Editorial Board   Guest Author

Mr. Chambers

Doug Chambers

Principal, Blu Spas, Inc.

Doug Chambers has been involved in the spa and salon industries for more than seventeen years. A business lawyer by training, he has been intimately involved in all phases of spas and salons, from planning and start-up through operation and expansion of spas, salons, and product companies. Mr. Chambers and co-author Cary Collier are the founders and principals of Blu Spas, Inc., an industry leading international spa consultancy and spa management firm offering distinctive design, project planning, spa operation, spa business analysis, treatment development, and training. Blu Spas is internationally recognized for innovations, establishing standards for luxury spas, proven revenue earnings, and cost-based planning. Blu Spas has participated in over 250 projects in 25 countries, including some of the most prestigious spas around the globe, and has one of the most respected portfolios of any spa consulting firm in the industry. During the past 25 years of its involvement in the spa and hospitality industries, Blu Spas has had extensive experience with hotel / resort spas, including new and existing facilities and those serving hotel guests, local residents, and members. Blu Spas has represented hotel owners, developers, corporate spa directors, and operators of leading hotels, resorts, spas, and mixed-use / residential projects, providing a wide range of spa consultancy including spa concept development, design, project planning, facility review and analysis of spa operations, spa financials, and management. Blu Spas' roster of current and past clients includes Four Seasons, RitzCarlton, Fairmont, Raffles, International, Destination Hotels and Resorts, Hilton, and others. Blu Spas' primary office is in Whitefish, Montana and with an auxiliary office in Los Angeles, California. Mr. Chambers has been a principal force in the creation and expansion of spa and salon brands, including the development and expansion of the Yamaguchi spa and salon organization with six locations in Southern California. His experience includes project planning, with special emphasis on feasibility analysis and concept development, and all phases of operations, including pre-opening, lease negotiations, financial planning, fiscal overview, employment matters, compensation schedules, litigation, marketing, advertising, and public relations. He has had primary responsibility for identifying, negotiating, and implementing expansion opportunities. Mr. Chambers has been key in the creation and advancement of product branding and has had principal responsibility for all phases of the design, development, manufacturing, marketing, and distribution of an extensive line of hair, spa, and skin products. Mr. Chambers contributed as an advisor for Billy Yamaguchi Feng Shui Beauty (released 2004). He has served as a creative consultant for various brands and has been a speaker or panelist for spa conferences on topics including technical innovation for the spa industry (Global Spa Summit) and spas as amenities for gaming and casino resorts (Gaming and Casino Conference). Mr. Chambers has authored or contributed to several articles for spa and salon industry publications.

Mr. Chambers can be contacted at 805-218-1613 or doug@bluspasinc.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.