In today's world there are many reasons for including a spa in the hotel footprint. Spas are no longer built simply as a differentiator. Spa has become a revenue generator and a guest expectation, leaving many owners and investors asking the question. "How much space do I really need to secure a place in the spa market, add value to the asset and meet the needs of my guest?" Hypothetically the answer is a simple one. The minimum square footage required to build a spa complete with locker rooms is approximately 4,000 square feet. However, we all know the simple answer is not always the best solution, so the question becomes 'what is best for the project?' There are generalizations we can use to address this simplifying the process and find a starting point. READ MORE

Spas and spa- related services are generating mass-market appeal while at the same time developing a sophisticated consumer who frequents spas and seeks a particular experience. This experienced spa consumer, frequently found in the luxury segment, makes travel and wellness decisions based on larger lifestyle and individual needs. While this segment is growing more and more aware of lifestyle wellness spas, the broader population is being introduced to spa services through the resort industry, the cruise ship industry and the local day spa. Because guests' spa needs shift and develop as they begin to become more comfortable in a spa environment, it is evident that each segment of the spa industry feeds the others leading to the conclusion that hotel companies can be in all of the spa markets in the same way they operate in various hotel markets. READ MORE

According to the recently released report, "The Global Spa Economy 2007,"* the international spa economy is estimated to be worth a staggering $255 billion per year, $46.8 billion of which are directly related to spa services and operations. Suffice to say, the spa industry has grown tremendously in the past several years as demand throughout the world continues to increase. As developers, owners and hoteliers look beyond their own borders in which to invest and operate, it becomes increasingly important to understand the various markets and their implications on specific spa operations. Whether you are making a forray into new markets, or simply trying to market your existing location to a more international audience, the complexities, sensitivities and expectations for spa around the world will vary considerably, and proper attention should be paid to the nuances in order to ensure success. READ MORE

Typically, the spa business is relatively slow to embrace new ways of doing things. Perhaps this is due to its centuries-old roots of tradition and culture. Yet an increasing number of top-performing spas are embracing technology for reservations, booking, CRM and outbound marketing. The beauty is you don't have to be a tech-guru to take advantage of what's being offered, what it does and how it can help your spa. In this article we look at how technology can have a positive impact on guest marketing and brand loyalty initiatives. Attention is paid to a handful of specific suggestions that can have a positive impact on guest traffic in the spa. READ MORE

There is no end to surveys proving that people change jobs for a variety of subjective and objective reasons, most of which have nothing to do with pay. All that having been said, executive recruiters know one great truth: While candidates have been known to decline high-paying jobs, few will accept low-paying ones. Many employers, nonetheless, find it increasingly difficult to offer superior candidates superior salaries. That's because salary ranges have fallen victim to disappearing merit budgets, the flattening of corporate organization charts and the growing emphasis on pay-for-performance incentives in place of high base pay. Hiring managers and HR professionals can address this challenge by keeping three compensation principles in mind: (1) there is more to compensation than salary; (2) not all components of compensation serve the same purpose; and (3) different kinds of organizations need different kinds of compensation plans. READ MORE