“ We teach them to just inform— not sell.”
— MARY WINTER
l BIANCA PERRONE:“ Product bundling has been the most successful.” l DENISE DUBOIS:“ Interest-free financing for guests allows them to purchase wellness programs that they can pay for over time.”
INCENTIVIZING YOUR SPA TEAM RPV growth doesn’ t happen accidentally— it’ s reinforced through compensation structures, recognition programs and team culture.
“ Service providers are encouraged to recommend appropriate add-ons and post-care products through consultative education, while managers are rewarded for achieving monthly revenue and booking goals,” Holmes says. Leaders reported a range of incentive strategies: l CHRISTINA FRAZIER:“ We have paid training days, guest speakers who come and share kindness, encouragement and self-growth.” l MEGAN JASPER:“ We do a bonus for any guest service teammate who averages above $ 20 in retail per ticket— they get one percent of their total retail sales.” l MARY WINTER:“ Therapists receive service commission on the enhancements.” l MEGAN DOUGLAS:“ Our pay structure is based on performance, so if a team member is making the spa more money, they are eligible for a raise if they meet higher tier goals at their Thrive( quarterly review) after just one quarter.”
“ They are doing a disservice by not helping guests continue their wellness at home.”
— MEGAN DOUGLAS
l DENISE DUBOIS:“ We reward them with bonuses to sell memberships. They receive a cash bonus for each membership sold and the amount they receive increases incrementally.”
WHAT LEADERS SAY MATTERS MOST From the ISPA member-wide survey, respondents offered the following insights: l Keep it simple and easy for your team to understand and share. l Be consistent— systems like structured checkouts only work if you never stray from them. l Allow staff to experience enhancements firsthand. l Position upgrades as part of a guided transformation, not optional extras. l Avoid over-reliance on discounts; communicate value and purpose instead. l Stay true to your spa’ s identity— every business serves a distinct clientele.
Ultimately, day and med spas have a unique advantage: frequency. Unlike resort properties, they have recurring touchpoints with guests. When those visits are guided by consultation, supported by training and reinforced by culture, revenue per visit becomes less about upselling— and more about deepening the relationship. n
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