Sometimes it does not know where it is going, yet, so many follow. Just when we thought we could not get any more "spa categories" i.e. resort, day, destination, hotel, salon, medical, etc., we now have dog spas, anti- aging spas, skin spas, dental spas, and wellness spas. What will be next?

Will someone come up with a very low priced spa for the masses, a la "Curves"? How many club owners are disappointed they missed that opportunity?

Finally, spa owners are becoming more business savvy and developing sophisticated financial models. This is long overdue since a large number of spas do not generate a profit. This has migrated into the hotel world, where in the past, spas were always considered "amenities" and "cost centers" instead of profit centers. A large number of hotel properties have poorly run facilities that lack quality management and are bleeding financially. Starwood Hotels' recent purchase of Bliss for approximately 25 million dollars shows just how serious Hoteliers are taking spas. Starwood will integrate the spa into their W brand hotels, and use the products as in- room amenities, as well.

Additionally they will have a retail component. Spas have become a staple in any luxury and mid level hotel brand. They are even present in the "lower end" segment. I believe the hotel industry will yield many new trends in the spa industry, due to the fact that once every hotel has a spa, they will need to differentiate themselves from the competition.

They also have the resources to invest in R&D vs. the independent mom and pop operator. Starwood, Fairmount and The Ritz Carlton are all poised to be leaders in the industry. I would watch Starwood to be the leader in the area of innovation.

Manage the spa, or outsource it. This is another hot topic in the industry. Many hotels like control of the facilities to make sure the guest's experience is managed in a way that would be consistent with the brand. This is going to take a great deal of investment on the part of any hotel company that decides to go this route .Not only will they have to invest heavily on staffing and training, there will be the additional support at the corporate level, not just for the spa department, but also, educating the GM on spa operations and what is acceptable, as well as, integrating the spa into the other areas of the hotel operation.

By outsourcing the operation they would have an operator who is very keen on P&L (Profit and Loss) responsibility, while also maintaining the SOP's (Standard Operating Procedures) that the chain develops. This would be a "win-win" situation - you would have the enthusiasm and dedication of an independent owner, with operational guidance and innovation from the hotels parent company. The struggle lies in treating the hotel guest, whom you might not see again vs. the local customer who may frequent the spa on a regular basis, as well as, making sure that the hotel guest can have preferential treatment for booking a room. This can all be overcome, and can be discussed in a future column

Share the experience. There is a trend towards more "couple treatments". It is nice going to a spa and sharing the experience, not only with a loved one, but also with a friend.

Spas are also finally providing space where you can socialize and not just be rushed out of your treatment room for the next guest. There is a relaxation room, restaurant, or even bar, where you can enjoy a glass of wine and connect with someone or meet someone with mutual interests.

Spas are going high tech as well. Some busy spas have automated kiosk check-ins, that you see at airports or hotels. When you check out, you can see every product that was used or applied during your treatment, and if you want to purchase it, it's just a click away. During the busy holiday months, spa employees walk around with portable "PDA" like devices to assist with gift certificate purchases.

What I would like to see: fewer treatments on the spa menu. Spa menus look like those 20 page intimidating wine lists. There is still too much fluff on menu as well, which really hurts the image of spas. Come on, now you have the chocolate massage, the "caviar" facial, and the "coffee grind scrub" special. Let's get real

Colarossi Consulting and Management offers complete development, design, management and investment consulting services that bridge the gap between the fitness & spa industry and various others – from hospitality, corporate, commercial and residential. Our travels throughout the U.S. and the world have given us invaluable broad market knowledge which we use to design, equip, staff, and manage successful health clubs and spas.

Because time, energy, and personal attention are integral to a program's success, Glen Colarossi, the company's principal, limits the number of new clients to two or three per year, so you are assured quality services, focus and results.
http://www.healthclubandspa.com