THE FULL REPORT: ISPA members can download the full Pricing & Promotional Strategies Snapshot Survey in the Research tab at experienceispa. com. Use the report as a benchmarking tool for your next leadership discussion on pricing, promotions, margins and guest value.
Behind the Report: How ISPA Is Using AI to Work Smarter
ISPA SNAPSHOT SURVEY
pricing concern, cited by 27 percent of spa respondents. Other barriers included discounts reducing profitability, difficulty communicating changes, software limitations, brand perception and team consistency.
For spa leaders, the success of a price increase often depends less on the increase itself and more on how well it is framed, operationalized and supported by the guest experience. A higher price is easier to defend when service quality, therapist expertise, facility standards and communication reinforce the value being delivered.
THE LEADERSHIP TAKEAWAY: Build a pricing system, not just the price list The survey’ s clearest message is that pricing and promotions are becoming more intentional across the spa industry. Spas are protecting consistency while testing targeted flexibility, raising prices while managing guest perception and using value-added offers to preserve margins.
For spa business leaders, the opportunity is to move from reactive pricing to a structured system— one built around regular menu reviews, demand analysis, cost tracking, staff communication and clear alignment with brand positioning. n
Promotion Planning Questions
Responses to ISPA’ s Snapshot Survey suggest spas are becoming more disciplined about when and how they promote. Offers are most commonly used during low-demand periods, weekdays and other softer windows, while only five percent of respondents promote on weekends— a sign many spas are avoiding discounts when demand is already strong. The strongest promotions solve a specific business problem, such as filling unused capacity, encouraging trial, increasing retail attachment or driving repeat visits. They also create value rather than simply reducing price.
Before launching a discount or value-add, ask: 1 What business problem are we solving? 2 Is the goal occupancy, trial, loyalty, retail sales or average ticket? 3 Will this offer protect— or dilute— our perceived value? 4 How will we measure success? 5 Does the team know how to explain it clearly?
THE FULL REPORT: ISPA members can download the full Pricing & Promotional Strategies Snapshot Survey in the Research tab at experienceispa. com. Use the report as a benchmarking tool for your next leadership discussion on pricing, promotions, margins and guest value.
Behind the Report: How ISPA Is Using AI to Work Smarter
The May 2026 ISPA Snapshot Survey report on pricing and promotional strategies marked a new step in how ISPA presents research to members. For this edition, ISPA used an AI-assisted tool to support report presentation and design, helping transform survey findings into a more visual, accessible and easy-to-navigate format.
The intelligence behind the insights, however, still came from people. The survey data came directly from ISPA member spas and resource partners, and the report’ s analysis, development and final review were overseen by ISPA staff. AI did not create the data or replace human judgment. Instead, it served as a production and presentation tool— one that helped improve efficiency, clarity and speed.
That distinction matters. Like many innovative organizations, ISPA is beginning to fold AI into daily operations in practical, responsible ways. In this case, the technology helped support the creation of a member research product, while the ISPA Team remained responsible for the strategy, interpretation and quality of the final report.
This may feel familiar for spa leaders: AI is not a substitute for expertise, but it can be a useful partner in organizing information, improving workflows and helping teams communicate more effectively.
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