TOWN HALL

YOUR NEXT MENU IMPROVEMENT might not be a new treatment. In the August ISPA Town Hall, sponsored by Trybe, ISPA Chair Kenneth Ryan and four panelists explored how to make spa menus work harder for guests, teams and the business.

LOOK BEYOND THE BOOKING COUNT A popular service is not automatically a profitable one. Michael Jastrzebski, director of spa at VEA Newport Beach Marriott, evaluates costs beyond products, including staffing, linens and commissions.

“ Are we going to book enough services for this to make sense overall?” he asked.

Rachael McCrory, Hilton’ s director, spa and wellness— U. S. and Canada, highlighted easily overlooked expenses: A high-revenue treatment that uses excessive towels or creates scheduling bottlenecks may need modification.

Jastrzebski reviews the overall menu quarterly, using seasonal patterns to inform annual adjustments.

TOWN HALL RECAP

REFRESH BEFORE YOU REPLACE“ You can evolve a service that’ s there,” said Jaclyne Roe, well-being and spa business consultant with WOW— Wonders of Wellbeing Consulting. Updating how you describe an existing treatment may be more useful than adding another choice.

Jastrzebski shared a revealing example: A sleep-focused treatment was struggling at his

spa, which closes at 5 p. m. Rather than immediately re-

MAKE YOUR NEXT REVIEW A THREE-PART CHECK

1 Calculate the full cost of delivering each service.

2 Compare booking volume with guest and provider feedback.

3 Examine your best-sellers for appropriate enhancements, retail connections and operational efficiencies.