Ms. Segerberg

Spas, Health & Fitness

The Elements of Building a Successful Spa

By Jane Segerberg, Founder & President, Segerberg Spa Consulting, LLC

One word in the title, "elements", best describes the spa's approach to success. An element is a component, part, factor or characteristic of a whole. The entire process of building a spa includes several key elements that are fundamental to the entire picture of success.

The Key Element

Concept is the most fundamentally important element to building a successful spa. In our consulting experience, the use of concept as the guiding principle of all other decisions such as facility planning, menu development, budgeting, FF&E selection and marketing sets the stage for success. It is very tempting for the hotelier to survey the hotels/resorts that he/she respects and pick spa elements that seem to fit his/her spa project. We see spas that are a smorgasbord of other spas (including their costly mistakes) and neither have a personality of their own nor do they complement the resort experience. Planning a spa is much more complicated than any other aspect of the hotel revenue areas. Conceptual guidance is needed in order to consistently deliver an identifiable experience to guests.

Knowing what your own hotel/resort does well, why guests visit your hotel/resort and how guests describe their experience is important to the spa's concept and development. Research your market and define the purpose of the spa and the experience that the spa should deliver in relation to the resort/hotel's market, goals and objectives.

It is at this point that spa planning may take a surprising turn with pre-conceived notions of size, placement, etc. We have often suggested a change in location, a change in the timing of the project, or not building a spa at this time. Based on the market analysis and the spa vision, the concept design will address the image and positioning of the spa, location of the spa, program orientation and the size and scope of the facility.

What will be the spa's distinctive position? What will differentiate your spa from others to keep your guests returning? What will create the added draw or deciding factor for choosing your hotel/resort over another? As we all know, "better" is not distinctive positioning. Distinctive positioning sets your spa apart from others and provides effective marketing and promotional hooks that are consistent with the spa's concept. Know your competition! Your spa's distinctive positioning is the sum of its total products as defined by the concept. It is not one signature treatment that can be replicated. It is being able to say, "We're the spa that is known for ___|\___|\___| as opposed to our competitor spa who is known for \___|\___|__."

Profitability

Recognize revenue sources and the margins of each source. The spa industry has grown very fast and is now leveling out. The cream will rise to the top and the well-manages spas with good business practices will prevail. The entire scope of revenue stream and spa utilization, rate structures, staffing requirements, payroll, and operating expenses complete the financial picture. Planning for profitability involves understanding the unique payroll requirements of the spa and curtailing this major expense with creative recruiting practices and excellent spa management that keeps a keen eye on expenses. In order to have a plan for profit success, your pro forma will include spa industry assumptions as well as resort assumptions.

Program and Facility Design

The program and facility elements are designed to represent the concept. Once again, we are back to the key element, "concept", as the sum of the whole. The program areas may consist of relaxation, skin and body treatments, fitness, health/lifestyle management and nutrition. From these areas a menu of a la carte services, packages, group packages and specially themed programs that will serve your spa's market is developed.

The facility will represent the type, number and flow of treatment rooms as defined by the concept and market research. It is important to recognize that the spa has specific mechanical specifications that are crucial to the success of the program and cannot be overlooked. Having a wonderful whirlpool with a waterfall is not an asset to your spa if you cannot turn it on because it steams up the entire locker room! Spa specific knowledge is needed in this area to guide engineers and architects in the design phase.

Spa Operations

The management capability of the spa director is crucial. "Working in a spa" does not immediately qualify a candidate for a management position. Good management skills are needed to steer the spa along its course, manage the guest's experience, become a partner with the resort, and astutely control expenses. Spa directors must manage diverse groups of people who, for the most part, are trained to work on their own. Standard operating procedures, job descriptions and staff training manuals are crucial with so many different moving parts involved in the business of spa. The staff needs consistent and continual standardization training delivered in a palatable manner.

Marketing

Market in advance! The spa marketing function is critical within the hotel/resort since the spa is not a necessary function (such as a dining venue). The marketing message, once again, relates to the defining concept. The message and the visual clues including website, brochures and even business cards should reflect the spa's image consistently.

Hire A Spa Consultant?

It is tempting to forego this expense and use the expertise of the architect and interior designer. With a growing industry, competition is tough and the key to overcoming the competition is in having a well-planned facility, program and operation that can smoothly and deliver an excellent guest experience. A full service consultant can advise with vast industry knowledge on spa specific mechanical, engineering and plumbing requirements, spa specific FF&E, programming and operations. Choosing the right consultant at the beginning of the project can save money on costly mistakes in facility flow, engineering and equipment as well as add to the competitive edge of the spa program.

Success

The spa experience is about how the guest feels in his/her heart and soul while visiting your spa. It is an immersion into a total experience even if it is only for 90 minutes. The elements of success will ensure that your guest will have a very positive experience that creates a desire to return. Get started with your planning on the right foot and plan well for concept, profitability, program and facility design, spa operations, and marketing.

Jane Segerberg is founder and president of Segerberg Spa Consulting, LLC., a multi-faceted spa consulting and management company with an industry reputation for creating spas that work –they are compelling for the property’s market, attain recognition, engage guests in memorable experiences and achieve bottom line success. Over Jane’s thirty-year history in the wellness, hospitality and spa industry, she has become recognized for providing outstanding service and keen attention to detail. For company information please view http://www.segerbergspa.com. Ms. Segerberg can be contacted at 912-222-1518 or janesegerberg@yahoo.com Extended Bio...

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