Pulse October 2016 | Page 20

MEMBER PROFILE The spa's clean and modern interior helps to create its upscale and city chic appeal. years of experience that will be able to do the heavy-lifting required,” she says. What has helped the spa from a marketing standpoint is Carillon’s longstanding brand recognition in its community. The Carillon Hotel, established in 1958, was a hot spot for movers and shakers of the era. “It was once recognized as ‘Hotel of the Year’ and was said to be the anchor of North Miami Beach. When Canyon Ranch stopped managing the property, it was decided to adopt the original name of the property and keep the focus on wellness for guests, residents and the community.” Marketing Success Although the spa has the benefit of marketing to hotel guests, the spa continues to strategically target the local market. “Based on the size of the spa 18 PULSE ■ October 2016 (70,000 square feet), we have the ability to do more than 250 treatments per day. However, with only 110 hotel rooms and 587 residential units, it is imperative to draw from the local market,” she says. To do this, the spa uses public relations, programming and marketing to build awareness in Miami. “Each week, I review our numbers and calculate performance ratios which give me a compass for how I need to direct the business. With my background in spa and wellness programming and operations, Z Capital’s focus on finance, and other talented hospitality professionals who are part of the property’s team, we have the resources needed for success.” In order to effectively share the spa’s brand story, Terry has leveraged the power of good public relations. “In my experience, public relations is one of the most powerful sales and marketing tools that exists. Any time you have thirdparty reviews, it helps to create trust in a brand that is difficult to achieve with paid advertisements. When we started new PR initiatives in May, we saw an instant boost in the local market. In the first 30 days, the increase in our local capture rate went from 23 percent in 2015 to 37 percent in 2016,” she says. In addition to PR, the spa also puts a sales and marketing strategy and plan in place. “If your goal is to go after volume through reduced rates, the types of decisions you make must support that method. If you want to maintain exclusivity and keep your rates high, your strategy has to be completely different. That’s why I continually say, ‘Know who you are, know your guest and remember your brand promise. Go back to it throughout the year and see if you are staying true.’ A lot of operators can veer off track when they are not guided by effective strategies and a brand-focused plan.” Wellness Medicine With spa guests’ focus shifting to wellness, Terry has seen a growing trend