Pulse Spa Magazine September 2015 by Bel SPA

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P U L S E . E X P E R I E N C E I S PA . C O M

SharingECONOMY ARE YOU

READY TO SHARE A PIECE OF THE PIE?

FROM YOUR

CHAIRMAN

2015 ISPA BOARD OF DIRECTORS OFFICERS CHAIRMAN Michael Tompkins PALM Health

Have you invested in your future?

VICE CHAIRMAN Ella Stimpson The Spa at Sea Island SECRETARY/TREASURER Todd Shaw The Club at Las Campanas

hen people ask me why I never miss the annual ISPA Conference & Expo,

DIRECTORS Noel Asmar Noel Asmar Uniforms, Inc.

I tell them it’s because I invest in my future with an association that

Blake Feeney Feeney & Co.

invests in spa professionals like us. In

Todd Hewitt Four Seasons Toronto

fact, ISPA has invested every dollar in spa—in you, for 25 years! You may not realize it, but you reap more than

Kristine Huffman Huffman Hospitality Concepts

you sow when you attend the spa industry’s premiere

ISPA Foundation Chairman Jeff Kohl Spa & Club Ideations

annual event. Like many other spa leaders who are veterans at the event, we serve as testament to how the valuable education has helped us become better leaders and how the connections we’ve made have helped open new doors for us. By attending the annual Conference, you forge new friendships that would prove vital down the road as you navigate your career path. You get the opportunity to showcase your brand in front of decision-makers whose voices matter in building opportunities for partnerships. More importantly, you gain access to potential mentors who can offer you industry knowledge essential in your effort toward molding yourself as a future leader of the spa industry. That, in itself, is a priceless investment to your future. There’s unspeakable greatness in knowing that you own the power to shape your own future. As a community, we come together every year to explore what tomorrow holds for us. Every time you decide to invest to attend the ISPA Conference & Expo, you come to realize that every ISPA Conference & Expo is a journey toward transformation— transforming yourself into a better version of you. It’s your journey. It’s your future—

Julie Oliff St. Regis Aspen Laura Parsons ZaSpa at Hotel ZaZa ISPA Foundation Vice Chairman Frank Pitsikalis ResortSuite Eric Stephenson Well World Group Todd Walter Red Door Spas Lynne McNees ISPA President MEDICAL ADVISOR Brent A. Bauer, MD Mayo Clinic

come explore with us at the 2015 ISPA Conference & Expo! CHAIRMEN’S COUNCIL Past ISPA Chairmen who are current members: —MICHAEL TOMPKINS, CHAIRMAN

Gayle Brady • Brady Spa Consulting Jeff Kohl • Spa & Club Ideations Jean Kolb • Well By Choice

IT’S NEVER TOO LATE to explore your future. Click here to register for the 2015 ISPA Conference & Expo. Email ispa@ispastaff.com for inquiries.

John Korpi • Korpi & Korpi Kate Mearns • 5 Spa Consulting LLC Jim Root • Glen Ivy Hot Springs Jane Segerberg • Segerberg Spa Consulting, LLC

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Deborah Waldvogel • Sedona Resorts

THE MAGAZINE FOR THE SPA PROFESSIONAL

EXECUTIVE Lynne McNees • ISPA President EDITORIAL Mae Mañacap-Johnson • Editor DESIGN Marja Walker ADVERTISING AND SALES Whitney Elswick ADVERTISING COORDINATOR Katherine Blake PRODUCTION MANAGER Chris Guzicki

Pulse is the official publication of the International SPA Association, a member organization for the spa and wellness industry. Copyright 2015. All rights reserved. No part of this publication may be reproduced without written consent of ISPA. All inquiries should be sent to Pulse, 2365 Harrodsburg Road, Suite A325, Lexington, KY. 40504 USA. Canadian publication agreement No. 40042114. PULSE ACCEPTS LETTERS TO THE EDITOR. Please include your name, title, company,

EDITORIAL OFFICES International SPA Association 2365 Harrodsburg Road, Suite A325 Lexington, Kentucky 40504, USA Phone: 1.859.425.5062 1.888.651.ISPA (4772) • Fax: 1.859.226.4445 experienceispa.com

address, phone and email address. Only your name, title, company and location will be published in the magazine. The editor reserves the right to edit for clarity and content. By submitting the letter, you are giving ISPA publishing rights. Pulse (USPS 017-893, ISSN 15259226) is published 10 times a year – January/February, March/April, May, June, July, August, September, October, November and December by Associations International, 2365 Harrodsburg Road, Suite A325, Lexington, Ky., 40504. Periodicals postage paid at Lexington, Kentucky, and additional mailing offices. POSTMASTER: Send address changes to Pulse, Attn: Member Services, 2365 Harrodsburg Rd., Suite. A325, Lexington, Kentucky, 40504, USA.

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September 2015

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is the magazine for the spa professional. As the official publication of the International SPA Association, its mission is to serve as the preeminent resource of expert insights, trends, tools and research to help spa professionals create innovative solutions and make informed business decisions.

“The rise of technology has given birth to a new and innovative way of doing business called ‘sharing economy’.”

ave you ever tried teaching the concept of sharing to a four-year-old? I have—and it’s a task more grueling than juggling deadlines. As a young mother, it can push your patience to the edge and, in the event of a tug-ofwar, tests your will power. “But mommy, why do I have to share every day—and every day?” often asks my daughter, Ariana, when reminded to share her favorite stuffed pony, which she named Apple Pie Fluttershy. For some, sharing is a difficult concept even as an adult. While many have welcomed the rise of a new way of doing business such as sharing personal items like cars through Uber or homes through Airbnb, others are still reluctant to jump on the bandwagon. But according to this issue’s Conversations featured expert (page 26) and author of The Mesh, Lisa Gansky, sharing is the future of business. The rise of technology has given birth to a new and innovative way of doing business called “sharing economy.” The idea of waste is another factor that has driven this concept, as more and more people demand that businesses find creative uses to otherwise wasted assets like space, products and equipment. This strategic thinking in terms of maximizing assets is one way to outthink the competition (read Ask the Expert, page 56). There’s a big opportunity for spas to be part of this global movement of sharing, especially since spa guests are becoming more digital-savvy and sustainability is a top concern among many. One way to win the support of your local community (read Attracting and Retaining Local Guests, page 28), for instance, is by sharing your guests’ core values, including taking care of the environment through less waste. Looking back, I realized the depth of my daughter’s seemingly simple question. We share because we are a social being born and designed to connect. But ultimately, we share because we empathize—we care about others, our possessions and our own well-being. How about you? Why do you have to share every day—and every day?

—MAE MAÑACAP-JOHNSON, EDITOR @ISPAPULSEEDITOR

Inside the Pulse Vault...

ISPA I S

ulse has always been ahead in providing you with business trends and indicators that reflect the changing times and consumer preferences. While this “Retail” issue puts the trend of “sharing economy” front and center, not too long ago, the buzz swirled around online discounting. Go to experienceispa.com and revisit the August 2012 issue of Pulse to read “Understanding the Pros and Cons of Discounting” (page 26) and look back at how the spa world viewed the discounting trend. 6 PULSE

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September 2015

MARION PHOTOGRAPHY STUDIO

SEPTEMBER

2015

VO LU M E 2 5 ISSUE 7

g n i s s e Dr YOUR

RETAIL SPACE

as e Id g in is d n a h rc e M l a u Smart Vis CK BY DO ROTA WYSO

Attracting and Retaining Local Guests BY ALEXANDER MENRISKY

Voices: Implementing a Sustainable Linen Program Consider the Whole Equation BY MIA RICHARDSON

Upsell Tactics Getting Guests to Spend More BY ALEXANDER MENRISKY

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September 2015

The Business of Franchise Following a Formula B Y M A E M A Ñ AC A P - J O H N S O N

IN EVERY ISSUE

From Your Chairman

Pulse Preview

Pulse Points

Member Profile: AvantGard Spa Pioneering the Idea of Wellness

BY ALEXANDER MENRISKY

Member News BY TARA SALAH ELDIN & SARAH HARMON

Conversations: Lisa Gansky Author of The Mesh: Why the Future of Business is Sharing BY MAE MAÑACAP-JOHNSON

SEE + BE SEEN

Ask the Expert: Kaihan Krippendorff CEO of Outthinker LLC and Author of Outthink the Competition

Success Stories: Will Stein President, Philip Stein Holding, Inc. Miami, Florida BY CHRISTINA BUSWELL

A Day in the Life: Bryan Williams Chief Service Officer B.Williams Enterprise, Bowie, Maryland

BY CHRISTINA BUSWELL

2015 ISPA Conference & Expo

Professional Development Speakers

Additional 2015 ISPA Conference & Expo Gold Sponsors

ISPA News

Snapshot Survey

ISPA Foundation

Product Spotlight

ABOUT THE COVER

Social Connections: Lenette Casper President, Phytomer Group Brands Salt Lake City, Utah

There’s a new and innovative way of doing business, and it’s called “sharing economy.” This Pulse cover uses the pie metaphor to depict the idea of sharing and challenge readers’ creative thinking: Are you ready to share a piece of the pie?

End Notes

COVER PHOTO COURTESY OF SHUTTERSTOCK

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PULSE POINTS CO M P I L E D B Y C H R I S T I N A B U S W E L L

TRENDS IN GLOBAL RETAILING Deloitte’s 18th annual Global Powers of Retailing 2015: Embracing Innovation report identifies five trends reshaping the retail industry: Travel Retailing It’s been estimated that there are over a billion people who travel internationally every year and spend the equivalent of more than a trillion U.S. dollars in the process. Leading businesses have since seen the potential of travel retailing. The world’s largest eyewear company, Luxottica, for one, describes airport sales as “the Formula One of retail.” This trend in travel retail presents new opportunities, including to airport spas as they try to attract travelers with long layover wait times. Mobile Retailing A projected 65 percent of the global population will be using a mobile phone by 2015 and an estimated 83 percent of Internet usage will be through handheld devices. Mobile payments, according to Forrester Research, are projected to amount to US$90 billion by 2017. Businesses need to place strong emphasis on trust, transparency and their ability to protect customer information. Faster Retailing Millennials will be driving much of this trend, as this generation prefers fast response and instant gratification. Amazon and Google are two of the companies that are ahead of the curve as they try to offer same-day delivery options to their customers. Experience Retailing The spa industry is poised to benefit from this trend. As a growing number of consumers focus less on the product and more on the experience, spas that can provide a unique, seamless and consistent experience are more likely to stand out from the rest. Innovative Retailing This is the era of disruption. Expect businesses to invest on innovation labs in order to embrace creative solutions and products. Lowe’s Home Improvement, for example, has introduced a multi-lingual robot that can scan a product and help customers find it in the store.

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Loyalty in the Digital Age is Not Dead, But Redefined

report entitled Digital Dopamine: 2015 Global Digital Marketing Report by interactive agency Razorfish details how brand loyalty isn’t dead but is fundamentally redefined by digital. In fact, despite infinite choices online, the report found out that good digital experiences are enough to keep us loyal. Customers are also likely to be loyal to a brand that can offer a seamless online and offline experience. More than two-thirds of consumers in the United States, 69 percent in the United Kingdom and 77 percent in Brazil said they will only purchase products online if there is a “return” option.

Brands are also more likely to succeed in building loyalty if they focus more on creating useful experiences to customers. In fact, 86 percent of surveyed Americans and 88 percent Chinese respondents prefer brands that are useful over those that are interesting. Consumers, in general, expect to be rewarded for their loyalty. Ninety-two percent of Brazilians said it’s important for brands to reward their most loyal customers. Carefully assess how you are building loyalty to increasingly digital-savvy customers? Are you offering incentives and rewards? How are you making your business or product truly useful to them, making their lives easier in the process?

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MEMBER PROFILE

AVANTGARD SPA

Pioneering the Idea of Wellness

EARS!

Y vantGard Spa marks its 20th anniversary this year. It was the first-ever spa to open in San Carlos, California, pioneering the idea of health and wellness in its community long before the word “spa” became mainstream. Blanca Caballero, owner and spa director, has long dreamed of running her 16 PULSE

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September 2015

own business and opening a spa since she worked as a young receptionist at a local hair salon. Finally, in 1995, she opened the first and then-only spa in town. Before it became a fullservice day spa, AvantGard Spa was initially a skin-care clinic for five years. “We opened with three estheticians/ massage therapists, including myself,” she

recalls. “Now, we have 45 team members and two spa locations that are within 100 feet. The main spa is our largest location while the second branch is a natural nail spa salon.”

First Advantage Caballero believes that being the first spa in the community has given

AvantGard Spa a business advantage. For one, starting without a competitor means the spa was able to focus on delivering a truly personalized service and was able to establish a long-lasting relationship with local spa guests. “The community of San Carlos responded by coming in and referring their friends,” she says, recalling the community support despite initially having to face challenges to secure a Small Business Administration (SBA) loan to fund the spa’s construction. Now an established name in the community, AvantGard Spa has earned multiple recognitions including being voted “Top 10 Favorite Day Spa” by Spafinder Wellness 360 in 2010. The spa has also been featured in several magazines, including DAYSPA

Magazine, for its innovative interior design, which includes a six-foot hallway waterfall and a glass fireplace.

Global Influences In its early years, the spa’s décor influence was mainly Romanesque. But Blanca, an interior design graduate, was later inspired by her travels to Bali, Indonesia and brought in Asian influences to the spa’s design. “I visited Bali in 2006 and came back with flower detail ideas that we still use today,” Caballero says. “As a welcoming ritual, our technicians search for a gift from nature from our potted planters to cut and bring to a small tray that is placed on the bed along with a branded ‘thought for today’ card. It’s a small detail that our guests notice.”

In addition to Balinese influences in the spa’s design, AvantGard Spa incorporates concepts from other cultures, from its Japanese-inspired “Zen” room that displays a vintage kimono, traditional art and floor pillows to Moroccan-inspired “Serenity” skin-care room, decorated with hanging lamps and regional artworks. She also brought in design details that pay homage to her Mexican roots, such as sinks made by local Mexican artisans. “As a world traveler, my vision is to pull guests away from their daily lives and transport them during their spa visit,” Caballero says.

On Treatments These cultural influences have also impacted Caballero’s treatment design, especially AvantGard Spa’s signature Spa

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MEMBER PROFILE

Rx Apothecary Facial, which uses 45 mostly organic products and raw ingredients to target a variety of facial concerns. The idea, she says, was inspired after a visit in a 500-year-old apothecary in Rome where she admired herbs and bottles used to blend the healing concoctions. Once a year, Caballero and her team analyze service sales by category and determine which low-selling services must be discontinued or rebranded. “Sometimes, it [requires] just a tweak to a popular treatment; other times, it [requires] developing a brand-new service,” she says. “First, a protocol is (CONTINUED ON PAGE 20)

ABOUT THE SPA

MEMBER PROFILE (CONTINUED FROM PAGE 18)

Spa open date: 1995

written and the lead therapist performs the service on a team member to get feedback.” In terms of treatment demands, Caballero says she’s seeing more and more demand for organic-based treatments. “I believe a growing number of guests will seek and appreciate organic products. Personalization will continue to grow,” she says. Aside from launching special anniversary service offerings to loyal guests, the spa has successfully introduced a Passport to Wellness Membership Program. “The monthly membership has [helped to increase our guests’] frequency of visits while they [continue to] experience results

and save money,” she says. Caballero believes that recruiting qualified staff is the first step to good customer service. “We post [job openings] on Craigslist or reward team members for their referrals. We always look for training opportunities and even offer our massage therapists a body mechanics class,” she says. At the moment, Caballero hopes to preserve the small-town, family-like feel of the business by bringing in her daughter, Jessica, to be part of it. “My daughter Jessica is very artistic and joined the family business when she was only 16 years old. Now, she is our makeup and brow expert and retail buyer,” she says. ■

Square footage: 6,800 Number of treatment rooms: 11 Number of full-time spa staff: 23 Guest ratio percentage (female vs. male): 95 percent vs. five percent Signature treatment: Spa Rx Apothecary Facial Product lines used: Body Bliss, COOLA Suncare, jane iredale – THE SKIN CARE MAKEUP, Kneipp Contact info: AvantGard Spa 1151 Greenwood Ave San Carlos, California 94070 1.650.591.1498 • avantspa.com

MEMBER NEWS B Y TA R A S A L A H E L D I N A N D S A R A H H A R M O N

THE SPA SHIFT Announcements marking spa industry players on the move. ●

● Cody Allen

Susan Michele

Cortney Devlin

●

Laura Tuerck

Gaylen Brown

Michael Jokovich

●

Doreen Patino

Cody Allen Hundley has joined Poway, California’s FIT Bodywrap as Repair Technician. Based in Austin, Texas, Milk + Honey Spa has appointed Susan Michele as Director of Operations. Cortney Devlin is now Vice President of Spa at Elemis, located in Coral Gables, Florida. Montage Resort & Spa, located in Laguna Beach, has appointed Laura Tuerck as Spa Director. Gaylen Brown is now the Director of Spa at New York City’s Mandarin Oriental New York. Located in Texas, Hyatt Regency Lost Pines Resort & Spa has promoted Michael Jokovich to Area Vice President and the spa’s General Manager. Doreen Patino is now the Director of Sales & Marketing at Eilan Hotel & Spa located in San Antonio, Texas. Dany Brind’Amour has been promoted to Head of Sales of BABOR’s U.S. Commercial Division.

Dany Brind’Amour

GIVING BACK GrandeLASH-MD, located in White Plains, New York, is donating 50 percent of its GrandeTEALkit sales to T.E.A.L. (Tell Every Amazing Lady About Ovarian Cancer Louisa M. McGregor Ovarian Cancer Foundation). The company hopes to raise US$50,000 by the end of September to go toward finding an accurate ovarian cancer screening test.

NEW ON THE MENU Miraval Resort & Spa has added a new Clarins body treatment to its menu. The mind-and- body Energy Flow – Life in Balance treatment, customizable to the client’s wellness goals, was created exclusively for the Tucson, Arizona destination spa. Combining Clarins’ scientifically advanced ClarinsPro formulas with the healing power of touch, the new offering begins with a deep pressure-point treatment, followed by a customized body and abdominal treatment. The finishing touch is a body massage using ClarinsPro Pure-Melt Body Butter.

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MEMBER UPDATES 1. SpaRitual, located in Van Nuys, California, has relaunched its Slow Beauty blog. With a purpose of presenting colorful and engaging content and guidance on how to live a Slow Beauty lifestyle, it will now feature a monthly Slow Beauty story. The Slow Beauty movement, philosophy and the blog platform hope to encourage people to live wisely and creatively and uncover a deeper understanding of the inner beauty of women.

2. Located in Akron, Ohio, Thera-Pearl announced the relaunch of its newly renamed website, performancehealthacademy.com. The website offers resources for all interconnected brands, connecting health-care professionals and consumers to knowledge on exercise, research and techniques related to the products.

3. Florida’s SiSpa at the Marriott Pompano Beach Resort & Spa is offering a new Health & Wellness package and complimentary yoga classes for guests. Encouraging relaxation and rejuvenation, the Health & Wellness package includes a tropical fruit plate and two bottles of sparkling water upon arrival, a beach umbrella and two lounge chairs daily, and a 30 percent discount on all regular-priced spa services.

4. In honor of September to November’s Couples Season, Four Seasons Maui is offer-

ing guests its best rates of the year. Among the benefits are waived resort fees and special pricing at its spa. Guests who purchase the Experience More package also receive a resort credit to use at the spa and select restaurants in the area.

5. Shankara Ayurveda Spa at the Art of Living Retreat Center, of Boone, North Carolina, has released “Ayurveda 101.” The free e-book contains knowledge regarding the science of Ayurveda and its modern implications for wellness. Designed to educate individuals looking to begin an Ayurvedic lifestyle, the book guides readers through the process in a simple way, making the practices easy to incorporate into their daily routine.

6. Located in Park City, Utah, Montage Deer Valley hosted the inaugural Robb Report Health & Wellness Summit. The four-day event, designed to enlighten participants on how to live better and longer, included education sessions and wellness activities. It was attended by top professionals in the fields of medicine, health and fitness.

BRILLIANT IDEA 1. Australia’s Gwinganna Lifestyle Retreat is one of the only Ecotourism-certified spas in Australia and New Zealand. It works closely with Conservation Partnership Officers and encourages guests to watch out for wildlife during their stay. This year, Gwinganna has released two rehabilitated koalas back into the wild with the help of Wildcare Australia Inc. In recognition of its efforts, the retreat was awarded full registration by the local council with Land for Wildlife, a program committed to supporting conservation in the area.

2. Two Bunch Palms Resort & Spa has been named the first carbon-neutral resort in North America. Already one of the oldest mineral spa resorts in the country, the resort now has a US$2 million, 3.5-acre solar farm on its property. Its photovoltaic panels generate enough energy to power the entire resort. The project was funded by a clean energy company and the resort will pay the company the annual equivalent of its 2013 electric bill for the next 21 years, during which time 275 million gallons of water and over 13 million pounds of carbon emissions will be saved when compared to traditional energy sources.

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CONVERSATIONS WITH LISA GANSKY

B Y M A E M A Ñ AC A P - J O H N S O N

According to LISA GANSKY, entrepreneur and author of The Mesh: Why the Future of Business is Sharing, we live in a society fueled by a new kind of economy. “The Mesh or the sharing economy is simply the idea that technology enables us to easily tap into the power of our being truly connected,” she explains. “Technology like the Web, social networks, mobile devices and peer-to-peer apps easily allow us to locate each other and things. This means that we can often get what we want or need from another person rather than from a traditional business.” In this Conservations, Gansky offers insights on why the future of business is “sharing” and how the spa industry can be part of it.

PULSE: Why is the sharing economy the future of business?

Lisa Gansky: In practice, this model represents a rather massive shift from the idea that valuable goods, services and talent sitting around unused is acceptable. Now, for many individuals and businesses, we are able to grant others access to our things. This allows others to benefit from them (their use) and for us to benefit (income and/or contributing to community development). One of the core tenets of the Mesh or sharing economy is: unused value equals waste. If I own a restaurant, office building or spa for example, the space we are not using, either daily or when our business is closed, create another opportunity. Parking lots convert to spaces for local artisan and farmer markets and fairs. Commercial

Personal Side Notes I live the spa lifestyle by: Being joyful, easily amused and annoyingly curious about life For inspiration, I turn to: Yoga, dirt and the sea A staple in my luggage is: Tennis ball (for foot rolling), ginger tea and a card that says, “Leap and the Net will appear.” My go-to app is: Twitter My idea of a must-read is: The Sense of Wonder by Rachel Carson 26 PULSE

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kitchens can be used for “pop-up supper clubs” or benefits for local charities. Once we begin to see the “waste” around us from excess capacity, we can begin to imagine opportunities for new types of customers or community members once that value is unleashed.

P: What could have created this new business model? G: Most of the sharing businesses we have seen arise because people and our things, like our cars, homes, factories and offices, are easily networked. Technology allows us to access rather than own goods, services and talent. We are easily able to tap into each other’s “assets” (i.e., goods, services and talents), to create a more efficient way of both living and working. Examples of these include Airbnb, TaskRabbit, Feastly, Lyft, Uber, DogVacay, Yerdle , SocialCar and Spabear.

P: As far as markets and geography is concerned, is there a specific area or environment where the sharing economy is primarily happening? G: No. Remarkably, this is a global movement for which strong examples exist from Africa to North and South America, and from Europe to Asia. I began to maintain a global index of sharing companies and communities in 2010. It is now tracking nearly 10,000 examples in 131 countries. In the industry sector, there are many growing marketplaces in the travel, transportation, manufacturing, food and finance sectors. Of course, beyond those arenas, there continue to be new models and brands emerging daily.

P: Is there a particular demographic driving the popularity of the sharing economy? G: Initially, millennials represented a large group of early adopters. However, recent research (since 2012) has shown that people from young teens through into their 80s are exploring life and work styles based on sharing. For many retirees who still own homes, share-based services allow them to generate income from their home or do tasks like dog-sitting for others in their community.

P: What do you see as the biggest hurdle that may prevent companies from implementing this model in their business? G: For most existing businesses and brands, the biggest hurdle is blindness to the idea. It’s really quite easy for any type of business to explore and experiment with new models, markets or partnerships as a way to turning their “sell it once to one person” model into a platform or open model wherein a product or service can be shared or accessed by many. Real estate is a perfect example. In years past, businesses owned or leased a building, used it when they needed and left it vacant when business was closed. If 20 percent of the space was no longer needed, business owners thought they were stuck with the space and so costs would increase. Shared models invite collaboration. Vacant retail spaces can be offered via marketplaces like Storefront and office spaces can be provided to services like Breather or turned into a permanent co-working space like WeWork where many individuals share one space through a membership model, similar to joining a gym.

P: Within the spa and hospitality industry, how do you think the concept of “sharing economy” can be implemented? G: That’s a great question. Except for being an “obsessive” spa customer, I am not an expert in that business. So, at the risk of being presumptuous, I would suggest that there are three areas to look and explore: 1. real estate, 2. products, 3. specialty equipment. One of the main things to consider in the shift to sharing is that the “crowd” is an asset that was virtually untapped in old business models. This means that people who today don’t work for you and are not your customer may provide your business with enormous value. For example, with respect to real estate, if you own and operate a spa today, a significant amount of your cost is the physical space. If it was possible to “rent” access to spaces when they were unused, would that be of interest? If you could access other spaces that you don’t own or lease during peak

times rather than lease for peak all the time, would that significantly change your profits?

P: Can you give a case study of companies or organizations successfully implementing “sharing” into their businesses? G: The Waffle House may not seem like a likely candidate for a sharing business, but they recently launched an innovative partnership with a peer-to-peer delivery company called Roadie. Roadie customers as well as its delivery team needed convenient places to pick up and drop off packages. The Waffle House has 1,750 locations around the U.S. Earlier this year, the two companies announced a partnership. This example gives a good sense of how a traditional business and sharing business can easily create a partnership to explore opportunities while driving more value, visibility and sales for its current business. ■ FOR MORE case studies, including links to research that support the idea of a growing sharing economy, click here.

FACTORS DRIVING THE SHARING ECONOMY According to Gansky, there are factors that help set the stage for what is happening and why the sharing economy model is rapidly growing. Global urban population “Since 2010 more people reside in cities. Cities are dense with people, movement and experiences. This has made ‘sharing’ physically convenient and compelling.” Technology “Mobile phones with GPS and the Web, sensors and data make finding each other and things inexpensive and easy. This pervasive technology has made ‘sharing’ easy, compelling and often more powerful than owning.” Waste “Waste is expensive. As each of our community members or business partners allows access to his or her excess capacity (e.g., idle cars, bikes, homes, storage space, factories, team members and more), these ‘assets’ become part of an active marketplace.” Climate change “Climate change has caused us as individuals and businesses to reconsider how we consume and the volume of waste that we create.” Community challenges “People are turning to each other to solve some of our communities and the world’s biggest challenges. Peer-to-peer connections have created many marketplaces like Etsy, RelayRides, TransferWise, swapstyle, Prestiamoci and many others,” Gansky says.“We are at the very beginning of our ability to rapidly connect and solve practical challenges, together.” September 2015

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ATTRACTING AND RETAINING

Local Guests BY ALEXANDER MENRISKY

egular local guests are the life-blood of many spas. They can provide invaluable repeat business, keep menus and retail products new and exciting, and provide valuable (and honest!) feedback on the quality of results. The more a spa attracts and retains local guests, the more the quality of its services will be apparent and non-local guests will acknowledge its reputation. “I love attracting local spa guests because they keep you accountable for results-driven products and excellent customer service,” says Kate Wind, assistant spa and salon manager at Spa Mio at The M Resort-Spa-Casino in Henderson, Nevada. “As locals, our guests have numerous spa locations to choose from, so it is truly a compliment when you retain their business.”

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VERENA LASVIGNE-FOX Spa Director • Four Seasons Hotel Marrakech – Le Spa Marrakech, Morocco

“With a very competitive local market, we introduced local pricing to be attractive to locals and draw them to our spa.” Portrait of a Local Guest The guest ratio between local and distant visitors can vary greatly among spas and is subject to many factors, including size, location and spa type. For example, a resort spa such as Le Spa at Four Seasons Hotel Marrakech in Morocco relies heavily on the tourist trade. Currently, local guests only make up approximately five percent of its business—not unusual at a resort spa located in an area where tourism is an important part of the local economy. Le Spa’s spa director, Verena Lasvigne-Fox, hopes to bridge the gap to 30 and 70

percent by 2016 by offering services tailored to local taste. “We are working on offering yoga retreats for locals with a one-night stay at the hotel,” Lasvigne-Fox says. “Little breaks like these seem very much in trend. It will give local guests an opportunity on a regular weekend to enjoy a 48-hour vacation and feel rejuvenated.” Other spas, such as Spa Mio, see a much higher percentage of guests from the surrounding area and as such, tailor their menus accordingly. “Local guests love to do their

research before trying new services and products,” Wind says. “They are hungry for active ingredients and long-term results.” Jennica Klemann, owner of Spa Daze in Tucson, Arizona, notes that her local guests are looking for hand-crafted and sustainable ingredients and products. “I’ve noticed that trends in my community are leaning toward sustainability and supporting local businesses,” she says. “In response to this, I prefer to shop local for my own business needs and try to use products that are socially conscious.” Her local guests have also become more JENNICA KLEMANN Owner • Spa Daze Tucson, Arizona

“I’ve noticed that trends in my community are leaning toward sustainability and supporting local businesses.” September 2015

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interested in vegan and plant-based ingredients over animal bioproducts such as goats’ milk, honey and lanolin. At the moment, more than 50 percent of her guests are local. Local Tastes Results-driven services seem to be the most popular among local guests, many of whom return frequently for continued quality treatments and long-term wellness programs, as well as try out all the specialty items on a menu. “Because we specialize in pain management and advanced stress relief, our more popular services are the traditional deep-tissue massage for symptomatic treatment and preventive

KATE WIND Assistant Spa & Salon Manager Spa Mio at the M Resort-Spa-Casino Henderson, Nevada

“Retail sales flourish with the right combination of kowledgeable and friendly sales staff, testers and strategic floor sets.” 30 PULSE

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maintenance, but we also have almost equal preference in the energy work for stress-related issues,” Klemann says. “While most of our clients prefer a standard massage, we try to keep it interesting by creating custom treatments.” At Spa Mio, local guests gravitate to fast-acting deep-tissue massages and specialty facials. “[These] services are all results-driven treatments which leave the guest feeling renewed,” Wind says. Massages also remain top sellers across the board at Le Spa, but Lasvigne-Fox has noticed an increase in popularity of Natura Bissé International Facials among locals due to its exclusivity at the spa in Morocco. “Exclusive treatments do

attract,” Lasvigne-Fox says. At the same time, on the retail side, Le Spa’s local guests seem more interested in lifestyle articles such as clothing and jewelry than cosmetics used in-spa. On the other hand, at Spa Daze, the top retail purchases among local guests are products used in treatments. “Our top sellers include a creosote balm [originally used by the indigenous people of our region] that is good for skin conditions, but also smells just like a desert monsoon,” Klemann says. “We also have a custom-formulated, all-natural topical analgesic for muscle and joint pain.” Travel sizes are even easier to sell, she notes.

“Retail sales flourish with the right combination of knowledgeable and friendly sales staff, testers and strategic floor sets,” Wind says. “Local guests can drive retail sales with repeat purchases so it’s important to learn how to capture and retain their attention on the sales floor.” To this end, Wind consistently spruces up the retail space to offer something new. She also notes the opportunity holidays present to drive impulse purchases. Targeting Local Guests For Lasvigne-Fox, the biggest challenge in attracting local guests is the sheer volume of competition and creatively investing in new ways to stand out. A related challenge, according to Klemann, is the deluge of emails the average spa-goer receives, which leads many people to discard marketing and general communication emails quickly. “I write my emails personally, in first person, and choose not to use mass-

generated or pre-produced templates,” Klemann says. “I’ve received many compliments from our guests who enjoy reading my emails because they say the personalization makes a difference and they are curious about what we are doing next.” “As for social media, the challenge is constantly having to generate a strong reach,” Klemann says. “Getting followers to interact by liking, commenting and sharing is challenging because you need to keep original content fresh. That’s a job in itself.” For many spas, social media platforms such as Facebook, Instagram and Pinterest continue to be invaluable tools for attracting guests, especially locals to whom spas can reach out on a more personal level. Spa Daze offers front-desk incentives for referrals, re-bookings, check-ins and inhouse selfie posts on Facebook, as well as reviews posted on Yelp and other sites. The Facebook “hub” also feeds Twitter

activity, and Klemann uses Instagram and Pinterest as an informal outlet and sends press releases to magazines, in addition to using the professional networking site, LinkedIn. Spa Mio has seen success with monthly e-blasts to offer specials and highlight new treatments, as well as a local discount that runs all week to encourage repeat visits. Four Seasons also makes frequent use of Facebook and Twitter, as well as word-of-mouth marketing, and has used these strategies to introduce its “Treatment of the Month” to keep offerings fresh for locals. “With a very competitive local market, we introduced local pricing to be attractive to locals and draw them to our spa,” Lasvigne-Fox says. “With the quality of services and facilities we offer, our guests see the value for their money and this helps to turn almost every local guest into a loyal spa consumer.” ■

VOICES

Implementing a Sustainable Linen Program Consider the Whole Equation

Mia Richardson is the CEO of The Comphy Company, a leading provider of luxury linens developed specifically for the spa industry. For more, visit comphy.com. REFERENCES: 1. Global Spa Network Spa Toolkit 2. Stanford Office of Sustainability 3. PKF Consulting USA

Pulse welcomes contributions for Voices. Do you have relevant tips or pressing industry topics or issues to tackle? Email ispa@ispastaff.com to pitch an article or share your expert insights.

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avigating the world of sustainable spa linens is as multi-layered as a fully dressed spa bed. There are many factors to keep in mind for sustainable purchasing decisions of treatment table sheets, blankets, towels and robes. Luxury spa guests have come to expect a luxurious feel when they lie down on the treatment table or when they put on a robe. Even the “greenest” of spas must care for the guest as much as they care for the environment. When researching and procuring spa linens, it is important to consider the total environmental impact. This should include the material itself, the energy consumption required to maintain the linens in your spa operation, and the life cycle of the linens. Sustainable Materials When choosing a material for your spa linens, it is imperative to “look under the hood.” An organic plant-derived fabric might seem like the right solution initially, yet upon closer examination, requires long drying times, ironing and does not hold up to the rigors of spa operations. This can offset the balance of the environmental scale. Natural Fibers Natural fibers include cotton, hemp and bamboo. There are many misnomers about them in an environmental context. For example, commercially grown cotton uses millions of tons of water, and is loaded with pesticides that are among the most toxic chemicals as classified by the United States Environmental Protection Agency. In contrast, organic cotton is grown using methods and materials that have a low impact on the environment. Organic production reduces the use of toxic pesticides and fertilizers and builds biologically diverse agriculture. Unfortunately, organic cotton makes up only a few percent of global cotton production.

Hemp and bamboo are being marketed as “eco/green/sustainable fibers.” However, there is much to be learned about the real environmental benefits of using them. It is not always clear which type of bamboo or hemp is used for these fibers, where it is grown, how it is cultivated, and how it is harvested. To date, there is no known organic certification for bamboo and the process of producing bamboo fiber can be very polluting. Synthetic Fibers The most common synthetic fiber in the spa industry is high-performance microfiber, designed to withstand the rigors of spa operations while providing a soft, lush feel. Synthetic materials currently comprise the majority of the world’s fabric usage, yet use only one percent of fossil fuel demand. The default standard at luxury resorts, microfiber linens are valued by many spa businesses for their durability and lightness in weight, which allows for shorter drying cycles. These fabrics are wrinkle-free, so they do not require ironing, thus further reducing environmental load. In a study of product distributors and Green Spa Network (GSN) member interviews, microfiber was the only material to satisfy all six sustainable linens purchasing considerations (i.e., fast-drying, durable, anti-bacterial, stainresistant, absorbent and soft).

MATERIAL

Laundry and Life Cycle Every spa manager knows the spa business is laundry-intensive, and that linens are a “cog in the wheel” of the entire operation. Energy and water consumption, as well as the life cycle of the linens, must be top of mind. Energy and Water Consumption Synthetic sheets made of high-performance microfiber are lighter and fast-drying than cotton—consuming less energy than any alternative. They are also wrinkle-free –meaning, less energy used in powering additional pressing equipment. Water consumption considerations include the use of water in-house or at an outsourced laundry facility, as well as the water consumed when producing the fabric. The production of one acre of cotton requires 25,000 tons of water, whereas production of the same amount of synthetic material requires four tons. Durability The longer your linens last, the more sustainable in the long-term. Durable, sustainable fibers are a natural first choice for green spa operations. A longer product life span means lower overall emissions and less energy consumption over the total lifetime of a product. Durability tests on hotel textiles show that synthetic fibers outlast cotton. The potential lifespan of 50 percent cotton and 50 percent polyester blend sheets is twice as long as

Fast Drying

Durable

Extra long staple (ELS) Cotton

✓

Cotton/Poly blend

✓

✓ ✓ ✓

✓

Bamboo/Organic cotton blend

✓ ✓

Bamboo/Microfiber blend

✓

Hemp Microfiber

✓

Bamboo

SOURCE: GLOBAL SPA NETWORK SPA TOOLKIT

Antibacterial

Stainresistant Absorbent

✓

Soft

✓

✓ ✓

✓ ✓ ✓

SUSTAINABLE LINEN TIPS ●

Review your treatment protocols to see if they can be reengineered to use less sheets and towels.

●

Make sure you are using high-efficiency dryers.

●

Ask your linen supplier for research on product life cycles.

●

Ask if your linen supplier will take your retired linens and recycle (some offer this service free of charge).

●

Work with community outreach to recycle linens— animal rescue shelters and group homes are great places to start!

100 percent cotton sheets. A robe made out of microfiber was shown to last 1.5 times longer than a robe made fully out of cotton1. Sustainability and Wellness Sustainability and wellness go hand in hand. “Just as personal wellness is about a long-term living and existence, wellness and sustainability are linked philosophically and in practice because they have the natural environment as a common denominator2.” In the future, “hotels will create unique experiences centered around wellness3.” An example of this is the StayWell® Rooms at Caesars Palace Las Vegas Hotel and Casino and the JW Marriott Hotels & Resorts’ Spa Suites (read The Business of Franchise: Following a Formula, page 42). Wellness hotel rooms cater to healthminded individuals, but also to those with environmental sensitivities. Bed sheets made from high-performance microfiber were chosen at both Caesars Palace and JW Marriott, based on their luxurious feel, anti-allergen properties and sustainability. Given the whole equation on sustainability, it is not surprising that microfibers are the increasingly more common choice. ■ September 2015

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SEE + BE SEEN HELLO, WORLD! CND education ambassadors, distributors and school partners, and Revlon professional brand executives gathered in San Diego, California for the CND-hosted World Summit. The summit kicked off with an evening cocktail reception, followed by a fashion show. Wrapping up World Summit, CND honored several nail professionals, including Heather Davis for receiving CND North American Education Ambassador of the Year for 2015.

NO BARRIERS. ISPA Board members break barriers through its No Barriers Summit climb on Bald Mountain in Park City, Utah. In photo, from left: ISPA Board member Eric Stephenson,

ISPA

member

Debra

Koerner, ISPA Board member Blake Feeney, ISPA President Lynne McNees and ISPA Chairman Michael Tompkins celebrate after reaching the top of the summit (nearly 12,000 feet elevation). No Barriers helps explorers embark on a quest to unleash the potential of the human spirit.

WELNESS IN ITALY. [ comfort zone ] joined Global Wellness Day (GWD) as its sole Italian ambassador. The international skin-care brand worked in partnership with Technogym, the official wellness partner of Expo Milano, to provide a relaxing massage to attendees of the expo that marks the celebration of GWD in Italy.

VENDOR SHOWCASE. At a Live Love Spa event, Phytomer Group Brands met with spa vendors in Napa Valley, California to demonstrate its MORPHO DESIGNER Contouring Treatment. In photo are motherand-daughter guests Kristin and Laura Garlitos with Focus on Beauty, and Nicole and Miriam Lytle with Wolf Mountain Day Spa. Far right are Keila Morris and Lisa Michaelis of Live Love Spa. 34 PULSE

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Illuminate Brighten Hydrate

NEW Opulence Collection

www.intraceuticals.com

Upsell

TACTICS Getting Guests to Spend More BY ALEXANDER MENRISKY

pselling, the act of encouraging customers to buy more or better products, might sometimes be considered retailâ&#x20AC;&#x2122;s guerilla tactic. In fact, it is something that everyone in retail should embrace, teach and encourage. After all, thanks to being asked if they want fries with their burger, upselling is something modern consumers have become very used to. 36 PULSE

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AHMED SANDOBY Spa & Wellness Director Four Seasons Cairo First Residence Cairo, Egypt

“Upselling and cross-selling techniques will be efficient only if you are adding value to the customer's experience.” Making effective use of upselling tactics is one of the simplest yet most effective ways of increasing revenue, while also giving spa customers a more fulfilling experience that they will want to repeat time and time again. Effective upselling requires having a plan in place for every step of the spa visit, from booking to check-out. Most importantly, however, spa staff members need to be alert and knowledgeable in order to upsell at every stage of the spa customer experience. “The best way to drive sales on a specific item is to make sure all of your staff know and love the product you are trying to promote,” says Jenn Hull, product manager at SpaSoft/Springer-Miller Systems in Markham, Ontario in

Canada. “When spa concierge have had their own positive experiences with an item or service, they are more likely to recommend it to guests walking through the door. They will be confident when explaining the benefits and speaking from personal experience, which will create a bond and trust with guests, and allow them to better promote the full potential of the spa and its healing products.” Upsell Advantages Hull’s first recommendation is for spas to make use of individual guest history to personalize an upsell—knowing the client is the key to sales. “We have found that by customizing the

“Place your highest sellers TODD HEWITT Senior Spa Director with your Four Seasons Toronto Toronto, Canada lowest sellers so they can work together as a team and win recognition.” September 2015

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upsell based on what the guest has purchased in the past, the guest is much more likely to make another purchase,” she says, adding that pairing services is another important tactic. “When you pair services together during the booking process and explain how they complement each other, the guest is more likely to add on to their services.” Todd Hewitt, senior spa director at Four Seasons Toronto in Ontario, Canada, employs numerous upsell strategies, the most successful of which is to provide a small sample of product during the treatment: The spa’s massage therapists add a complimentary application of yoga balm on the neck and shoulder during the deep-tissue massage, which has resulted in a 20 percent increase in retail sales for that item. Hewitt’s team has also generated increased sales through enhancements, adding to the guest experience without increasing treatment time. “Most spas struggle with getting massage therapists to upsell, so be sure to include enhancements that they can participate in such as hair andscalp treatments, anti-puffy eye treatments and hand or foot treatments,” he says. He also emphasizes the efficacy of coupon services, such as TravelZoo and Groupon, to service upselling. From a retail perspective, Ahmed Sandoby, spa and wellness center director at Four Seasons Cairo First Residence in Egypt, has an easier time linking product recommendations to services when a treatment is high-tier. However, he also encourages his staff to make an effort to upsell slow-moving inventory items rather than focus on items that already sell quickly. Typically, Sandoby has successfully upsold retail items through promotional pricing, point-of-purchase displays and loyalty programs. Sandoby says his upsell tactics differ depending on the service, but the best upselling opportunities take place during booking and the treatment itself. For massages, suggesting a one-hour instead of a 30-minute treatment during booking typically proves effective, and recommending a retail massage oil

during the treatment itself often prompts a bonus buy. Facial services are similar: Sandoby recommends a premium service depending on skin needs during booking and pushes the applicable products in the midst of the treatment. It is crucial to remember that upselling can go badly if not done with the customer’s true needs in mind. Both Sandoby and Hewitt caution that being too pushy without demonstrating value can result in the loss of a sale and, at worst, the loss of a customer. “What’s more annoying than being jumped on by an aggressive salesperson who is trying to sell you products or treatments?” Sandoby says. “Upselling and cross-selling techniques will be efficient only if you are adding value to the customer’s experience. Use your business knowledge to ascertain what type of customer you are dealing with.” Hewitt also emphasizes the importance of competition by creating contests and promotions to staff for who can sell the most, a tactic that has greatly increased his retail success. “Run competitions as to who JENN HULL can sell the most per month Product Manager with prizes from within your SpaSoft/Springer-Miller hotel or local businesses,” he Systems advises. “Place your highest Markham, Ontario, Canada sellers with your lowest sellers so they can work together as a team and win recognition. Paying commission on each enhancement means that therapists can actually make more per treatment.”

“We have found that by customizing the upsell based on what the guest has purchased in the past, the guest is much more likely to make another purchase.”

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Staff Strategies When training staff on upselling tactics, Sandoby requires daily briefings, in addition to regular supplier training, samples and other materials. He especially emphasizes particular skills that can increase sales such as making initial contact, letting the customer decide what is affordable and being specific while offering a variety of options. A truly good salesperson will be most successful when he or she can read their customer and knows the products well enough to make an informed recommendation. (CONTINUED ON PAGE 40)

UPSELL TACTICS (CONTINUED FROM PAGE 38)

“The more you know about your products, the more you will know about how different products can add value and convenience to the product your customer is buying,” Sandoby says. “A good receptionist or therapist will be able to quickly give customers a read and tailor their sales technique to the individual.” Hull agrees, and believes the most common retail sales failure in spas is lack of product knowledge, especially among new associates. “Sometimes having a cheat sheet just isn’t enough,” she says. “That’s why we always encourage our spas to use the notes on products and services. Notes are easily accessible during the booking process and at point of sale, so users can quickly access key facts needed to endorse the item.” In order to better educate staff on product specifics, Hewitt insists on regular, extensive complimentary training from resource partners that keeps his customer-facing staff up-to-date on benefits and ingredients. He also has them work with each other as practice. “We track who is the best at selling and get them to offer

tips and pointers to others,” he says SpaSoft trains its associates regularly to help maximize revenue. “We train associates to submit appointments one at a time to create opportunities to offer guests additional services before completing the reservation,” Hull says. “This creates a smooth booking process and encourages the associate to upsell and pair services together.” A smooth booking process will drive sales revenue most effectively when paired with an associate who can upsell along the way. “Ultimately, your staff members are the engine that drives your business—managers are the road map and fuel but they can’t get the business to where it needs to go without a functioning team,” Sandoby says. “Making sure your staff are well-trained in retail and can upsell products and services is essential to their confidence in dealing with clients and to following through on goals, vision for the business and procedures that will ultimately help your staff and you to grow the business in an effective way.” ■

“Ultimately, your staff members are the engine that drives your business...”

UPSELL STRATEGIES FROM START TO END

Your spa team has the opportunity to upsell services and retail products from the moment the guest books their treatment, online or in-house, to the moment he or she walks out the door. Here’s a breakdown of upsell strategies at the major points of the spa upselling experience.

DURING BOOKING: Four Seasons Toronto uses an online booking system that automatically asks guests if they wish to add an enhancement to their service. At the Cairo location, Sandoby recommends that if a client asks about a treatment, staff always start with the deluxe option and work down to a basic one, not vice versa.

invaluable upsell resource. “In our health questionnaire binder, we offer a listing of enhancements that are available for each treatment,” he says. “Locker attendants point these out to guests.” Sandoby adds that the waiting room is also the best place to arrange menus for last-minute browsing.

DURING CHECK-IN: “Your client has booked a basic service. Are you offering the chance to upgrade to the full or deluxe service?” Sandoby makes sure his staff members ask themselves this question for every customer.

DURING TREATMENT: Therapists should always gently ask if there are any enhancements the guest would like to experience. “Keeping conversations professional but friendly can be a juggling act, but always try to keep in your mind that your end goal is to increase the clients’ average spend [while also enhancing their overall

IN THE WAITING/RELAXATION AREA: Hewitt finds the health questionnaire an

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experience],” Sandoby says. DURING CHECK-OUT: “Always ask guests if there were any products used during their treatment that they would like to purchase,” Hewitt says. This is also the time to make clients aware of special offers, loyalty programs and gift cards, and to direct the conversation during a re-booking. ONLINE: In addition to upselling during online booking, social media is an essential engagement tool to pitch better services or new retail products. “In the age of social media, it’s still so important to remember to keep connected on a personal level and sell your business even when you’re not working,” Sandoby says.

THE OF

Following a Formula BY MAE MAĂ&#x2018;ACAP-JOHNSON

There are two sides to a coinâ&#x20AC;&#x201D; a franchise business is no different. While some may argue that operating a franchise could mean less freedom and control in introducing new ideas or operational processes, buying into a franchise, however, allows access to proven-and-tested formula on how to succeed in a new market. Buying a franchise also means buying into a brand, which gives you access to brand recognition, making it easier to standout against competitors. Despite its many advantages, the franchise business model is not a silver bullet when it comes to business success. In fact, hard work starts from as early as the franchise application stage.

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JOE LUONGO Chief Operating Officer Massage Envy Franchising, LLC Scottsdale, Arizona

“Massage Envy Spa's comprehensive training and support for franchisees is focused on building a profitable massage business and strong brand identity.” Selecting Franchisees With more than a thousand Massage Envy Spa locations in the U.S., Massage Envy Franchising, LLC has a highly selective process before granting franchise rights to applicants. “We are selective; therefore, we attract high-quality franchisees who are aligned with the culture of our brand that have made Massage Envy Spa what it is today,” says Joe Luongo, chief operating officer of Massage Envy Franchising, LLC, located in Scottsdale, Arizona. “We work very closely with our regional developers across the country to make sure we all deliver on the brand process.” In general, Luongo says they look for “people with business experience, including sales and marketing, with a minimum net worth of US$500,000 and

US$150,000 in liquid assets.” Additionally, he credits Massage Envy Spa’s success to its franchise owners who truly understand the needs of their spa members and guests, and consistently deliver valued services and products. Todd Leff, president and CEO of Hand & Stone Massage and Facial Spa, echoes Luongo’s insights and stresses that Hand & Stone looks for “experienced businesspeople with an interest in the health and wellness industry.” Hand & Stone – Rockville Centre in New York is one of the company’s more than 200 franchise units located in 22 states and in Canada. “A common theme among our owners is that they want to bring wellness to their communities. They have to

be committed to achieving our high expectations of the customer service experience in operating their business,” says Leff. Mitzi Gaskins, vice president & global brand manager for JW Marriott Hotels & Resorts, one of Marriott International’s many brands, attributes the company’s success in the area of franchising to the Marriott brand’s unwavering commitment to “enhance the travel experience by developing experiences that speak to guests’ passion for well-being.” “Feedback tells us that both current and potential spa clients are looking for a relaxed environment that is luxurious, yet purposeful and approachable,” says Gaskins. “As a result of our extensive research, in and out of spas, we developed Spa by JW, the reinvention of

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TODD LEFF President and CEO Hand & Stone Massage and Facial Spa Trenton, New Jersey

the typical hotel spa environment. This international brand-wide concept aims to demystify the spa experience by allowing guests to spa on their own terms, providing a new way to look at the hotel spa.” The first Spa by JW concept was launched at JW Marriott Houston Downtown in December last year. The new spa concept, according to Gaskins, includes an express spa suite that provides on-demand treatments starting at a 12-minute entry point in a customheated spa chair massage that features embedded scent infusers, noise-canceling technology, mobile phone charging stations, and many more. As a hotel company of multiple brands, Marriott International has built itself as a colossal brand with a strong global presence in the hotel industry. Franchising was not a large part of Marriott’s core business until the 1990s. As of early last year, Marriott International has more than 700 franchise companies in North America and close to 100 franchise companies outside the U.S.

Common Challenges As a franchisee, challenges could arise early. Terri Smith, a franchise owner of The Woodhouse Day Spas in Carmel, Indiana since 2006, recalled facing budgetary issues during the spa’s early stages. “From having spent over budget in construction and advertising, coupled with a major road closing and tenants leaving my center to a down economy, I was in a financial nightmare,” says Smith. Fortunately, she found support in The Woodhouse Day Spas Founder and CEO Jeni Garrett. “Jeni met with me weekly to pull back my spending and develop a plan to financial success. Today, we rank top three in 32 locations and number one in retail sales,” she says. Smith said the idea of franchising a business came upon her when she came across a magazine feature about The Woodhouse Day Spas franchise. “It piqued my interest,” she says, recalling how she flew in to San Antonio, Texas a week later to experience the spa’s serv-

ices for herself. She found the support of a franchise business model invaluable, from not having to worry about the marketing aspect to having access to a design team that can assist her when she needs a design update. Luongo, on his part, sees common franchise challenges in these three aspects: people (leading, training and retaining), service (understanding the importance of customized experience) and technology (leveraging technology for efficiency). “Massage Envy Spa’s comprehensive training and support for franchisees is focused on building a profitable massage business and strong brand identity,” Luongo says. “Dedicated support teams provide classroom and field training, online training and webinars, cus-

“Feedback tells us that both current and potential spa clients are looking for a relaxed environment that is luxurious, yet purposeful and approachable.” 44 PULSE

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(CONTINUED ON PAGE 46)

MITZI GASKINS Vice President & Global Brand Manager JW Marriott Hotels & Resorts Bethesda, Maryland

7JTJU CMJOD BU *41" #PP

THE BUSINESS OF FRANCHISE (CONTINUED FROM PAGE 44)

tomized management software and financial administration tools, real estate site selection assistance, massage therapist recruitment support, professionally designed local marketing materials and extensive business operations and policies and procedure manuals.” Like Luongo, Leff has seen a recurring concern in finding the right people. “Recruiting, retaining and training top talent is always a challenge but we see this as one of our top priorities as a brand,” he says. Finding Support Leff agrees that evaluating the level of support a corporate franchise company is able to provide is very important before buying into a franchise business. “Hand & Stone offers support in every phase of a franchisee’s opening and growth. That includes real estate development, lease negotiation and supervising the construction process. Once the location is secured, franchisees are supported by the training and operations team, which includes both in-classroom and in-spa training,” he says. For continued support, their field operations managers visit the spa every quarter for a full day to evaluate and coach the franchisee. “One aspect of our support is our in-house advertising agency that handles all media development, graphics and media placement for franchisees on a local level. This helps our franchisees concentrate on running their business rather than having to try and become marketing experts,” he says. As for Marriot International, the brand supports its franchisees by putting a great deal of emphasis on service and empowering its associates to make a guest stay truly exceptional. “We have extensive training for our Spa by JW associates and 46 PULSE

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The Woodhouse Day Spas franchise spa in Carmel, Indiana.

they are fully immersed in what Spa by JW concept truly means. Our JW Marriott corporate team plays a key role in every detail for each of our Spa by JW—from the initial interior design and menu concepts to the opening and implementation,” says Gaskins. Additionally, all JW associates complete an extensive “Symphony of Service” training program. “We have extended our training program with additional seminars on poise and etiquette to all of our property associates, created in collaboration with the Joffrey Ballet School in Chicago,” she says. Smart Advice When considering or operating a franchise business, Luongo says it’s essential to remain present in your business and engage with, not only your members and guests, but also your staff. “It’s important

to create a culture where you fulfill the mission of providing a pathway of wellness, well-being and worth, and to be dedicated to improving the lives of others,” he says. As for Leff, he emphasizes two things: a focus on recruiting the right people and having a proactive marketing approach. “Franchisees understand that recruiting and training are a 52-week-a-year effort and no matter how satisfied they are with current staff, they should always be recruiting and training,” he says. Ultimately, buying into a franchise is buying into someone else’s formula. Smith says it’s important to keep this in mind in any franchise business. “Support their visions or don’t buy into it. When you buy a franchise someone else is running the show, but it’s important that you have a leader who listens to your ideas,” she says. ■

g n i s s DreYOUR

RETAIL SPACE

s a e Id g in is d n a h c r e M l Smart Visua CK BY DO ROTA WYSO

a ut and presentation of yo la , gn si de e at er lib is the de Visual merchandising in that space. Many of ld so es ic rv se d an ts the produc retail space, as well as estion the need to qu or ed at id tim in be anagers) may us (spa owners and m “I’m not creative,” ,” ed at ic pl m co o to ’s . We may say: “it of visual mercs invest effort in this area si ba e Th .” ay yw an ake any difference or “it probably won’t m learned by anyone. be n ca d an e ns se common chandising are simple

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isual merchandising is what tempts the bored customer, waiting for an appointment, to browse the products on display in your reception area. It is what entices passers-by to enter your store. Attracting customer interest and converting that interest to purchasing activity will result in the sound of ringing cash registers and, ultimately, profits. At its highest level, visual merchandising appeals to the senses in order to elicit an emotional response ideally followed by a purchase decision. Sight, sound, touch, smell and even taste can be influenced through the use of lighting, display techniques, ambience choices (music and scent), and even the provision of refreshing beverages at the reception area.

“Give prominence to your newest products and keep your high-margin products at eye level in well-lit positions.” Spa Retail Space Layout Your spa retail space should be well-lit and easy to navigate. Make deliberate choices regarding your layout so that it fits with the available space and desired customer behavior. Use a sketch of your floor plan to explore and “feel” options prior to setting up. Draw your ideal display cabinets and mannequins, then “walk” your fingers through the floor plan—sometimes just by tracing along the sketch of the plan, you will be able to visualize opportunities for improvement. Once you have set up the actual layout, practice the walk-through yourself to confirm that goods are visible, displays are uncluttered and attractive, and that the flow itself is easy to navigate. September 2015

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Layout options include: ●

●

The racetrack or loop layout leads customers along a designated path, so they walk past all the available products on display. Depending on how much available space you have, feature areas can include display stands, mannequins or freestanding fixtures. This floor plan must flow well, with clearly spaced displays, so the customer can enjoy the shopping experience. This layout option works well for more spacious spa retail areas, where a broad range of products are displayed. The freeform or boutique layout encourages customers to browse freely, wandering in any direction to look at display stands or freestanding fixtures. This layout option works well for both larger and smaller retail areas as long as sufficient room is provided for customers to avoid bumping into displays. The grid layout is often seen in supermarkets and convenience stores. Customers walk up and down aisles selecting items. End caps, the displays at the end of each aisle, give prominent space to promotional items to entice customers into an impulse purchase. This layout option is generally not preferable for spas or other retailers of luxury items.

General Display Techniques and Product Positioning After welcoming customers into your space with your enticing window display, you may want to use strategic display tech-

niques and product positioning to direct their attention: When displaying products, decide between showcasing and mass merchandising. Showcasing involves displaying a few samples on the shelves with the remaining stock stored out of sight. This method is convenient when you have minimal space to work with. Mass merchandising involves placing larger amounts of inventory on display, but if not carefully managed, this can result in a “cluttered” feel. Spa customers do not expect a supermarket experience; if you display a minimum of six of each available product, this should be enough. You may also wish to display fewer of your more expensive items—this can create an illusion of scarcity while also reducing inventory-holding costs. Improve visibility of featured products. Give prominence to your newest products and keep your high-margin products at eye level in well-lit positions. By rearranging your displays regularly, you can also work out which products are most consistently popular, even if they are not in a prominent position. You may be able to increase the popularity of an overlooked product simply by highlighting it in the display for one week at a time. Display related products in a logical progression and group complementary products together. This will encourage customers to buy “sets” of products. For example, display skin cleansers, toners and moisturizers together. Leverage the “rule of three” when displaying products to create visual movement. The human eye seeks symmetry and balance, so it will keep moving until it finally rests upon a (CONTINUED ON PAGE 52)

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DRESSING UP YOUR RETAIL SPACE (CONTINUED FROM PAGE 50)

symmetrical object or display. When a central item is slightly higher than two other objects, the eye will focus on the highest point and then work downwards. If you place one jar of moisturizer on top of two other jars of moisturizer, making a pyramid, this display will be more pleasing to the eye than three jars of moisturizer in a row or stacked directly on top of each other. Clearly display prices. If using price stickers, choose a consistent and convenient position for the price sticker. Generally, the best position is at the base or the back of the product. Be careful not to obscure the ingredients’ information. Dust is the bane of beautiful merchandising—combatting it should be a priority. The most exotic skin-care products, well-lit and displayed become devalued in your customer’s eye by a thin layering of dust. Your staff should clean regularly and you may wish to consider using glass cabinets to protect your products.

Reception and Retail Areas With limited space available for uses other than customer relaxation and treatments, many spas have adjoining or combined reception and retail areas, giving customers waiting for treatment the opportunity to browse: ● Consider whether a centrally placed “island display” and/or well-lit wall displays are appropriate for the layout of your facility.

●

Consider limited seating in the retail area so that customers are more inclined to browse. Ensure that décor and ambience match your spa “theme.” If you are promoting peace and tranquillity, you may wish to consider a décor of soft blues and greens, with gentle background music and a light but pleasant scent. If you are promoting organic natural skin treatments, you may wish to consider furniture and fittings made of eco-friendly materials, such as bamboo.

Window Displays Research has shown that you have three to seven seconds to make an impression on potential customers as they walk past your window display: ● Choose a theme, displaying your best-selling products in the appropriate context. This will help to grab your customer’s attention and the context will help trigger his or her purchasing decision. For example, you could work with the theme of summer time, and create a visual “beach” display that includes towels, flip-flops, sunscreen, hats, after-sun products and tote bags. ● Change your displays regularly to attract regular traffic back into the store, and also to take advantage of seasonal themes, such as the holidays. (CONTINUED ON PAGE 54)

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Merchandising Treatment-Related Products From facial cleansers to exfoliating creams for the body, treatmentrelated products are an extension of the spa experience. Visual merchandising ideas for treatment-related products include: ● Group similar products together. You may choose to group products by brand, by treatment type (products for skin care vs. nail products) and/or by intended customer (male vs. female). ● Use color blocking in your display setup or arrange products according to color. Position products with complementary colors together for a strong visual effect, or create a harmonious display by lining colors up according to their place in the color wheel. The blocks of color will make your display more appealing to your customers’ eye. WHAT’S THE BEST way to display merchandising apparel and gift ideas? Click here to read more practical tips on how to create winning retail displays.

●

Display shelf talkers. These printed cards describe the features and benefits of the products on display. They help to differentiate items that are in crowded product categories, providing a visual cue that attracts customers who will then read the additional information about a specific product. Display and clearly label product testers. Testers allow customers to experiment with different brands, textures, smells and shades of cosmetics. Be vigilant—testers should look fresh, testing areas should be kept clean and containers shouldn’t have any spillage. Arrange product dispenser pumps so that they turn in one direction. This also creates visual consistency that is pleasing to your customers’ eye. ■ DOROTA WYSOCKA BRADSHAW at Smart Spa Solutions (smartspasolutions.com) help spa owners and management make better business value decisions and improve their operations. They assist with setup and opening of new spas, improvement of existing spa operations, sourcing and procurement, staff training, development of systems and operating procedures, operational audits and other key areas. To connect, email at dorota@smartspasolutions.com

ASK THE EXPERT

KAIHAN KRIPPENDORFF

CEO of Outthinker LLC, a business and capital advisory firm, Kaihan Krippendorff leverages the power of a compelling idea in order to help clients win by outthinking the competition. A consultant at Wharton Business School and regular blog contributor for fastcompany.com, he outlines strategies on ways to innovate and compete in his book, Outthink the Competition.

PULSE: In this day and age, how critical is it for businesses to outthink the competition? Krippendorff: Winning against competition has always been critical. What has changed, and why outthinking the competition is now so essential, is the way in which successful businesses win. Over the past 50 years, competition has been based on what I call “beat the competition” strategies: locking up resources, locking in customers, and building economies of scale. But today, the most successful companies are using a different playbook. They are instead winning by outthinking the competition: doing things that competitors could compete with but decide not to. Why did Elon Musk beat car companies in the electric car race? He did it not by beating the competition, but by outthinking them. P: Sometimes, the challenge when strategic planning is in sorting through all the ideas. Can you share some practical exercises or steps that can help businesses assess ideas with true innovative potential for their businesses? K: The dilemma is that disruptive ideas must be inconsistent with some belief that your competitors hold. You need to, as Mahatma Gandhi said, let them “ignore you, then laugh at you” so that by the time they decide to fight you, it’s too late, 56 PULSE

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you’ve already won. Traditional strategy processes are designed to kill off such ideas, the “crazy” ideas, the ones that are inconsistent with prevailing logic and belief. But there is a way out. Here is what you do. Take your 50 or so ideas and ask two key questions for each of them: ● “Is this easy to execute?” ● “If we successfully executed it, what would be the impact?” You sort through all your ideas according to these two questions and then focus on the ideas that appear difficult to execute but would have a big impact if successfully executed. Your breakthrough idea probably lies among such “crazy” ideas. Most companies throw out such ideas because they seem impossible. But innovative companies work on them. P: How exactly do you do that? K: Take a seemingly crazy idea, list the three reasons why the idea seems crazy, then for each reason, brainstorm three ways you can remove that reason or barrier. For example, I was working today with a leading consumer electronics firm. They came up with an idea they thought would cost too much to develop. They then brainstorm how to remove the “costs too much to develop” barrier. They considered ways to reduce the investment cost, seeking outside investors, and creating a separate business that pursues the idea. Suddenly, the idea did not seem so “crazy” anymore.

P: What are some of the barriers to strategic innovation? K: I am now working on my next book, tentatively titled How to Change the World Without Quitting Your Job: A Playbook for Intrapreneurs. I’m drawn to this topic because I have found businesses lay down unnecessary barriers to strategic innovation. In my research, I have uncovered 52 key barriers but the most important three are: (1) talent, (2) capital, and (3) access to customers. If you think about it, businesses are really just ways to bring together great talent, investment capital, and access to customers to create value. The problem is most businesses are run like the centrally planned economies that the former USSR abandoned a couple of decades ago. One way to overcome this is by allowing for some experiments. Give anyone who has a good idea US$5,000, five people, and five weeks to test out the idea in the market. P: When a company is stuck in an innovation rut, what’s your best piece of advice to help them get out of it? K: Burn the platform, drive your organization into a state of discontent. Like individuals, companies are not willing to consider something different if they do not first reach the conclusion that what they are currently doing is not working. When we facilitate strategy sessions, we always start by having the company describe the “mess”: the undesirable but realistic future that would occur if we do not find some good innovations now. Force your team to conclude that where we are headed is not acceptable. P: Often, many businesses find it most challenging to sustain innovation. How can business leaders and entrepreneurs lay down the groundwork to ensure that their team is consistently outthinking the competition? K: There are many factors that seem to matter but I believe three matter most. First is to have a constant sense of “we can do better” or of never being satisfied with where things are today. The second is having a big, compelling vision or purpose that inspires people to reach and stretch themselves. The third is removing the obstacles that prevent people from looking for new ways to outthink the competition, specifically (a) giving them time to experiment, (b) ensuring them access to talent and capital when they find a good idea, and (c) celebrating failure as being an opportunity to learn. If you can put these three elements in place, you lay the foundation for continuous innovation. ■

CASE STUDIES Edging Out the Competition According to Krippendorff, Vistaprint and Urban Outfitters are two of the companies that have successfully edged out the competition by strategically outthinking them. “Both have achieved significantly higher revenue growth and profit margins than their competitors over an extended period of time. What both have done is introduced a set of strategic innovations that competitors will choose not to copy,” he says. URBAN OUTFITTERS: Urban Outfitters allows managers to bring in artifacts from the outside and use them to shape the interior of their stores. “They can trust managers to do this because they hire from design and art schools, rather than business schools. Traditional competitors like the GAP would and should never trust their managers to shape store interiors,” he says. VISTAPRINT: Vistaprint, which started off printing small runs of business cards for micro-businesses and now prints a large variety of marketing materials, introduced a number of strategic innovations. These include changing their printing process by combining the orders of multiple clients onto one sheet of paper, not having a direct sales force, and not hiring printing experts. “The lesson of these companies to any spa is that you should explore where you can make choices your competition will not copy across all areas of your business, including (I call these the “8Ps”) positioning, pricing, placement/distribution, promotion, processes, physical experience, and people. “

FIVE DISCIPLINES OF STRATEGIC OUTTHINKERS ●

●

Mental Time Travel: Strategic outthinkers imagine the future or travel forward in time to envision what is going to come next. Seeing the Interconnected System: Outthinkers look at the interconnections of things and, as a result, see a leverage point that others don’t see. Frame Shifting: Outthinkers shift their perspective on the problem many more times than others, as a result of which they see many more potential solutions than others. Adopting a Disruptive Mind-set: This basically means you select ideas that your customers will love but that competitors won’t copy. Perception Shaping: Outthinkers are able to sell seemingly crazy ideas to investors, employees, and partners by shaping other people’s perceptions. September 2015

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SUCCESS STORIES Inspiring Tales of Startups, Growth and Overcoming Hardships BY CHRISTINA BUSWELL

WILL STEIN

President • Philip Stein Holding, Inc. • Miami, Florida

PERFECT TIMING

hilip Stein Holding, Inc. was founded in 2002 by Florida-based entrepreneurs Will and Rina Stein, who combined their expertise in timepieces and marketing to create a unique line of functional watches that use natural frequency technology to help promote relaxation, focus, positive mood and sleep. German physicist Winfried Otto Schumann was the first to propose on the existence of natural electromagnetic waves in 1952. Eight years later, German biologist Ruetger Wever showed through experiments that the Schumann Resonances can positively influence health, performance and well-being. “The timing was perfect because the boom of alternative medicine, yoga and organic food was just starting. All of these were in line with what we had in mind,” says Will Stein. Beginnings When the company was first starting out, watches were only used to tell time, as status symbols, or fashion accessories. The founders’ biggest challenge was to educate customers on the well-being benefits offered by their watches. “How do you bring technology, which is not known and cannot be visualized, under one umbrella with luxury and well-being? That was our challenge,” Stein says. The Philip Stein Holding, Inc. sold their first watch in August of 2013. A month later, they received a phone call from Oprah Winfrey informing them that she received a Philip Stein watch from her good friend Madonna and that she would like to introduce the watch in her show “Oprah’s Favorite Things.” “You can imagine what happened after that. Luckily, we were able to produce enough and on time,” says Stein. From August to December of that year, the company sold between 6,000 and 7,000 watches. The following year, they went global and sold three times as many. “Four years after we sold our first watch, we were selling an estimated 70,000 watches for the year.”

Keys to Success Stein credits his success to a good working synergy with his wife. 58 PULSE

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“Even though we do not always agree on things, we usually come to the best conclusion. Complementing each other was important in our success,” he says. Another factor contributing to the company’s success is the fact that they do things in a unique fashion. “When the entire industry looks to the right, we look to the left,” Stein says. “How else can you create a buzz and carve out a niche for yourself in such a saturated market place such as the watch industry?” He says people working within the company contribute largely to the success of the business. “We have very dedicated and loyal staff members. Many of them have been with us for eight to 10 years and they see the company as their own.” Looking Ahead The company goal is to educate more people about the benefits of their technology. “We want to place watches, bracelets and sleep bracelets on as many wrists as possible, because we strongly believe that this technology can improve the overall quality of life,” he says. In the years to come, Stein plans to continue to expand and open Philip Stein boutiques because he believes that brick-andmortar shops are still important despite the rise of e-commerce. “We will put a lot of focus on the sleep bracelet, as this is a perfect entry level product for someone who wants to test a Philip Stein creation,” he says. “We are looking for other distribution channels as well. This is the reason why we exhibit in ISPA. It makes perfect sense to show our products in a spa setting as spa clients already have the mindset of health and well-being,” Stein says. ■

Years as an ISPA member: “We just joined ISPA this year.” Heard about ISPA: Through PR agency Trent & Company, Inc. Reason for joining ISPA: “Our goal is to enter the spa market with our products. We believe that the ISPA Conference & Expo could be a good entry point.”

A Day in the Life! BY CHRISTINA BUSWELL

The life of a spa professional is a continuous cycle of daily responsibilities that help make the spa world go round. Pulse asks ISPA members to give us a sneak peek into their daily lives to help us understand the roles they play and the difference they make on a daily basis.

s Chief Service Officer of B.Williams Enterprise, Dr. Bryan Williams spends most of his days training clients on developISPA ing excellence in three key ION FOUNDAT R E B areas: personal, service M E SEPT N IO T and leadership. He C AU R O N O launched BWTV, an online D M RGOOD.CO TV training resource, after BIDDINGFO clients asked that he create an easy-to-access tool to help them and their team members learn

BRYAN WILLIAMS B.Williams Enterprise Bowie, Maryland

and focus on service excellence. “Most companies are not able to fly me in to work exclusively with their team, but now, with BWTV, any size business can equip their teams to serve their customers better,” Williams says. “We exist to serve others so they may better serve the world.” Through BWTV, clients are able to use resources like training modules featuring short training videos, discussion guides and quizzes in their pre-shift huddles, departmental meetings, employee orientation, and even during one-on-one coaching. “We paid very close attention to what companies have been asking for, which is short, applicable education that can be used on a daily basis,” he says. When not traveling, Williams often starts his day with “daddy duties”, dropping his daughter off to pre-school before shifting on to work-related tasks. ★ 9 am Reviews his to-do list of priorities for the day, which he drafts the night before. “I do a mix of replying to 60 PULSE

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emails, following up with past and current clients and people interested in my company services,” he says. ★ 11 am Answers any phone appointments, attends conference calls or facilitates a BWTV webinar demo with a potential client. ★ 2 pm Writes an article of his blog and e-newsletter as well as updates social media with new content. “I try to schedule them one day in advance, whenever possible.”

FOR MORE about BWTV, email info@bwenterprise.net. To preview his videos, visit bwenterprise.net/BWTV.

★ 4 pm Checks the business mailbox. In terms of daily operations, Williams says he is always thinking of new ideas and innovative ways of doing things. “I have to regularly manage those moments so I don’t lose too much productivity and momentum,” he says. When it comes to customer service, he has one key advice: “Habitually ask yourself, ‘How can I do more than the bare minimum with this customer?’” ■

Day-to-Day Challenges Daily operations: The most challenging part is finding ways to ensure that phone appointments and BWTV demonstrations begin and end on time. Module development for BWTV: “It can be challenging to be mindful of potential topics that can be used in future BWTV modules. The vast majority of my content comes from my daily experiences as a customer of other businesses.” Marketing of services: It’s often a balancing act to respond to emails/voicemails in a timely manner as well as come up with new content for blogs and social media. Customer service: “Working with our e-learning partner to quickly troubleshoot any technical difficulties some BWTV clients may have with their computer system (e.g., company firewalls) often takes time.”

VISIT ATTENDISPA.COM TO LEARN MORE.

2015 ISPA CONFERENCE OCTOBER 19-21 MANDALAY BAY RESORT & CASINO LAS VEGAS, NEVADA

& EXPO

Last Chance to Book at Mandalay Bay ark your calendar—Friday, September 25 is the last day to reserve a room in the ISPA room block to receive the best rate! Mandalay Bay Resort & Casino is home to all ISPA Conference & Expo events and offers dozens of restaurants and shops all within walking distance from your hotel room. Visit attendISPA.com to make your reservation by September 25 to take advantage of being right in the middle of the action.

Your ISPA Conference & Expo Resource AttendISPA.com is the place to go for all up-to-date ISPA Conference & Expo news and information. Choose your education sessions, map out your Expo plan of attack and select your Relaxation Area treatment of choice all in one place. Want to get a jump-start on planning? My ISPA Planner will be your go-to tool to ensure all your plans are tracked and recorded so you won’t miss a thing.

ISPA Foundation Auctions aking part in the ISPA Foundation Live & Silent Auctions is a great way to gain additional exposure while supporting the valuable research initiatives of the ISPA Foundation. Donate by Friday, September 18 to be included in the printed Auction Catalog and have your item bid on by ISPA members and the BiddingForGood online community. ONLINE BIDDING IS NOW OPEN! Visit attendISPA.com to browse and bid on the amazing items graciously donated by ISPA members and supporters. Online bidding will close on Friday, October 16 and highest bids will carry over to the on-site ISPA Foundation Live & Silent Auctions held at the ISPA Conference & Expo. Visit attendISPA.com to donate or bid today!

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FIRST O

2015 ISPA CONFERENCE & EXPO

PARTS

HIGH PROFILE: SPOTLIGHT ON SPEAKERS

BY JENNIFER DUCKWORTH

ith a month away from the 2015 ISPA Conference & Expo, let’s turn the spotlight on to this year’s Professional Development Session (PDS) speakers. Which mobile app are they using to help increase their productivity

or build their professional brand? Which book would they recommend as an additional business resource? Read some of their insights and get up close and personal with this year’s expert speakers.

BEST PIECE OF ADVICE GIVEN TO YOU:

FAVORITE MOBILE APP:

MUST-READ BOOK RECOMMENDATION:

LOOKING FORWARD TO SHARE WITH ISPA CONFERENCE ATTENDEES:

Darlene Fiske

Tom Shay

Marni Beninger

Jeff Wielgopolan

Merit Gest

Public Relations and the Art of Vintage Networking

Learning to Utilize Your Inventory

The Art of Event Planning for Spas

Five-Star Global Spa Trends–Delivering Exceptional Service

Ramp Up New Hires Fast and Keep Them Forever

If a task or new job Never forget a frightens you, consider customer, and never let it a challenge—go for a customer forget you. it or go outside of your comfort zone. That’s when you truly grow. Twitter

TripCase

We all make mistakes, it is how we handle the hard times that define us.

Hootsuite

All Marketers Are Liars Retail Superstars

Delivering Happiness

BY SETH GODIN

BY TONY HSIEH

BY GEORGE WHALIN

Start from the bottom and work your way up. Don’t take a position without the respect of your peers.

Who chiseled that over the door? Meaning, who carved that in stone? Anything is possible...find a way to turn impossible into “I’m Possible.”

Expensify

Lessons in Service from Charlie Trotter

TED

Hire Right, Higher Profits BY LEE B. SALZ

BY EDMUND LAWLER

How easy it is to cultivate deeper relationships with people and why trust matters so much.

How to make money selling products in your spa.

How to increase profits and guests’ loyalty through events.

Speaking to the spa world, about the spa world, from the guests’ perspective.

Onboarding done well feels to new hires like a great spa treatment feels to guests.

September 2015

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PULSE 63

2015 ISPA CONFERENCE & EXPO

FOR COM THE SPONPLETE LIST SORS’ atten , VISIT dISP A.co

ADDITIONAL GOLD SPONSORS Dr. Dennis Gross Skincare Relaxation Area, Tradewinds A BOOTH NUMBER: 313 DGSKINCARE.COM • 1.888.830.7546

AS OF JULY 23, 2015

What makes your brand stand out? Dr. Dennis Gross Skincare is the number one

authority in peels—and the most skin-savvy women in New York City know it. Since revolutionizing the concept of chemical exfoliation in 2000, Dr. Dennis Gross has remained dedicated to skin care and continues to help countless patients overcome skin concerns and improve their quality of life every day. Luckily for non-Manhattan residents, Dr. Dennis Gross Skincare has brought these innovative, patented formulas, and simple, sophisticated skin-care regimens to the spa world—the doctor is in! What exciting new product or service are you showcasing this year? Dr.

Dennis Gross Skincare™ combats neck neglect and dull, lifeless skin with two exciting innovations. Targeting thinner and structurally different neck skin, Ferulic + Retinol Fortifying Neck Emulsion is delivered in an advanced technology to get your neck’s bounce back, instantly achieving supple-looking skin. For clients with sensitive skin, the new Alpha Beta® Ultra Gentle Peel is the key to resurrect radiance, reduce wrinkles, and refine pores—with no downtime or irritation. Can you share one important tip to help attendees prepare for and explore the 2015 ISPA Conference & Expo? The ISPA Conference & Expo is an

excellent opportunity to learn more about your favorite brands. Make sure to schedule appointments in advance to make the best of the day.

THALGO America Relaxation Area, Tradewinds F BOOTH NUMBER: 504 THALGOUSA.COM • 1.954.525.9665

What makes your brand stand out? THALGO America has been a pioneer in

Marine Beauty for over 50 years and from the outset led the industry with science and marine research. Socially engaged and respectful of the environment, THALGO has implemented an eco-friendly Formulation Charter for the development of its products. THALGO continues to push the boundaries of innovation, providing on-trend treatments and products to thalassotherapy centers, spas and resorts in more than 90 countries around the world. What exciting new product or service are you showcasing this year?

Launching fall of 2015, THALGO introduces its M-Ceutic Cosmeceutical skin care with professional grade peels. Featuring two patented formulations that target severe imperfections and irregularities, the new product utilizes a 100 percent pure marine concentration of essential nutrients. It helps to diminish scars and fades out hyperpigmentation, resulting in a more youthful and radiant-looking skin. It is available in concentrates of up to 22.5 percent with a pH level of 2.8. Can you share one important tip to help attendees prepare for and explore the 2015 ISPA Conference & Expo? THALGO highly recommends using

the My ISPA Planner on the ISPA website to plan your time, preview vendors, and schedule your education sessions. Log in and set up your Conference account to schedule meetings and book time with us at THALGO. Enjoy the ISPA Conference & Expo—visit us at booth 504. 64 PULSE

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ISPA NEWS

CAPITALIZE ON MEDIA OPPORTUNITIES Have you ever noticed how businesses that do well are always in the media? In fact, it is often the other way aroundâ&#x20AC;&#x201D;businesses that are always in the media do well. Making the most of media opportunities is a great way to get exposure for your business, expand your customer base and generate low-cost marketing content. If you are interested in creating a higher-profile media presence for your business, let ISPA do some of the work for you. Fill out the Media Leads Survey on the ISPA website and your business will be added to our list of contacts for our friends in the mediaâ&#x20AC;&#x201D;whenever they need an expert opinion or a source for a story on the spa industry.

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Access Pulse on the Go Away from your desk and wanting to access this monthâ&#x20AC;&#x2122;s Pulse? Not to worryâ&#x20AC;&#x201D;you can access digital Pulse anywhere by simply visiting pulse.experienceispa.com. With chock-full of stories, clickable links, engaging videos and many more functionalities, digital Pulse is great for the spa professional on the go. Looking for a story in a past issue of Pulse magazine? ISPA members can access the Pulse archives by visiting experienceispa.com/pulse/ past-issues. Email ispa@ispastaff.com with any questions about digital Pulse or the Pulse archives.

SEPTEMBER 2015

Technology in the Workplace Technologies both at home and in the workplace have drastically changed in the last decade. June’s ISPA Snapshot Survey asked members to share how technology is shaping their business, what is working for them (and what isn’t) as well as how they regulate the use of technology by staff and guests in a spa environment. What tech-related options are offered by spas? The chart below offers a glimpse of some of the technological solutions used by spas. It’s clear that, with all of the available technologies, there’s a fine line between usage of technologies that can help advance a business and those that can disrupt a spa environment. The full report contains insightful information that helps keep ISPA members up-to-date with what’s trending in the spa industry.

NATIONAL YOGA MONTH (U.S.)

September is... ●

National Yoga Month (U.S.)

●

International Self-Awareness Month

●

Self Improvement Month

●

Hispanic Heritage Month

4 7 13 18

August Snapshot Survey results released to participants ISPA office closed in observance of the U.S. Labor Day holiday Grandparents Day (U.S.) Rosh Hashanah begins September Snapshot Survey open for participation Last day to donate to the 2015 ISPA Foundation Auctions and have your donation included in the printed Auction Catalog

Want to stay in-the-know about developing technologies and other trends in the spa industry? Complete the monthly ISPA Snapshot Survey and you’ll receive the full report filled with industry insights. Look out for next month’s survey in your inbox.

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21 22 25

International Peace Day (UN)

Yom Kippur

Last day to complete the September Snapshot Survey

ISPA FOUNDATION

Milestones and Key Dates FOUNDATION

This year marks the 25th year of the ISPA Conference & Expo.

2015 ISPA FOUNDATION BOARD OF DIRECTORS OFFICERS CHAIRMAN Jeff Kohl Spa & Club Ideations VICE CHAIRMAN Frank Pitsikalis ResortSuite

DIRECTORS Ella Stimpson ISPA Vice Chairman The Spa at Sea Island Michael Tompkins ISPA Chairman PALM Health Lynne McNees ISPA President

MEDICAL ADVISOR Brent Bauer, M.D. Mayo Clinic HONORARY BOARD MEMBERS Ruth Stricker The Marsh, A Center for Balance and Fitness Deborah Szekely WELLNESS WARRIOR

The ISPA Foundation wishes to thank the following supporters for their generous contributions: LUMINARY

Ruth Stricker BENEFACTOR

In honor of this special milestone, the ISPA Foundation has expanded its efforts and made some big announcements. March 2015: Launch of the Monthly Auction Series featuring a new item each month leading up to the 2015 ISPA Conference & Expo to raise funds for the ISPA Foundation. June 2015: For the second year in a row, the ISPA Foundation has awarded the Mary Tabacchi Scholarship to two outstanding candidates, Taylor Toreno from Parkland, Florida, and Anne-Liise Verpson from Raasiku, Harju County, Estonia. The recipients will be presented their certificates during the General Session at the 2015 ISPA Conference & Expo.

Taylor Toreno

Anne-Liise Verpson

August 2015: The sixth volume of the Spa Consumer Snapshot Initiative was released to ISPA members. The research was especially exciting as it expanded its reach outside the U.S. to include Australia, Canada and the United Kingdom, providing key insights into the spa consumers’ behaviors. October 2015: New to 2015, bidding for the ISPA Foundation Silent Auction will open online prior to Conference for both the spa industry and consumers to bid on. The auction will continue on-site in the Auction Area on the Expo floor through the end of the ISPA Foundation Live Auction on Tuesday, October 20.

DONATE NOW! September 18 Deadline to have your items included in the Auction Catalog September 25 Deadline to have your items at ISPA Headquarters

Dr. Howard Murad PATRON

Massage Envy Franchising, LLC

For more information on the ISPA Foundation or to donate items to the ISPA Foundation Live & Silent Auctions, please visit attendISPA.com or email ispafoundation@ispastaff.com.

Red Door Spas

September 2015

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1. Guacamole Ole! FarmHouse Fresh’s new Guac Star Face Mask is an

appetizing at-home facial mask filled with fresh avocado butter and extracts of green tea, pomegranate, goji berries, coffee beans as well as sodium PCA to deliver long-lasting hydration to parched skin.

PRODUCT SPOTLIGHT

1.888.773.9626 | FARMHOUSEFRESHGOODS.COM

2015 ISPA CONFERENCE & EXPO BOOTH NO: 901

2. High Brow. GrandeLASH-MD introduces GrandeBROW-Tastic Beauty Box special limited edition for the holiday season. The beauty box includes one GrandeBROW, a GrandeBROW-FILL and a GrandeTWEEZE (US$15 value). 1.817.835.3010 | GRANDELASHMD.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 317

3. Mexican Blend. AgaveSpa Skincare is a result of a unique blend of Mexican Blue Agave extract known for its restorative properties. The AgaveSpa Skincare range revitalizes, brightens, softens and restores the skin polysaccharides, which are responsible for the skin’s natural ability to hydrate and retain water. 1.305.460.0000 | AGAVESPA.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 1148

4. Inside Out. Eufora International’s ElixirONE™ infuses hair with its proprietary Damage Cure Complex™, which works from the inside out to restore moisture, body and strength without added weight. 1.800.638.3672 | EUFORA.NET

RADAR

ALERT

5. Diamonds are Forever. Knesko Skin’s Diamond Radiance Face Mask intensely nourishes dull skin and under eyes, revealing a

Jazz up your retail area or service offerings with products that are fresh and on-trend. We’re putting these must-see items on your radar.

noticeably brighter and more radiant skin. It uses a dynamic blend of Diamond Powder, which powerfully exfoliates and brightens. 1.800.454.3091 | KNESKOSKIN.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 948

6. On Time. Fun, bright and unique, Taki Watches are made from

6 7

genuine leather and stainless steel, making them a perfect addition to any look. 1.612.968.5683 | TAKIWATCHES.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 252

7. Nail It. Vegan and hypoallergenic, Dazzle Dry Nail Lacquer comes in six

gel alternative that can dry as hard as rock in five minutes without UV light. It can last seven to 14 days without chipping, strengthen natural nails and can be removed with non-acetone polish remover.

1.480.814.8300 | DAZZLEDRY.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 1153

8. Under the Sea. Casmara’s Ocean Miracle Treatment is infused

with 100 percent natural marine ingredients certified by ECOCERT®. Ocean Miracle Ionisable Peel-Off Mask comes with active ingredients that penetrate the skin’s deeper levels. 1.925.736.8226 | CASMARA.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 1123

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9. Home Comfort. H2 Home Collection is pure global luxury blended with Southern California ease with a focus on attention to detail. H2 Home Collection imports 100 percent Egyptian cotton products and can supply all your home collection needs—from bed and bath to special custom orders that range from monogramming to special sizes for bedding and towels. 1.310.874.8516 | H2HOMECOLLECTION.COM 2015 ISPA CONFERENCE & EXPO BOOTH NO: 1128

10. Versatile Style. Hodges Collection is the epitome of California lifestyle fashion with flowing dresses made from the most luxurious and softest fabrics. Hodges pieces have the versatility of being worn casual by day and dressy by night. 1.310.874.8516 | HODGESCOLLECTION.COM 68 PULSE

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2015 ISPA CONFERENCE & EXPO BOOTH NO: 1130

ISPA STAFF

Proudly serving ISPA and the ISPA Foundation

ISPA staff members live the lifestyle they preach. On this page, the team offers tips and ideas on how to work smart, live healthy and be in the moment. In this issue, we ask:

“When booking a hotel for a trip, what amenity is most important to you?” Lynne McNees • President lynne.mcnees@ispastaff.com • 1.859.226.4260 Crystal Ducker • Vice President of Research & Communications crystal.ducker@ispastaff.com • 1.859.226.4427 Katherine Blake • Project Manager katherine.blake@ispastaff.com • 1.859.226.4354 Megan Browning • Marketing Manager megan.browning@ispastaff.com • 1.859.219.3549

Vision: To be the leader in promoting and enhancing the well-being of the spa

I look for a hotel that offers valet parking and proximity to where I’m headed.

Andrew Dewson • Content Strategist andrew.dewson@ispastaff.com • 1.859.687.7013

industry and the people it serves.

Mission: ISPA advances the spa industry by providing invaluable educational and networking opportunities, promoting the value of the spa experience and

I like to keep myself on track with my workout routine, so I look for a fitness center.

I’m drawn to a hotel with an in-house spa that offers extended hours of service.

Jennifer Duckworth • Director of Events jennifer.duckworth@ispastaff.com • 1.859.226.4254 Whitney Elswick • Sales Manager whitney.elswick@ispastaff.com • 1.859.226.4372

speaking as the authoritative voice to foster professionalism and growth.

Sarah Harmon • Customer Experience Manager sarah.harmon@ispastaff.com • 1.859.219.3512 Allie Hembree • Public Relations Manager allie.hembree@ispastaff.com • 1.859.425.5072 Kerri Keefer • Director of Exhibitor Relations kerri.keefer@ispastaff.com • 1.859.226.4207 Mae Mañacap-Johnson • Editor mae.manacap-johnson@ispastaff.com • 1.859.425.5062

Given my need to stay connected, a reliable Wi-Fi connection is very important to me.

Allison Martin • Membership Account Executive allison.martin@ispastaff.com • 1.859.226.4334 Tara Salah Eldin • Project Coordinator tara.salaheldin@ispastaff.com • 1.859.219.3615 Assuming I’m going to the beach, I look for a hotel that affords a beachfront view and access.

Samantha Smith • Project Manager samantha.smith@ispastaff.com • 1.859.219.3619 Elyse Vincent • Membership Manager elyse.vincent@ispastaff.com • 1.859.226.4314

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AD INDEX ISPA would like to thank the following Pulse advertisers for their support of the association: blinc inc. 45 1.877.454.7763 blincinc.com

ESPA International 1.888.705.0102 espaskincare.com

Body Sugaring Australia 31 614.005.55833 bodysugaringaustralia.com

EuroSpa Aromatics 20 1.800.395.6478 eurospaaromatics.com

Chadsworth & Haig 1.800.292.5990 candhrobes.com

FarmHouse Fresh INSERT 1.888.773.9626 farmhousefreshgoods.com

Chaleur Beauty By Forever Young Intellectual Property, LLC 41 1.844.242.5387 foreveryoungintellectualproperty .com/chaleur/ Dr. Hauschka’s Skin Care 1.800.247.9907 drhauschka.com

GrandeLASH – MD 5 1.877.835.3010 grandelashmd.com

Ingrid Millet Paris, USA 1.615.400.7759 ingridmilletusa.com

Éminence Organic Skin Care IFC, 1 1.888.747.6342 eminenceorganics.com

jane iredale – THE SKIN CARE MAKEUP

1.800.762.1132 janeiredale.com Jurlique 11 1.800.854.1110 jurlique.com

Lisa Todd 18 1.212.354.5524 lisatoddnow.com

HydroPeptide 9 1.800.932.9873 hydropeptide.com

Element Eden 54 1.866.927.5283 elementeden.com

PCA Skin IBC 1.877.722.7546 pcaskin.com

Kneipp 65 1.800.937.4372 kneippus.com

HydraFacial MD – Edge Systems LLC 7 1.800.603.4996 skinhealthforlife.com

Intraceuticals 35 1.562.434.9000 intraceuticals.com

Mio Skincare 54 1.888.962.6264 mioskincare.com 47

Nelly De Vuyst 21 1.800.263.8888 derme.ca

Philip Stein Holding, Inc. 1.855.533.3939 philipstein.com

Phytomer Group Brands 1.801.284.8200 phytomerusa.com

24, 25

Pollogen Ltd. 61 3 5104110 pollogen.com Pure Fiji 55 1.800.477.4283 purefiji.com ResortSuite 3 1.866.477.8483 resortsuite.com SpaRitual 14, 15 1.818.988.2228 sparitual.com Thera-Pearl 53 1.800.321.2135 therapearl.com

Bold indicates year-round Pulse advertisers and 2015 ISPA Conference & Expo Sponsors.

ISPA

WELCOMES

NEW MEMBERS TO THE ISPA COMMUNITY

RESOURCE PARTNER

SPA

Body Sugaring Australia

Explore Spa-Le Meridien Istanbul Etiler

Chaleur Beauty By Forever Young Intellectual Property, LLC

SPA UNDER DEVELOPMENT ORA spa inc.

Faena Hotel

Sycamore Spa

Essie

Grand Velas Riviera Maya

Team Cherish

Glyder Apparel

Grand Velas Riviera Nayarit

Greenair, Inc

Hyatt Ziva Puerto Vallarta

EDUCATOR

KAPLAN MD Skincare

Eduardo Finci

Le Signature Luxury Skincare

JW Marriott Guanacaste Resort & Spa

Little Barn Apothecary

Luna y Mar Spa

STUDENT

Mammagard Operations LLC

Portland Regency Hotel & Spa

Sandra Kenny

Organic Male OM4

Royal Hideaway Resort & Spa

Post Time Productions

Sycamore Mineral Springs Resort

Privai

The Ritz-Carlton Spa, Westchester

Smith & Cult, LLC The Pure Candle

The Skin Spa of Newnan Dermatology

Triumph and Disaster Ltd

The Spa at the Darling

WB Kitchen

Wind Creek Casino & Hotel - Atmore

EDITOR’S NOTE: This includes new members from July 8, 2015 – August 5, 2015. You can access the online membership directory on experienceispa.com.

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Like a true community, let's make meaningful connections. Aimed at helping ISPA members discover each other, share one another's passions and inspirations, and hopefully kick-start warm introductions among peers, this section called Social Connections is all about building bridges. Share your passion with Pulse and see yourself featured in this section.

SOCIAL CONNECTIONS

1 3

LENETTE CASPER

■ PRESIDENT, PHYTOMER GROUP BRANDS ■ SALT LAKE CITY, UTAH

1. Most used app: Google Maps 2. Favorite travel destination: Lake Powell, Utah Fitness routine: I train with a personal trainer and work out at CrossFit three to four times a week. 3. Book currently reading: The Field: The Quest for the Secret Force of the Universe by Lynne McTaggart

Your idea of a great leader: A great leader thinks big and goes for it but is not caught up by his or her ego looking for attention or praise. A great leader leads by example and is able to inspire others with his or her passion. Quote that inspires you daily: “Whether you think you can, or you think you can’t—you’re right.” – Henry Ford

4. Favorite music artist/band: I have many favorites, and it changes from month to month. I guess a good fall-back favorite is Morcheeba.

Personal achievement you’re proudest of: Having a great relationship with my husband and children. It gives me great satisfaction to be a wife and a mother, having balanced work and home life to successfully raise two great boys into outstanding men.

Cause that you support: Homeless shelters, women’s shelters and cancer research

On top of your bucket list: Travel to all continents—I haven’t made it yet to Africa or Antarctica. ■

Most important business lesson learned: Never compromise your ethics and standards.

CONNECT! Phytomer Corporation ★

Phytomer USA ★

@PhytomerUSA ★

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ENDNOTES What’s within you is stronger than what’s in your way.

seriously love a challenge. Whether it’s exceeding a budget goal, finishing a work deadline, reading the last page of a book or completing the final obstacle of an extremely difficult mud run, it’s rewarding to finish something you’ve

STYLING & PHOTO BY ECHOSTARMAKER.COM

started. There is almost nothing as exciting as feeling that sense of accomplishment. I recently experienced that sense of accomplishment with several members of the ISPA Board of Directors when we teamed up with No Barriers USA to summit a mountain with the organization’s founder, Erik Weihenmayer. Erik was the first blind climber in history to reach the summit of the world’s highest mountain, Mount FOLLOW ME ON TWITTER! @LynneMcNees

Everest. The mission of the organization is to unleash the potential of the human spirit, which is done by giving individuals with physical limitations the ability to conquer their dreams.

LIKE US ON FACEBOOK! International SPA Association

We have all climbed mountains and pushed ourselves beyond where we thought we could, but this experience was different—I

had never climbed a mountain with such brave individuals who never equated being blind, missing limbs or other physical obstacles as limitations but simply as their reality to conquer. As soon as you get started, you no longer think about it as climbing a mountain, but simply taking it one step at a time—over and over. After we made it to the top, Erik, who was leading the climb, stopped us to deliver a short message. These words stood out to me: “The nature of mind is like water, if you do not disturb it, it will become clear.” WOW! It was clear, we all had limitations when we began the climb, it wasn’t about missing limbs or being bound to a wheelchair—we all have barriers. He went on to say “Don’t distract yourself from the purpose of life. Think less and just execute.” Thanks to ISPA Chairman Michael Tompkins and ISPA members Heather Thomson and Remembrance Staber for giving us the opportunity to experience this. If you would like to embrace the No Barriers mission, please let us know as ISPA will be participating again next year in a much bigger way and would love to have you join us. In the CONQUER YOUR BARRIER with Weihenmayer’s inspiring words. Click here to launch a video of his message to the ISPA Board during their first No Barriers USA summit.

meantime, think about your own barrier. What are you doing to conquer it?

—LYNNE McNEES, ISPA PRESIDENT

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