Blue Lagoon: Korean lash treatments generate €100,000 a month

Monthly sales of Korean lash treatments at Blue Lagoon have risen to around €100,000, according to an estimate by chief executive Sini Virtanen. Reported in an article published by Finnish newspaper Iltalehti on 12 November, the estimate offers a fresh perspective on the beauty salon chain, whose outlets are mostly run by franchisees: alongside outlet numbers, attention is now turning to demand for services and the sales mix.

A clear gap in lash treatment sales

Virtanen told Iltalehti that sales of Korean lash treatments amount to approximately €100,000 a month. She put sales of traditional lash lifts at around €40,000 over the same period. Based on her figures, Korean lash treatments therefore generate roughly two and a half times the sales revenue of traditional lash lifts.

The comparison concerns sales revenue, not the number of treatments or customers. This is an important distinction when interpreting the figures: higher revenue alone does not reveal how much more frequently one service is purchased than another. Nor do the figures indicate the services’ relative profitability.

The monthly sales figure is the chief executive’s estimate. It should not be read as an actual full-year result or a promise of future sales. The main news is the difference between the services: in the situation Virtanen describes, Korean lash treatments generate substantially more revenue than traditional lash lifts.

For the franchising community, the figures offer a concrete example of service-level sales data within one chain. They do not, however, reflect demand at other beauty salon chains or individual businesses. Any conclusions about specific outlets within the chain must also be kept separate from the chain-wide estimate.

Nail treatments remain the top seller

Alongside lash services, Virtanen highlights nail treatments, identified in the Iltalehti article as the chain’s leading service. According to her, Blue Lagoon sold €1.4 million worth of nail treatments last year. In the interview published in November 2026, “last year” refers to 2025.

Virtanen expects nail treatment sales to be higher still this year. This is, however, an expectation for 2026 sales, not a completed full-year result. The reported sales for last year should therefore be distinguished from the growth expected this year.

Annual nail treatment sales cannot be compared directly with monthly lash treatment sales either. The figures cover different periods, and multiplying a single monthly estimate by twelve would not establish actual annual sales. Such a calculation would assume that sales remained at the same level throughout the year.

Taken together, the figures nevertheless highlight two distinct features of Blue Lagoon’s service offering. According to Virtanen, nail treatments already generate annual sales in the millions of euros, while Korean lash treatments stand out in the interview for their performance relative to traditional lash lifts. Interest in demand for a newer service does not, therefore, displace the chain’s established top seller.

Beauty treatments are becoming part of everyday life

Virtanen has followed developments in the beauty sector for around 20 years. In an Iltalehti article published on 8 November, she describes the biggest change as a shift in Finnish attitudes towards beauty treatments, with services becoming a more routine part of everyday life. In her view, this goes beyond any single trend or treatment.

Virtanen says nails, lashes and other beauty services are increasingly seen as part of personal style. This is her assessment of changing consumer habits, based on her experience as an entrepreneur. It should not be equated with nationwide market research or findings that apply to all Finnish consumers.

The lash treatment sales estimate and annual nail treatment sales give this view a concrete illustration at the level of one chain. They do not, however, establish whether sales are driven by new customers, changes in existing customers’ purchasing habits or service prices. Revenue figures answer a different question from data on customer numbers or visit frequency.

For the franchising community, the distinction between observations about a particular chain and broader changes in consumer behaviour is especially relevant. Virtanen discusses both, but on different grounds: she provides revenue figures for service sales, while her assessment of Finnish attitudes draws on her long experience as an entrepreneur.

What do the figures tell a prospective franchisee?

According to Iltalehti, Blue Lagoon has 16 outlets in Finland, most of them run by franchisees. The chain’s service sales mix is therefore relevant to the franchising community. However, the figures concern the chain rather than any individual franchisee’s business, and cannot simply be divided up to produce sales expectations for each outlet.

For anyone considering becoming a franchisee, the news primarily provides a starting point for more detailed questions. How are sales distributed between services at the outlet under consideration? What period does the estimate cover? How much revenue remains after costs? These are separate questions that chain-wide revenue figures alone do not answer.

Existing franchisees can also benefit from distinguishing the attention a service attracts from its financial significance. The appeal of something new, sales revenue and profitability are not the same thing. The Blue Lagoon interviews chiefly reveal the scale of sales, rather than the full financial picture for any individual service.

Practical takeaway: use the chain’s service sales figures as a starting point for discussion, not as a forecast for your own outlet. Before making decisions, ask for comparable data on the reporting period, customer numbers, costs and local demand.