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ESPA: treatment room


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So SPA at Sofi tel Marseille


QUESTION TIME


Real estate services firm Colliers Interna- tional says that these questions should be a core part of destination strategy work, par- ticularly when markets are still suff ering from the impacts of the global economic downturn and when there is an increasing pressure for all departments of a hotel or resort to make positive contributions. Unfortunately, sim- ple questions don’t oſt en have simple answers. T e complication is that as spas become more integral to hotels, so it becomes more diffi cult to measure their profi tability independently


www.spahandbook.com 3


Hilton’s eforea


If the hotel brand is still emerging, a well known independent spa brand can help to establish an assured level of quality


of the hotel. Starwood’s Kyricos illustrates the point beautifully with a recent anecdote she heard from Andrew Gibson (group director of spa at Mandarin Oriental): “to ask for the return on investment (ROI) of a hotel spa now is like asking for the ROI of a hotel lobby”. T e suggestion that decisions about spa


brands and operations should not be dom- inated by direct profit analysis is further reinforced by matters of marketing. Hotel operators highlight that spas are valuable for generating media interest about a hotel. T is benefi ts not just the spa but also hotel occu-


pancy, particularly if twinned with packaged off ers. Of course this working together occurs both with independent spa brands and with in-house spa brands, but there is perhaps greater potential for synergy in the latter. For the developer or owner, deciding what type of spa brand to work with is a complex one, with many factors to take into consideration.


CHOOSING A BRAND


When picking a spa brand, an operator or owner needs to think about what the main objectives and priorities in having a spa are.


spa business handbook 2011 97


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