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www.spafinder.co.uk

Coaching custom

While 'coaching' seems to be a term that gets slapped on to any professional or personal goal, it is especially applicable, and packed with potential, for the spa sector. Integrative medicine leader Dr Ken Pelletier recently noted that coaching is an opportunity for spas to switch from delivering a sporadic set of isolated treatments to establishing more personal, ongoing connections with clients that could sustain changes. Consequently more coaches - new roles as well as changes to job titles (for example a 'fitness coach' instead of a 'fitness trainer') - will invade both day and resort spas as the sector realises the model's power to keep customers ultra-close, engaged and spending.

Kinder-spa

Spas have traditionally been adult-only retreats. But there's a rapidly growing demand to be able to bring teens, tweens and even tots along for the spa ride. Now that spas are associated with wellness rather than just pampering, far more families (many concerned about childhood obesity) want to enjoy the spa experience together. To meet this demand, far more resorts will re-evaluate age restrictions in their fitness and spa areas, heartily welcome younger guests into the spa and salon – and continue their roll out of full-blown children's programming, incorporating fitness and some spa services.

Dine, wine and spa

Many hotels do very fine food and very fine spa, but, historically, their star offerings have been dissociated, both in terms of marketing and as a consideration by guests.
That is changing. Fine dining and spa-ing is being aggressively paired, packaged and marketed together as never before. Creative culinary and spa experiences and packages are a massive trend, because they're very appealing: a logical, sensory, lifestyle combo for romantics, pleasure-seekers and true connoisseurs (and that growing crossover demographic of people who are both rabid foodies and spa/wellness devotees). So many hotels and resorts now boast both – award winning chefs and award-winning spas – that the trend is about savouring and appreciating the two together.

Feet first

Spas and wellness centres are putting a new focus on feet: from foot fitness classes and foot-focused med-spas to podiatrist-overseen 'medi-pedis' and treatments specifically targeting high-heel pain. Celebrity foot specialist Margaret Dabbs has several London sites including Sole Spa at Liberty, while famed French foot doctor Bastien Gonzalez' 'Le Soin de Pieds' pedicures are served around the world at One&Only spas. Mandarin Oriental Las Vegas offers a 'Chinese Foot Spa' and Mandarin Barber (Hong Kong) hosts medi-pedi master, Samuel So, who uses 10 razor sharp blades.

Cold is hot

Spas have traditionally been all about heat: saunas, steamrooms, hot rock massages and so on. But now spas are bravely stepping out into the cold, and we'll see more icy therapies and design experiences in 2012, along with more hot/cold contrast treatments. Perhaps no trend better exemplifies spas' new direction away from solely pampering than this one. As noted in our 2011 trend report The Science of Spa, approaches with medical evidence backing them will have still greater traction in 2012, and cold applications are shown to reduce pain and inflammation of muscles and joints, and release endorphins.

Spas should stop stereotyping the over 50s and focus our marketing to better appeal to this varied, cash-rich client group

www.brandhouse.co.uk

The good news is that with average life expectancy in the UK at 79 years the 'light' of life extends ever further for most.

This brings challenges of its own for marketeers. At the Global Spa Summit 2010, futurist Edie Weiner opined about how over 50s were often grouped together in one social bracket. She said, on this basis, she and her elderly mother would be in the same demographic group. This is clearly erroneous and has the potential for businesses to make bad targeting decisions. In a study, my agency, Brandhouse, along with Cambridge University, identified seven myths surrounding middle age: we don't suffer from midlife crises, we don't have from 'senior' moments and we don't become grumpy – in fact life satisfaction increases after the age of 50.

This has several implications for those who have or would like a customer base of 'over 50s'. For example recruitment and training – what personality type might best provide consultative services to an older customer? What about implications to spa design and service?

My suggested resolution for 2012 is to think of new ways to really understand your older customers. Confront your own prejudices (yes, you do have them!) to ensure the light of our older years burns even brighter.

Wahanda CEO Lopo Champalimaud explains why not all deals are equal when it comes to retailing across the festive period

www.wahanda.com

Though we're still reminiscing about our summer holidays, Christmas is close and it's important to plan early as it's a busy period. According to an ISPA study, it's suggested that as much as 36 per cent of all spa visits are gifted*.

For Christmas promotions, there are three factors for spa operators to consider: Who is my target customer? What is the package I am creating? And how should I price it?

Know your target customer

Are you creating a gift, or is this for personal use? At Christmas, people buy presents and get themselves ready for the party season. You can service both needs, but rarely with the same package – so it's important to know your objective. Women want to look their best for the party season, so focus on maintenance and beauty. At Wahanda, buying trends shift towards hair, nails, or facials rather than relaxation and fitness. Make sure you have a gift range of pampering experiences that someone wouldn't necessarily buy for themselves, such as massages or spa days.

Make it special

Bundles: Create packages designed for a day with you. You may want to consider creating something with another business that you can both sell, for example, spa with a shopping experience.

It's more fun to share: Make packages for two so that a mother and daughter, husband and wife or two friends can enjoy the experience together. At Wahanda, our 2-for-1 deals work especially well.

Add some extras: Include afternoon tea or champagne to make it a more personal experience.

Don't forget the products: I am always surprised how rarely we see services and products packaged together. Include something that the customer can take home and they may return to buy more.

Educate: We are seeing a strong trend towards people wanting to learn about their health and wellbeing, so try including consultations or a class.

Boomerang offers: Include a discount for them to use next time and a reason to come back.

Gifting: Ultimately, this is a gift, so make sure it looks like one and make it easy for the customer. A great wellness gift experience begins long before the person arrives at your spa.

The price is right

Pricing is hard to get right. You don't want to discount too much as it might hurt the image of the package but, given the current economic climate, you want people to feel they're getting good value. We help to create packages with a high-perceived value but low marginal cost, for example, use of facilities.

Make Christmas count

The festive season should be your highlight of the year. Getting the right package, at the right price, targeted at the right customer is key to making Christmas successful.
If you need help, agents and marketing sites like Wahanda have experts who will work with you to craft the right promotion and even help promote it afterwards.

(*ISPA Global Consumer Data Study, 2008)

Susan Harmsworth, CEO and founder of ESPA, tells European Spa about recent design successes within the ESPA portfolio

www.espaonline.com

Founded in 1993 by Susan Harmsworth, ESPA quickly established a sterling global reputation as a specialist in the innovative design, development and management of luxury spas. Today, the company's spa portfolio spans 55 countries, while ESPA also manufactures a comprehensive range of natural skincare products from a UK development centre. 
We caught up with the visionary behind the brand, Susan Harmsworth, to find out how ESPA continues to produce such groundbreaking designs and about two particular recent projects – ESPA at the Istanbul EDITION and The Spa at Gleneagles by ESPA.

What is important to consider when examining the customer journey from a design perspective?

"Our spas are visited by many different guests, from residents of the hotel to members and external appointments. Therefore, every journey must be thought through carefully to ensure that it is perfect. One space must flow directly into another without the crossing of areas already visited.
It is essential to ensure that the back of house journey is also carefully considered – for example, how towels and stock replenishment can be moved seamlessly within the spa without ever encroaching on the customer experience. We also constantly focus on sight line opportunities to ensure that we surprise and inspire our guests through the use of awe-inspiring sculpture, mood lighting and artwork.
When working on ESPA at the Istanbul EDITION, we had to carefully consider how the customer journeys would work from the main hotel into the spa for hotel guests, spa members, day spa guests and external guests coming for express treatments. The hotel elevators and door access points were considered to ensure it was possible to close parts of the spa at night while still allowing hotel guests to access the gym 24 hours a day. The manicure, pedicure and Spa Café design was also a priority, as this is where male and female guests would meet on their spa journeys.
In another of our spas, within The Spa at Gleneagles by ESPA, we created a separate spa journey for the male and female guests so that both could experience privacy and tranquility. Couples are then given the option to reconnect with each other later in the vitality pool and relaxation courtyard, where quality time can be spent together."

How do you differentiate between an active and passive spa experience and design successfully for both?

"The active journey is designed to be uplifting and stimulating and is based around pools, gym, fitness classes and shared social experiences. On the other hand, the passive journey has a much slower, meditative approach and is focused on relaxation, treatments and recuperation. It is therefore essential to separate the two spa journeys as the mind set of each guest is very different. This can be achieved not only by the way the guest moves from space to space within the spa but also by changing the ambience within. Choice of colour, different levels of lighting, music and finishes help to change and create different moods."

Where do you go for creative inspiration and can you give us an insight into your design process?

"From a personal perspective, I always try to bring a huge amount of creativity and inspiration to ESPA and push the boundaries on new and exciting ideas for the ESPA team, who are themselves a great source of inspiration. However, we are also very fortunate to work with the world's leading architects and interior designers. Travelling to the spa's location is also essential as the use of cultural references is crucial to the customer journey. It helps to make each spa totally unique and have a sense of place with the external environment. Other sources of creativity are art galleries, other five-star global properties and restaurant design."

Upon first entering a spa designed by ESPA, what is the most important impression for a guest to have?

"It's really important for guests to gain a sense of place through the local influences in each spa. This makes each ESPA project totally individual and allows the spa to be grounded in the local culture. As our guests enter our spa, we want them to feel that each of their senses has been stimulated and that they are literally stepping into another world."

Breathe new life into your spa offer, says expert arts and holistic health consultant and Six Senses Spa's advisor Clare Guss-West.

www.spaconference.co.uk

According to American anti-ageing guru Dr Michael Brickey's research, longevity is 75 per cent lifestyle-related and only 25 per cent genetically determined.

This is good news for the spa and wellbeing industries. Both are perfectly placed to be addressing those 75 per cent of lifestyle-related factors such as sleep quality; stress and burn out management; nutrition; fitness; mobility and healthy joints; personal development; inspiration and even creativity – which is, of course, central to our wellbeing and vitality.

Thanks to advancements in nutrition, hygiene and allopathic medicine (a biologically-based approach to healing), most of us can look forward to a longer life than our forefathers. Our primary preoccupation naturally now becomes the quality of that extended life and this is one of the major factors affecting developments in holistic wellbeing – namely, the ever-increasing size of the ageing population.

Dominating the holistic spa offering is definitely a range of natural approaches to 'de-ageing' as spa goers are segregating themselves increasingly between the medical approach and those looking for gentler alternatives.

There is increased interest in such treatments as facial acupuncture and oxygen therapy, which are proving effective as part of a holistic programme. Acupuncture, in particular, sees facial skin as integral to the health of our organism, reflecting directly our internal state.

Moving beyond detox, we see an upsurge in deep sleep programmes for renewal. Scientific evidence exists to support the regenerative properties of deep sleep and the fundamental role it plays in the quality of our health and vitality, which is essential for achieving other lifestyle-related factors such as successful weight loss.

Many of the holistic treatments already on the spa menu will have sleep-enhancing properties – so spas can make the most of these by programming them into an evening programme. Complemented by thermal treatments and sleep-inducing teas, this is a simple and effective marketing exercise and is deliverable even from a small spa.

According to Susie Ellis of SpaFinder, 2011 would be the year of surprises and certainly in the UK, the surprise is the growing interest in varied arts within a holistic wellbeing setting. Accordingly, we've started to see an upsurge of dance: Zumba, Latin, Flamenco and even ballet as part of fitness. There's also the concept of singing for health and wellbeing (for example: www.singitout.co.uk and www.singdeborahhudson.co.uk) while painting and even creative writing workshops are becoming part of an inspirational, life-affirming special events programming in forward-thinking facilities.

How to dip your toe into this creative pool? Begin locally! Every town has local choirs, singing teachers and dance schools who I'm sure would be excited to contribute a session as part of an urban day spa 'Life' programming event. So surprise your clients with your creativity and the rewards will be plentiful.

Join Clare at SPA LIFE UK 2011

For more wellness inspiration join Clare Guss-West at the SPA LIFE UK 2011 event, which will take place at Center Parcs, Elveden, on 9 November.

As the luxury hotel collection celebrates its tenth anniversary this year, Hand Picked Hotels' Group Health Club and Spa Manager Lesley Bacon tells European Spa about her enviable portfolio

www.handpickedhotels.co.uk

Quintessentially a British offering, the award-winning Hand Picked Hotels collection is comprised of 17 country house hotels around the UK and was created a decade ago by former city lawyer Julia Hands. When the luxury group began, only four of the properties had spas and health clubs, with a total of 17 treatment rooms and 1,500 members. Fast forward to 2011 and, following an investment of nearly £12m, there's now a total of seven hotels with spa and health club facilities, representing a total of 5,200 members and 37 treatment rooms.

Overseen by Lesley Bacon, the Group Health Club and Spa Manager, the focus across the entire spa portfolio at Hand Picked remains upon placing paramount importance on delivering the best experience possible for every individual guest.

Elemis is the primary product partner, joined by [comfort zone], NEOM Luxury Organics, Lava Shells, Geleration by Jessica, Spiezia Organics, Fake Bake tanning and Bare Escentuals. As the tenth anniversary celebrations continue across the remainder of the year, we spoke to Lesley Bacon about all the hard work undertaken to build the group's spa portfolio and about her ambitious plans to consolidate the wellness offering towards further future growth.

What appealed to you about the Hand Picked role?

"I've been with the company for four and a half years and I was approached by Hand Picked's Operations Director, whom I used to work with at Esporta. Quite honestly, it wasn't very difficult to say yes to the offer! I was given a great deal of leeway to do what I thought was needed, and the timing was just perfect."

Please summarise your responsibilities:

"I'm responsible for all the health clubs and spas within the Hand Picked portfolio and those responsibilities encompass providing support for each property's General Manager as well as recruitment, marketing, product house liaison, devising spa offers and Profit & Loss. I'm on the road every day working alongside each general manager and I then report to Hand Picked's directors. I can't do my job by myself – I'm very lucky that I have some great people who work for Hand Picked and, for me, that make it a pleasure to come to work."

What's important when considering a new spa build?

"Longevity is most important. The build, look and feel are also important, but I don't go for fads. For example, if we're building a rasul treatment area, I need to consider whether it will have a long lifespan or not. In terms of interiors, in keeping with our country house feel, we don't have a set colour scheme for each spa, but instead we try to complement each environment. We don't build cheaply; we'll put in good equipment, structures and interiors so they stand the test of time."

How do you ensure consistency across the portfolio?

"A big one for me, that we keep reiterating to our spa team, is that we don't go for quantity, but quality. That's not to say we don't offer discounts, but our buildings aren't created for 100-plus capacity and we don't want people fighting for space. So we've got set numbers in each spa for our maximum limit and we won't take more, otherwise we won't have enough space to give guests the experience they deserve."

What impression do you want your spa guests to have?

"That the experience is personal, relaxed and they feel important. I want our spa guests to know that we understand it's their special day."

Having announced a new ownership structure, the new sole owner of Raison d'Etre, Anna Bjurstam, unveils what the future holds

www.raisondetrespas.com

Tell us more about Raison d'Etre's new spa brands set for launch in 2012?

"We have developed two new brands. For our five star brand, we plan to have the first site launched by January 2012, at a European location (it is actually a rebranding of an existing spa). Once open, we will start introducing the brand to the market.
We are looking at several opportunities for our four star brand, either to roll out ourselves, or partner with a four star hotel chain, where we see a special brand fit. We plan to 'release' this brand in Q4 and then see where it takes us."

Tell us about the 'social spa' concept at the heart of your new four-star brand?

"Our four star brand is geared towards the younger market – specifically 20-40 year olds – where socializing is very important. The new concept will combine spa and socializing in a way that has not yet been seen. This does not mean that you will not be able to enjoy a completely serene treatment, but it is much more community-based, like a Facebook-type spa…. It is about seeing the good in ourselves and others, treating the planet well, enjoying time with friends and loved ones as well as receiving great treatments."

Do you envisage both brands going into new-build properties or existing spa spaces?

"It will be challenging to put the new brands into existing places, but it is possible, as long as we can do a considerable design upgrade. The most important thing is that the design is breathing the concept, the ambience is felt when the guest enters and then we can put all the soft touches there. The concepts are both flexible, there will be some special features that have to be incorporated, and these can easily be built within existing space."

You plan to implement more joint-venture and franchise agreements with spas – how do you envisage this working?

"We currently have two successful joint ventures, one with the Grand Hôtel Stockholm and the other with Kempinski. We do see this as a win-win for all parties. When we consult, we can only recommend and sometimes our recommendations are not followed, with a lesser result as the consequence.
With a joint venture, both parties have equal powers and the sole aim is to create the best spa possible. It is a truly rewarding not only for us, but also the partner, the spa team and the guest. In our experience this proactive partnership approach ultimately produces higher revenues.
In terms of franchising, we aim to have this finalized with one of our new brands by end 2011. Right now, we are working to put all the operational manuals in place, franchise agreements, branding material as well as trademarks. Our goal is to have five franchises by the end 2012."

Where do you see your company moving strategically in the next couple of years?

"We have quite aggressive plans, where we will continue our consultancy as it is today and in addition, grow in other businesses. We would like to see growth in our spa management education, courses, recruitment and events, which we foresee will be accountable for 20 per cent of our business in five years' time."

Self-fulfilment and self-tanning go hand in hand for Michelle Feeney, Chief Executive of St Tropez and CEO of PZ Cussons' Beauty Division

www.st-tropez.com

Golden Years

Having accumulated more than two decades of top-level experience within the European and American beauty industries – including just over a decade at Estée Lauder – not only is Feeney extremely passionate about what she does, she's also rather brilliant at doing it.

Her career highlights are plentiful, including the period she spent creating the cult branding around Crème de la Mer, which Estée Lauder launched in 1994, as well as a triumphant rebranding of Bumble and Bumble Haircare.

Having just been appointed as the CEO of a dedicated beauty division within PZ Cussons, her new responsibilities will include overseeing the growth of the Charles Worthington and The Sanctuary brands, as well as St Tropez which, according to owner PZ Cussons, currently holds a 43% share of the UK's self-tanning market.

The new division has been created to drive profitable growth for each of the three brands, as well as fully capitalise upon their similarities and synergies. Feeney will be supported by The Sanctuary's Anne Murray, who is to become MD of the UK arm of the division; and by Selma Terzik, who will be MD on an international level.

So what's next? On the cusp of an incredibly exciting new venture, European Spa gets to the heart of the business of self-tan with the cult brand innovator herself.

What first attracted you to St Tropez?

"It's a great product, has a great name and a passionate following. It's also a cult brand, and I've only ever really worked with cult brands. Then I went and had a St Tropez treatment and thought, this is brilliant – I have to take this to the world."

Do you think the beauty business should be taken more seriously?

"It's a very powerful industry on a global basis, but no one at school ever said to me, 'have you thought about going into the beauty industry?'. It's not regarded as an industry here in the UK. However, in the US it is and it's a multi-billion pound business. With my new position as a CEO, PZ Cussons is taking a massive leap to create a global division that is headquartered in the UK and that has manufacturing and R&D in the UK – that's of great value to the country and the future of young people in it as well."

Tell me more about the new division that has been created within PZ Cussons...

"I'm thrilled I've got the position. We're merging the existing Charles Worthington, The Sanctuary and St Tropez teams together. Clearly, there's much more synergy between The Sanctuary and St Tropez and I really feel passionately that, with the pairing of these two brands, we can really make females in Britain feel comfortable about treating themselves and help to redefine what 'spa' means in our very busy, daily lives."

And finally, if you were to pitch St Tropez to someone who had never experienced it, what would you say?

"I would probably ask them how they feel when the sun comes out. Then I would suggest that they try the product, because once you've tried it there's no going back!"

As the pressure on spas to diversify increases, Anni Hood examines the new business models most likely to reap sustainable rewards

anni@kislifestyle.co.uk

www.kislifestyle.co.uk

The pressure to diversify is created by the need to meet the demands of the consumer, and as it intensifies the competition within the spa sector is greater than it has ever been. So where lies the potential to diversify? What are the spa models that promise the most realistic financial return?
With disposable income getting squeezed ever more tightly, as well as the rise in energy costs, it's no surprise that business strategies are getting an overhaul and changes are underway to how we market and sell our products.
We're seeing moves on a very national scale within the UK wellness sector to reach greater numbers of people and to provide accessibility, time saving and affordability. From supermarket giant Tesco, which plans to open 70 beauty salons in stores by the end of 2011, to department chain John Lewis, which is to launch both beauty spas and hairdressers this year, many savvy retailers are examining ways to add to the customer experience and keep their customers in store for longer.

Income Stretch

Consumers are making sacrifices. They're more and more conscious of having to make their incomes stretch. The real issue is whether customers who migrate to the likes of Tesco and John Lewis will continue to feel as pampered as they would do if they paid more to have these experiences in a more tailored spa environment. Within spa circles, this is a time for open mindedness and a fresh look at what we provide.
If you don't already know it, establish the break-even point in your business. It's an essential benchmark for anyone. Once you're aware of this, work out how many services and sales you need to achieve it based on a variety of different margin formulas. For example, one formula might be to reposition the business to provide shorter bookings in order to drive footfall volume and to increase retail. But consider this against the higher costs you will incur in linen and robe turnover and in energy consumption. Another formula might be to increase group sessions for spa education using 'mini' treatments. This would be a great way of getting people together and providing perceived value at potentially larger margins.
Next up, are you being proactive with your customer relationship management? Ensure that you maintain strong relationships with customers and always pursue a forward booking before your customers leave you. Are you up to date with customer demand? HD (high definition) brows, lash extensions and semi-permanent mascara are all treatment that are gaining pace daily and coming to be seen as must-haves.

Value and Flexibility

Finally, can you offer value and flexibility in the services you offer? Now is a classic opportunity for giving your customers as much as you can in the time they have, as far as is reasonable in the honest pursuit of profit. As an example, I might say to my beauty therapist that I only have an hour, but need my brows and lashes tidied up and I could really do with a face brightening treatment. She isn't a miracle worker, but she will tell me what she could do in the time given and deliver on all levels. Ultimately, it's this type of flexibility that's worth its weight in gold. It will retain loyalty for your business and will do more than almost anything else to ensure its enduring success.

Tanya Wheway presents her 'P's of positive spa thinking

www.whewaylifestyle.com

Our business is wall-to-wall people. There are bosses to impress, colleagues to get along with, suppliers to deal with, employees to inspire and clients to nurture. There is no other business in which employees get closer to their clients. Anyone working in spas should have a genuine interest in people. If they don't really enjoy people they are in the wrong business. My partner in all things, Allan, always looked to employ 'fast smilers', and said that technical skills are so much easier to teach than social skills. For businesses to truly excel, it's important to see, value, respect and respond to each guest as a unique individual, addressing their specific needs and aspirations. And in order for staff to do this client after client, day after day, owners and managers need also to value, nurture and inspire their teams.

Pragmatism and profit

Vision and passion are very important ingredients in creating a successful spa, but although our heads may be in the clouds our feet need to be firmly planted on the ground. The one guiding word throughout my adult life has been 'balance'. Buddhists refer to it as the 'middle path'. Getting the balance right can be quite challenging, but it is so crucial to success. You may be familiar with the saying 'turnover is vanity, profit is sanity'. We need to make sure our passion is fuelling our creative juices, firing us with energy and motivating our team and clients, but not let it cloud our commercial judgement or our focus on controlling costs, maximizing turnover and developing a profitable business.

Planning and progression

It's important to plan, but this is becoming more and more difficult to do. We live in a very volatile, fast-changing world, most of it uncontrollable. From revolutions and ash clouds to international economics, oil prices and pandemics, there are random factors that can have a direct and devastating impact on our businesses. Nonetheless we need to set aside time for research, creative thinking, updating our SWOT analysis and creating our development strategy, marketing plans and budgets. We also need to build in contingencies and then carry out very regular assessments so that pragmatic remedial action can be taken swiftly.

Pampering and performance

Spas and pampering have become synonymous and, over the last decade, there has been a great deal of focus on three particular values: 'the client journey', nurturing all the senses and providing beautiful interiors. While helping guests to feel good is a hugely important part of the offer, spa guests are now becoming more discerning and more demanding and, increasingly, they're looking for a very high quality treatment delivery and tangible results. The growth of cosmeceuticals, the medi-spa and cosmetic surgery provides further evidence of this quest for a measurable outcome. As SpaFinder's annual global trends report said, spas should "get ready for a new era, where more questions about the effectiveness of spa therapies will be asked as the emphasis on evidence-based medicine and the 'science behind spa' heats up".

Peace

There is such a thing as sensory overload. For some guests, silence really can be golden. It's simply not necessary to subject spa guests to music wherever they go in a spa. Often the music in public areas would be more aptly named 'foreground' music rather than background, as it's too loud and becomes intrusive. In therapy rooms, the level of the music can often sound fine when the treatment first begins, but as the client becomes more deeply relaxed the music usually appears to get louder. When asking if a client is comfortable after the treatment has begun, I would recommend asking if they're happy with the music and its level. In relaxation rooms, it's essential to supply music only through good quality earphones with the volume level fully controllable by the guest. Guests must have the choice, including those who just want peace and quiet.

Planet

There is such a thing as sensory overload. For some guests, silence really can be golden. It's simply not necessary to subject spa guests to music wherever they go in a spa. Often the music in public areas would be more aptly named 'foreground' music rather than background, as it's too loud and becomes intrusive. In therapy rooms, the level of the music can often sound fine when the treatment first begins, but as the client becomes more deeply relaxed the music usually appears to get louder. When asking if a client is comfortable after the treatment has begun, I would recommend asking if they're happy with the music and its level. In relaxation rooms, it's essential to supply music only through good quality earphones with the volume level fully controllable by the guest. Guests must have the choice, including those who just want peace and quiet.

Passion

And finally, you may recall in my first European Spa article I mentioned the VPA formula: Vision, Passion and Action. When you put all three together, the results can be incredible. Passion can be delightfully infectious, energizing and inspiring, so do nurture it both in yourself and in your team. It can help you feel more alive, have more fun and soar to greater heights in your business.

Imaginative business collaborations could be the way out of the economic slump, says Creative Spa Solutions founder Nicola Stott

www.creativespasolutions.com

There is no question that 2011 will continue to present us with a number of challenges, not least because customers are constantly being told how much less they will have available to spend. So what chance does our 'luxury' spend have on maintaining its part of the US$2 billion spent globally on wellness?
The way I see it, we have two options. Either we allow the negative press to overwhelm us and give up the fight before it has begun; or we prepare to face it head on. "Given two options, 80% of the time we would go for option two," Jaclyn Hughes, MD of Ultimate Training Solutions, reminds us…

TEAM work

You may be familiar with the acronym TEAM: Together Everybody Achieves More. Team work and collaboration are powerful tools in the building of any successful business. Consider fashion label H&M and its designer collaborations. Consider Victoria Beckham and Range Rover. Or, a little closer to home, consider Elemis and its forthcoming collaboration with fashion guru Alice Temperley; Thermae Bath Spa's regular Malaysian Spa Festival; and Center Parcs Aqua Sana's mouthwatering spa cuisine developed by celebrity chef Aldo Zilli.
What each of these collaborations demonstrates is an amazing opportunity to expose both brands to new customers – the lifeblood of any business. In a spa context, the treatment and service offering defines everything: who we are; our customers; and how we market ourselves. But why do we have to do all the work ourselves? When commencing a new project, the primary objective for the majority of clients I work with is to improve business performance. Of course, there are many goals that combine to answer this objective: increase occupancy, especially during off-peak times; optimize client spend per head; improve cost management to maximize profit. Collaborating with external partners can help in addressing these requirements and much more.

Complementary collaborations

When considering collaboration with an external partner, think about what additional treatments or services would most benefit your business and refresh your treatment menu, without compromising the heritage of your business. The biggest mistake I find operators can make is to try and be everything to everybody, instead of building on established reputation and success.
Once you have decided on the additional services you would like to add, the next big question is: who will supply them? I recommend you research the following criteria: where else do your proposed suppliers operate? Do they have their own PR representation? Are there any press features to reference? Are they proactive in their own marketing? Do they have a brand image and integrity that mirrors your business? Have you had clients recommend their work? Finally, having identified your preferred expert partner, you need to secure a mutually beneficial deal.
These usually take the form of a commission basis or profit share, but it is important to remember that the deal has to work for both parties. The partnership must be about more than just the top line financials. There should be shared marketing costs; increased customer recruitment opportunities; improved client retention; additional PR opportunities; enhanced brand penetration; and cross-promotional benefits to each other's database of clients.

Firm Foundations

Operationally the benefits can be substantial and include little or no up-front costs. The expert partner can be booked to fill the off-peak times when treatment rooms are more readily available. There are no staff costs, and there are increased opportunities to add-on or up-sell to members, day guests or hotel guests. Now firmly in another new year, we should be building on the successes of the previous year, learning from the difficulties and being stimulated by the thoughts of opportunities to come. Be prepared… and set the foundations of future business success in place today.

Founded on ayurvedic principles in 1999 by Megan Larsen, Sodashi is about to embark on ambitious expansion plans.

www.sodashi.com

Sodashi was founded on ayurvedic principles in 1999 by Megan Larsen, who drew on her extensive naturopathy experience to create her natural skincare brand. Meaning 'wholeness, pureness and radiance' according to an Indian Sanskrit dictionary, Sodashi initially took an Australasian focus – opening its first spa in Thailand – until 2005, when the brand entered Europe. Currently expanding in both the American and Middle Eastern markets, as well as doubling its presence in Russia, around 75 per cent of Sodashi's business is focused on export.

Chemical-free and purely natural

Headquartered in Perth, Australia, all of Sodashi's products are chemical-free, formulated using the purest natural ingredients, and even the manufacturing processes create no chemical waste. Many ingredients are also 'wild crafted', meaning they are grown in the wild by small-scale farmers. The latest hero product within the European Sodashi portfolio is the Samadara facial: an 'age defying' cream and a facial treatment that were both in development for more than five years. This was a highly successful launch for Sodashi, and further development is planned for both products and treatments of this kind.
Hailed as 'unparalleled' in both performance and purity, a number of things are unique about how all Sodashi products are created. For example, the entire company meditates for 20 minutes each day at 3pm to ensure that the energy going into the products is the best it can be, while a CD of Vedic music (Ghandava-Ved) is played in the laboratory to cleanse the environment in which the products are created. As well as this, the whole team receives monthly natural health treatments such as Bowen therapy, and no one works on their birthday.

An enlightened management style

Larsen also operates a strictly-enforced policy of 'no yelling' as part of her management style, striving to create an environment where every person within her company can blossom. "I want people to come to work feeling good about doing so," she explains. "We're predominantly women, and we all nurture and care for one other. We don't talk badly about each other or put anyone down. It's really important to me. In terms of yelling, there's just no need. I would perhaps use a firm voice if I was really upset, but I think yelling is insulting. So we don't yell."
Larsen also operates an intuitive recruitment process. "When I'm employing someone, I look at who and what they are," she says. "If they have the core basics, that's it – everything else you can mentor, but you can't train people in having a pure heart. That's inherent."
A number of other enlightened ways of management inform Larsen's recruitment style: "I really believe that we, as individuals, are the only people responsible for what happens in our lives. So it's very important to have clean physical, mental and emotional health because we are magnets and we're going to bring into our lives what we need to learn. There will always be a reason. Over the years, I've had all sorts of experiences happen to me and I realised that you can spend your life thinking others are to blame, or you can look at it and say, 'OK, why did I attract that into my life?'. That's how I am, and that's how I try to lead by example, because personal responsibility is really important in our businesses, co-workers and loved ones."
As for what continues to inspire her in business, Larsen is honestly succinct. "All I'm doing is creating something out of my pure passion and what I love. My motivation is always to create the very, very best skincare for people to put on their face, and the most effective."

SpaFinder's Susie Ellis reveals the key trends that will hit the industry next year

www.spafindereurope.com

We move into 2011 after three very challenging years. Thankfully, reports are all around us that the travel, hospitality and spa sectors are strengthening. In recent visits to spas across the world I could feel a movement out of 'survival' mode and an enthusiasm for getting back to the business of growth and innovation. So, for 2011, I think we'll see even greater creativity and some exceptionally powerful new concepts emerge.

Our report is based on analysis from a large team of experts who visit hundreds of day and stay spas each year and our relationships with 9,000 spas and salons across the world. Here are the top five trends to emerge this year…

1 The spa brandwagon

The global spa industry is young and, historically, it's been fragmented: the majority of spas operate a single facility. While spa brands have existed since Elizabeth Arden opened her Red Doors a century ago, generally the industry hasn't cracked the large-scale brand/franchise expansion code… until now. Better education, training and technology will make 2011 a watershed year for global spa brand expansion and completely new spa franchise models.

Brands are aggressively moving into hot, emerging markets like China and India – witness L'Occitane or Woodhouse Day Spas. Meanwhile brands indigenous to emerging markets are expanding, like China's Dragonfly or Spa Moment, and major hotel brands are busy launching carefully crafted new brand concepts. Newly minted hotel brands are charging to market: Sheraton's Shine spas are planned for all global properties by 2012); Hilton's Eforea concept is to be rolled into 80 global properties by 2013; while other hotel branding includes Steiner's Chevana spas, W's Away spas, Le Meridien's Explore and a new Iridium spa option for St Regis properties.

Typically these new brands have three main ingredients: affordability; greatly simplified and sub-branded menus, usually involving 'signature' spa journeys; and an attempt to balance turnkey solutions with a nod to local specificity, with a small percentage of the menu dedicated to local treatments.

2 A pinch of salt

Using dedicated rooms and caves, spas are designing new ways to exploit salt. A rediscovery of the therapeutic benefits of inhaling and being physically immersed in salt-infused environments is underway, and bold new salt spaces and dedicated halotherapy centres are springing up across the world.

Basking in naturally occurring salt caves is called speleotherapy, and is a centuries-old Eastern European health tradition. Spas are recreating these conditions using technology that precisely infuses pure salt and negative ions into the air, and the therapy is coming of age in stylish, new ways. Spagoers can now take their salt in encrusted, stalactite-covered grottoes comprised of tons of imported Himalayan salt crystals, or in hyper-modern rooms made of sea salt blocks. You glide through inches of salt, curl up on a lounger in the cocooning, tranquil whiteness and breathe in.

More than folk tradition is behind the spa-salt resurgence. Clinical trials reveal that salt is beneficial for respiratory illnesses like asthma, for allergies, for skin conditions like acne and psoriasis and even for cystic fibrosis. We predict more salt therapy integrated with massage, meditation or yoga.

3 Surprise, surprise

Surprise events and special activities will continue to be popular at both destination and resort spas. 'Spa surprises' involve unique, fun and even quirky activities for spagoers and unusual distractions aimed at passing guests, reaching far beyond the old 'golf and spa' packages.

Destination spas have been doing yoga and healthy cooking weeks for a long time, but retreats now span everything from Boyne Mountain Solace Spa's Trapeze Experience in Michigan, US, where trapeze artists teach spagoers to soar through the air like circus performers, to artsy, creativity-focused weeks like Canyon Ranch's Don't Worry, Bead Happy jewelry-making week; Raw Food Week at Canada's Spa Eastman; or Gluten-Free Cooking Week at Mexico's Rancho La Puerta.

Celebrity authors, artists, actors and even politicians now headline these special weeks. For instance, in the Maldives, Soneva Fushi Six Senses' recent Dine & Dive Week was hosted by Fabien Cousteau, son of Jacques, and featured an island bicycle race. On a more serious note the trend also embraces emotional therapy, such as Miraval's Sisterhood Of Survivors retreat for those who have survived a loved one's suicide.

Hotel and resort spas are also getting into speciality weeks, and will continue to surprise traditional and corporate guests with unpredictable programming. Consider, in North Carolina, Sanderling Resort & Spa's monthly 'artisanal butchering' classes or Stowe Mountain Lodge's Naked Table Project in Vermont, where guests make "a simple family table" from scratch and then join tables together for a locally grown feast. Joie de Vivre Hospitality's boutique spa hotels have a Joy Of Meetings programme that includes bubble-blowing and kite-flying to relieve stress at corporate gatherings. If therapeutic carpentry and tightrope walking are any indication, the sky's the limit with the spa programming in the future.

4 Local flavour

Spas have long been trying to escape anonymity and facelessness, meeting an intensifying demand for authenticity reflected in treatments, food, design and experiences indigenous to the spa's unique place and culture. A maple scrub in Canada, organic food from the spa garden, facilities built of local stone… these are typical examples.

But now spas are going hyper-local by adapting the 'farm-to-table' principle with farm-to-spa cuisine and farm-to-massage-table treatments. Fruits, herbs, honey and other ingredients are grown on-site and then dished up in both meals and skin products. Hyper-local also means ramped-up community and philanthropic projects such as 100% locally sourced building materials or local staff hiring policies, and finding creative new ways to connect with a sense of place and a feeling for nature.

In this trend guests aren't merely passive consumers of the experience. They're out there gardening, farming, preparing their own food, making expeditions to local artisans and schools and even helping with wildlife rescue work. A few years ago spas began to flirt with local angles, but the new hyper-local facilities are locally embedded on almost every imaginable front.

5 Silver Lining

Whatever term you use – ageing baby boomers, silver spagoers, active retirees – the fact is that the 65-plus spagoing demographic will have a huge impact on the industry for years to come. The data on the 'greying' of the North American, European and Japanese populations could fill a library, with these regions' populations ageing at a rate unprecedented in human history. And millions of baby boomers, the generation that galvanized the spa and wellness revolution, turn 65 each year…

This demographic rejects labels, and the days of describing over-65s as 'old' people will soon be history. The profile is simply too diverse: after all, there's a huge difference between a 70-year-old who plays tennis three times a week and an 85-year-old considering cosmetic fillers for the first time. Savvy spas will be rethinking everything to address this group's specific needs, from facilities and equipment to programming and staffing. Physical therapy, rehabilitation, recuperation and basic pain relief will proliferate on the menus to meet the demands of guests with back, neck, knee and mobility issues. A few forward-thinking examples: Fairmont's Willow Stream spas are adding an extensive Muscle & Joint programme promising pain relief, spa designers for properties like the Auriga Spa in Setai Fifth Avenue, New York are adopting simple solutions to accommodate mature guests, like spa menus in bigger print; and we'll see more spas modelled after Canyon Ranch featuring exercise physiologists, sports medicine professionals, chiropractors, orthopedics, naturopaths and physical therapists either on the staff or on call.

Aqua Sana Manager Kerry Fenton-Kent reveals how Center Parcs Sherwood Forest's new online booking system is making a huge difference

www.centerparcs.co.uk

www.aquasana.co.uk

2010 was predicted as a watershed year for the spa industry's virtual presence, with online bookings, Facebook, Twitter, Linked-In and other services well to the fore. Over the last 12 months the team at Centerparcs has overseen a radical change in the spa business, implementing a new online booking function – as Kerry Fenton-Kent, Aqua Sana Manager, Centerparcs Sherwood explains.

What made the business decide to implement online spa bookings?f
Centerparcs had launched an online function for leisure bookings the previous year and, after only six months, 85% of leisure bookings were being made online. This clearly demonstrated to us that there was a demand for the service and spa seemed the next logical step.

How did you start the project?
Initially we selected our top 20 revenue-generating treatments to go online, but very quickly there was a need to add more. If clients wanted to book a treatment that wasn't online they were having to book it in a separate transaction, which is very frustrating and defeated the object of convenience that online booking provides. So within three months we'd added the remainder of our treatment menu.

Did it take long before you saw a difference?
Literally from day one we saw a difference, with 70% of our spa bookings becoming online immediately and being made up to 16 weeks in advance.

What have been the benefits of implementing online booking?
Most importantly it's far more convenient for the guest to make a booking, so they can get the most from their visit to the spa and to the village – especially if they're here with their family on a leisure break. It improved our guest service levels, as it reduced queues on arrival to book treatments; it improved guest satisfaction levels in being able to book the treatments they wanted; and it allowed us to manage our staffing and rotas far more effectively.

How much has it increased your business?
On certain days, such as Saturdays and Sundays, we were already at maximum so we haven't seen a tremendous shift at these times. But where we have seen a huge difference is in the off-peak or midweek periods, with our Wednesdays and Thursdays generating as much as a weekend. I think this really shows that the guest using the convenience of an online booking facility, or online shopping, is perhaps more flexible with their time but needs to be able to research and make an informed choice before taking the plunge.

What were the challenges?
It makes you completely re-think the way you have operated your business! Unfortunately we had to operate two systems, Premier and Elite, which take bookings differently. We had to consider all of the booking elements that would rely on manual intervention to manage the business, like how to limit the number of massages each therapist was booked up for. We also now have to make sure every therapist is trained in everything. All the little things you train your staff to do had to go out of the window. You have to completely re-think the operation.

Are you using Facebook or Twitter to communicate with your spa clients, and what plans do you have to develop your virtual presence further?
Centerparcs has just gone live on Facebook, but we haven't done anything specific for Aqua Sana yet. We will definitely be looking at this for the future.

Any other words of advice?
Do it! It was the best thing we've ever done and I would advise any business to implement it. However, I would also strongly advise anybody to make sure they consider all parts of the business – IT, marketing, training, the spa team, front of house – to make sure you realise the impact on every part of the operation. It doesn't matter how big or how small you are. At Centeparcs we had a project team that met on a regular basis throughout the project to make sure all aspects of the implementation had been considered. It was invaluable, because when you're focused only on your part of the business there will always be a reaction for every action you take.

Fiona and Kieran Fowley, founders of Edinburgh's Zen Lifestyle salons, show how results-driven treatments can also equal value for money

www.zen-lifestyle.com

Customers are still spending, but they want value and they want measureable results. Fiona and Kieran Fowley are the dynamic team behind the award-winning Zen Lifestyle salons in Edinburgh and experts in the demand for serious, factual and evidence-based treatments…

Do you feel that this particular spa trend is true of your business?
Definitely. In fact, over the last few years we've been very conscious that we couldn't rely on the pampering, relaxing treatments that we'd built the business on and took a conscious decision to evolve our business. I expect to see this grow further in the spa industry.

How have your clients changed in terms of the treatments they're looking for?
Our staff and our clients are the lifeblood of the business, and it's their feedback that drives any change we make in the business. It became very apparent to us that our clients definitely wanted more evidence-based treatments delivering more immediate and visible results. Spa facials are a much smaller part of our treatment revenue these days, with more peels, Omnilux and IPL providing a much bigger percentage of our revenue.

What do clients want out of their treatments?
Where clients previously wanted treatments that were more holistic and lifestyle-orientated, they've been replaced by the botox generation. They want something that makes them feel better and look better as quickly as possible, and are willing to opt for more intensive services to achieve this.

What products or treatments have you implemented to meet the demands?
We've added more cosmeceutical brands to our existing mix. Murad and Priori have been a tremendous addition to our business, but sometimes it's important not to forget the old favourites. Micro-dermabrasion is still a much favoured treatment, giving the immediate effect of feeling and seeing the results as well as being a perfect add-on to a number of our other services.

What differences have these treatments made to your business?
Having had a treatment, our customers see immediate results. This means they're more likely to book courses to maintain the effects. In addition, they're more open to booking integrated programmes where we can sit down and plan bespoke treatments. This, of course, encourages greater loyalty and client satisfaction.

How did the staff adapt to the changes?
They've embraced them wholeheartedly. It has encouraged them to be more prescriptive. Maybe because they can see the results for themselves it gives them greater confidence to recommend product and treatment programmes more readily, so this has been good for re-booking and retail. But it's important to say that we spent a lot of time and effort making sure every member of the team was thoroughly trained in every new product or service we brought in, and we continue to make sure this knowledge is regularly updated in partnership with the support of our suppliers.

Any particular pitfalls you found in making the changes?
We haven't found there to be any real negatives but you have to remember that, in implementing the types of treatment you need to offer to deliver the results, things can go wrong and you should be prepared for this. Be preventative: work with your suppliers to make sure your team is thoroughly trained before launch, but also make sure there is a commitment in place to continue post-launch. Ensure the team is kept up to date at regular intervals with any new advancements, and made aware of how to deal with negative reaction to treatments. Be prepared: when things do go wrong, know who you can contact to discuss and immediately address the issues.
I also think it's important that product and treatment providers in this field make sure that they can deliver on their promises, and that operators have done their research to make sure there is a thorough understanding of what they are implementing. Personally, we've seen nothing but a positive effect on our business and look forward to seeing it grow in the future.

Barbara Cooke of BC Softwear discusses the practicalities, cost and quality concerns of great towelling

www.bcsoftwear.co.uk

Q. What is the typical lifespan of a towel?

It’s almost impossible to put a lifespan on a towel since it depends on so many factors. It’s not just about the quality of the towel, but its function and how it’s laundered. Towels are commonly discarded because of drastic colour fading, as well as the towel’s overall harshness, which is usually because it’s over-dried. Over-drying kills the tops of the fibre of the towel’s pile, which is the reason why BC Softwear’s towels start life typically with a much longer pile than the average towel to ensure longer life. To combat the colour fading issue, BC Softwear uses a sophisticated reactive dyeing process, which keeps towels vibrant.

Q. How can spa operators determine the quality of a towel?

Luxury spas recognise the need to offer soft towels or robes for guests to feel truly pampered. At BC Softwear we’re seeing today’s new spas opting for our top of the range 650gsm ‘Sumptuous’ range more often than lower-gsm weights in towels, and a 500gsm weight or above in robes. After all, people will be coming out of wet areas all the time – so the thicker the towel the more absorbent they will be. A higher gsm (grams per square metre) weight of a towel will also add to the lifespan of towels and robes.

Q. Should spas offer a variety of robe sizes?

Traditionally only one size has been on offer in spas, as multiple sizes are difficult to administrate. However, more spa operators are recognising the need to provide a choice. Everyone is different, and it can be very embarrassing if a robe doesn’t quite fit the person. Consider pregnant ladies, for example. BC Softwear offers five different sizes of robe: small, medium, XL, 2XL and 4XL.

Q: What are the pros and cons of laundering in-house versus outsourcing?

In today's busy spa environments, having your own laundry facility is definitely a bonus. But not everyone has the luxury of space required for an on-premise laundry, nor the initial capital investment required – nor, of course, the extra labour required. Many external laundries today will rent you towels, relieving you of the up-front cost, as well as the lifespan issue. This has a price tag, so do your research. BC Softwear supplies many laundries direct with their full range of towels and robes.

Q: What are today's towel colour trends?

Over the last seven years, BC Softwear has seen and encouraged spas to go with coloured towels to match their interior scheme. There is a steady rise in purple and lime green, turquoise, burgundy, brick red, and the ever-popular earth tones of sand and chocolate brown. The beauty of darker colours is that they hide stains, which are inevitable through daily treatments. Ensure that your towel supplier stocks your chosen colour after the initial purchase since replacement towels – usually in small quantities – will be required.

Anti-ageing expert Dr Howard Murad insists the rise of health-based services in spas will ensure the industry stays relevant

www.murad.co.uk 

As wellness professionals, we’re expected to know a great deal about our skin and health. Today’s spa goers are discerning, with a belief that the service they receive should go more than just skin deep. To address this, I’ve created a philosophy called ‘inclusive health’. It’s a way of thinking that relies on a whole-body approach to health and beauty regimes. It calls for optimum cellular health using a three-pronged approach that includes Internal Care, Topical Care and Emotional Self-Care, each addressing the needs of the spirit, skin and body to encourage wellness. This is because, in my opinion, the problems that exist on the surface of our skin are usually an indication of a problem elsewhere in our bodies. We need, therefore, to understand the body as a whole to tackle problems visible on the skin – and I believe spas are the essential link to communicate this message.

The challenges of modern life
 

There’s a unique problem that people suffer from today: I call it ‘cultural stress’. We’re affected by noise, fear of terrorists, stress at work, the constant pressure to be on time… and we need to understand the negative impact it has on our bodies. The nature of a spa service means it can tap into clients’ emotions and provide the healing power of touch to fill these emotional holes. A growing number of people are attracted to spas because they want to tackle health-related issues. That’s why it’s crucial that spas meet their internal, skincare and emotional needs.

Hydration and nutrition
 

Spas don’t usually talk about nutrition – but they should. Advising clients to drink plenty of water is all well and good, but they’ll just end up going to the bathroom all day. The best way to stay hydrated is to eat water-based foods. As we age, our bodies retain less water. For instance, we’re made up of 75% water when we’re born; when we die, it’s zero. Loss of water means we can damage skin cell membranes, which can bring on wrinkles. Take a car tyre, for instance: the more we drive, the more it causes wear and tear.
The secret to life is to have cells that are strong, healthy and hydrated – disease, ageing and wrinkles are all based on water loss. I run an ‘inclusive’ health centre in Los Angeles, where we find ways to build up and maintain skin cells. Spas should be looking at this area too, and should be advising clients how to eat well: plenty of raw fruit and vegetables; foods rich in amino acids and lipids, such as eggs and meat; seeds; and good oils. These foods will help fill those leaking holes and prevent ageing.

June Cox and Nicki Kurran, authors of management bible Spas Matter², share their advice on how to maintain staff morale and service standards

www.spamatters2.com

• Always sterilise your small equipment
• If you can, source a green product
• Always purchase all products from a reputable manufacturer who supplies up to-date data sheets
• Complete and action assessments using the data sheets
  Train your staff to the 2002 revised regulations for staff
• Assess all beauty products and creams for irritation and eliminate the ones that come under this category, including products used in changing rooms, cloakrooms and showers
• Always keep chemicals in their original, labelled containers with the lids firmly in place
• Never decant products
• Avoid the use of bleach completely
• Are store chemicals safely in a locked cupboard?
• Are non-latex disposable gloves available for staff?
   

Life coach and author Pete Cohen asks: is exceptional service at the top of your spa menu?

www.petecohen.com 

We need to consider the psychology. We live in an age when people tend not to feel good about themselves or their bodies for much of the time, which means that spa teams play a crucial role to ensure that guests are comfortable throughout their time at the spa. Think about how your guest may feel about themselves when they arrive; how they’re made to feel during their time with you; and how you’d like them to feel when they leave.

Deliver a warm welcome
 

Your spa may be aesthetically pleasing, but is it a comfortable environment? Your spa may look great but does it leave your guests feeling cold, uncomfortable or even fearful? Don’t forget that the simple act of undressing and wearing a robe can be intimidating if you don’t know what to expect. Your guests are human and need to emotionally engage with their setting and with the therapists. Spa should not be like the TFI Friday restaurant experience: the same greeting churned out, and a one-size-fits-all attitude. Your aim should be to create a home from home.

Get personal and make time
 

If you want people to talk to others about your spa, you need to get personal and find out what concerns they have and how you can tailor your services to address them. If you take the time to find out what they want, they will return and become your best advertisement. How much do you know about your customer’s perception of the spa team and the service they’ve received? If you take 100 spa guests, the rule of thumb is that 10 to 20 know exactly what they want, every time. At the other end of the scale, another 10 to 20 simply won’t come back. The middle 60 to 80 is your target: where you need to train your team to engage and make the effort to evaluate individual needs.

Management First
 

Every spa manager should bring out the best in their team. Have you asked yourself recently how flexible you are as a manager? In my experience a good manager always has the ability to listen unconditionally. You need staff to talk to you about what they do and how they feel about it. Ultimately, the role of management is to help people to manage themselves so they can perform to their best ability and deliver exceptional service. And don’t wait till tomorrow: start now…

As we climb slowly out of recession, Theresa Brown of Ellisons has 10 top tips for stronger business partnerships.
 

www.ellisons.co.uk 

Do you have a plan for your business for 2010? Ask yourself: ‘What do I want to accomplish for my business and myself personally?’ Set yourself some achievable goals throughout the year and make them visible to keep you focused. If your plan isn’t working, modify it. Pencil in special events; inform your customers and suppliers; and ensure you have stock and retail lines available in time.

2. Your team
 

They are the heart of your business. Their personality, passion and approach to treatments and clients is vital to your success. Ensure your team is well trained, knowledgeable and up to date with the products and services you offer. Your team needs to be flexible to meet your client’s requirements and offer total customer satisfaction.

3. The setting
 

The surroundings, the facilities and the ambience of the rooms – from the greeting received from your receptionist to the relaxation area, treatment rooms and lighting – all should offer an ultimately indulgent, calming experience. Furthermore, always ensure that the temperature of the treatments rooms is correct for the time of year. A heated blanket, for example, is a wonderful luxury at the start of a winter treatment. You want your clients to adore their time at your spa and come back for more.

4. Products
 

How well does your supplier support you and your business? Do they offer regular contact, promotions, new products and training? Just because you have always used a particular brand doesn’t always mean it’s the right one for you now. Identify what needs to be changed and updated. In this busy world some clients will look for alternative, holistic and relaxing treatments, such as relaxing stone therapy massage, while others will look for more result-driven treatments such as microdermabrasion. Are you making the most of every opportunity?

5. Training
 

Keep up to date with the latest treatments and services. Regular training should be part of your yearly plan for the team and for your businesses development. This will motivate your staff and keep your customers up to date, too.

6. Clients
 

Are you meeting your client’s needs? Do you understand your existing customers and the additional services they may require? Where are your new clients? Investigate opportunities within your local community. Is there an event you could support? Make use of referrals and keep your database up to date. Monitor how new clients found your business and attract passing trade by keeping your sales windows fresh. Customer satisfaction surveys and mystery shoppers are a great aid your business.

7. Communication
 

Keep your team focused and up to date with your expectations and requirements for the business. How do you communicate new treatments, special events and new retail products to existing and potential clients?

8. Control
 

Know your strengths and weaknesses – and your competition. Identify your points of difference and ensure that your team is aware of these too. Understand your peaks and troughs throughout the week: monitor room occupancy, retail product sales and client frequency. Devise and implement plans to improve these areas of the business.

9. Staff rewards
 

It isn’t always about the salary; enjoyment plays a big part in how your team performs and interacts with the clients and each other. Recognition for a good job should be acknowledged properly, and you can do this in a variety of fun ways: an evening out, cinema tickets, a bottle of fizz or even just a public ‘thank you’ goes a long way.

10. Stock control and rotation
 

How much time and money do you spend on shopping for stock, ordering stock and how many times a month do you do it? Implement a stock control system and order form, and aim to place your orders with your suppliers once a month.

www.wahanda.com 

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