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Retaining members of staff is equally challenging and this is a function of the pay- ment structure and how much education and support are given to these individuals. Staff retention comes through consistent support, good communication, resources and development opportunities. Positively influencing staff career paths also helps to retain employees.


What should spas look for when recruiting? Gary: The most positive attributes to seek include experience within the field and, of equal importance, communication skills, customer service background, organisa- tional experience, leadership, personality and work ethic. In the interview, try to focus on personal characteristics as well as the experience of the individual.


What marketing and promotion is needed during the pre-opening phase? Gary: Spas need to execute a good marketing plan to drive revenue from both inside and outside the hotel or resort. It’s important to have a separate plan for each to successfully promote the spa to both of these potential markets or the spa will not reach it’s reve- nue and bottom line potential. Traditional routes include advertising, emails and direct mail to non-hotel-guest traffic from the local community. Establishing a relationship with a local or regional PR company is usually a good


Spa Business 3 2013 ©Cybertrek 2013


Planning at the pre-opening stage leads to more successful schemes


idea but one that is typically overlooked by many spas. Spas shouldn’t underestimate the importance of publicity and articles written about the spa, yet many spas don’t include public relations as part of the operat- ing budget. Having your spa ‘shopped’ by an outside concern or having an occasional oper- ational audit of the facility is an effective way to ensure that the spa is on the right course. Open house events for local business peo- ple and residents can be very effective too.


How should the spa be marketed inside the property? Gary: Inside the property it’s vital to market the spa to guests through in-room devices – such as menus and exposure on the hotel’s TV channel – and at the reception or front desk check-in area, elevators, concierge desk and in other visible areas throughout the hotel. This can be delivered through sig- nage or in more subtle ways. There can also be promotions which are designed to be part of the hotel/resort guest’s check-in package. Also, daily attention needs to be paid to the display of retail products and add-on ser- vices around the property.


If the spa is truly integrated into the prop-


erty, this offers the best chance for consistent financial and operational success. The spa director should be trained in the hotel’s cul-


ture so that there’s seamless integration between the facility and the property. It’s particularly important that the spa director establishes a relationship and good commu- nication with the hotel or resort’s sales and marketing department.


How long should pre- opening usually take? Gary: This depends on the size, complex- ity and location of the facility, as well as the organisational skills of the spa director and staff. The timeline to open a spa usu- ally contains hundreds of items that need attention and require planning and execu- tion. Often the owner/developer misjudges the complexity and time required to effec- tively open a spa. Generally, the larger and more intri- cate the spa, the longer the pre-opening timeframe will be. Spas that are smaller or moderately sized (300-800sq m) tend to need a programme which runs between six to nine months in advance, while larger facilities (over 1,000sq m) take between eight to 12 months to open, with the direc- tor needed on-site six to 12 months before opening. Spas in more remote areas often take longer to open.


Contact WTS International Tel +1 301 622 7800 Fax +1 301 622 3373 www.wtsinternational.com


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