Thought Leadership Iain Bell, Executive Fitness Foundation
Building a strong business in the new spa landscape As spas reopen in a very different business climate, Iain Bell, founder of the Executive Fitness Foundation, shares his tips for future success
A Iain Bell EXPERT CONTRIBUTOR
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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ll industries and service sectors have been hit hard during the past 12 months, but none more so than the Hospitality, Leisure and Tourism market and the Personal Care Sector, the government category under which UK spas fall. Uncertainty, instability and financial challenges have become part of the landscape for all spas, but as a climate of derestriction gradually blossoms, their doors are opening once again. In reality, the spa landscape has changed permanently and for the better; never before have operators been more aware of their bottom line and so driven to succeed. Over the past year they have shown tenacity, fortitude and brilliance in redesigning their business models to leaner versions that provide greater agility for a more sustainable future. The matrix of Covid-19 will continue to exercise its influence on the spa industry through changes in government policy, operating guidelines or industry regulations. Infection rates, variants and vaccinations will also be vital factors in how spa and wellness providers can tentatively move forward. But the spa industry has shown exceptional resolve and now must prepare to meet unprecedented levels of demand, fuelled by a global boom in the pursuit of wellness and health. While international travel restrictions may continue and shift, for the rest of this year we will have an emergent and flourishing national customer base, so here are five topics all spas need to focus on in order to maximise the opportiunities that lie ahead.
A vision for reopening
As a spa manager or owner, now is the time to drive change. Be more mindful about the quality of what you deliver. Focus on customer experience, satisfaction and loyalty. This will secure a more financially bright Q3 and Q4 in 2021. Deliver your re-opening with clear communications and explicitly clear Covid guidelines, and be sure to demonstrate your commitment to customer excellence.
Wellbeing starts at work
Staff preparation and reorientation is central to change-management, leadership and recruitment philosophy. In the aftershock of a mental health crisis, customers will flock to spas to rejuvenate their health, self-esteem and mental state. Your team members will also require this kind of support. In fact, their wellbeing should precede customer excellence. As a spa leader you will require a more people-centric style to ensure your spa functions highly with a motivated and happy team. Engage your staff more in your operations and encourage their input at all levels. A strong operational dialogue will boost morale and job satisfaction, whereas a dictatorial leadership style can further fracture a fragile team, resulting in poor customer interaction, absenteeism and further costs to the business with high staff turnover.
Make your differences count
Running a business right now may seem daunting, but having conviction in what you offer and how it is delivered www.europeanspamagazine.com
