Opening a spa successfully is all about planning. Gary Henkin, president of WTS and Doug Chambers, principal of Blu Spas, share their experience of pre-opening
What makes a successful pre-opening? Gary: Planning, planning and more planning. Unfortunately, many spas are launched without it. It can take months or years to recover from a poor launch, yet not enough time and effort goes into this process, compared with that spent in the concept and design phases.
What’s your approach? Gary: Each pre-opening task should be outlined in a timeline that describes the item to be delivered and the date of execution. A pre-opening timeline should serve as a roadmap for the opening, but often this is never used and the attempt to open and promote the spa lacks direction and focus.
Without the roadmap, the project runs the risk of taking a wrong turn – something which can easily be prevented. More than anything else, this area can make or break a successful launch and to some degree the ultimate financial success for the facility.
Who should be responsible for pre-opening – the spa director or consultant? Doug: In some circumstances it may be appropriate to handle all pre-opening tasks in-house. However, the pre-opening phase will have a dramatic impact on the financial performance and success of the spa, and merits the dignity of a proper budget.
The fundamental challenges centre around the sheer magnitude of the tasks and the diverse skill sets and expertise necessary to complete them.
WTS and Blu Spas take a team approach, focusing an assembly of seasoned operational experts on the various components of a methodically created, comprehensive task list.
What ultimately makes or breaks a spa? Gary: The most important factor in determining operational and financial success is quality of service. If your spa consistently offers this, you should expect a dramatic positive effect on your revenue and bottom line.
But there can be a breakdown in service at any point, from when a phone reservation is made, to the first meeting at the front desk, to the quality of the treatment, to the locker rooms, to, finally, the guest’s departure.
It’s critical guests take away a positive and memorable experience. Nothing negatively impacts the financial success of a spa more than inconsistent or poor delivery of the experience at any touch point.
How should spas train staff? Gary: Well before the facility opens for business, go through every step of the service including training for therapists, aestheticians and nail technicians.
Receptionists, locker room and maintenance personnel, retail sales staff, reservationists and others should also be trained. Too many times there’s not enough focus on these individuals, yet the first person a guest or member typically comes into contact with is the receptionist greeting them at the front desk or by phone and this impression has a lasting effect on the consumer. This training can be given by the spa director or operator, but it’s essential all the staff understand their job responsibilities and how to execute them effectively. Product companies and vendors also offer very specific training for service providers.
Where should spas source staff? Gary: Finding and selecting qualified staff is one of the single greatest challenges for spa owners. The best sources come from connections or referrals within the industry. Another good source is through communication with schools that have programmes for certification for these positions. The wider your contacts are, the more likely it is that you will be able to source qualified people for both executive and non-executive positions.
For spas located in regions without significant numbers of qualified staff, it’s often necessary to import qualified individuals from elsewhere.
Retaining members of staff is equally challenging and this is a function of the payment structure and how much education and support are given to these individuals. Staff retention comes through consistent support, good communication, resources and development opportunities. Positively influencing staff career paths also helps to retain employees.
What should spas look for when recruiting? Gary: The most positive attributes to seek include experience within the field and, of equal importance, communication skills, customer service background, organisational experience, leadership, personality and work ethic. In the interview, try to focus on personal characteristics as well as the experience of the individual. What marketing and promotion is needed during the pre-opening phase?
Gary: Spas need to execute a good marketing plan to drive revenue from both inside and outside the hotel or resort. It’s important to have a separate plan for each to successfully promote the spa to both of these potential markets or the spa will not reach it’s revenue and bottom line potential. Traditional routes include advertising, emails and direct mail to non-hotel-guest traffic from the local community.
Establishing a relationship with a local or regional PR company is usually a good idea but one that is typically overlooked by many spas. Spas shouldn’t underestimate the importance of publicity and articles written about the spa, yet many spas don’t include public relations as part of the operating budget. Having your spa ‘shopped’ by an outside concern or having an occasional operational audit of the facility is an effective way to ensure that the spa is on the right course.
Open house events for local business people and residents can be very effective too.
How should the spa be marketed inside the property? Gary: Inside the property it’s vital to market the spa to guests through in-room devices – such as menus and exposure on the hotel’s TV channel – and at the reception or front desk check-in area, elevators, concierge desk and in other visible areas throughout the hotel. This can be delivered through signage or in more subtle ways. There can also be promotions which are designed to be part of the hotel/resort guest’s check-in package.
Also, daily attention needs to be paid to the display of retail products and add-on services around the property.
If the spa is truly integrated into the property, this offers the best chance for consistent financial and operational success. The spa director should be trained in the hotel’s culture so that there’s seamless integration between the facility and the property. It’s particularly important that the spa director establishes a relationship and good communication with the hotel or resort’s sales and marketing department.
How long should pre-opening usually take? Gary: This depends on the size, complexity and location of the facility, as well as the organisational skills of the spa director and staff. The timeline to open a spa usually contains hundreds of items that need attention and require planning and execution. Often the owner/developer misjudges the complexity and time required to effectively open a spa.
Generally, the larger and more intricate the spa, the longer the pre-opening timeframe will be. Spas that are smaller or moderately sized (300-800sq m) tend to need a programme which runs between six to nine months in advance, while larger facilities (over 1,000sq m) take between eight to 12 months to open, with the director needed on-site six to 12 months before opening. Spas in more remote areas often take longer to open.
Read more from this issue of Attractions Management magazine
View contents of Attractions Management 2013 issue 3
Interview: Lee David Stephens
Thai-based management company
MSpa runs 44 spas with 450 staff. The
General Manager talks to Katie Barnes
about a recent deal with Per Aquum
and its rapid expansion
Interview: Kathryn Moore
MSpa’s operations director is creating
a brand new wellness concept and a
fast track spa manager programme
Company Profile Promotion: GOCO Hospitality
After just four years of operation GOCO Hospitality is regarded as a global leader
in wellness hospitality segment of the industry. With 22 projects on its books,
spanning three continents, we look at what underpins the company’s success
Company profile promotion: Comfort Zone
The Comfort Zone spa brand has been newly revamped and revitalised to better communicate its core offerings as a natural, scientific and soul-centred skincare and lifestyle brand
Green: Being green
Ecocert’s new Being label is the first
public-facing green certification for
spa operations, eco-friendly
Promotional Feature: Part 4 - Pre-Opening
Opening a spa successfully is all about planning. Gary
Henkin, president of WTS and Doug Chambers, principal
of Blu Spas, share their experience of pre-opening
Company Profile Promotion: Aromatherapy Associates
Global product company Aromatherapy Associates knows how
to make treatments and retail work in a spa environment and
partners with operators to make a real point of difference
Industry survey: Price to pay
A GSWS report on global therapist pay focuses on differing salary composition, benefit and commission structures. Lisa Starr takes a closer look
Spa Retreat: Running on juice
Juice Master founder Jason Vale tells
Kate Cracknell about its retreats and
how juicing can help prevent disease
Interview: Wee Wei Ling
Neena Dhillon meets the founder of
St Gregory: the spa brand owned by Pan
Pacific that’s just opened a wellness
floor in Singapore’s ‘hotel in a garden’
Research: Moving target
A McKinsey study highlights the fast-changing
spending patterns of China’s
luxury consumers. Leonor Stanton
finds out what this means for spas
Advertisement Promotion: A gift from Ez-Runner...
Vouchers can be used as a stand-alone system integrated into your website or added as a module of Ez-Runner’s leisure management software to control your spa facility
An opportunity to reimagine one of the UK’s most recognisable towers has been formally
opened by Rivington Hark, as St Johns Beacon invites operators and partners to shape its
next phase. [more...]
Opening a spa successfully is all about planning. Gary Henkin, president of WTS and Doug Chambers, principal of Blu Spas, share their experience of pre-opening
What makes a successful pre-opening? Gary: Planning, planning and more planning. Unfortunately, many spas are launched without it. It can take months or years to recover from a poor launch, yet not enough time and effort goes into this process, compared with that spent in the concept and design phases.
What’s your approach? Gary: Each pre-opening task should be outlined in a timeline that describes the item to be delivered and the date of execution. A pre-opening timeline should serve as a roadmap for the opening, but often this is never used and the attempt to open and promote the spa lacks direction and focus.
Without the roadmap, the project runs the risk of taking a wrong turn – something which can easily be prevented. More than anything else, this area can make or break a successful launch and to some degree the ultimate financial success for the facility.
Who should be responsible for pre-opening – the spa director or consultant? Doug: In some circumstances it may be appropriate to handle all pre-opening tasks in-house. However, the pre-opening phase will have a dramatic impact on the financial performance and success of the spa, and merits the dignity of a proper budget.
The fundamental challenges centre around the sheer magnitude of the tasks and the diverse skill sets and expertise necessary to complete them.
WTS and Blu Spas take a team approach, focusing an assembly of seasoned operational experts on the various components of a methodically created, comprehensive task list.
What ultimately makes or breaks a spa? Gary: The most important factor in determining operational and financial success is quality of service. If your spa consistently offers this, you should expect a dramatic positive effect on your revenue and bottom line.
But there can be a breakdown in service at any point, from when a phone reservation is made, to the first meeting at the front desk, to the quality of the treatment, to the locker rooms, to, finally, the guest’s departure.
It’s critical guests take away a positive and memorable experience. Nothing negatively impacts the financial success of a spa more than inconsistent or poor delivery of the experience at any touch point.
How should spas train staff? Gary: Well before the facility opens for business, go through every step of the service including training for therapists, aestheticians and nail technicians.
Receptionists, locker room and maintenance personnel, retail sales staff, reservationists and others should also be trained. Too many times there’s not enough focus on these individuals, yet the first person a guest or member typically comes into contact with is the receptionist greeting them at the front desk or by phone and this impression has a lasting effect on the consumer. This training can be given by the spa director or operator, but it’s essential all the staff understand their job responsibilities and how to execute them effectively. Product companies and vendors also offer very specific training for service providers.
Where should spas source staff? Gary: Finding and selecting qualified staff is one of the single greatest challenges for spa owners. The best sources come from connections or referrals within the industry. Another good source is through communication with schools that have programmes for certification for these positions. The wider your contacts are, the more likely it is that you will be able to source qualified people for both executive and non-executive positions.
For spas located in regions without significant numbers of qualified staff, it’s often necessary to import qualified individuals from elsewhere.
Retaining members of staff is equally challenging and this is a function of the payment structure and how much education and support are given to these individuals. Staff retention comes through consistent support, good communication, resources and development opportunities. Positively influencing staff career paths also helps to retain employees.
What should spas look for when recruiting? Gary: The most positive attributes to seek include experience within the field and, of equal importance, communication skills, customer service background, organisational experience, leadership, personality and work ethic. In the interview, try to focus on personal characteristics as well as the experience of the individual. What marketing and promotion is needed during the pre-opening phase?
Gary: Spas need to execute a good marketing plan to drive revenue from both inside and outside the hotel or resort. It’s important to have a separate plan for each to successfully promote the spa to both of these potential markets or the spa will not reach it’s revenue and bottom line potential. Traditional routes include advertising, emails and direct mail to non-hotel-guest traffic from the local community.
Establishing a relationship with a local or regional PR company is usually a good idea but one that is typically overlooked by many spas. Spas shouldn’t underestimate the importance of publicity and articles written about the spa, yet many spas don’t include public relations as part of the operating budget. Having your spa ‘shopped’ by an outside concern or having an occasional operational audit of the facility is an effective way to ensure that the spa is on the right course.
Open house events for local business people and residents can be very effective too.
How should the spa be marketed inside the property? Gary: Inside the property it’s vital to market the spa to guests through in-room devices – such as menus and exposure on the hotel’s TV channel – and at the reception or front desk check-in area, elevators, concierge desk and in other visible areas throughout the hotel. This can be delivered through signage or in more subtle ways. There can also be promotions which are designed to be part of the hotel/resort guest’s check-in package.
Also, daily attention needs to be paid to the display of retail products and add-on services around the property.
If the spa is truly integrated into the property, this offers the best chance for consistent financial and operational success. The spa director should be trained in the hotel’s culture so that there’s seamless integration between the facility and the property. It’s particularly important that the spa director establishes a relationship and good communication with the hotel or resort’s sales and marketing department.
How long should pre-opening usually take? Gary: This depends on the size, complexity and location of the facility, as well as the organisational skills of the spa director and staff. The timeline to open a spa usually contains hundreds of items that need attention and require planning and execution. Often the owner/developer misjudges the complexity and time required to effectively open a spa.
Generally, the larger and more intricate the spa, the longer the pre-opening timeframe will be. Spas that are smaller or moderately sized (300-800sq m) tend to need a programme which runs between six to nine months in advance, while larger facilities (over 1,000sq m) take between eight to 12 months to open, with the director needed on-site six to 12 months before opening. Spas in more remote areas often take longer to open.
Read more from this issue of Attractions Management magazine
View contents of Attractions Management 2013 issue 3
Interview: Lee David Stephens
Thai-based management company
MSpa runs 44 spas with 450 staff. The
General Manager talks to Katie Barnes
about a recent deal with Per Aquum
and its rapid expansion
Interview: Kathryn Moore
MSpa’s operations director is creating
a brand new wellness concept and a
fast track spa manager programme
Company Profile Promotion: GOCO Hospitality
After just four years of operation GOCO Hospitality is regarded as a global leader
in wellness hospitality segment of the industry. With 22 projects on its books,
spanning three continents, we look at what underpins the company’s success
Company profile promotion: Comfort Zone
The Comfort Zone spa brand has been newly revamped and revitalised to better communicate its core offerings as a natural, scientific and soul-centred skincare and lifestyle brand
Green: Being green
Ecocert’s new Being label is the first
public-facing green certification for
spa operations, eco-friendly
Promotional Feature: Part 4 - Pre-Opening
Opening a spa successfully is all about planning. Gary
Henkin, president of WTS and Doug Chambers, principal
of Blu Spas, share their experience of pre-opening
Company Profile Promotion: Aromatherapy Associates
Global product company Aromatherapy Associates knows how
to make treatments and retail work in a spa environment and
partners with operators to make a real point of difference
Industry survey: Price to pay
A GSWS report on global therapist pay focuses on differing salary composition, benefit and commission structures. Lisa Starr takes a closer look
Spa Retreat: Running on juice
Juice Master founder Jason Vale tells
Kate Cracknell about its retreats and
how juicing can help prevent disease
Interview: Wee Wei Ling
Neena Dhillon meets the founder of
St Gregory: the spa brand owned by Pan
Pacific that’s just opened a wellness
floor in Singapore’s ‘hotel in a garden’
Research: Moving target
A McKinsey study highlights the fast-changing
spending patterns of China’s
luxury consumers. Leonor Stanton
finds out what this means for spas
Advertisement Promotion: A gift from Ez-Runner...
Vouchers can be used as a stand-alone system integrated into your website or added as a module of Ez-Runner’s leisure management software to control your spa facility
The Toverland theme park in the Netherlands has announced a €98m expansion programme
that will add a resort, new attractions and staff facilities as it pursues plans to become a multi-
day destination.
Hotel de France, located on the British Isle of Jersey, has created a wellness retreat package
that includes a hot yoga session that will take place in Jersey Zoo’s butterfly sanctuary.
A new immersive attraction designed to transport visitors into the final hours of ancient Pompeii
is preparing to open near the world-famous archaeological site in southern Italy.
Experience design company, BRC Imagination Arts, has completed a transition that sees founder
Bob Rogers pass ownership of the business to four long-serving senior executives, while
remaining actively involved with the company.
Movie Park Germany has opened a new Paramount Pictures-themed attraction as part of its 30th
anniversary celebrations, using immersive storytelling and adaptive reuse to reinforce the park’s
longstanding “Hollywood in Germany” positioning.
Therme Manchester’s 28-acre development, which will include interconnected glass pavilions
that measure 65,000sq m, will be the largest bathing and wellbeing attraction in the world once
complete, according to prof David Russell, CEO of Therme UK.
Efteling has opened Hooghmoed, a new family drop tower designed to broaden the appeal of its
recently launched Sirene Island themed area and introduce younger visitors to thrill attractions.
A proposed Puy du Fou development near Bicester and Universal Destinations and Experiences’
planned resort in Bedford are emerging as part of a wider transformation of the Oxford–
Cambridge Growth Corridor into a major centre for UK leisure and tourism inv
Shedd Aquarium has opened the Immersion Theater developed in partnership with SimEx-
Iwerks, as part of a wider strategy to enhance the guest experience and create additional
revenue opportunities.
The UK government has announced a temporary reduction in VAT on visitor attractions and
children’s meals as part of a summer cost-of-living support package designed to stimulate the
visitor economy and encourage family days out.
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