PROPERTY
The most dominant infl uence on fi nancial success when modelling the revenue generation of the spa is not due to a specifi c brand or type of operation, but to an assurance of competence
Is the spa to act as a profi t centre in its own right? Is it to drive hotel room rate, occupancy and length of stay? Given that the answer to these questions is oſt en ‘yes’, what trade-off s are acceptable? For example, how important is exclusive spa use for hotel guests? T is may be very desirable for the consumer experience at the high-end, but it can hold back the valu- able revenue potential from day visitors. T ere’s also the question of contracts. Is
signing one operator contract best or is agree- ing details with and between a hotel operator and spa brand and/or operator preferred? If one of the top priorities is profi t maxim-
isation, the individual circumstances need to be analysed carefully to assess how this can be best achieved. Across diff erent markets and regions certain key aspects can assert diff erent infl uences. For example, brand strengths. How strong is the hotel brand in the specifi c mar- ket and how strong are the spa brands under consideration? If the hotel brand is still emerg- ing, perhaps a well known, independent spa brand can help to establish an assured level of quality. T is was a big factor with Harlequin Properties, which is developing fi ve resorts in the Caribbean – associations with ESPA and other leading leisure personalities and brands such Gary Player, Pat Cash and Liv- erpool Football Club, were all used to shape what the customer can expect from Harlequin
98 spa business handbook 2011
1 1
Starwood: Away Spas
2
Starwood: Heavenly Spas
3
Starwood: Bliss Spas
generation spa with a signifi cant wellness ele- ment”. T is has added to the hype surrounding this hotel, and excited the local market.
OPERATIONAL CONSIDERATIONS
Hotels and Resorts. Its fi rst site, Buccament Bay, opened in mid-2010 and its second, T e Merriks, broke ground last September. Brand loyalty and recognition can also play
a role in the success of a spa and hotel in a competitive market. For example, ESPA high- lights that some guests choose a hotel based on it having an ESPA spa. T is has clearly been understood by Corinthia Hotels which has chosen ESPA to create an exceptional spa experience within its new London hotel, open- ing early 2011. Its brief to ESPA was to raise the bar when it comes to spa off erings within London luxury hotels. What ESPA has created, and will be launching, is a “pioneering next
Another major aspect that comes into play when choosing a spa brand is expertise for opening and running a spa successfully. Due to the shortage of spa expertise across some areas of the world, developers/owners need to ensure that they chose an option with ade- quate resources to help the spa achieve its aims and objectives. In developed markets the options may be
quite open, but in certain locations it can be diffi cult for a hotel operator to provide the spa expertise that a specifi c project might require. T e concern then becomes one of continuity of the brand experience – the quality must be the same in Baku as it is Berlin. An established independent spa brand would be worth consid- ering in situation. For example, ESPA has built
www.spahandbook.com
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 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203 |
Page 204 |
Page 205 |
Page 206 |
Page 207 |
Page 208 |
Page 209 |
Page 210 |
Page 211 |
Page 212 |
Page 213 |
Page 214 |
Page 215 |
Page 216 |
Page 217 |
Page 218 |
Page 219 |
Page 220 |
Page 221 |
Page 222 |
Page 223 |
Page 224