Letters
Do you have a strong opinion, or disagree with somebody else’s point of view on topics related to the spa industry? If so, Spa Business would love to hear from you. Email your letters, thoughts and suggestions to
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Menu-engineering is far more complex than just looking at sales and profi ts Sonal Uberoi, director, Spa Balance
In reference to the article written on menu engineering in Spa Business (SB12/1 p26), it’s important to point out that although menu engineering is an essential process, it cannot be looked at in isolation. It must be looked at as part of the totality of spa operations. I agree that when looking at menu engineering, key aspects such as type of property, competition, price point, stock levels, adequate staff training and also involvement of the entire spa team, therapists and receptionists need to be taken into consider. These are an important factor in ensuring that a particular treatment is sold or not. The way the treatment menu is written is also important, and I agree with Sheila McGann [corporate director for spa brand quality at Shangri-la] that the more popular treatments should be listed at the top to entice the client to read on. Elemis’ A la Carte menu – which takes into consideration the current economic climate and the buying power of today’s
Menu engineering is not only about charting treatment sales and profi t – it requires an understanding of the business, monitoring client feedback and engaging staff in the process
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Uberoi agrees that it’s best to put the most popular treatments on the menu fi rst
consumer without undermining the brand – is also another key aspect. However, I think it’s also important to take into account the spa’s yield management and operational systems. When are our peak hours? What is the turn-around time for each of our treatments? Who are our target markets? What treatments are they looking for? Which staff can perform which treatments? Additionally, what treatments can be linked to retail? We all know that it’s challenging to sell a product off a massage. Can we upsell any treatments
with other services, treatments and/or products? A coherent treatment menu would also address these issues. Hence, menu engineering is not only about looking at the CRASE system – which charts treatment sales and profi t – it requires an understanding of the business, monitoring of client feedback and engaging of staff in the process. Moreover, every spa needs to tie this process in with their yield management and operational systems and ensure that they have a coherent marketing strategy and pricing policy in place.
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SPA BUSINESS 2 2012 ©Cybertrek 2012
JASON STITT /
SHUTTERSTOCK.COM
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