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Quantify the spa’ s halo on the wider property. Track spa spend per occupied room and cross-spend with F & B to prove spa-engaged guests are higher-value. Use these numbers to protect pricing, defend marketing support and influence walk decisions on sell-out nights.
Price and revenue optimization l Price dynamically to match demand, not the calendar. Use peak / off-peak, weekend and event-driven pricing; protect locals with targeted offers while capturing higher willingness-to-pay from leisure guests. Start
“ Our budgeting process is a huge collaboration— between finance, our marketing team, our hotel general manager— and we’ re looking at things, perhaps, that we haven’ t done in the past that we’ re looking to do in the future.”
— BRISA HUEZO
with small $ 5 –$ 25 moves, monitor conversion and expand what works. l Seasonal menus can lift volume without eroding brand. Curate a lower-priced seasonal slate to stimulate shoulder-season demand while preserving flagship pricing in peak periods. Measure success by total contribution and utilization, not just AUR( average unit rate). l Build and maintain a living comp set. Benchmark against like-for-like experiences( property scale, amenities, luxury positioning), not just geographic neighbors. Compare service pricing to hotel ADR bands to ensure perceived value stays coherent. l Operationalize guest / source segmentation. Capture“ hotel guest vs. local” at booking and tag campaigns accordingly. Use this to tailor offers, forecast mix, staff accurately and set rate fences that protect both loyalty and margin.
“ Always know your hotel’ s room rates. A treatment shouldn’ t be more than that, and a treatment shouldn’ t be way less than that. You have to show value.”
— HEATHER HANNIG
Labor and operations management l Treat labor as your easiest controllable— and your first guest-experience lever. Use demand-based scheduling, reduce unnecessary overlaps and rotate voluntary early cuts fairly. Preserve service standards first; save hours via smarter coverage— such as managers covering breaks— rather than starving the floor. l Invest in team education to unlock
“ It all comes down to the presentation: Tell a story, give a clear vision. I like to use images and pictures— it becomes more real to them.”
— ERIC WILKINSON
yield. Budget a dedicated training line for high-value modality certifications and menu refreshes. Education raises attach rate, expands bookable skills for peak services and improves retention— often paying back within a quarter.
Capital investment and menu strategy l Tell a CapEx story that sells outcomes, not objects. Every proposal should hit at least one of three: clear ROI, measurable cost savings or meaningful guest-experience impact. Use visuals, peer benchmarks and payback math to win limited dollars against other departments. l Keep the menu curated and current. Prune low-mix, high-complexity services; spotlight high-margin, highsatisfaction signatures. Align scripting and front-desk enthusiasm with what you most want to sell, and retrain until delivery is consistent. n
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