Five core leadership competencies spa managers must develop

With about 121,595 spa leaders, each, on average, managing a team of 17 staff members and generating an annual turnover of $625,000, it becomes even more important to provide our leaders with the right training to achieve success.

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Spa Management and the Challenge of Finding the Right Professionals

 

Providing your spa with good management is a critical element that makes a difference between successful and failed businesses. Because of its crucial role, our first two posts of this month will be focusing on the challenges spa management poses to our industry and the options we have to overcome them.

This week, we will discuss some of these challenges, which we believe many spa owners can relate to. In particular, we will take a look at the current shortage of human capital and the related training problem responsible for provoking this lack of professional skills in the market.

In order to do this, we are using as a reference document the 2012 Spa Management Workforce & Education report elaborated by SRI International (founded as Stanford Research Institute) in agreement with the Global Spa & Wellness Summit. We think it is important to share with you some of the most relevant findings that came out from this interesting project.

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How Important are the Brands of Product House Companies in a Spa Operation?

Considering the enormous amount of attention that hoteliers, spa owners, managers and directors pay to the brand of a product house, we as spa consultants are constantly faced with the challenge of measuring the effectiveness of a product brand. While the product brand you use is an integral part of the spa, the bottom line question to ask remains the same: How important is the product brand in the success of a spa?

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