Ms. Segerberg

Spas, Health & Fitness

Important Elements for the Long-Term Health of Your Spa Brand

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

If you are contemplating investing dollars in building a spa or undertaking a spa at your hotel or resort, take some time to plan for the longevity of your spa brand. A long-term winner is born when a clear picture of the spa industry is combined with a concise concept and a plan to manage the concept.

The Spa Industry has "arrived"

First, let's take a look at the spa industry. The spa industry has "arrived" and definitely proven itself. It has had the right formula at the right time - just when stress is high and the world wants a time out - a time to slip away - a time to escape. The latest Spa Industry survey prepared for the International Spa Association by The Association Research Centre Inc. quotes:

The challenge for the spa industry, now that spa treatments have gained an increased air of respectability amongst the consuming public, will be to keep service levels up while keeping operating costs down. This will be a difficult challenge for many and some casualties should be expected along the way. It is no longer possible to simply hang out a shingle and open a spa. The industry has become far too sophisticated for that. For those who are able to combine their love of the spa environment with a keen focus on how to run a successful and profitable business, the future is still very rosy indeed.

The industry has arrived at the top of the spa boom and gained an aura of respectability. The cream will rise to the top, others will fall to the wayside and sustainability has become more than survival, it is the ability to grow and move forward.

The Shift to a Discerning & Serious Clientele Has Implications for Spa Planning

With consumer acceptance and a desire for the spa experience, there are new factors to be considered when investing in building or renovating a spa. The first factor is that there is a broader knowledge of "Spa" and "Spa-ing" by the general public. According to the International Spa Association's study of spa consumer trends, the shift from going to a spa for indulgent pampering to indulgence and escape in order to have "work" done, has occurred in the realm of the spa-goer.

Spa-goers still view the spa experience as a place to go for indulgence and escape, but feel that indulgence and escape are gateways to having meaningful results and are no longer drivers to feel guilty about. The new driver for seeking a spa experience is the realization that "work" is going to be done at the spa. Even for the spa "newbie", who seeks a periphery spa experience, it is understood that indulging in a spa treatment results in "work" that is being done and the outcome is improvement of appearance and the resulting effect of an inner-directed sense of beauty. For more experienced spa-goers, the sense of "escape" (time away from emotional demands) is a driver to seek experiences that offer a feeling of seclusion and cocooning as way to reduce stress and to "re-charge" as a spa-oriented sense of duty. Finally, self-improvement and transformation is sought amongst the core spa-goer who seeks more intuitive and sophisticated results-driven experiences.

Spas Have Become Distracted From Their Core Concept

For spa planning the picture is clear - achieve a sense of place where indulgence and escape have a results-driven purpose. Build a spa concept around "The One Big Thing", as Jim Collins teaches so well in Good To Great, and stick to it. Then be consistent in the orchestration of the delivery of the "The One Big Thing".

The accelerated evolution of the spa industry has left us with spas that have become distracted from the core reason that they exist. Some spas have become mega industrial presentations that offer a get in, get processed, and get out experience. Other spas have become a hodge-podge of creative ideas that have no clear purpose and guests are unsure of what the experience will actually produce. Spa menus have become a multi-paged, confusing flowery rendition of a multitude of choices. These are the spas that will not survive as spas continue to evolve and the cream rises to the top.

Our experience in the spa industry has shown that developing a spa with a concise concept that creates a synergistic sense of indulgence, escape and results both architecturally and programmatically produces long-term loyalty for a spa brand. Guests feel "safe" in changing spaces, relaxed in transition spaces, cocooned in treatment spaces and confident in their chosen services.

By managing the service delivery to deliver a customized sense of direction and connection, the guest's journey through the spa offers a comfortable and confident booking process, transition time to "ease" out of everyday stresses before receiving the treatment and an exit transition to savor the benefits of the treatment that has just happened.

When the experience is orchestrated around a well-defined and compelling concept through architectural flow, signature features, a simplified program of highly effective classic and signature treatments, and a customized service delivery, guests are happy and loyal ambassadors for the spa brand.

Some Final Thoughts

The spa experience is a stage for a theatrical event that offers a defined and meaningful experience for each guest. Keep in mind that the plush robe, scented candles and wonderful massage are merely magnificent mementos of the grander experience. While considering the strategic direction of your spa plans, ask yourself these simple questions:

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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