While spa décor changes to suit locale, the menu remains relatively similar
When people ask why our spas aren’t bigger, I say I don’t believe in Cinderella dreams... I don’t want staff to feel pressured into pushing products because we’re only driven by the bottom line
want my staff to feel pressured into push- ing products and treatments because we’re driven only by the bottom line.”
THE GO-TO-CHOICE Although St Gregory is unable to disclose fi nancials, its approach seems to be pay- ing off in terms of above-industry-average capture rates and peer recognition. At resort locations such as Parkroyal Penang Resort in Malaysia, at least 10 per cent of hotel guests have a spa treatment while the urban locations capture at least 5 per cent. St Gregory at Parkroyal Kuala Lum- pur has been named Best Luxury Hotel Spa in Malaysia for the third year running at the World Luxury Hotel Awards, while the brand’s signature treatments are regularly lauded in consumer magazines. Wee puts this down to the strength of her partnership with her two main suppliers, Elemis and Thalion, as well as the training
Spa Business 3 2013 ©Cybertrek 2013
standards for therapists. Yet recruitment presents a sustained challenge, particu- larly as Singaporean regulations restrict the length of time that overseas therapists can work in the country. Add the competitive cli- mate in the region as more spas open and Wee points out how this leads to an unpro- ductive environment in which there is little staff loyalty. “You can become like a training centre if you’re not careful,” she says. “You invest in staff, give them a career path, but they’re either poached or forced to move on. Retention can be a real problem. Fortunately we have staff who’ve stayed with us for 10 to 15 years because we spotted their potential at reception level, trained them up as thera- pists, and then promoted them to managers. That’s why our therapists, on average in their 40s, are older than at other spas.” As a homegrown brand with the backing of a Singapore Exchange-listed company, St Gregory carries credibility in a market
where members of local spas have been left high and dry after closures. As such, all St Gregory membership package holders in Singapore are protected by its recognised insurer. Through links to UOL Group’s associate banking company, UOB, holders of select credit cards also receive attrac- tive discounts on St Gregory spa services, cementing the brand’s reputation as the go-to-choice for affluent clients seeking consistency of treatments and service. “Spas should be the symbol of a successful hotel operation,” Wee concludes. “They must be viable, they must break even, but beyond this it is about giving our guests peace of mind and a good experience. I’d love to think that we secure repeat hotel custom because our clients are impressed with St Gregory.” ●
Neena Dhillon is a spa, hotel and travel journalist Email:
ndhillon@spabusiness.com
Read Spa Business online
spabusiness.com / digital 81
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