dayspamagazine.com
•
august 2017
•
[ 67 ]
ey monitor their
bottom lines.
During the recession, Gabrielle Ophals, co-owner
of
Haven Spa ( est. 1998 ) in New York City, made
a point of paying closer attention to her spa's
fi nances. She began running analytical reports
on specifi c products to monitor overuse. One
example: an aromatherapy soak used in every facial.
"I noticed it was really expensive," says Ophals.
"So we started giving estheticians one vial per
facial, instead of just having a free-for-all." She was
astounded by the results: Usage dropped by 80
percent, saving the spa thousands of dollars a year.
In addition to Haven's culture of conservative
product use, Ophals eliminates redundant
retail—opting to carry one rather than two similar
lotions, for instance—so there's a lower risk of
them expiring. Plus, she takes time to review
spreadsheets and reports on a regular basis. At
one point, it revealed that staffi ng the front desk
was costing too much money; Ophals was then
able to trim a few hours without having to lose any
staff members.
19
YEARS
COURTESY
CHARLIE
BENNETT
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