{"id":2350,"date":"2013-03-25T04:24:33","date_gmt":"2013-03-25T04:24:33","guid":{"rendered":"http:\/\/www.schoolpages.co.za\/?p=2350"},"modified":"2013-03-25T04:24:33","modified_gmt":"2013-03-25T04:24:33","slug":"essential-key-performance-indicators-in-the-spa-industry","status":"publish","type":"post","link":"https:\/\/www.spa-balance.com\/es\/2013\/03\/essential-key-performance-indicators-in-the-spa-industry\/","title":{"rendered":"Essential Key Performance Indicators in the Spa Industry"},"content":{"rendered":"

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In this series of posts dedicated to revenue management in the spa industry, we have talked about the importance of tracking occupancy figures, RevPath and establishing logical rate fences. We have also argued in favour of an integrated approach capable of providing spas with the ability to market and manage every available moment of the spa as a distinctive product, something that would really allow the spa industry to tap into the full potential of our yield management systems.<\/p>\n

All these actions, however, will be empty if the spa is unable to find its own place in the market. Because of the significant role of finding such a place, this week we would like to talk about measuring our KPIs against those in the market. We believe this is something crucial if we really want to improve our revenue management strategies.<\/p>\n

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En esta serie de art\u00edculos dedicados a la gesti\u00f3n de rendimiento en la industria del spa, hemos hablado sobre la importancia de seguir de cerca las tasas de ocupaci\u00f3n, el RevPath<\/a> y el establecimiento de cercas tarifarias l\u00f3gicas. Tambi\u00e9n nos hemos pronunciado a favor de un enfoque integral capaz de dar a los spas la capacidad de comercializar y manejar cada momento disponible del spa como un producto distintivo, algo que realmente permitir\u00eda a la industria del spa poder aprovechar todo el potencial de nuestros sistemas de gesti\u00f3n de rendimiento.<\/p>\n

Todas estas acciones, sin embargo, podr\u00edan quedar en el vac\u00edo si el spa no es capaz de encontrar su propio lugar en el mercado. Debido al importante papel que juega la b\u00fasqueda de dicho lugar, esta semana nos gustar\u00eda hablar sobre la medici\u00f3n de nuestros indicadores clave de rendimiento (KPIs) con respecto a aquellos del mercado. Creemos que esto sea algo fundamental si queremos realmente mejorar nuestras estrategias de gesti\u00f3n de redimiento.<\/p>\n

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Why Benchmarking Is Important<\/strong><\/p>\n

Even though the answer to this dilemma may be obvious in many industries, that is not the case in our field. In fact, there are still many spas and wellness centres out there that do not have a clear idea about the role that benchmarking plays in their revenue management systems.<\/p>\n

While it is important to know how we are performing according to our budgeted figures and KPIs, it is equally important, especially in moments of global economic changes, to know how we are performing according to our competitive set. If we do not know that information, we won’t be able to get a real picture of our business.<\/p>\n

For instance, exceeding budget does not mean much if we are doing less than our competitive set. Conversely, we might well be below budget, however, compared to our competitive set, we might be outperforming them in terms of RevPATH. Hence, not only is it important to closely monitor our KPIs but it is equally important to see how we are doing compared to our competition.<\/p>\n

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Essential KPIs to Monitor<\/strong><\/p>\n

In order to get a good idea of its competitive set, each spa needs to monitor the following four KPIs: MPI, ARI, RGI and GOP PATH. If spa industry brings into their revenue management programme the KPIs that the hotel industry uses, for example, the Market Penetration Index (MPI) and the Average Rate Index (ARI), we would get valuable insights as to how our spa occupancy and average treatment rate figures are performing compared to the competition. Such an understanding will help spas to identify which strategy they need to use for each customer segment.<\/p>\n

At first sight, the most useful strategy would be the Revenue Generated Index (RGI) or rather RevPath Index, which basically helps you to understand your revenue share of the market. By using RGI on behalf of your revenue management system, you can answer several questions including the following: When does your spa achieve the lowest score? Weekdays, weekends, events, during your low demand periods? Do you have the right market segmentation for your spa services? Is your price positioning by segment correct? By implementing this KPI, you can see if you are comparing yourself to the right competitors.<\/p>\n

Finally, revenue management can gain lots from the newly introduce GOP PATH (Gross Operation Profit Per Available Treatment Hour). In fact, this KPI would allow us to see the profitability of our spa operations per available treatment hour. While RevPATH talks about our revenue generating capacity taking into account average expenditure and occupancy figures, GOP PATH will allow us to look at the profitability of available treatment hours and how effectively we are managing our available time in terms of profitability.<\/p>\n

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Transparency<\/strong><\/p>\n

In order to take full advantage of these KPIs, the spa industry needs to be more transparent about them. Because of this, we urge spas to share their KPIs and figures. Without this transparency it would be impossible to create a more competitive and prosperous market for all involved. We strongly believe the future of yield management in our industry depends on our own ability to implement an approach that is both integrated and transparent. We will see if we can meet that challenge.<\/p>\n

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Por qu\u00e9 es importante la evaluaci\u00f3n comparativa<\/strong><\/p>\n

A pesar de que la respuesta a este dilema pueda ser evidente en muchas industrias, este no es el caso de nuestro sector. De hecho, todav\u00eda hay muchos spas y centros de wellness que no tienen una idea clara sobre el papel que la evaluaci\u00f3n comparativa (benchmarketing) juega en sus sistemas de gesti\u00f3n de rendimiento.<\/p>\n

Si bien es importante saber como estamos caminando con respecto a las figuras de nuestro presupuesto y nuestros KPIs, es igualmente importante, sobre todo en momentos de cambios econ\u00f3micos globales, saber cual es nuestro desempe\u00f1o con respecto a nuestro entorno competitivo. Si no conocemos esta informaci\u00f3n, no vamos a ser capaces de obtener una imagen real de nuestro negocio.<\/p>\n

Por ejemplo, un presupuesto que exceda nuestras propias metas no tiene mucho significado si est\u00e1 por debajo de nuestro entorno competitivo. Por el contrario, podr\u00edamos tener un presupuesto por debajo de nuestras expectativas que, sin embargo, al ser comparado con nuestro entorno competitivo podr\u00eda estar generando un RevPath m\u00e1s fuerte que el de nuestros competidores. Por ello, no s\u00f3lo es importante seguir de cerca nuestros KPIs sino tambi\u00e9n saber cual es nuestro desempe\u00f1o con respecto a la competencia.<\/p>\n

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KPIs esenciales a seguir<\/strong><\/p>\n

Con el fin de obtener una buena idea de su entorno competitivo, cada spa tiene que supervisar los siguientes KPIs: MPI, ARI, RGI y GOP PATH. Si la industria del spa a\u00f1ade a su programa de gesti\u00f3n de rendimiento los KPIs que la industria hotelera utiliza, por ejemplo, el \u00cdndice de Penetraci\u00f3n de Mercado (MPI del ingl\u00e9s Market Penetration Index) y el \u00cdndice de Tasa Promedio (ARI del ingl\u00e9s Average Rate Index), podr\u00edamos obtener valiosa informaci\u00f3n sobre el desempe\u00f1o de nuestra ocupaci\u00f3n y tarifa promedio de tratamiento con respecto a la competencia. Este conocimiento ayudar\u00e1 a los spas a identificar la estrategia que deben usar para cada segmento de clientes.<\/p>\n

A primera vista, la estrategia m\u00e1s \u00fatil ser\u00eda la implementaci\u00f3n del \u00cdndice de Ingresos Generados (RGI del ingl\u00e9s Revenue Generated Index) o \u00cdndice RevPath, que b\u00e1sicamente le ayuda a entender su participaci\u00f3n en los ingresos del mercado. Aplicando el RGI en su sistema de gesti\u00f3n de rendimiento, puede responder a varias preguntas como las siguientes: \u00bfEn qu\u00e9 momento su spa recibe el puntaje m\u00e1s bajo? \u00bfDurante los d\u00edas de la semana, fines de semana, eventos o durante los per\u00edodos de baja demanda? \u00bfTiene la segmentaci\u00f3n de mercado adecuada para los servicios de su spa? \u00bfEs adecuado su posicionamiento de precios para el segmento? Mediante la implementaci\u00f3n de este KPI, puede darse cuenta si se est\u00e1 comparando con los competidores adecuados.<\/p>\n

Por \u00faltimo, la gesti\u00f3n de rendimiento puede percibir muchos beneficios si utiliza el innovador Ingreso Bruto de Operaci\u00f3n por Hora de Tratamiento Disponible o GOP PATH (del ingl\u00e9s Gross Operation Profit Per Available Treatment Hour). Tal y como lo indica su nombre, este KPI nos permitir\u00eda ver la rentabilidad de las operaciones de nuestro spa por hora de tratamiento disponible. Mientras que el RevPATH se enfoca en nuestra capacidad de generar ingresos teniendo en cuenta el gasto promedio y las cifras de ocupaci\u00f3n, el GOP PATH nos permitir\u00eda observar la rentabilidad de las horas de tratamiento disponibles y el grado de eficiencia con el que estamos manejando nuestro tiempo disponible en t\u00e9rminos de rentabilidad.<\/p>\n

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Transparencia<\/strong><\/p>\n

Con el fin de sacar el m\u00e1ximo provecho de estos KPIs, la industria del spa debe ser m\u00e1s transparente acerca de los mismo. Por ello, hacemos un llamado a los spas para que compartan sus KPIs y figuras de rendimiento. Sin esta transparencia ser\u00e1 imposible crear un mercado m\u00e1s competitivo y pr\u00f3spero para todos los actores involucrados. Creemos firmemente que el futuro de la gesti\u00f3n de rendimiento en nuestra industria depende de nuestra capacidad de implementar un enfoque que sea integral y transparente. Veremos si somos capaces de hacer frente a este desaf\u00edo.<\/p>\n

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