Paul: Yeah I agree — the relationship between the leadership and the colleagues and the team culture is key. Spa should have more fun, it’s quite stressful these days sometimes. I don’t think money is the ultimate, but having a successful operation — whatever that means — being busy, having guests, being productive, making money, having them make some good money as well, having a well-run spa contributes to that also. It comes back to the people. We see that in the feedback as well, it’s no longer the expensive tables or the facilities... it’s the relationship between the therapist and what they do, their technique, meeting guest expectations, and the expertise. It’s moving from the big operations with all the shiny stuff to the consistency and quality to what the therapist is doing. The first time you’re attracted by the menu, the location or the reputation… but to come back again is the person.
Galina: Yes, it’s when you like the therapist, you like the ambience. It’s the human touch and the connection. It’s not always easy because we have multi-national teams but you have to create this kind of atmosphere.
HOTELIER: Finally, what are you working on now?
Galina: One thing we’re thinking about is [generating] business.
Sharon: How to make more and how do we achieve target this year. That really is the crux of it. It’s going to be a challenging year. This year more so, because it’s about looking at different ways of doing things, trying to arm the leaders with the tools to get to where they need to, and the thing I’m finding is, after Q1, the question I’m getting is — we need some help. It’s not like last year, it’s been a struggle. We need to think outside the box — from the marketing and sales perspective, how to drive revenue. On a long-term basis, it’s looking at the strategic approach that we’re taking on, how do we as a company move forward in the wellness area, how do we add more value to what we’re providing our owners with?
Paul: In relation to the topic, ways to increase the payroll. In the short-term, our commission is restructured. It’s tiered. For us we’re really focused on the business aspects of what we’re doing. Overall for Talise as a wellness model, we’ve hired someone specifically for workplace wellness, a nutritionist and a coach, tying in together all of our elements, and a specific corporate sales and marketing person for wellness.
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