Building a successful spa development

Although havens of beautiful design and attractive presentation, spas are businesses and developers need to recognise that says Aspen Spa Management president Leslie Glover

SM: What problems are you currently seeing with regards to spa development in the Middle East region?

A total lack of understanding of the chronological steps needed to develop a successful spa. This is not only true in the Middle East, but in many regions of the world, and I believe it is due to the fact that in the last 10 years the number of ‘spa consultants’ has quadrupled.

Many spa consultants do not understand the methodology of spa creation and therefore unknowingly steer their clients in the wrong direction. This has been especially true in Dubai; the presentation delivered by Ernst and Young at the Middle Eastern Spa Summit provided information and statistics gathered from the area which indicated just how poorly the majority of spas in Dubai are doing.

SM: What should be the starting point for fledgling spa developers?

Hire a qualified spa consultant. There are many consultants today — there seems to be a new one every week — so do your homework and due diligence prior to making your decision.

SM: What should a developer look for in a spa consultant?

Experience, expertise and personality. A spa consultant should be completely objective and should not be an extension of a product house or equipment manufacturer, as those ‘consultants’ are only interested in selling their goods and won’t necessarily offer what is best for the project.

A strong spa consultant or consulting firm needs to possess real knowledge and understanding of the industry at large, including, but not limited to, customer service, operations, design, architecture, engineering, FF&E (furniture, fixtures and equipment), products, staffing and staff requirements, technical delivery of treatments and services, marketing and management.

SM: What are the potential stumbling blocks when it comes to design?

There are many, but one that I run into 80% of the time is to allow an architect or architecture firm to design your spa. Architects do not have the operational expertise needed to design well-functioning, profitable spas. I have personally worked with many architects over my career and only the best ones will tell you this.

SM: What kind of factors should the developer consider when deciding whether to brand or not?

First, you must consider if the brand is in harmony with your spa concept and mission statement. Branding also depends on your market or markets; for example, if your market consists of mainly local clients, it may not serve the spa well to carry a line that is very common in the area and easy to find, i.e. at a local department store or perfumery.

However, if your market consists of foreigners, it may serve the spa well to carry a local brand and locally produced or sourced products, which can enhance the environment and cultural experience.

Another issue with branding is that most brands available are women-centric brands. Considering the percentage of men attending spas is rising rapidly worldwide (especially in hotel spas), it is important to study the pros and cons of each potential brand.

A market study and a soft feasibility study must be performed in order to understand the wants, needs and desires of your potential markets. Location, climate, cultural or regional influences and potential competition also need to be considered when developing a spa concept.

SM: How should a spa operator go about attracting and recruiting staff?

In a 21st century spa it is always best to have staff on salary rather than on a private-contractor basis.

It is better for the operator, as they have more control over the service standards and protocol deliveries, and it is better for the staff because they can depend on a steady salary. Commissioning staff is also a very important aspect to having a spa perform well; without retail sales, spas in most areas of the world with high labour costs will not do well. For my clients, I almost always recommend a high commission for retail sales which motivates the staff to sell.

SM: What kind of set-up should an establishment seek to implement regarding staff training?

It is important for those who are unfamiliar with the spa industry to understand that whereas many other industries have international standards and benchmarks, the spa industry does not — from country to country, region to region, the regulations (if there are any) can change dramatically. Because of this, you cannot just expect to immediately find staff who are ready and prepared to serve your clientele in the correct manner.

This is why in-depth staff training is so vital; I see so many people get into trouble when they develop spas and assume that firstly they will be able to find staff and secondly that those staff will be able to deliver.

Those looking to develop spas must incorporate a line item in their budget for staff training. This does not mean a one- or two-day training seminar on product knowledge delivered by a cosmetic company, but two to four weeks of hands-on training on all aspects of spa operations.

TOP TIPS FOR SPA DEVELOPMENT
• Think outside the box
• Do not copy others
• Study your market/markets
• Hire a qualified spa consultant
• In-depth staff training is vital
• Avoid female-centric brands
• Steer clear of architects with no spa experience
• Harmonise your concept with your mission statement