Organized by MKG Consulting and EquipHotel, the Brain Trust Wellness workshop gathered experts from the wellness and spa sectors to discuss best practices and strategies to transform a spa into a true revenue-generating unit and an essential part of the customer experience in hospitality. Stéphane Reumont, Director of Spa Guerlain at Beau-Rivage Palace in Lausanne, Régis Boudon-Doris, co-founder of bbspa_Group, and Louis de Vilmorin, co-founder of Wellways, shared their experiences and insights on the evolution of the wellness industry.
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The Triple Opportunity of the Spa: Integration, Strategy, and Profitability
Stéphane Reumont, Director of Spa Guerlain at Beau-Rivage Palace in Lausanne, opened the discussion by addressing the challenges of spa management. He emphasized that the success of a spa relies on a clear strategic approach, including strict cost and human resource management. In its early days, in 2006, the spa industry was still seen as a luxury gimmick. However, through strategic positioning and a personalized approach, he evolved the Guerlain Spa offering into a real business center, integrating performance indicators and specific KPIs. According to Reumont, the priority is to view the spa as an independent profit unit, rather than merely an added service to the hotel.
Profitability: A Spa as an Independent Business Unit
Régis Boudon-Doris, co-founder of bbspa_Group, emphasized the importance of profitability from the design phase. He reminded the audience that it is essential to define a solid business model for the spa before considering its layout or equipment selection. According to him, a well-designed spa should not simply be a "luxury accessory," but rather an economically independent entity capable of generating its own revenue. He explained that it is crucial to analyze the market, the competition, and clearly identify the target customers before starting the project. The spa should bring real added value to the hotel, by establishing strategic partnerships with brands that align with the hotel's overall concept.
Ongoing Training: Developing Skills and Retail Sales
Another key point discussed by Stéphane Reumont was the integration and training of the staff. He believes that the quality of the team is one of the main drivers of a spa's success. The goal is to ensure that employees are not just service providers but true ambassadors of the wellness experience, focusing on customer listening and loyalty. He also stressed the importance of developing retail sales in a luxury spa, with a target of 30% of revenue generated from product sales. Reumont mentioned the need to create a culture of subtle and supportive selling, where commercial performance is encouraged and valued.
The Importance of the Business Model and Consistent Offerings
Louis de Vilmorin, co-founder of Wellways, added that for a spa to succeed, it is essential to ask the right questions from the start. The WHO (target clientele), WHAT (services and brand offering), and HOW (commercial and operational strategies) are elements that need to be well defined upfront. He explained that a spa's clientele can vary, from hotel guests to external visitors seeking wellness, and it is crucial to understand their expectations in order to build a coherent and differentiating offering.
He also emphasized that the wellness universe is no longer limited to traditional spas. Holistic wellness, including elements like nutrition, sleep, and overall health, is increasingly sought after by clients. For instance, implementing nutrition programs or collaborating with chefs who are conscious of product sourcing is now an integral part of the wellness experience offered by hotels.
Operational Strategy: Efficient Processes and Management
Finally, Régis Boudon-Doris reiterated the importance of having efficient operational processes in a spa. The spa manager must be an excellent leader, capable of managing both the teams and the financial aspects. Rigorous cost control, particularly in relation to cabin usage and linen management, is essential for ensuring the spa's profitability. It is also crucial that the Spa Manager has the support of a dedicated management team for financial and administrative oversight.
