2 . Evaluate all treatments equitably : Review your service menu and evaluate each offering unemotionally . Whether using a “ pros and cons ” format or a series of grading scales , assess each treatment independently . Note the treatment costs to the spa : Are the product lines utilized a good fit with the treatment and overall story ? Do you have your therapists “ buy in ” to the treatments ? Ask yourself : Is the treatment aligned with your spa ’ s concept and branding message ?
3 . Align the Stars : Using the information from your objective evaluation , mark those treatments that are proven winners along with a brief note as to “ why .” What winning attributes can you replicate for other treatments that are less successful ? Consider how the price point matches your guests ’ spending trends . Do specific products help “ sell ” the service ? Is the treatment one you mention regularly in advertisements or on social media ? Also , review your capacity for best-selling treatments . Do you have resources to create new options or add-ons for your top-performing services ?
This is a great time to look for balance in your menu , so that it is comprehensive , easy to read and not overwhelming . Do you have a good balance of treatments representing head to toe services ?
4 . Mitigate lackluster performers : Then , mark underperforming treatments with a similar note answering “ why .” Consider sales numbers and pricing , but do not limit your evaluation to historic demand . Take a deeper dive to understand what is falling short . Is it possible the therapists don ’ t like performing the treatment ? Are backbar products to blame — either because of deficient quality or unavailability ? Are front desk staff members inadequately staging the service ?
Many times , a treatment can be amazing , but lack of promotion keeps it hidden from spa guests . If a menu offering seems like a good fit for your service providers and for your guests , it may be too soon to deem it a “ dud .” Consider breathing new life into a treatment by reframing how you present it to guests .
Not every floundering service deserves a second chance , of course . Now is the time to eliminate any menu options that are failing without cause , present extraordinary challenges for scheduling or product availability , simply aren ’ t selling as expected or which no longer represent your spa brand .
5 . Fill the gaps with a balanced approach : After you ’ ve culled some treatments and reconfigured others , look at the gaps . If massage is the top selling service in your spa — as it is in most facilities — your menu should focus on massage . Avoid just listing the classic names of modalities like Swedish and deep tissue ; instead , use your spa menu to differentiate services by identifying specific wellness outcomes such as muscle recovery , deep relaxation and energy balancing .
This is a great time to look for balance in your menu , so that it is comprehensive , easy to read and not overwhelming . Do you have a good balance of treatments representing head to toe services ? Is your menu overrun with too many services in general , or with , for example , too many facials ? Body treatments , while they are usually not the top selling services , are important to offer for a well-rounded menu .
6 . Don ’ t bury the lede : Sequencing matters . In any display of offerings , consider the placement of services . Use the prime real estate — at the top of your list — to promote services that are popular with guests while offering a high return for the spa . Place services in less demand ( like pre- and post-natal massage ) in a less prominent listing location . For many spas , deep tissue massage would also be suited to a less conspicuous listing : This service tends to sell itself , with or without promotion , and many spas are trying to de-emphasize deep tissue because it is so hard on the therapists . Use menu sequencing to bring a focus to other holistic modalities that the spa-goer has not yet explored .
JANUARY / FEBRUARY 2024 n PULSE 35