Editorial Board   Guest Author

Mr. Maack

Rick Maack

Owner, Balance Spa Management

Rick Maack is the Business Development Partner and Owner of Maack Management and Balance Spa Management, a fully outsourced option for the spa, salon and fitness center of luxury hotels. Mr. Maack leases space from hotels and/or building owners providing a lease income stream and revenue share to hotel partners. Mr. Maack operates seamlessly with the hotel, using the hotel brand and look. All expenses of operation are borne by Maack Management and a revenue share option is included in most leases. The revenue share with the hotel assures that the spa and the hotel have like goals. Mr. Maack and his wife Kelly entered the spa and fitness business to capitalize on the combination of transforming human needs and the resulting emergence of the hybrid category within the wellness and spa industries. This category merges the synergistic elements of these industry segments with full-service hotels and large luxury residential communities in urban settings. Mr. Maack and his team have also completed several consulting projects for hotels groups and independent spas and wellness centers. These projects included, marketing plans, branding, spa concept development, spa and fitness center design, pre-opening project management, and needs and feasibility assessments. Maack Management and Balance have worked with InterContinental Hotel Group, Loews Hotels, Omni Hotels, The Windsor Court in New Orleans, Hilton Hotels, the Essex House in New York City and other independent hotel brands. Mr. Maack joined Balance 2003 as the Director of Business Development. He purchased the company with his wife Kelly in 2007 rebranding as Maack Management. Prior to this, he was Business Development Director for Concept Heaven, an Interactive Internet Marketing company located in Manhattan where he was responsible for major account sales and marketing in the salon, spa and beauty space. Clients included Aveda, Este Lauder and Kerastase brands. Earlier in his career, Mr. Maack worked as a CPA for PricewaterhouseCoopers and has completed several consulting projects in the Internet commerce space.

Mr. Maack can be contacted at 302-223-5942 or rick@maackmanagement.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.