YESAWICH HELMS JOHNSON BYRNE
Yesawich opened the discussion by sharing research on American travelers and consumers which revealed that most Americans today are“ highly anxious” and that one in three workers worry about losing their job. The economic downturn has helped people return to their values, with 86 percent agreeing that“ difficult times have helped me focus on the things that matter most.”
The challenge is that the lightning pace of today’ s world doesn’ t afford much opportunity to really spend time on the things“ that matter most.” So people find themselves in a constant state of time poverty, struggling to squeeze everything all in. Cell phones and technology seem to have extended our workdays, fractured our attention, and created a“ culture of impatience.” About 73 percent feel“ life has become too complicated” and this is directly correlated to changes in connectivity, thanks to new digital technologies.
The opportunity for the spa industry is that consumers( about 76 percent according to Yesawich based on their research) are looking for new ways to combat the stress they are feeling. As schedules get tighter, consumers get more and more creative about squeezing in the things they need to do. Yesawich has identified trends of“ speed vacations” wherein people go away for a weekend rather than a week and do their best to“ hurry up and relax.” Helms also agrees, stating that he also saw the rise of“ speed meetings” as businesses try to cram more and more into less time to meet shrinking travel budgets.
" The challenge is that the lightning pace of today ' s world doesn ' t afford much opportunity to really spend time on the things ' that matter most.'"
In spite of these trends, if you ask consumers what they really want to do more of this year, the number one answer( 57 percent) is“ take a special vacation,” followed by“ lose weight.” Obviously, spas could help with both of these goals if we can figure out how to manage our customers’ time.
Byrne has seen the fitness industry responding to this shift in time poverty. Fitness clubs are offering pre-programmed circuit training, which allows clients to get an effective workout in 20-minute circuits. Smaller clubs like“ Anytime Fitness” are popping up in local neighborhoods so people don’ t have to waste time driving to the larger sports clubs downtown. Precor itself is launching new networked technology that allows their treadmills to recognize the consumer and automatically program the equipment to exactly suit the member’ s needs, shaving precious minutes
off setup time required to workout.
Johnson, a mother of two and a busy career professional herself, has found ways to prioritize spa into her busy life. She opts to have services done earlier in the morning or late in the evening and seeks out spas and service professionals willing to handle her requests and accommodate her busy schedule. She also thinks spas could offer multiple services at the same time as a way to provide better value to clients who have limited time, but desperately want what a spa has to offer.
According to the panel, the businesses that will succeed in the future are those that are creative in helping their customers manage their time to meet their goals. Younger consumers embrace the new technologies that are at the root of our time shortage. But they also place a greater premium on lifestyle, experiences and happiness over career success and wealth.
This trend creates an incredible opportunity for the spa industry, as well as an enormous challenge. The consumers of tomorrow want exactly what we are selling. We just have to figure out how to fit our services into their increasingly busy lives. This may mean changing our preconceived notions of where, when, and how spa services are and should be delivered. But if we can re-imagine our business to reflect this cultural shift, the world still needs us more than ever. ■
JEREMY McCARTHY is the Director of Global Spa Development and Operations for Starwood Hotels and Resorts. For more of his writing, visit his blog at psychologyofwellbeing. com.
January / February 2011 ■ PULSE 39