Multi-branch salon management: consolidated GST and per-branch reporting

Which things must stay separate per branch?

Anything that ends up in front of a tax authority. Invoice numbering is the one most often got wrong: a single company-wide sequence means a branch's bills arrive with gaps wherever another branch issued one, and a gapped series is exactly what a filing is not supposed to contain. The number has to be unique within the branch and continuous within the branch, which means the sequence belongs to the branch rather than to the company.

• Invoice number series — continuous within each branch, not across the company
• GST settings and rates, where branches sit in different states
• The filing summary, produced per branch
• Opening hours, holidays and part-day closures
• Staff, rosters and attendance

Which things should be consolidated?

Anything you are trying to compare, and anything the customer experiences as one business. A customer who visits two branches of the same salon is one customer, and treating them as two destroys the visit history that makes retention work. Revenue, staff performance and stock movement are all more useful with branch as a filter on a single view than as separate reports you have to reconcile by hand.

• Customer records, so a visit at either branch reads as the same person
• Revenue and performance, viewed company-wide with branch as a dimension
• The service and product catalogue, assigned to the branches that offer it
• Memberships that a customer expects to work anywhere you trade

Why comparing branches on revenue alone is misleading

A branch with more chairs and longer hours will bill more, and that tells you nothing about whether it is being run well. The comparisons that mean something normalise for capacity: revenue per chair, revenue per staff hour available, utilisation of the slots that existed. A smaller branch running at ninety per cent utilisation is outperforming a larger one running at fifty, and a raw revenue table says the opposite.

• Revenue per chair or per treatment room, not revenue outright
• Utilisation — how much of the bookable capacity was actually sold
• Average bill value, which is a pricing and upsell signal rather than a volume one
• Repeat rate per branch, which is the clearest read on service quality

The permission problem nobody plans for

A branch manager needs to run their branch and must not be able to read another branch's numbers. This is easy to state and easy to get wrong, because the natural implementation — filtering the view — leaves the underlying data one URL away. Scoping has to happen where the data is fetched rather than where it is displayed, and the owner needs a way to switch deliberately between one branch's view and the company-wide one.

• Managers scoped to their own branch, enforced when data is fetched
• Owners able to switch between a single branch and the whole company
• An audit trail tagged with the branch an action happened in
• Stock transfers between branches recorded as movements, not as adjustments at both ends

What it costs to add a branch

Worth checking before you commit to a system, because per-branch pricing is where salon software tends to become expensive quietly. Salvoro's monthly plan is ₹800 and includes one branch; each additional branch is ₹500 a month on top. The yearly plan is ₹8,000 and also includes one branch. There is no commission on bookings, and WhatsApp messaging, GST billing and loyalty are included rather than sold as add-ons.

How Salvoro handles it

Invoice numbering is keyed to the branch, so each branch keeps its own continuous series. Tax settings, opening hours and module toggles are defined per company and overridden per branch, with an unset branch inheriting rather than failing. Customers can be held at branch scope or promoted to company scope. Reports run company-wide with a branch selector on every tab, and each branch gets its own public booking link and QR code.