Spa Retail Management: What does it mean?

By Nina Curtis Founder & President, The Nile Institute | October 28, 2008

Retailing is "serious" business in today's global economy. Spa goers are more savvy and knowledgeable, demanding better value and guest care, and progressive spa retailers are listening and addressing their guests' needs as fast as they can.

The Spa Retail Management process is comprised of key components that allow you to develop a foundation that will enhance your business strategy and positively effect your bottom-line.

The Retail Concept is one of the first things that need to be defined. This focuses on determining your target market's needs and how you will satisfy those needs more effectively and efficiently. Who do you currently serve and how well are you serving them? Take a look at your current spa offering to determine what you sell and who is buying it.

What do you sell? What is your retail mix? How have you integrated all that you do? These are just a few questions that need to be answered to define your retail concept. Who are your competitors and what do you do that is unique and that ads 'use value' to keep your guest coming back time and time again?

What products do you sell? These are tangible and intangible items that your guests purchase. Often focus is only given to the tangible things that are sold but even the "experience" is a product that might need to be a line item.

Your tangible products are your skin and body care items, your nail care, hair care and accessory items. Your intangible products are your facials, body treatments, body massage, nail care treatments and hair styling. Do you have these on an inventory spread sheet? Are your treatments directly connected to the tangible items you offer? Often not. When a guest comes in for a treatment do your spa associates know exactly what professional home care recommendations to make? And do they? This is where the "buck" usually stops. This is where I hear people say things like, "I'm not a sales person". This is where the communication breaks down.

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. 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.