The performance of eforea spas will be measured using SPUR – the spa productivity and utilisation report – that launched in early 2010
RYAN CRABBE
Senior director of spa operations and development (the Americas)
WHAT ARE YOUR DAY-TO-DAY RESPONSIBILITIES? T e lion’s share of my work focuses on our existing 98 spa businesses in the Americas, although I’m currently engaged with 20 new projects. With operating spas, I liaise with hotel owners, spa directors and team mem- bers to ensure our business is optimised and fi ring on all cylinders. For new projects, I work with developers to thoughtfully concept, programme and design the spa locations.
HOW HAS YOUR JOB CHANGED? I joined in August 2009 and in the fi rst year I focused on travel and relationships. Connecting with key property stakeholders and learning their businesses and unique approaches was critical to getting the right kind of work done. Aſt er getting the topography down, this second year has been about creating tools and practices that improve the performance of our spas.
HOW DO SPAS FIT INTO THE COMPANY’S VISION? Any company wants to be really relevant to its customer. Guests at our full-
SPA BUSINESS 3 2011 ©Cybertrek 2011
service and luxury hotels tell us that wellness is an increasingly important part of their lives. Our spas play a critical role here and allow us to deliver the meaning- ful experiences that speak to this growing group of customers.
HOW DO YOU TACKLE YIELD MANAGEMENT? We launched
SPUR – the spa productivity and utilisation report – in early 2010. T is report extracts 33 key data points from our spas on a daily basis. We then analyse these fi gures to identify proper- ty-specifi c yield management opportunities.
WHAT ARE YOUR MAIN CHALLENGES? One of the obstacles for anyone who manages a large number of businesses is fi nding crea- tive ways to infl uence your team. While you could sit in an offi ce and attempt to manage from afar, I’ve found that one of the best ways to inspire commercial success is travelling a lot and spending quality time with leaders and team members. It helps me understand complicated issues and identify the tricky root causes at property level. So, I end up spending a good bit of time on the road.
HOW WILL YOU SELL EFOREA: SPA AT HILTON TO OWNERS? The brand really speaks for itself to developers building a new
spa. It has a strong identity and is a turnkey solution craſt ed to demystify the spa devel- opment process. It’s a fantastic tool for new builds as constructing a spa can be complex. As eforea off ers the entire package, speed to market is effi cient and aff ordable. It’s also a great opportunity for owners of existing Hilton spas, who are looking for a fresh iden- tity and an evolved spa experience.
WHAT ARE YOUR MAIN GOALS IN THE NEXT 12 MONTHS? We’ve just conducted internal research on what drives a great guest experience. We’ve engaged our spa leaders, therapists and front desk teams to help ana- lyse our guest journey from digesting the treatment menu, reservations and arrival, through to the layout of facilities and the actual treatment. T e next step is to accumu- late the information to see what positive and innovative changes we can make that elevate the guest experience in our spas.
WHAT ARE YOUR OVERALL AMBITIONS? I’m propelled by the idea that the spa busi- ness is all about making people feel good. It’s a simple, yet very powerful purpose to bring to the job each day and I don’t think most get to punch in and generate that kind of work product. As long as I’m succeeding at that and making a diff erence on an organ- isational level, I’ll feel very lucky.
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spabusiness.com / digital 31
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