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TreaTmenT revenue benchmarks in Greece


Spas in Greece experienced a shift in treatments demanded, as reflected in the breakdown of total revenue between 2009 and 2010 (see Graph 2). The contribution of water and body treatments decreased by 21 per cent, whereas beauty services rose by 12 per cent. This could have reflected a change in consumer spending towards cheaper treatments as the economic con- ditions in Greece worsened. This benchmark helps spa managers to


update their treatment menus, ensuring they are relevant and appropriately priced while simultaneously calculating average reve- nue per visit. Conducting benchmarking


Graph 3: Revenue per Spa Visit versus Hotel Average Daily Rate – Asia-Pacific


12% 9% 6% 3% 0%


-3% -6% -9%


-12%


Revenue per spa visit


2009


Hotel average daily rate


2010 Source: Intelligent Spas, Global Spa Benchmark Report 2011


Graph 2: Breakdown of Total Annual Revenue Packages


Water/body treatments Massages


Beauty services


Retail/merchandise Other


0% 2009 10% 2010 Source: Intelligent Spas, Greece Spa Benchmark Report 2011


during positive and challenging economic times means you can better understand how consumers react in both periods and adjust operations accordingly, effec-


hoTel/resorT spas in asia-pacific


Spas operating in hotels and resorts do not necessarily ride the same perform- ance wave as their hosting properties. A survey conducted by Intelligent Spas in the Asia-Pacific region found that in 2009, spa revenue per visit was up 8 per cent (see Graph 3), while the host hotels and resorts reported an 11 per cent drop in the aver- age daily rate (ADR). Conversely, 2010 saw a rebound in hotel/resort ADR, with a 10 per cent rise in comparison with a 4 per cent drop in spa revenue per visit. Hotel/resort occupancy followed the ADR trend, with a 4 per cent drop in 2009 fol- lowed by a 9 per cent rise in 2010.


These results are key when conducting business analysis, as varying factors impact on spa and hotel performances independ- ently. Factors like the economic climate and travel demand impact differently from how well the hotel promotes the spa to in-house guests and local resident spa visitors. Con- ducting specific spa benchmarking rather than applying the hotel forecast perform- ance to the spa business is key. Tracking spa data and analysing indicators also ena- bles hotel and resort spas to effectively plan and respond to fluctuating local mar- ket conditions, like declining tourism and new competitors, to boost performance. l


about intelligent spas Based in Singapore, Intelligent Spas is a independent research company specialising in the spa industry.


It has a range of resources – based on ongoing, updated industry trends and performance indicators – that are focused on maximising a spa’s performance. email: julie@intelligentspas.com web: www.intelligentspas.com


tively managing high costs like staff levels. You can also identify the most successful marketing campaigns, for swift imple- mentation if faced with future downturns.


20% 30% 40% 50% 60%


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