Toman Lifestyle: salon network shrinks from thirty to seven

Toman Lifestyle is continuing to operate with a substantially smaller network: just seven of its former thirty salons remain, nlc reported on 11 November. According to the report, Tomán Lifestyle Kft., a Hungarian limited liability company, recorded a loss after tax of HUF 71.4 million on net turnover of HUF 556.4 million in 2025. For those following Hungary’s franchise market, the story concerns both the network’s contraction and changes in the financial position of the company behind it.

Seven salons operating instead of thirty

According to nlc, Toman Lifestyle’s franchise network has shrunk from thirty salons to seven. That represents twenty-three fewer operating locations than the previously reported network size. The reduction therefore exceeds three-quarters, with the seven remaining salons accounting for less than a quarter of the former total.

The article links the network’s contraction to changes in the market for lifestyle and weight-loss services. According to the report, developments in recent years have had a significant impact on Szabina Tomán’s business, with those difficulties also reflected in the size of the salon network.

However, a reduction from thirty locations to seven is not the same as the closure of the entire network. The report states that seven salons remain open. It is important to distinguish this from the scale of the decline: this is a substantial contraction, not the closure of every location operating under the brand.

The number of locations alone does not reveal the business performance of individual salons either. It does not imply that every former unit faced the same difficulties, or that the remaining locations are equally profitable. The reported figure records the change in the network’s size.

From profit to a HUF 71.4 million loss

Nlc illustrated the financial turnaround using figures from the Opten company information database. These show that Tomán Lifestyle Kft. made a profit of HUF 7 million in 2024, but reported a loss after tax of HUF 71.4 million in 2025. This represents a deterioration of HUF 78.4 million between the two years.

The company’s net turnover in 2025 was HUF 556.4 million. Turnover and profit or loss after tax are different measures: the former indicates the value of sales, while the latter shows the final financial result for the year. In this case, turnover of several hundred million forints was accompanied by a loss.

The HUF 71.4 million loss was equivalent to almost 13 per cent of the reported annual net turnover. This comparison helps put the financial result into perspective, but does not identify the costs or one-off items that caused the loss.

The figures quoted from the company’s accounts should not automatically be interpreted as the combined results of its franchisees. Tomán Lifestyle Kft.’s financial figures relate to that particular company; separate data would be needed to assess the finances of the entire salon network or an individual franchisee.

Equity also fell substantially

The report, citing Opten data, also highlighted a sharp fall in equity. Tomán Lifestyle Kft.’s equity declined from HUF 400.7 million in 2024 to HUF 36.6 million in 2025. That is a difference of HUF 364.1 million, or a reduction of more than 90 per cent.

However, the change in equity and the annual loss cannot be treated as two ways of expressing the same figure. The HUF 364.1 million reduction in equity is substantially greater than the HUF 71.4 million loss after tax. These two figures alone do not fully explain the movement in equity, so the decline cannot be attributed solely to the loss-making year.

Equally, equity is not the same as available cash. The reported equity figure alone does not establish the company’s ability to meet its day-to-day payment obligations, nor does it imply liquidation or the cessation of trading. What can be established is a substantial reduction in accounting equity.

What should a franchisee assess separately?

The Toman Lifestyle story presents three distinct signals at once: the salon network has become smaller, the company’s annual result has turned negative, and its equity has declined. Together, these warrant careful assessment, but none of the measures can substitute for another.

Existing or prospective franchisees should therefore review separately the position of the network’s operating units, the financial statements of the company they are contracting with, and the financial projections for their own business. The size of a national network does not automatically establish the viability of a local salon, just as the turnover of the company associated with the brand does not, in itself, indicate a franchisee’s potential return on investment.

Practical takeaway: before making a franchise decision, check not only the number of salons but also profit or loss and changes in equity, then assess these alongside the terms of the specific contract and the figures in the local business plan.