T
here is no question that the economy has impacted the
spa industry—after all, consumers in general are cutting
back in all possible corners. Unfortunately for many business owners, the trying financial times have caught
everyone off guard with little time to plan or prepare.
“Most business strategies have been simply to survive, which is a compelling vision for a short period of time,” says Peggy Wynne Borgman,
president of Preston Wynne, Inc. which operates a luxury day spa in the
San Francisco Bay Area and Wynne Business, a 15-year-old spa consulting division. “However, this recession has dragged on a long time. We’ve
all made cuts, we’ve all increased productivity—so now what?”
November 2011
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PULSE 33