Roundtable: Trends in spa design
Factors such as aesthetics, pricing, treatments, and space utilisation are among the key priorities of developers when designing a spa. Here, spa design experts, suppliers, and hoteliers discuss the trends most likely to dominate spa design in 2015 and beyond
Meet the experts
Sharon Barcock managing director MENA, Klafs Middle East
Sharon Barcock joined thermal specialist supplier, Klafs,in September 2014 to restructure the business and raise brand awareness in the Middle East, while driving commercial and private sector business. Previously, Barcock was director of spa operations and development MEA at Hilton Worldwide.
Sarah Lumley owner, SpaLution
SpaLution is an innovative full-service spa consulting company dedicated to the design, planning, development, and day-to-day business operations of salons, spas, resorts and health clubs. Lumley has more than 17 years’ experience in the region’s spa and wellness industry.
Souhel El Achbah spa director, Six Senses Zighy Bay
El Achbah was recruited to drive the revenue, operations, and wellness integration with Six Senses Spa. He has previously worked with five-star spas, including The Ritz-Carlton Abu Dhabi Grand Canal, the Mandara Spa at JW Marriott in Cairo, as well as Mövenpick Taba Resort and Spa in Egypt.
Paul Hawco director of Talise Spa operations, Jumeirah Group
Having previously worked with Fairmont Hotels & Resorts, Hawco is now responsible for the commercial, operational, and development success of Jumeirah Group’s Talise Spa brand. He worked across three properties internationally before joining Talise Ottoman Spa at Jumeirah Zabeel Saray.
Beverly Gautschi sales manager, Beauty Leaders LLC
Creation in 1999, Beauty Leaders is a provider of spa solutions for the wellness and spa, beauty, and dermatology sectors in the GCC. The company provides project management services, equipment installation and maintenance, as well as staff training, and consultancy.
Michael Monsod director of spa and recreation, Zaya Retreats
Monsod’s experience includes spa development, renovations, pre-opening, operations, and management of spa and leisure facilities for hotel brands such as Shangri-La Hotels & Resorts, The Address Hotels & Resorts, and So Spa at Sofitel The Palm Dubai Resort & Spa.
Ebrahim Malekzadeh CEO, Esadore International
Malekzadeh has led large-scale spa and medi-spa projects with major clients in Australia, Europe, MENA, and Africa for more than 12 years. Since moving to the UAE in 2008, he has worked on more than 80 projects in the region, and has judged various spa awards in the Middle East.
Mohammed Ibrahim CEO, The Wellness Technical Services
Ibrahim took on the role of CEO of The Wellness Technical Services (Schletterer Dubai) last year, having set up the Dubai office and the Cairo subsidiary in 2009. The company covers all divisions of the spa business from project development and consulting to architecture and design.
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Q: WHAT ARE THE MAIN CONSIDERATIONS FOR HOTELS WHEN DEVELOPING A SPA CONCEPT?
MOHAMMED IBRAHIM: Design should always follow function. Frequently, spas are designed magnificently but without taking into consideration how they will work for guests and staff. When designing a spa, future expansions and ways of integrating upcoming treatments and technologies should be considered in order to keep a spa up-to-date with developments and trends.
SHARON BARCOCK: There are many components to consider when it comes to developing a spa concept, but probably the key consideration should be budget. It is fair to say that many projects are value engineered, usually as a result of no budget being confirmed from the outset, or because of an unrealistic budget. But it is not just budget in terms of the cost of developing the property. Priority should also be given to the potential revenue that can be generated by the property, and this will guide the decisions made at development stage.
SOUHEL EL ACHBAH: Spa concept development should start during the planning stage of developing a resort or a hotel. A spa can then determine its target audience, the uniqueness of the spa, what kind of products, type of treatments and wellness programmes should be put in place.
MICHAEL MONSOD: One needs to consider the space allocated to the spa. Depending on the space, one can determine the number of treatment rooms, relaxation rooms, sauna and steam room, and wet and cold rooms that need to be created.
SARAH LUMLEY: Several factors must be considered, including location, hotel type and size and what role the spa is expected to play for the hotel. The market feasibility study is a critical first step that defines the demand for spa services, outlines the facility programme and evaluates project economics. The study typically includes the following elements: market demographics, competitive review, concept development, facility programme, project economics, and comparative wage analysis.
PAUL HAWCO: The most successful spas are those built on solid concepts that serve as the foundation for building a brand. A concept should not only be unique, inviting, and marketable, it must be operationally efficient. Being grounded in authenticity will serve well over time to adapt to changing trends or shifts in business.
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Q: WHAT ARE THE LATEST TRENDS IN SPA DESIGN?
SHARON: Spas are all looking to be different and set themselves apart from each other, but a key trend is heat-focused design. The benefits of the thermal spa have been largely unexplored and I believe we will see a lot more hammam-inspired spas and thermal experience spas with a key focus on the balance of hot and cold therapies.
SOUHEL: Back to nature, using natural colours, fabrics and textures in a contemporary style.
Michael: We see a big trend towards eco-friendly experiences in green buildings, and providing natural and organic products.
BEVERLY: Hotels will move into wellness facilities and have features of air, water, purification and hypoallergenic environments. Trends such as designated areas for consultation and slimming therapies are in demand.
Ebrahim malekzadeh: We have noticed the trend shift towards more social spaces. These spaces will allow more communal use, including relaxation areas, wet areas and hammams.
PAUL: Popular trends at the moment include spas that can accommodate children and those that place greater emphasis on social spaces and wet facilities. In addition, designs that incorporate a close relationship with fitness and wellbeing, such as yoga and meditation are increasingly in demand.
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Q:WHAT ARE SOME OF THE MISTAKES HOTELS MAKE WHEN DESIGNING THE SPA AREA?
MOHAMMED: Quite often, space planning favours quantity over quality, which in some situations is suitable, but more than often you are left with ghost spas with a tremendous amount of empty treatment rooms, instead of having fewer but bigger and more luxurious ones that create singular and superior experiences. Lack of lounge space is a recurrent mistake seen. Another common mistake is inadequate wet area planning.
MICHAEL: Too many hotels do not properly plan the flow of staff and guests in the spa, resulting in an inefficient arrangement of rooms. A couple of common mistakes in the wet and cold rooms are the materials — for example slippery marble — and the size of the facilities.
SARAH: The planning, design, construction and operation of a spa is a complex process that requires a disciplined approach by a variety of participants and consultants.
BEVERLY: In many cases, the installation is not correct, and that can cause long-lasting technical problems. The spa contractor should provide technical support, and installation and maintenance training, which are essential to ensure long-term functionality.
EBRAHIM: One of the biggest mistakes is not choosing the right concept for the right spa. A solid concept should be considered as a road map, assisting in developing a great spa that is at all times considered live and needs constant updating. A spa should be designed with the end user’s experience in mind, while ensuring development and operational costs are controlled.
PAUL: Common areas of concern include an insufficient amount of back-of-house space and storage, poor traffic flow, as well as acoustic sound proofing. It is just as important to ensure there are considerations for growth over time.
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Q: WHAT KPIs SHOULD HOTELS SET TO DEFINE THE SUCCESS OF THE SPA?
MOHAMMED: Capture and satisfaction of guests, treatment offer preferences, utilisation of therapists, turnaround
of treatment rooms, and spa utilisation during off-peak and peak periods are some key points that hotels should
also consider.
SHARON: Key indicators are total revenue, profitability, treatment room utilisation and retail sales as a percentage of the total sales. Other KPIs that can be used would be guest mix percentage, average spend per guest,and revenue per available treatment hour.
SOUHEL: During the first year, the KPIs should focus on getting the right type of people — in terms of guests, therapists, and the right products and pricing.
BEVERLY: Utilising the treatments rooms — many spas have specific rooms for specific treatments. However, these should be multi-functional. For example, facial and body treatments can be performed in the same room. Hammam treatments are carried out in the hammam area, but additional treatments can be offered to boost sales.
PAUL: Nowadays spas require a solid business plan supported by a concise and meaningful flow of information and data to benchmark and improve performance. The goal is to maximise revenue generation and derive the potential from each and every opportunity.
A KPI focus should involve four key points:
- Revpath: Revenue per available treatment room. This works well as an industry standard for spas and hoteliers. It helps manage the spa product more strategically and understand high/low demand times based on cost of treatment as a perishable product.
- RevPOR: Measure of spa revenue per occupied hotel room.
- ATR: Average treatment revenue per treatment sold, or average rate. While the first two work towards driving overall sales and treatments into the spa, this drives or maximises each sale.
- Total Treatments: Driver of volume and capture, both internal and external.
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Q: HOW ARE CLIENT EXPECTATIONS SHIFTING IN TERMS OF SPA DESIGN?
MOHAMMED: The trend is going back to basics — less fuss, more value for money. Guests are more knowledgeable than ever and they expect results. They are well-travelled, experienced and do not want to be treated as tourists.
MICHAEL: We see a real importance nowadays in the luxury spa sector of the overall spa experience, thus you need to take into consideration first your spa design, but also the whole hotel, and how guests live the spa experience. Retail is becoming really important as well and clients do expect to find the proper items to bring their spa experience back home.
SARAH: When you walk into a spa, you should instantly feel relaxed and taken care of, whether that is with the interior design or customer service; look at your business through the eyes of your clients.
EBRAHIM: Consumers are mainly concerned with their experiences. A spa should enable a journey right from entry to maintaining any follow-ups after treatment. It is important to enhance the journey with wellness products that are trendy and accessible.