about the author
Kyricos regularly consults in the spa, wellness and hospitality industries. Most recently, she was VP of corporate wellness at Core Performance – a US firm specialising in corporate wellness programmes globally. Prior to that, she headed up global spa brands at Starwood Hotels & Resorts. email:
mkyricos@hotmail.com
or benefit coordinator of a company for an exploratory discussion about existing or developing programmes. A multi-unit or national spa company may choose to part- ner with a benefit or insurance provider which could then sell its offering to multi- ple companies as part of an existing menu of wellness-related services. Like all busi- nesses, the key is to determine what value proposition would be most appealing to the company and then design packages that deliver with credibility.
studies that impact health in some quanti- fiable fashion will be in the best position to cater to the corporate wellness market.
Why would a spa benefit from branching out into corporate wellness? There are several potential advantages:
■ ■ Additional revenue streams that can be pre-negotiated and/or subsidised by the employer on behalf of the employee base ■ ■Exposure to a new customer base that may choose to frequent the spa for additional services beyond what’s offered on a corporate wellness package ■ ■The ability to compensate for seasonality by leveraging corporate relationships during off-peak periods (or slow days of the week)
www.spahandbook.com
Wellness packages could be a simple as offering a certain number of massages to the company’s employees a month
What sort of packages could spas offer? Packages could be as simple as offering a certain number of massages to employees on a per unit or series basis, such as one massage a month for six months. Alter- natively, spas that offer personal training or nutritional consultations could pack- age them together or separately as well. There are multiple options.
What’s the first step for spa operators? It really depends on the size and resource- fulness of the spa. For example, a single-unit operation may approach the HR, wellness
What pitfalls would spas need to avoid? During the ‘sales process’, spas should be prepared to demonstrate the potential benefit of their services and this is where evidence-based research comes in. Spas will then need to show results, such as how the services are impacting the health and wellness of employees. Whether it’s surveying employees
regarding the outcomes experienced from the spa’s services, and/or working with the employer to quantify or qualify how the spa’s services are positively impacting employer health – such as reduced absen- teeism, weight loss, increased productivity and mood improvements – the key for long- standing employer-spa relationships will be quantifiable measures of success. l
spa business handbook 2012 101
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