The source material supplied for this article does not include a Zenoti announcement or product document confirming cross-location loyalty. It also does not describe how franchise locations would settle revenue when a client uses a benefit at another branch. The idea is worth evaluating, but the feature and its financial rules should not be presented as confirmed.
Why portability can matter
If a member can use a benefit at any branch in your group, the membership may fit more easily into the client’s routine. Someone who books at a different location could still use the value they paid for instead of having to choose between the membership and the convenient appointment. That may support retention—but only if the benefit is clear to clients and workable for each location.
There is a useful distinction between benefit usage and loyalty. A redemption shows that someone used a perk; it does not, by itself, show that the client returned or stayed a member. Treat cross-location access as one part of your retention approach, not as proof that the approach is working.
A Boulevard comparison guide describes multi-location management as one of its platform’s operational areas, but that does not confirm Zenoti’s loyalty features or answer the revenue-settlement question. Boulevard’s guide says it covers “multi-location management” alongside other operational details.
Write the benefit rules before promoting them
Start by listing exactly what travels between locations. Is a member redeeming points, a service credit, a discounted treatment or access to a membership benefit? Note whether the same benefit can be used at every branch and what happens if service prices or available services differ.
Then decide how the client will see and understand the rules before booking. A benefit that appears available but is rejected at checkout can create frustration at the moment the member is trying to use it. Make the terms visible in the membership description, booking journey and staff guidance. If there are exceptions, define them in plain language rather than leaving each branch to interpret them.
Test the customer journey with realistic scenarios before making a broad promise: a member buys at one location and books at another, changes branches after booking or tries to redeem a benefit on a service with a different price. The goal is to find ambiguous rules and handoff problems before they affect the client relationship.
Agree on a fair way to settle revenue
Cross-location benefits raise an internal question: which branch receives revenue when one location sells the membership and another provides the service? There is no single settlement rule established by the supplied sources. Your group will need to choose and document one that fits its ownership and accounting arrangements.
For example, you could assess whether the selling location, the service location or both should receive a share of the membership value. Consider who pays staff and service costs, how discounts are recorded and how adjustments are handled when a member cancels or changes plans. These are policy choices, not details to leave to front-desk teams to resolve case by case.
Before launch, have the people responsible for finance, operations and location management agree on the rule. Confirm that your reporting can show the sale, redemption and location providing the service. If those events cannot be reconciled, you may struggle to understand whether the program benefits the group or shifts costs between branches.
Measure repeat behavior, not redemptions alone
Decide what success would look like before changing the benefit rules. You might track whether members return after using a benefit at another branch, whether they continue their membership or whether clients who had stopped booking come back. Keep redemption counts in view, but pair them with measures tied to ongoing visits and membership status.
If you are testing a new cross-location policy, use an attribution experiment to assess whether the change is associated with improved retention. Review results by location as well as across the group: a program can look useful overall while creating uneven costs or outcomes at individual branches.
What to do
- Confirm the platform’s cross-location loyalty capabilities and any limits directly with the vendor.
- Write client-facing benefit rules and staff instructions before promoting portability.
- Agree on a revenue-settlement policy with finance and location leaders.
- Track repeat visits and membership continuation alongside benefit use.
- For medical businesses, keep treatment details out of marketing exports and check which privacy rules apply to your operations. Boulevard’s guide notes that multi-location medical spas may need “more sophisticated scheduling and HIPAA-aware protections.”
The practical test is whether a portable benefit makes it easier for a client to keep coming back—and whether your locations can deliver it consistently without confusion over who pays and who receives the revenue.
- loyalty
- multi-location
- memberships
- client-retention
- salon-marketing
Alan Jordan, founder and principal solutions architect. Data engineering, data science and business analytics for appointment-based businesses.
