This page contains a Flash digital edition of a book.
Imagine Spa Thames Valley (this image and below left) is located at Hilton Heathrow Terminal 5


The meet and greet area is a key part of the spa journey


climate – with distressed assets coming to market – to make some strategic acquisitions that would add greater stability and security to the business. “We don’t have a fi nite number of


owned sites in mind. Downing has a £90m investment fund every year, but we don’t have a track record in buying freehold sites so we’re being cautious


– the challenge is to fi nd the right sites at the right price.”


a shift to spa Prior to Mosaic’s acquisition of The Shrewsbury Club at the end of 2011, its portfolio of 28 sites included just three non hotel-based facilities: two corporate sites, plus involvement in a standalone club in Suffolk. And within the hotel-based business, spa is increasingly coming to the forefront.


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The Shrewsbury Club: Mosaic’s fi rst owned site Courteen explains: “Within the


hotel market, there’s a signifi cant move towards spa rather than a health club offering. Hotel gyms represent a badge of quality, but they have very low usage by hotel guests – plus people expect them to be included in their room rate, so there’s no additional revenue generation from those guests. “Where I think the hotel market’s


moved over the last few years is that people now want to go away and do something that’s more relaxation- orientated. Those who want to use health clubs belong to local health clubs. When they go away for the weekend, they’re happy to get away from everything – including their normal workout routine. And of course the advantage is that people are happy to spend money in spas over and above their room rate.


“The other challenge for hotels


that run health clubs with a local membership is that, in an increasingly competitive market, it’s getting harder to attract external members – a small hotel health club has a battle to keep up with other local gyms when it’s competing against all the other investment criteria within the hotel. “A health club is therefore becoming


less fi nancially attractive. But with a day spa, you’re appealing to a market that’s not saturated and where the catchment area is much broader – 30 per cent of our day spa guests travel over an hour to get to us, and the majority of our revenue comes from external custom. “When it comes to hotel facilities, it’s


much easier to run a spa as a profi t centre in its own right than it is to run a health club as a profi t centre in its own right.”


Read Health Club Management online at healthclubmanagement.co.uk/digital 31


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