Pricing Questions Every Spa Leader Should Ask l Are your busiest days and times priced like your highest-demand inventory? l Are you tracking margin by service, not just top-line revenue? l Could a“ starting at” menu give you more flexibility? l Are your front desk and reservations teams trained to explain price differences with confidence?

DISCOUNT LESS, ADD VALUE MORE When the conversation turned to promotions, the panelists largely favored value-add strategies over discounting. Holzworth said Montage is“ more in the value-add segment than the discounting segment,” using offers such as a 90- minute service with a retail credit during need periods.

Townsend described a summer rebooking incentive: Guests who rebook at checkout for a future appointment receive 10 percent off. Ryan noted this protects the brand because it is offered to a closed group, not advertised broadly.

Bird warned that discounting can be difficult to unwind. Looking back to recession-era 2008 and 2009, he said,“ We did things then that we never thought we ever would have done,” and“ that was a hard slope to get back out of.” His preference now is added value, because“ it’ s kind of a win-win.”

Virden uses“ preferred pricing” for locals during soft periods, offering a set price on high-margin services for a limited time. The key is specificity: Choose the services, choose the audience and set a deadline.

PROTECT THE PROVIDER EXPERIENCE The panel also addressed compensation. Townsend, Holzworth and Bird described fixed commission approaches, meaning providers are not penalized when a service is discounted but do not automatically receive the upside of dynamic pricing. That clarity protects morale while allowing leaders to make strategic pricing decisions. Holzworth noted providers can still influence income through enhancements, add-ons and service charge.

PRO TIPS FOR FILLING GAPS Panelists offered several operational tactics for last- minute openings: l

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Build shorter services in the system that are not guest-facing online, then empower reception teams to fill small gaps. Use wait-list functionality aggressively when cancellations occur. Consider 50-, 80- and 100-minute service structures to keep schedules cleaner. Partner with resource partner vendors around trainings, seasonal treatments, events and product- supported enhancements.

THE LEADERSHIP TAKEAWAY Pricing strategy is not about charging more for the sake of charging more. It is about understanding demand, protecting margins, communicating value and making choices that support the long-term health of the business.

Ryan captured the larger shift when he reminded attendees,“ We’ re not just in the spa business, we’ re in the business of spa.” For today’ s spa leaders, that means using the data, tools and courage now available to make pricing as intentional as the guest experience itself. n

1 Create what cannot be comparison-shopped. Townsend recommended unusual offerings that are“ not a commodity,” giving spas more freedom to price according to value.

2 Push the envelope when demand is strong. Bird said,“ If everybody’ s busy, everybody should be pushing the pricing envelope.”

3 Start small with dynamic pricing. Virden encouraged leaders:“ Don’ t be afraid to try dynamic pricing. It’ s a little uncomfortable, and that’ s okay.”

4 Price for your guest, not yourself. Holzworth advised leaders to“ base your prices off of your guest demographic, not your own wallet.”

SPONSORED BY EMINENCE ORGANIC SKIN CARE

Congratulations to attendees Alyssa Boice and Natalie Graham, winners of the random-drawing Eminence Strawberry Rhubarb Collections giveaway.

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