INTERVIEW: STEVE JEISMAN
Alila Seminyak in Bali will open by mid 2015 with a Spa Alila featuring eight double treatment rooms
I want my spa managers to be leaders on the floor: if they’re spending any more than 15 per cent of their time back of house we have a problem
in consultant Jacqueline Le Sueur to help develop the therapies. “We wanted to stand out. In Bali, there’s a saying known as ‘sayang sayang’ which means to nuture and we added that dynamic to take guests down to another level of relaxation.” In practice, this translates into a series of
graceful, soft touches that therapists use to maintain contact with the guest and help the massage fl ow. As an added extra, guests are left in the room undisturbed if they fall asleep – “there’s no big gong or face mist – we let them go at their own pace,” he says. Products are also made according to the
Alila brief which includes a strict 100 per cent natural policy. “We begin by looking at the results we want,” explains Jeisman. “So if it’s a detox or cellulite treatment, we’d look at oils and masks with coconut or coff ee. We’d then make it attractive to the marketplace – does it look good? is it easy to use? does it smell nice?” In Indonesia, it partners with Sensatia
Botanicals to make the products and Jeis- man says the business has blossomed as Alila’s demands have increased. Altogether there are 60 Alila Living items including 18 villa amenities which cover everything from sun creams to mosquito repellent. For those who want to buy into the Alila lifestyle, the products can be bought at
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shopalila.com. For the moment there’s no intention of opening up concept stores despite requests from America, the UK and even Kuwait. “What we do isn’t rocket science, but it’s actually diffi cult to do it well… and at this stage we want to keep it in-house,” says Jeisman.
New approach to staffing With all this talk of concepts, treatments and products, you’d be forgiven for thinking that creativity and development is the main focus for Jeisman. Not so. There’s also the running of the nine Spa Alilas (and counting) – for which he also thinks outside the box. “I’ve shifted my employment scope: I’m
not looking for spa managers any more, I’m looking for PR, marketing and sales people,” he replies when questioned about staffi ng challenges. “At the end of the day, a talented spa supervisor can run the day to day operations. I want my spa managers to be the leaders on the fl oor: if they’re spending any more than 15 per cent of their time back of house we have a problem. PR people can talk to guests, be the face of the business and sell treatments and retail – because if you miss out on selling additional treatment time or product to just one guest that’s money out the door.”
Alila Hotels & Resorts DEVELOPMENT PIPELINE
2015 ● Alila Seminyak, Bali, Indonesia ● Alila SCBD, Jakarta, Indonesia ● Alila Solo, Surakarta, Indonesia ● Alila Anji, Zhejiang, China ● Alila Xiangshuiwan, Hainan, China
2016
● Alila Villas Koh Russey, Cambodia ● Alila Villas Nuishoushan, Nanjing, China ● Alila Villas Bintan, Indonesia ● Alila Tianxi Lake, Zhejiang, China ● Alila Yangshuo, Guilin, China ● Alila Fort Bishangarh, Jaipur, India ● Alila Bangsar, Kuala Lumpur, Malaysia
2017
● Alila Villas Hangzhou, China ● Alila Dalit Bay, Sabah, Borneo, Malaysia ● Alila Lishui, Zhejiang, China ● Alila Yingde, Guangdong, China ● Alila Taihu, Suzhou, China
2018
● Alila Huangshan, China ● Alila Tangshan, Nanjing, China
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