Retail Management for Spas

Retail Management for Spas represents an important step in the sustainability of the spa industry. The global spa industry has experienced a great deal of change. In some countries, the industry has seen phenomenal growth and in other areas, this growth is just beginning. As the industry continues to evolve, and as more and more consumers learn the benefits of spas and health and wellness lifestyle changes, the industry must be ready to address their needs.

In order to sustain the spa industry, it is imperative that spa professionals have the business tools that are necessary for their own growth and vitality. With such growth and demand, informational tools and resources on subjects such as retail, financial management, compensation, consumer and industry research and trends, and standard operating procedures and management skills are imperative. These tools will allow for an even greater customer service experience and allow spas to be even better prepared for their guests.

Retail Management for Spas | Chapter 5.6 | Retail Sales Per Square Foot

In the classic retail environment, revenue is monitored on a sales per square foot basis that is calculated annually by dividing total retail revenue by the square footage of the spa retail space. 

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Retail Management for Spas | Chapter 5.7 | Cost of Sales Percentage

The cost of sales measures the profitability of retail sales. It is a ratio between the cost of the goods sold and the net revenue. It is always expressed as a percentage of net revenue, never as a specific dollar amount. The specific dollar amount is expressed as the cost of goods sold. It is the largest expense within a spa retail department and merits study on a monthly basis.

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Retail Management for Spas | Chapter 5.8 | Inventory Turnover

While inventory has been thoroughly covered in a previous chapter, some of the concepts apply directly to evaluating performance and maximizing a spa’s profits.

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Retail Management for Spas | Chapter 5.9 | Spa Retail Budgeting

Spa professionals prepare the retail department annual budget at the same time that they prepare the budget for the entire spa operation. For the budget to be most useful and accurate, spa professionals have to prepare a forecast of retail activities as it represents the road map of the retail operation.

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Retail Management for Spas | Chapter 6 | Introduction

At the Seasons Spa …

Jazmine and the Seasons Spa are avid participants in the Jelly Bean League. They meet monthly to compete against other spa retail staffs.

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Retail Management for Spas | Chapter 6.1 | Sales is Part of Service

The spa’s services are a great sampling opportunity to generate a product sale. They are a process that creates a unique form of dialogue around the experience of using spa products such as skin care, body care, apparel, books, and relaxation CDs. The spa’s services are unique opportunities to connect with guests in a traditional sales manner. Therapists are able to build rapport through experience and education.

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Retail Management for Spas | Chapter 6.2 | Occupo Vendito – Seize the Sale

“Everyone in the company sells the company.” The entire spa team contributes to the sale because guests are being encouraged to take the spa experience into their daily routine. Everyone contributes to the sale whether directly or indirectly. Sales begin the moment the guest calls to book an appointment, the moment that a guest first sees an advertisement about the spa or hears about it from a peer.

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Retail Management for Spas | Chapter 6.3 | Effective Selling

No matter what the spa product is, when spa professionals sell it, they are helping to extend the service of the spa. Selling is a highly personal art. Highly successful salespeople view it as an art and build a tremendously loyal following—to say nothing of a very successful business.

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Retail Management for Spas | Chapter 6.4 | Education & Training for Effective Selling

Anyone in the position of clarifying why an individual would possibly be compelled to give money in exchange for goods or services—is a salesperson.

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Retail Management for Spas | Chapter 6.5 | Value-Added Customer Service

Sometimes simple add-ons can make a difference to customers between buying a product at a spa instead of a department store or any other competing organization.

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