The Keys to a Smooth Running Spa

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

Great statements! Great trends! What are the realities that these trends bring?

The supply of spas has grown to the point that competition and consumer knowledge has changed the face of the industry. Now it is not just "a spa" that is necessary for a resort or hotel, it is a spa with an experience that is special for each guest along with service that is so seamless that the guest is not aware of it.

No matter how spectacular the architectural features, or chic the interior design, or how creative the spa menu; if the experience and service delivery falls short, then guests do not recommend or return to the spa.

The Hotel Executive Should Take Note

The growth of the industry has caused an additional phenomenon: the industry is outgrowing its ability to produce experienced managers. Inexperienced managers who have been fast-tracked to the spa director position do not fully appreciate the need for or the intricacies of the basics of running a spa. The service delivery for a spa is the most complex of any area in a hotel or resort with many opportunities for service decline or for positive service impact.

At the risk of sounding like Management 101, the following are some reminders that are offered with the thought that the concentration of truly experienced spa management has become extremely diluted. The following "keys" are written with a spa focus. Whether the spa is in the development, build out, on-going business, or re-fitting stage; the keys are appropriate and are intricately related.

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Coming up in February 2019...

Social Media: Getting Personal

There Social media platforms have revolutionized the hotel industry. Popular sites such as Facebook, Twitter, Pinterest, Instagram, Snapchat, YouTube and Tumblr now account for 2.3 billion active users, and this phenomenon has forever transformed how businesses interact with consumers. Given that social media allows for two-way communication between businesses and consumers, the emphasis of any marketing strategy must be to positively and personally engage the customer, and there are innumerable ways to accomplish that goal. One popular strategy is to encourage hotel guests to create their own personal content - typically videos and photos -which can be shared via their personal social media networks, reaching a sizeable audience. In addition, geo-locational tags and brand hashtags can be embedded in such posts which allow them to be found via metadata searches, substantially enlarging their scope. Influencer marketing is another prevalent social media strategy. Some hotels are paying popular social media stars and bloggers to endorse their brand on social media platforms. These kinds of endorsements generally elicit a strong response because the influencers are perceived as being trustworthy by their followers, and because an influencer's followers are likely to share similar psychographic and demographic traits. Travel review sites have also become vitally important in reputation management. Travelers consistently use social media to express pleasure or frustration about their guest experiences, so it is essential that every review be attended to personally. Assuming the responsibility to address and correct customer service concerns quickly is a way to mitigate complaints and to build brand loyalty. Plus, whether reviews are favorable or unfavorable, they are a vital source of information to managers about a hotel's operational performance.  The February Hotel Business Review will document what some hotels are doing to effectively incorporate social media strategies into their businesses.