WESTIN BELLEVUE, DRESDEN, GERMANY
westin – luxury and upscale full-service hotels, resorts and residences (171 existing properties, 35 in development)
SHERATON SALTA HOTEL, ARGENTINA
sheraton – luxury and upscale full- service hotels, resorts and residences (398 existing properties, 65 in development)
ALOFT BOLINGBROOK, ILLINOIS, US
aloft – select-service hotels (there are cur- rently 42 existing Aloſt hotels and 19 more are in the pipeline)
LE ROYAL MERIDIEN BEACH RESORT & SPA, DUBAI
le méridien – luxury and upscale full- service hotels, resorts and residences (103 existing properties, 14 in development)
FOUR POINTS BY SHERATON KOENIGSHOF, GERMANY
four points – select-service hotels (there are currently 154 existing Four Points prop- erties and 35 more are underway)
“We’ve just opened our 1,000th hotel and our centralised spa team will never be big enough to support each
business. So we have to rear hotel management that’s capable of developing and operating our future spas”
ties. Kyricos says: “Le Méridien wanted to off er a new perspective on spa, which is what they’ve done with their hotel brand. So we’re looking for something that’s a bit more unex- pected, vibrant and engaging, where laughter will be encouraged. Explore Spa will be about
‘a discovery of something new.’” Explore Spa is expected to make its debut
at Le Méridien Pyramids in Gaza, Egypt, in October, with the next spa at Le Méridien Oran Hotel & Convention Centre in Alge- ria to follow in January 2011. T e second in-house spa brand to come
to market will be for Starwood’s St Regis resorts. T e impetus for creating this brand came when Starwood sold its spa company Bliss World Holdings (BWH) to Steiner Leisure for us$100m (€67.4m, £60.3m) in November 2009. BWH owns the Bliss and Remède spa and skincare brands, which are the exclusive partners for Starwood’s W and St Regis resorts, respectively. While this will
SPA BUSINESS 3 2010 ©Cybertrek 2010
continue to be the case, Starwood needed to develop an in-house option for St Regis (AWAY Spa had already been created as an in-house option for the W brand). Kyricos says: “Bliss and Remède have an
established portfolio in our hotels that we’re very happy with. Who owns them is not really a concern right now because it doesn’t feel like we’ve separated families.” Nevertheless she says some owners just “don’t want to work with a third party or prefer that seamless integration that comes from an in-house solution”. T e new St Regis spa brand will, accord-
ing to Kyricos, fi t with guests who are the most discerning of all Starwood customers
– “generally the wealthiest, the most well- travelled, the most educated and who have access to the world’s fi nest luxuries”. T e inaugural St Regis spa at the group’s
Lhasa Resort in Tibet will open by the end of 2010. T e concept will only go into new- builds and the rollout will be relatively slow.
ELEMENT DALLAS FORT WORTH AIRPORT NORTH, US
element – extended stay hotels (there are now seven existing Element properties and fi ve more in development)
CONTINUOUS IMPROVEMENT Just as with existing spas, all new facilities will be tracked for performance such as overall revenue and profi t, with revenue per available treatment hour being a key indi- cator. Yet McCarthy says there’s no magic number that spas have to reach. “With so many diff erent types of spas, in
diff erent countries with diff erent currencies it’s diffi cult to compare benchmarks,” he says. Instead, each property is responsible for driving the revenues of the spas, which are considered independent profi t centres. What is of more concern from a corporate
level, however, is maintaining brand quality. Currently McCarthy is working on a detailed spa inspection programme – this will cover key elements such as hygiene, and branding for particular concepts, as well as customer service and the service culture. T e aim is to introduce this in 2011, with each spa being visited a minimum of once a year. Kyricos agrees that it’s all about continu-
ous improvement. “Each new project is an opportunity to do better than we did before. Will we create another spa brand? It’s hard to say. We will have a portfolio of fi ve spa brands at the end of the year, and I think that’s all we really need. But one thing’s for sure... we never say never.” ●
Read Spa Business online
spabusiness.com / digital 29
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84