JAN 2014

DAYSPA is the business resource for spa & wellness professionals! Each issue covers the latest in skin care, spa treatments, wellness services and management strategies.

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Page 41 of 115

SHEDDING Light ON 2014 Jane Wurwand, founder of Dermalogica ( "My advice for 2014? Keep it simple. Opt for a shorter, tighter menu, and offer fewer, results-oriented, express services. These days, people are not only skimping on spending, they are scrimping on time. They don't want to be confronted with lots of choices and decisions— so help them! "Also, be sure that your business decisions are not made on the basis of emotion and impulse. Edit out things that don't work and aren't profitable. Start with your floor space. You may love that gorgeous fountain near your entrance because it reminds you of your trip to Florence, or maybe somebody told you it's good feng shui. But if it's not generating revenue, then it's décor that is costing you money. Switch to a wall fountain if you must, and utilize that extra space on the floor for a retail tower of eye-catching travel sets or new product launches. You can also use that precious floor space to create something useful like a 'skin bar', where guests can sample products and interact with your sales team." 40 DAYSPA | JANUARY 2014 "There are four key things spa owners should focus on in 2014. The first is brand affinity. If your spa's identity is not clearly defined, make this a top priority. A clear mission and vision means that every team member can serve as a business ambassador by communicating your story powerfully, passionately and with pride. "The second component is business-building alliances. Select strategic vendor partners that will form a strong alliance aimed toward continuous growth. Ideal partners should provide you with cost-saving sales, marketing and educational tools Maritza designed to fully engage your team and existing Rodriguez clients, and help you capture additional market share global VP of Marketing by securing new business and prominently positioning & Communications for you as a formidable force against your competition. Pevonia International ( "The third major strategy is marketing and promotions. Often overlooked and not always strategically planned, marketing and promotions are key drivers to ongoing success. Be sure to implement a 90-day planning process and focus on the four 'P's of marketing: product, price, place and promotion! Creating a marketing plan that incorporates holidays and regional events and that targets market segments can serve as a compass that directs your business to increased revenues and community awareness! "The last component to keep in mind is service enhancements. Maintaining great profit margins and a low overhead is an ever-present industry challenge. Upgrading services and improving retail sales is key to increasing revenue, and spa and salon owners/managers must encourage staff to promote these 'extras', as well as homecare solutions following each treatment. Your staff must be given goals and expectations with measurable results." "After listening to thought leaders and economists at the Global Spa & Wellness Summit in India in October, I realized that there's no question that spas need to prepare for dramatic growth in the wellness industry. One of my key suggestions for spa owners would be to invest in the development of a corporate wellness program, which will allow them to partner with businesses in their area. Companies of all sizes are realizing they have to encourage their employees to live healthy lifestyles and to proactively manage their health. The benefits for employers, as well as employees, go down, Marti Morenings, are numerous: insurance premiumsgo up—and while attendance and productivity founder/chairman of the savings outweigh the costs of implementing Universal Companies the program. Spas can easily position themselves ( to help execute these programs, charging for a service that can provide savings to the company bottom line. Recently, a number of CEOs were asked about forecasting economic, financial and cultural trends in their industries. Many of them indicated that in this world of uncertainty, they have no firm idea of where things are heading. The only certainty is uncertainty—which is why more CEOs now practice meditation than ever before."

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