Maximizing Your Spa's Revenue

By Jane Segerberg Founder & President, Segerberg Spa Consulting, LLC | October 28, 2008

Then, along came the spa boom and with it came more spa build outs and more spa-goers that have become spa savvy. Clearly the market has changed, supply has met or exceeded demand and competition is escalating.

It is time to give the spa-goers what they want and deliver it graciously and simply. Spa-goer surveys in the last three years haven't expressed a desire for a "bigger and fancier widget". They have expressed a desire to relax and they want the spa to be accessible and have the basics - - massage, facials exercise, body treatments and good food. What cues for maximizing revenue can be taken from this brief overview of the Spa Industry's last decade? The answer is to deliver a quality spa product that is an extension of the property, remains true to its concept, and is managed and marketed well. Following are some highlighted points to achieve results.

The Spa's Atmosphere Creates Repeat Guests

Create an atmosphere of absolute caring in which all staff take time to focus on the guest and your spa will have the opportunity to up-sell, re-book and create third party endorsements. Excellent hiring practices, training, and well-written and used operating procedures along with teamwork determine your spa's ambiance. Guests want a chance to relax and as a result, their experiences should reach that goal from the very first contact with the spa's reservation/front desk personnel, to the locker room attendant, the therapist, retail sales, and check out. With such a complex service delivery cycle in the spa, it takes hiring smart and consistent trainings to get it right. The Spa has the potential of being the inner sanctum of the guest's total resort/hotel experience.

Check your spa's training program; does it express the values and mission of your property? Does each employee receive hospitality training? Do the Spa's SOP's cover everything from answering the phone to greeting the guests, draping the table and sequencing the treatment to the parting greeting? Are the SOP's well-written and used in training? Update the Spa's SOP's, spa department manuals and most importantly the training cycle to deliver the caring product that your guests want and deserve.

Raise The Number of Spa Guests and Purchased Treatments

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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.