Hotel Wellness area quality versus economic profitability
About 10 years ago to incorporate a wellness area in our hotel, was a clear competitive advantage. However in recent years there has been a boom in the world of hospitality, with respect to this area, causing the mere fact of having a spa is not a differentiator itself.
FairPlayHotel spa Benalup- Casas Viejas
But also as managers of a production department we must ensure that our spa area profitable. Often, we find cases where there is a doubt between quality and image attribute or profitability.
Model wellness area as quality or image attribute:
Until relatively recently the spa inside the hotel was only valued as a competitive advantage and add value to the hotel.
Currently it is treated as a commodity or necessary in 4 & 5 * Besides being a competitive differentiator. But beware, you can differentiate both positively and negatively.
- It is a factor in making the decision to purchase by the consumer. Even though they are not going to consume spa, there are a number of conditioning that will weigh in ther decision when choosing a hotel. Whether or not the hotel has a spa, its dimensions, the assessment on various web sites portals, etc. ..
- The spa as value added, is an important source of satisfaction for the customer.
- Guest loyalty element becausse that influences the degree of repetition.
- Also increases the spending per guest room.
Remember to be consistent with the brand values, the image, type of clientele, the hotel pricing strategy, etc..
Wellnes area as profitable business model or quantitative attribute:
The spa and wellness center of the hotel, is a business unit itself.
As such it should have economic targets to meet and costs to control.
The main economic costs in a wellness hotel are staff costs and energy, followed by goods and consumables.
As for income generation, among other decisions, the hotel trade policy must decide:
- Pricing Strategy
- Offer services exclusively to hotel guests or also external
- Sell online or not
The proper management of these revenues and expenses can get persecuted profitability.
My conclusion:
Having a spa in our hotel is not enough, those first spa users have evolved and have become an experienced customer, able to compare and review the sector and demand a quality product, they are willing to pay a certain amount, which is called Value for price.
As managers we must necessarily meet this dual offering quality service with the highest possible return.
To survive the competition and retain customers, the hotels of 4 and 5 stars must incorporate both staff trained to fit needs (spa manager) and educate the hotel managers about this issues.
Some hotel chains as Melia or Six Senses are developing their own brands of spa, with the goal of addressing these new needs of the sector
