COMPANY PROFILE
EXISTING OBEROI PROPERTIES Oberoi hotels:
INDIA Te Oberoi Amarvilas, Agra Te Oberoi, Bangalore Te Oberoi Cecil, Shimla Te Oberoi Grand, Kolkata Te Oberoi Gurgaon Te Oberoi Motor Vessel Vrinda, Kerala* Te Oberoi, Mumbai Te Oberoi, New Delhi Te Oberoi Vanyavilas, Ranthambhore Te Oberoi Rajvilas, Jaipur Te Oberoi Udaivilas, Udaipur
EGYPT Te Oberoi Philae, Nile Cruiser* Te Oberoi, Sahl Hasheesh, Red Sea, Egypt Te Oberoi Zahra, Luxury Nile Cruiser Mena House Oberoi, Cairo*
INDONESIA Te Oberoi, Bali Te Oberoi, Lombok
MAURITIUS Te Oberoi, Mauritius Saudi Arabia* Te Oberoi, Madina*
Oberoi hotels are described as first class and Trident hotels (above) as business class Trident hotels:
Trident Agra* Trident Bhubaneswar* Trident Cochin Trident Chennai Trident Gurgaon Trident Jaipur* Trident Bandra Kurla, Mumbai Trident Nariman Point, Mumbai Trident Udaipur* *Hotels which don’t have a spa
“Oberoi guests have
very high expectations and that’s why we
constantly audit our spas to make sure
they’re up to standard”
programmes in spa, beauty, nails and hair. As soon as Hays found out about the school, she met with the owners and now Oberoi is its favoured employer, which gives Hays the pick of the best students. Once students have completed their course, they’re given five to six weeks of Oberoi-specific training on things like brand standards, grooming and the philosophy and treatment practices of ayurveda before they get placed in one of the Indian-based Oberoi Spas.
A MANAGEMENT ISSUE
Like most spa directors who oversee multiple operations, Hays depends on the managers in each location to help with the successful running of the spas. Five of the spas have a dedicated spa manager; the rest are looked aſter by other department managers. “I tell them there is no book you can pick up to learn about spas quickly,” she says. “I explain that the relationship between a therapist and guest is completely different to any other in the hotel. Sometimes part of a therapist’s role is to be sensitive to their most personal problems.” Te largest spa in the Oberoi Group has eight treatment rooms, so Hays says the
expense of a spa manager is not always jus- tified. Te spas are open to hotel guests only and on average, the Indian-based spas do 90 treatments per day overall. Tat said, Hays relies on her managers to report back on the day-to-day running of the spa operations. On average, the capture rate at the spas
is 15 per cent with a ratio of 65:35 male to female guests. A one-hour treatment costs around inr4,500 (us$101, €71, £63) but guests can stay in the self-contained treat- ment/relaxation room for half an hour aſter a treatment finishes, so turn around times are not fast. Despite this, Hays says each spa is a revenue generating business for Oberoi as well as being part of the group’s overall strategy to offer guests everything they could ever want from a hotel.
INDIAN EXPERIENCE
Oberoi avoids a cookie cutter approach to the design of its spas by decorating them with local artefacts, but the set up of each treatment room is the same and Hays tells me I would get the same standard (but slightly lower priced) treatment in a Trident spa – the only difference between the two
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brands is the products they use. Oberoi uses Hungarian mineral brand Omorovicza for its facials and Indian brands Forest Essen- tials and Kama for its signature body and ayurveda treatments. Trident uses Sundari, a luxury ayurveda-inspired product line. “Guests don’t come here to cure their
arthritis or their ailments, they come here to stay in a luxury hotel to have a relaxing treat- ment,” says Hays, explaining why Oberoi offers their version of ayurveda, which is all about relaxation rather than cure. In the next two years, there are plans to
open 10 more spas in various locations in India, the Middle East, the UAE and north Africa. All hotels will be in prime locations.
“My aim is to bring spas to the next level,” says Hays. “I want to improve on the quality of treatments, increase revenues (especially retail) and, most importantly, incorporate a training academy.” As we finish our interview, I ask Hays
whether she ever gets fed up with living in hotels. Her eyes open wide in mock astonish- ment. “Look around you,” she says. “Would you mind if you spent your working days in this kind of luxury? l
SPA BUSINESS 2 2011 ©Cybertrek 2011
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