CONTINUED FROM PAGE 33 some retail displays . Rebecca has been able to maintain the brands offered in her spa , but notes some have a new look and feel .“ Skin care is one place where I ’ ve noticed they ’ re having to package things differently ,” she says . “ Bottles and lids and pumps — that ’ s what I ’ ve heard they ’ re struggling to get , so they ’ re having to be creative .”

For other products , spa directors have had to research new options . Alessandra is thankful “ spa orders are being delivered in a normal standard time now ,” but has had to alter her spa ’ s orders because “ some facial products are discontinued or reformulated because of supply and demand .” She sees value in maintaining relationships with long-time vendors even if some of the products they are offering have shifted , and remarks ,“ Fortunately , I kept my vendors and added a few new ones , because they are from Florida .”

Rebecca sees value in exposure to new products during the past few years .“ We have several alternatives in product lines , so we can offer some opportunities to the customers ,” she notes ,“ and we rely on staff to know the product so they can suggest products that may be appropriate even aside from the customer ’ s request .”

Another frequently cited adjustment that will become at least semi-permanent at many spas is maintaining higher inventory levels . That can be a dramatic shift for organizations previously reliant on “ just-in-time ” ordering practices . As Rebecca recalls ,“ We ’ ve gotten creative with our ordering to ensure we have supplies . For example , we stock up on critical items when they are available so we don ’ t run the risk of running out .”

Alison agrees : “ The things we use the most , we would order a little more of .” But she also avoids overordering .“ We didn ’ t want a lot of product in inventory that could go bad or that we wouldn ’ t sell . Storage is at a premium at a lot of spas , so you have to pick and choose products to prevent the possibility of running out . I wouldn ’ t be excessive about it , because I don ’ t want to tie up those funds .”

One additional long-term change for many spas concerns client relations , as several spa leaders identify a shift in their customer communications that has not yet returned to pre- Covid patterns .

“ Prior to Covid , you kind of hide the behind-the-counter details from guests ,” Rebecca recalls .“ You want to present that sort of Disney experience where behind-the-scenes worries should be hidden . But since Covid , customers have been accepting of product and staffing shortages when they

know why they ’ re happening . While you don ’ t want to overwhelm them with information , you just have to be truthful and let them know , ‘ this is the situation we ’ re in .’”

Alison says the pandemic era was an opportunity to practice great customer service . “ We would coach team members on how to work with a guest . I had to make sure if someone at the front desk was challenged by a guest regarding treatment pricing , they didn ’ t take it personally ,” she recalls . “ It ’ s important that the concierge or associate knows how to diffuse , be empathetic and compassionate and understanding .”

FEATURED SOURCES

ALISON ABBOTT Director of Spa and Wellness

CARNEROS RESORT AND SPA

— ALESSANDRA NEWSOM , The Spa at Lago Mar Beach Resort & Club

A great example of transparency came from that robe shortage . “ When all else fails , we simply admit the situation to our guests ,” Rebecca shares . “ When we couldn ’ t get plussized robes for months , I told my team to be totally transparent and share that we are embarrassed to not have them , but we have exhausted all possible suppliers and there are none to be had . Man , I ’ m glad that is over !” n

REBECCA DICKERSON Director of Wellness CHATEAU ELAN WINERY AND RESORT

ALESSANDRA NEWSOM Spa Director THE SPA AT LAGO MAR BEACH RESORT & CLUB

34 PULSE ⁿ FEBRUARY / MARCH 2023