{"id":2031,"date":"2013-09-09T13:07:40","date_gmt":"2013-09-09T13:07:40","guid":{"rendered":"http:\/\/www.schoolpages.co.za\/?p=2031"},"modified":"2013-09-09T13:07:40","modified_gmt":"2013-09-09T13:07:40","slug":"gop-path-an-interesting-kpi-for-the-spa-industry","status":"publish","type":"post","link":"https:\/\/www.spa-balance.com\/es\/2013\/09\/gop-path-an-interesting-kpi-for-the-spa-industry\/","title":{"rendered":"GOP PATH &#8211; An interesting KPI for the spa industry?"},"content":{"rendered":"<p><!--:en--><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\">In terms of revenue management, the spa industry has learned lots from the standards that the hotel industry has been using to measure performance. In fact, it was from the hotel industry\u2019s REVPAR (revenue per available room) that we delved into the time element of our operations and adopted REVPATH (revenue per available treatment hour) as one of the most important key performance indicators (KPIs) in our field.<\/p>\n<p style=\"text-align: left;\"><!--:--><!--:es--><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\">Con respecto a la gesti\u00f3n de rendimiento, es mucho lo que la industria del spa ha aprendido de los est\u00e1ndares que la industria hotelera ha estado usando para medir el rendimiento. De hecho, fue a partir del REVPAR (del ingl\u00e9s\u00a0<em>revenue per available treatment room<\/em>\u00a0&#8211; ingreso por habitaci\u00f3n disponible) de la industria hotelera que comenzamos a utilizar la variable tiempo en nuestras operaciones y terminamos por adoptar el REVPATH (del ingl\u00e9s\u00a0<em>revenue per available treatment hour<\/em>\u00a0&#8211; ingreso por hora de tratamiento disponible) como uno de los indicadores clave de rendimiento (KPI) m\u00e1s importantes en nuestra campo.<\/p>\n<p style=\"text-align: left;\"><!--:--><!--more--><!--:en--><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>The pitfalls&#8230;<\/strong><\/p>\n<p style=\"text-align: left;\">Recently, however, the hotel industry has been questioning some of the restrictions posed by REVPAR. For example, this KPI only talks about room revenue without considering the income generated by other revenue departments such as Food &amp; Beverage and Spa. The same problem has been duplicated in the spa industry with REVPATH, which uses a formula that is almost exclusively concerned with the revenue generated by treatment rooms and that leaves out other important sources of income, such as membership and retail revenue.<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>The possible solution&#8230;<\/strong><\/p>\n<p style=\"text-align: left;\">To deal with this pitfall, the hotel industry has now introduced the interesting concept of GOP PAR (gross operating profit per available room), which offers a good indication of the overall profit generated by the hotel property. By moving beyond the income generated by only room revenue, this KPI offers a more comprehensive approach that takes into consideration management control and efficiency.<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>What should we do?<\/strong><\/p>\n<p style=\"text-align: left;\">We now ask ourselves whether the spa industry, and its REVPATH, faces the same restrictions whilst measuring the true performance of our spas as hotels do with REVPAR. Perhaps introducing GOP PATH (gross operating profit per available treatment hour) will give a real picture of what our spa businesses are really worth?<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>We would love to hear what other industry professionals think about introducing GOP PATH as new KPI for our industry. Email us at info@spa-balance.com and let&#8217;s continue the discussion!<\/strong><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><em>For more information on this subject, please read the following article:\u00a0<a href=\"http:\/\/hotelexecutive.com\/business_review\/1243\/goppar-a-derivative-of-revpar\" target=\"_blank\" rel=\"noopener\">GOP PAR, A Derivative of REVPAR!<\/a><\/em><\/p>\n<p><!--:--><!--:es--><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>El problema&#8230;<\/strong><\/p>\n<p style=\"text-align: left;\"><strong><\/strong>Recientemente, sin embargo, la industria hotelera ha estado cuestionando algunas de las restricciones que plantea el REVPAR. Por ejemplo, este KPI s\u00f3lo habla de ingresos por habitaci\u00f3n, sin tener en cuenta los ingresos generados por otros departamentos como los de\u00a0 Alimentos &#038; Bebidas y Spa. El mismo problema se ha duplicado en la industria del spa con el REVPATH que utiliza una f\u00f3rmula que es casi exclusivamente enfocada en los ingresos generados por salas de tratamiento dejando de lado otras importantes fuentes de ingresos, como las membres\u00edas y los ingresos al por menor.<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>La posible soluci\u00f3n&#8230;<\/strong><\/p>\n<p style=\"text-align: left;\">Para hacer frente a este escollo, la industria hotelera ha introducido el interesante concepto de GOP PAR (del ingl\u00e9s\u00a0<em>gross operating profit per available room<\/em>\u00a0&#8211; ingreso operativo bruto por habitaci\u00f3n disponible) que ofrece una buena indicaci\u00f3n sobre la ganancia global generada por el hotel. Debido a que va m\u00e1s all\u00e1 de las ganacias generadas por los ingresos de las habitaciones, este KPI ofrece un enfoque m\u00e1s integral que toma en consideraci\u00f3n el control de la gesti\u00f3n y la eficiencia.<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>\u00bfQue hacemos?<\/strong><\/p>\n<p style=\"text-align: left;\">Es por ello que ahora nos preguntamos si la industria del spa, y su REVPATH, enfrenta las mismas restricciones cuando mide el rendimiento de nuestros spas tal y como sucede con los hoteles y su REVPAR. Tal vez, \u00bfSer\u00eda posible ofecer una idea real de cu\u00e1nto verdaderamente valen nuestros negocios de spa con la introducci\u00f3n del GOP PATH (del ingl\u00e9s\u00a0<em>gross operating profit per available treatment hour<\/em>\u00a0&#8211; ingreso operativo bruto por hora de tratamiento disponible)?<\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><strong>Nos encantar\u00eda escuchar lo que otros profesionales de la industria piensan sobre la adopci\u00f3n del GOP PATH como un nuevo KPI para nuestra industria. Env\u00edenos un correo electr\u00f3nico a info@spa-balance.com y \u00a1Continuemos la discusi\u00f3n!<\/strong><\/p>\n<p style=\"text-align: justify;\">&nbsp;<\/p>\n<p style=\"text-align: left;\"><em>Para m\u00e1s informaci\u00f3n sobre este tema, lea el siguiente art\u00edculo:\u00a0<a href=\"http:\/\/hotelexecutive.com\/business_review\/1243\/goppar-a-derivative-of-revpar\" target=\"_blank\" rel=\"noopener\">GOP PAR. A Derivative of REVPAR!<\/a><\/em><\/p>\n<p><!--:--><\/p>","protected":false},"excerpt":{"rendered":"<p>&nbsp; In terms of revenue management, the spa industry has learned lots from the standards that the hotel industry has been using to measure performance. In fact, it was from the hotel industry\u2019s REVPAR (revenue per available room) that we delved into the time element of our operations and adopted REVPATH (revenue per available treatment [&hellip;]<\/p>","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[10],"tags":[506,489,408,507,490,412,298],"class_list":["post-2031","post","type-post","status-publish","format-standard","hentry","category-spa-revenue-management-2","tag-gop-path","tag-icrs","tag-indicadores-clave-de-rendimiento","tag-key-performance-indicators","tag-kpis","tag-revpath","tag-spa-revenue-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>GOP PATH - An interesting KPI for the spa industry? &#8212; Spa Balance<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.spa-balance.com\/es\/2013\/09\/gop-path-an-interesting-kpi-for-the-spa-industry\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"GOP PATH - An interesting KPI for the spa industry? &#8212; Spa Balance\" \/>\n<meta property=\"og:description\" content=\"&nbsp; In terms of revenue management, the spa industry has learned lots from the standards that the hotel industry has been using to measure performance. 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