Ms. Segerberg

Spas, Health & Fitness

Spa Alert: Prepare for changing guest expectations

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

Let’s talk about what makes sense as we move forward in planning to reach higher levels of success than ever before: Twenty-Ten... Bring it On. That’s the attitude! Let’s get on with the ‘New Normal’. We have ducked and run, planned survival tactics and talked about ‘riding out the storm’. Now it’s time to grab the reins and get on with business by being proactive, creative and engaging our guests and customers in surprising new ways while running our businesses economically and efficiently.

The ‘stories’ about spa usage have been negatively over dramatized. The truth is that although resort/hotel spa visits are down, the guest capture rate has remained the same. The percent guest usage of spas on leisure or business travel remains the same; it’s just that for right now, hotel visits are down.

According to the Hartman Group, “not everyone believes that out of the ashes will rise a new movement of frugalistas and bottom feeders”, nor does history support such an outcome. Hartman typically has a good finger on the pulse of consumers and their researchers feel that the belt tightening just hasn’t happened. The term ‘theatrics of thrift’ describes the coupon clipping and social commiseration about the grocery store pricing (which represents 7% of a household’s expenditures). One instance of thrift is often negated by another instance of splurging - the wife clips coupons and the spouse buys and iphone.

It is interesting that price ranked 6th in importance following quality in Hartman’s Consumer survey. The ‘thrill of finding a great deal’ still dominates purchasing behavior over pure price. In short, the shopper has been taught to shop for a deal and this behavior will be difficult to change in the future.

Certainly our future guests will be expecting value and the ‘value deal’. In the value experience, fun trumps thrift. In the new economic stability, the more conservative shopper wants to enjoy experiences, yet feel that they are getting a great deal.

For spas, the future is now. 2010 – bring it on. Let’s put the spa experience back in our existing spas and build new spas with revamped spa sensibilities such as:

• Promote the value of the spa experience – not discounts, but the added value of the resort/hotel spa
  
• Improve service touchpoints
  
• Improve the quality of the spa facility and amenities
  
• Offer sincere treatments and simplified menus
  
• Control the spa’s biggest cost

With value sensibilities in mind, our duty now is to capture our resort/hotel guests and compel local residents and outside resort guest to become loyal spa patrons during their stay, as repeat guests and as repeat local clientele.

Resort/Hotel Spa Experience Value

The resort/hotel spa experience value, for most spas, is in the very fabric of the property. As compared to most other day, individual provider and franchise expressions, the resort/hotel spa experience adds increased value by the nature of most of the facility designs, if done well, allowing for a feeling of ease rather than cramped quarters. Well designed relaxation spaces and staff assistance that promotes relaxation before the treatment and time to further decompress and soak in the effects of the treatment after the treatment compounds the effects and enjoyment of the time spent at the spa. Resort/hotel spas have this wonderful edge and yet rarely promote it as the value that it is, or assist guests in enjoying it to its fullest extent.

To ensure the value offering, both staff and the facility are important influences and will be addressed in the following sections.

It is time to promote what we have. Prices tend to be higher in the resort/hotel spa setting and the full value story needs to be told. The resort/hotel spa guest receives a comfortable relaxation experience before the treatment with time to read, close their eyes and enjoy a light refreshment or relaxing tea and are invited to come as early as they like to enjoy this portion before the spa treatment for as long as they like.

After the treatment, rather than immediately changing into street clothes following the treatment in the treatment room, the guest can relax in a robe in a quiet atmosphere or enjoy social engagement while the effects of the treatment sink in.

In other words, when the staffing and facility design is done correctly, the resort/hotel spa guest receives at least two hours of relaxation and enjoyment for the price of the one hour treatment.

In addition, resort/hotel leisure guests are ‘getting away’. The spa experience can help them ‘get further away’. Visiting the property’s spa at the beginning and during the stay enhances relaxation, connection with family, friends and loved ones; and connection with self. Business guests who enjoy a spa relaxation break from busy meeting schedules are refreshed, energized and more engaged.

Service Touchpoints

To achieve the level of expected (and unexpected) value in the spa experience that attracts retains and repeats guests requires three keys: training, cross-training and competent supervision.

Unfortunately, in order to reduce labor costs, this is one area that is suffering in spas today. Supervisory staff and staff training have been reduced in spas over the last two years with the declining service effects beginning to show. Every staff person is working harder and that in itself is not a problem until standards begin so slip and staff is not serving the guest at the level of guest expectations and needs.

Some of my most recent spa visits in entirely different geographic regions have been less than stellar. Phones go to voicemail, obviously harried programmers just “take the reservation order” and no preparation advice is given to add confidence in the upcoming experience. Reception is almost robotic and there is very little to no assistance (and tidiness) in the locker/changing areas.

Cross training, training and competent supervision will identify and prevent service touchpoint slippage. There is no value in the experience when having to ask for more information during the reservation process or search for assistance in retail, check in or locker/changing areas.

Most properties have training manuals, standards for operating and check list systems and it is time to get them out, dust them off, review and revise then put them to use. To achieve the touchpoint goals, staff may need to be cross trained and certainly re-trained --- a great investment in future business!

In addition, it is often helpful to re-examine current standards. Cross referencing with a basic system such as those found in ISPA’s Global Best Practices and Spa Operations Manual for Service Providers ensures completeness. Then, further revise the standards according to guest feedback and newly identified goals followed by training, implementation and evaluation.

Spas will be considered a value experience when they actually deliver excellent service touchpoints.

Spa Facility and Amenities

Review, renovate or design your spa’s space program to support and enhance the value and experience you know your guests expect. The relaxation, resting, waiting and social areas are a high priority as a means to attract and keep customers as well as engender a desire to return either during their next stay or during their current stay. Booking multiple treatments or a half/full day program is made compelling and pleasant with facilities that allow for relaxation and fun. Rather than over-the-top design throughout the spa, accommodating spaces are appealing and inviting to the spa guest.

The spa environment should have the utmost sanitary conditions and tidiness. This requires constant walk-throughs and inspections. In other words, it requires good supervision.

Guest privacy is paramount to comfort. Crowded locker rooms? Add private changing spaces – just a few steps from the lockers. Make it easy to be private and comfortable. Is the lighting adequate and controlled? Are quiet areas truly quiet? Are quiet areas away from guests talking over whirlpool jets or running water and hairdryers?

The guest’s time spent before and after the treatment compounds a favorable response to the spa’s experience.

Sincere Treatments and Simplified Menus

Sincere and simple can include the most tried and true along with the hottest new treatment on the market – as long as the treatment works and delivers the results as they are promoted. Guests keep coming back because they see value in visible and or internal intrinsic results.

Menu simplicity helps the guest feel knowledgeable and in control. Many spa menus have far too numerous treatment descriptions and cost considerations, leaving the guest bewildered and unconfident in their final selections. I have found that by reducing the number of selections to those that answer the needs of various skin types, amount of time required and/or level of intensity, two tiers of treatment pricing emerge. By averaging the pricing at each tier so that back bar costs are evened out, the guest is then booking time in their treatment of choice - - and the selection is a simpler process. For example, there is one price for 60 minute massages, and another for 90 minute massages. There is one price for signature or custom skincare and another for advanced skincare treatments.

Guests can rely on their therapists and estheticians to guide them into a more effective treatment for their needs with this system of removing the cost comparison factor. A satisfied guest feels that the spa has been tending to their needs rather than their pocket book.

Control the Biggest Cost

Evidences of cost cutting in spas are abundant and are detracting from the overall guest experience. Switching to c-fold towels, reducing counter amenities, reducing staff in service areas (no one available to replace towels in the locker room), removing teas from the lounge etc, all have a negative guest effect and not much positive bottom line effect.

Reviewing how the treatment staff is compensated and keeping the staff cost/treatment in better alignment does have a large effect on the bottom line. As a matter of fact, this midcourse business adjustment should cause every spa to re-evaluate the compensation levels and method of compensating treatment staff. Whether it is flat rate commission, hourly plus flat rate, or pure hourly pay; the end result should be a better treatment profit ratio. Massage and cosmetology schools have improved and, in addition, there are more students attending. Training a recently graduated student immerses them totally in your spa’s culture. Compensation based on competencies keeps pay in budgetary alignment and is fair and equitable.

By keeping treatment cost in line we can return to better supervision, better service at all touch points and re-introduce the nice touches in spas that are appreciated by guests.

In conclusion, 2010... bring it on! Be prepared to provide guests value and fun and value. In turn, enjoy sustainable success.

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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