FIGURE 1: ESTIMATED GLOBAL MARKET SIZE OF THE WELLNESS INDUSTRY CLUSTER THE Conventional,
relaxation and ‘feeling well’, positions the spa industry as one of the most logical sectors to take advantage of (and help lead) the wellness movement. Wellness also provides an oppor- tunity to reshape the image of spa, to regroup aſt er the global recession and to position spa as an investment or an essential element in maintaining a healthy lifestyle. T ere are a number of business opportuni-
ties for the spa industry to pursue along the wellness continuum (as shown in Figure 2). While some opportunities will require long- term eff ort and investment, others simply require spa owners and investors to make small adjustments to their service off erings and re-examine their marketing approaches and customers with a new, wellness-oriented viewpoint. T ree categories of wellness oppor- tunities for spas (summarised below) span the range of the many types of consumers and sec- tors that fall within the wellness cluster. On the reactive/treatment-oriented side of
the wellness continuum, spas can bring new, holistic approaches to the medical sector. In essence, the areas in which the conventional medical industry is struggling have created opportunities for spas. T ey can: ■ Partner with conventional medical estab- lishments to deliver complementary and integrated healing services to medical patients. This could include offering massage and hydrotherapy, for example, at medical cen- tres or via referral networks. Spas can also develop specialised treatment packages tai- lored for specifi c patient profi les – such as cancer or diabetes patients – or package appearance and confi dence-enhancing spa and beauty services/products for seriously
www.spahandbook.com
medically oriented approaches
(to solve problems) REACTIVE TREATMENT PARADIGM Spa Medical tourism
Preventative / personalised health $50
Complementary & alternative medicine Healthy eating / nutrition & weight loss $243
Wellness tourism Workplace wellness
Beauty & anti-ageing Fitness & mind body
$679.1 (US$ billions)
ill patients, to boost their mood, self-image and positivity about recovery. ■ Partner with the medical industry to encour- age and conduct evidence-based research and explore ways for individual spas to support specifi c research studies (see p82). ■ Partner with the medical tourism industry to create complementary services for medical tourists in the pre-op, post-op and recovery phases; deliver medical tourism services at spas; and create integrated spa, beauty and wellness packages for the companions trav- elling with medical tourists.
On the proactive/wellness-oriented side of the continuum, spas can link with other sec-
tors to help enhance people’s health as well as their quality of life. By forging partnerships and collaboration across these other sectors and by bringing new, complementary services into the spa arena, operators can facilitate a movement toward more proactive and inte- grated approaches toward health and wellness. Spa operators can: ■ Repackage existing off erings and develop new ones to defi ne and market spas as a ‘well- ness necessity’, especially by drawing upon traditional/culturally based healing therapies; educating consumers on the therapeutic ben- efi ts of these treatments; and placing greater emphasis on partnering services with products that have therapeutic value, promote healthy
spa business handbook 2011 79
$30.7 $390.1
$60.3 $113 $276.5 $106
WELLNESS CLUSTER
A $1.9 trillion global market Integrated,
wellness-oriented approaches
(to improve quality of life) WELLNESS PARADIGM PROACTIVE
PHOTO:
ISTOCK.COM/©ELENA ELISSEEVA
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