INTERVIEW
SHARILYN ABBAJAY
The development and consistency of spas is paramount to Marriott International as it repositions itself as a lifestyle hotel brand. We talk to the woman who’s been brought in to shape its global spa strategy
KATIE BARNES » MANAGING EDITOR » SPA BUSINESS M
arriott International is no stranger to spas. It has been operating them for more than 20 years and today
runs 170 of them across its hotel portfolio, which comprises the brands Marriott Hotels & Resorts (including JW Marriott), Renais- sance Hotels, Ritz-Carlton, Bulgari Hotels & Resorts and EDITION – the boutique chain it launched in collaboration with renowned hotelier Ian Schrager in late 2010. Until recently, however, the group
regarded spas as an ‘add-on’, with no cohe- sive approach to its concepts, except for pockets in certain regions, such as the Quan Spa brand in Asia–Pacifi c (see SB06/4 p22). In an attempt to reposition itself as a lifestyle hotel off ering – and to also shake off its busi- ness traveller hotel image – it has stepped up its interest in spas signifi cantly. “T ere has been a great shiſt in Marriott: it is realising that the spa business can help
perpetuate its growth globally,” says Shari- lyn Abbajay, who was appointed to the newly formed role of vice-president of global spas and retail in June 2010. “It has realised that spas can add value and authenticity and ena- ble it to stay competitive. It now truly respects and honours the spa with retail discipline.”
A TURNAROUND AGENT Abbajay has more than 30 years’ experience in the salon and spa industry, but actually started her career as a professional dancer for a regional dance troupe in Washington DC. “I grew up surrounded by make-up art- ists, hairdressers and physiotherapists who looked aſt er the troupe,” she says. “I also had nine aunts in the beauty business, so as a ‘starving artist’ who needed to supplement her income, I became a nail technician and then a beauty therapist aſt er that.” While working in the hair industry, Abba-
jay met Noelle DiCaprio, a day spa owner who went into partnership with the Gillette
Company because it wanted a more upscale channel (rather than drug stores) to sell its products. T ey opened several Noelle Day Spas across the US and Abbajay helped to develop the concept. “Not many people in our industry realise that Gillette had a huge stake in refi ning the day spa concept,” she says. In the 80s, Abbajay was recruited by Eliz-
abeth Arden to help redefi ne its concept and business model. She also owned a spa consul- tancy and worked with the Neill Corporation
– one of the largest independent distributors of Aveda products –where she oversaw the operations of 18 Aveda Consumer Lifestyle Salons and Spas. In addition, she currently sits on the executive committee at ISPA. “I’ve been labelled as ‘the turnaround
agent’ and I think that’s a worthy title. If a business is ailing, or if it needs help and support, I can give that. How many people can say they’ve worked for Gillette, Elizabeth Arden and Estée Lauder [which owns Aveda] and have the spa experience [I have]?” So, it’s no wonder that she was “whisked
in” quickly by Marriott with a view to over- seeing its global spa initiatives. Under a new structure, she will be supported by a direc- tor of spa operations in each continent, with two in the Americas as that’s where 60 per cent of the spa business lies. T ese directors will be responsible for all spas in their spe- cifi c region, whereas previously the director roles were divided according to the hotel brand with separate directors for spa operations for Marriott Hotels & Resorts, Renaissance and Ritz-Carlton globally.
Marriott is repositioning itself as a lifestyle hotel offering, with resorts like this JW Marriott Camelback in Scottsdale, Arizona.
24 Read Spa Business online
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SPA BUSINESS 1 2011 ©Cybertrek 2011
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