Factors Driving Hotel Wellness, Asset Management and Revenue

By Mia A. Mackman President & Owner, Mackman ES | April 08, 2018

The original value and objectives associated with spa facilities and wellness programming have surpassed preconceived departmental importance. This article reveals how spa and wellness aspects are disseminated throughout the whole guest experience, and how wellness motivated design and construction elements complement property development, enhance marketability and engagement and is spurring new growth across the hospitality sector. This article also examines how critical management adjustments, and product and service enhancements can significantly add value, increase RevPAR and improve average daily rate performance.

Built-In from the Ground Up

Hotel design aspects have lined up with wellness construction counterparts and evolved into a thriving wellness-driven real estate market. This marks a profound shift in the design and permutation of wellness and hospitality. Wellness Lifestyle Real Estate represents approximately $119B USD of the $3.7T USD global wellness economy and is projected to increase 6% annually in the next several years, growing to $180 billion by 2022. "This rapidly growing sector has historically included residential, hospitality, and mixed-use real-estate developments with wellness-related facilities and services incorporated into their planning, design, and programming. "

The Wellness Real Estate market indicates powerful growth on both ends of the spa and wellness continuum. "There are over 740 wellness lifestyle real estate and community developments built, partially built, or in development around the world, across 34 Countries. " In order to achieve interconnected value, it's becoming increasingly important to consider new development perspectives with a wider view, and broader planning. The activity we are seeing from the ground up, is an innovative and inclusive approach to wellness focused hospitality, mixed-use and property real estate expansion.

In the years to come, properties who choose to apply wellness inspired design and construction elements, will have the clout to leverage well-being beyond standard programming. This movement is indicated by the rate of market growth and increasing customer demand. Healthy lifestyles are based on everyday experiences. Building properties with this in mind, offers a long-term advantage. Those who decide to initiate the benefits of healthier-built hospitality, in conjunction with quality services centered on well-being will have unique opportunities to prosper in the years to come.


Management and Leadership

The urge to activate new wellness overlays continues to gain momentum. Yet, operational development is often encumbered by lack of investment, time, or concentrated action. Generally, a Spa or Fitness Director would assume the responsibility of developing a property's wellness channels. Meanwhile, their primary focus would be dedicated to these respective areas, without typically being able to effectively cross into other departments i.e. food and beverage programs, in-room services or expanding into potential meeting and group opportunities.

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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.