts the massage therapist to enter the room. , packed with additional features.
Knowing a client’s preferences, such as desired pressure or specific areas of the body to address or avoid, allows therapists to approach treatments with confidence. “They live up to your expectations,” Driscoll says. “So you don’t have to deal with awkward conversations or forget to say what you wanted.”
Once the treatment is complete, jump off the table, get dressed and rush down.
“We often say guests come in and guests go out,” Driscoll says. “No long checkout lines, no tedious tipping. We’re trying to make this a truly relaxing and seamless experience. And as avid massage enthusiasts ourselves, we want to make it even more… I felt there had to be a better way.”
While Drybar had a mix of corporate-owned and franchised locations, Squeeze has been 100% franchised since its inception. Ranging from 1,700 to 2,700 square feet and with six to 10 treatment rooms, franchisees can earn between $500,000 and $890,000.
In other words, it’s an investment, but the aesthetic is driven by key members of the original Driver team, including architect Josh Heitler and creative director Cam Webb.
“In hindsight, there were a lot of things we did well and learned at Drybar that we brought to Squeeze, from branding to really thoughtful store design,” Driscoll said. Masu. “But there were things we could have done if we had done things differently from the beginning. Franchising was one of them.”
In other words, Driscoll believes franchise owners are likely to pursue profitability. “At Drybar, we quickly learned that operating partners run the business better,” she says candidly. “They have skin in the game. And because it’s a community, they have high employee and guest retention and are very passionate about the business.”
The goal, Driscoll said, is not hundreds of individual operating partners, each with one squeeze. Rather, she prefers multiple unit owners, of which there are currently 35. “That’s what we’re really looking for as we expand this brand,” she says. “We believe there is an opportunity to bring Squeeze to multiple markets across the city, and we really want small business owners to own multiple markets within their region.”
On Squeeze’s website, upcoming regions across the country are clearly tagged as “Coming 2024.”
“We’ll go anywhere,” Driscoll promises. “‘The Feel Good Revolution’ is kind of our tagline, it’s what we stand for, and we’re excited to bring it across the country.”
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