In 2019, We Work Well buyers and suppliers discussed the horizon of opportunity, as they saw it, for the next 5 years in wellness and spa. While the growth numbers for spa are forecast to level off, according to GWI research, there are many new iterations of wellness services that can provide opportunity as we move forward.

Therapist Staffing

In response to the biggest issue facing our industry, the lack of staffing, the group discussed how to wield better influence at the state board level. Our current format, with licensing separated between cosmetology and massage, and by state, is a complication that will be difficult to overcome, but it was felt that efforts should be made. Also, the existence of a National Certification in some modalities, and CEU’s requirements in certain states, were embraced and encouraged. Additionally, the group believed that being able to provide health care for staff members, as well as potentially a well-care supplement and/or alternative medicine, would encourage more support from the medical community. The staffing of schools was also a topic of conversation; this continues to be a challenge, especially the ability of the schools to attract instructors with actual industry experience.

Further to this issue, attendees suggested some of the following efforts and activities:

• Job fairs, especially for LMT’s
• Using social media to broadcast needs, and not worrying if clients see those posts
• Referral systems and rewards for the current team
• Getting involved with the local schools; outreach efforts to students, and
• Using Zeel/Soothe for staff as needed
• Providing Sick, Holiday and PTO pay
• Making sure there is a regular recruiting schedule in place, not just waiting until there is a need
• Incorporating mindfulness and exercise for staff

Particularly for Customer Service and Support staff, the existence of a gratuity pool was explored, and some spas even have therapists kicking in a “tip-out” amount, as is often done in hair departments. Many resort properties have an automatic gratuity added to the check, and this becomes more important as increased minimum wage rates in many states put pressure on the spa P&L. The portion of the gratuity that was shared with CSR staff tended to the 1.5-2% range, with accompanying language for the guests that this was a service charge, NOT a gratuity. Across the board, more properties and spas are moving to a flat rate for compensation, or an hourly with a small bump, which may be higher for specialty treatments and certifications. Larger properties are even providing housing in some instances. 

On the Marketing Front

• Participating in a local Spa Week, with a $50 service, or 50% discount on high-priced treatments, only during the week for locals.
  
• Vendor-supported events
• Flash sales for last-minute openings on Twitter and Facebook
• Post-closing events, such as lectures and workshops, where treatments are not performed, but make it fun and serve wine or champagne
• Memberships and 3- and 6-pack series treatments
• Personalization and more customized spa and skincare
• Consistent sustainability and messaging

About the Author

Lisa Starr is the Principal of Wynne Business Consulting & Education, which specializes in spa, wellness & salon businesses. Lisa has over 30 years of experience in the beauty industry, in all aspects from technician to regional manager. She has spent the last 18 years as a consultant and educator, helping companies maximize spa operations performance in both front and back of the house, and consults on a variety of topics including operations issues, finances & compensation, marketing, inventory management, retailing, human resource development, and business process improvement. Lisa is leading the Grow Well, professional development for We Work Well.

Follow Lisa on Twitter@StarrTalk, on Instagram@WynneBusiness, or email lstarr@wynnebusiness.com