I don’t think there’s any more risk of customers having a bad experience in these types of spas than in any other facility
F
ranchises shouldn’t be seen as a threat to our industry when they’re growing the market and encourag-
ing the development of best practice through heightened competition. Their lower price point attracts more
consumers and these are people who see massage or skincare as a necessary part of their lifestyle rather than a luxury splurge. In other words, they will get a massage on a weekly basis and have a facial every month. So as long as franchisees follow the
brand’s established standards and are inspected at regular intervals, I don’t think there’s any more risk of customers having a bad experience in these types of spas than in any other facility. Staffing will become an issue as more
spas open and need more qualified therapists and managers. Franchises tend to pull service providers straight
Susie Hammer VP operations, WTS International
out of school and not pay at the top of the wage scale. This means that operators will have to develop better training programmes. Advanced education is necessary to ensure a quality guest experience in both the franchise setting as well as a resort setting. Smaller day spas and those who set up
their own shop are threatened by the rapid growth of this sector. But for others, the response should be to focus on creating that ‘wow’ experience for guests, making them feel special and convincing them that they don’t want to go to a franchise.
For nearly 40 years, WTS has worked with both large (more than 30,000sq ft) and small (3,000-8,000sq ft) spas, in hotels and resorts, golf courses, luxury residen- tial properties and day spas throughout the US and abroad. We think that, in theory, franchises should lead service delivery consistency and raise standards across the whole of our industry.
Hammer has worked at WTS, a leading leisure consulting, design and management firm, since 1996. Details:
www.wtsinternational.com
One benefit of the franchise model is that the companies can serve as a staffing ‘farm system’ for more upmarket spas
T
he spa industry is entering its mature phase. Attendance is up and more people self-identify as spa-
goers, but they’re dispersed over a larger number – and greater variety – of facilities. Just like restaurants, it’s now possible to experience a fast casual spa as well as a fine dining one and everything in between. Franchises have led the charge into
the middle market, pioneering a busi- ness model that’s now commonplace: discounted membership. Instead of using the typical industry
terms such as ‘luxury’ and ‘indulgence’, franchises like Massage Envy offer ‘pain relief’ and ‘healthy skin’. These terms are gender-neutral and the facilities are acces- sible and unpretentious. Franchises have enabled more consumers to make massage a part of their lives, a democratisation of a once exclusive industry. The explosion of spa facilities, though,
has exacerbated an already-severe shortage of qualified labour. Despite the fact that schools are pumping out
Spa Business 2 2014 ©Cybertrek 2014
Peggy Wynne Borgman President, Wynne Business
new graduates at record rates, many of these individuals are ill-prepared to work in the industry. I hear over and over again that good employees are difficult to find and that most spa directors hire less-experienced workers in hopes of developing them. The other crucial shortage – not helped
by the growing number of franchises – is that of qualified spa directors: those who are able to interpret a profit and loss statement and run a business. It’s not a well-known career option and both degree and certificate programmes for aspiring spa directors are in short supply. Having said that, it’s not all bad news.
One benefit of the franchise model is that the companies can serve as a staffing
‘farm system’ for more upmarket spas. We frequently advise under-qualified candi- dates to spend a year in a franchise spa position, where they will get comfortable with the tempo of a busy schedule and develop some fundamental skills. In fact, franchises themselves may hold
the key to easing the talent shortage. As these companies mature and their need for talent becomes acute, they’ll build educational programmes of their own, providing a valuable resource for the entire spa industry.
As well as heading up spa consultancy Wynne Business, Wynne Borgman is the founder of the Preston Wynne day spa in Saratoga, California. Details:
www.wynnebusiness.com
Read Spa Business online
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