Thought Leadership Iain Bell, Executive Fitness Foundation
Are you building strong ‘wellness partnerships’? As we prepare for a new era of wellness, wellbeing expert Iain Bell asks if the spa industry is ready to lead their teams through the predicted boom
W Iain Bell EXPERT CONTRIBUTOR
ellness has never been in such high demand and will continue to boom thanks to greater spending power, staycations and a growing value perception of personal wellbeing. A recent global report by McKinsey & Company (April 2021), picks up on trends transforming business, citing 2021 as a year of transition and transformation in a global wellness industry estimated to be worth $1.5 trillion dollars (£1.1 trillion/€1.27 trillion). As industry providers we should continue to analyse the evolution of wellness and how customers have become more sophisticated. The McKinsey report shows strong consumer focus in expanding self-care categories encompassing preventative health, fitness, nutrition, sleep, mindfulness and personal appearance. Such growth markets are internet and app-driven but spa essentials such as fitness and beauty remain strong consumer contenders. Customers enjoy using facilities and a person-to-person experience.
Are you ready to lead? Iain Bell is founder of the Executive Fitness Foundation. His global expertise spans over 30 years in wellness, health innovation and spa consulting. An expert wellbeing facilitator, educator, international speaker and writer, his passion is to connect holistic health with modern medicine. iain@ef1.com
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So where does this leave spa operators and managers? Undoubtedly, our industry has shown true flair in dealing with the ever more sophisticated personal care/wellbeing regimes of our guests. As spas have reopened, we have shown tenacity, perseverance and resilience to reset and rebuild attractive menus and introduce more depth with extended wellness programming. Yet, there is still much within the wellness market to elevate and improve
the perceived value of professional spa and wellness services. The longevity and agility we will require to navigate the year ahead will lie squarely upon our commercial, and managerial capabilities and how our teams have been supported to embrace unprecedented growth. It’s truly challenging for every spa leader to take a proactive approach when facing staff shortages together with close to 100% bookings, week in, week out. The welcome return of guests to spas may help to make up for months of closure, but a greater price will inevitably come to bear if teams are not provided with self-care strategies, supported on their own wellness path and given tools to build resilience. Traditional output and demand measurements only show positive revenue and profitability. Behind your P&L may lie a tale of staff burnout, absenteeism and a negative domino effect. The post-pandemic approach must start to engage more with staff and lead them into a positive journey of wellness and accountability.
Effecting change through ‘wellness partnerships’
This is the beginning of new era for ‘wellness partnerships’ in our industry. In the post-pandemic spa world, managers and owners must continue to deliver a broad range of wellness content and knowledge and skills to harness progress. As part of this strategy we require full consensus with our teams on how each individual can integrate their wellness into work and into daily living. As managers we need long-term, effective programmes that everyone www.europeanspamagazine.com
