Spa operators and directors should look at those categories — all of which are deeply connected to the services and products spas already offer — and see the growth in the wellness sector as theirs for the taking . And why shouldn ’ t it be ? The truth is that so much of the wellness market revolves around products and services that essentially act as substitutes for some part of the spa experience .
The challenge is that many of these substitutes — which I define as any product or experience that might be used in place of a product or experience offered in a spa — are flooding the market , giving spa-goers and non-spa-goers alike an almost limitless number of choices for ways to attend to their own well-being . Do these substitutes ( be they celebrity makeup brands , wellness apps , online beauty tutorials or percussive massage tools ) offer the level of care and efficacy of spa treatments ? Likely not , but the spa industry cannot assume that consumers will automatically continue to flock to spas as more and more easily accessible spa substitutes become available .
As the lines between spa services and at-home wellness become increasingly blurred , spas must not be content to occupy the space they have always occupied , assuming that their elevated status will protect them from losing revenue as spa substitutes become even more popular .
Instead , spa leaders must work to remove any mental barriers that stop them from investigating the incorporation of new technologies and other wellness solutions into the guest experience . They should train their teams on how to make more expansive recommendations to guests and develop menus that allow guests to improve their service experience through addons and enhancements . Doing so will keep the spa more in the center of guests ’ approach to their own wellness and establish the spa as a go-to starting point for guests seeking to adopt more and better habits for their health and well-being .
“... the spa industry cannot assume that consumers will automatically continue to flock to spas as more and more easily accessible spa substitutes become available .”
THE OPPORTUNITY IS THERE Simply put , the spa industry must not let its role in the wellness space diminish . It may seem an exceptionally negative perspective to even contemplate that possibility , given the demand levels and revenues so many spas have enjoyed recently . But the reality is that guest expectations are changing rapidly . It has never been more important for spas to have a comprehensive understanding of any forces that might pull guests away from the spa and be prepared to serve those guests better by connecting as deeply as possible to their needs .
For example , as percussive massage tools grow more popular , spas should embrace that technology , teaching ther- apists how to use them so that they can be incorporated into services and guests can be taught how to supplement their in-spa massage with techniques they can employ at home . A spa taking that approach would also likely be able to stock and sell their preferred , high-quality device , adding to their revenues and keeping their spa at the center of the guests ’ pursuit of wellness .
Shifts like these start with leadership . Leaders ’ behaviors are central to creating a culture of innovation within the spa , so as you prepare your business for the moment when the current flood of demand slows , remember that your enthusiasm and support for deepening and expanding the guest experience sends a crucial signal . In addition , supporting your team ’ s growth by creating learning and development opportunities is necessary to build the sense of ownership and confidence they need to elevate the guest experience to new levels through their understanding of guests ’ needs and their expertise in meeting them .
The best way to navigate this opportunity to create an indispensable guest experience is to know those guests and their interests — be one step ahead of their curiosity , equip yourself with knowledge and make clear the role that spa can play as a hub for their wellbeing that extends into their lives beyond the walls of your business . This approach will provide an important protection against a potential slowdown in demand and change the depth of our relationship with guests who seek spa services , enhancements and home care recommendations . The world is our oyster — we must be ready to grasp the pearl inside . n
1 . Mcgroarty , B . ( 2021 , December 28 ). Industry research - what is the future of Wellness ? 7 shifts to watch . Global Wellness Institute . Retrieved June 3 , 2022 , from https :// globalwellnessinstitute . org / global-wellness-institute-blog / 2021 / 12 / 28 / industry-research-what-is-the-future-of-wellness-7-shifts-to-watch /
2 . Callaghan , S ., Lösch , M ., Pione , A ., & Teichner , W . ( 2022 , January 27 ). Feeling good : The future of the $ 1.5 Trillion wellness market . McKinsey & Company . Retrieved June 3 , 2022 , from https :// www . mckinsey . com / industries / consumer-packaged-goods / our-insights / feeling-good-the-future-of-the-1-5-trillion-wellness-market
DR . MICHELA HENKE CILENTI Dr . Michela Henke Cilenti , CPTD , is a passionate customer sales & engagement consultant who vibrantly shares the science and know-how around the psychology of selling , recommending , and enriching the spa and hospitality guest experience . Also instructs as Professor in Leadership & Change at Webster University , St . Louis
48 PULSE n JULY 2022