Pulse Spa Magazine September 2015

S E P T E M B E R 2 0 1 5 � P U L S E . E X P E R I E N C E I S PA . CO M

ECONOMYSharingARE YOU READY TO SHARE A PIECE OF THE PIE?

When people ask me why I never miss

the annual ISPA Conference & Expo,

I tell them it’s because I invest in my

future with an association that

invests in spa professionals like us. In

fact, ISPA has invested every dollar in spa—in you, for

25 years! You may not realize it, but you reap more than

you sow when you attend the spa industry’s premiere

annual event.

Like many other spa leaders who are veterans at the

event, we serve as testament to how the valuable education has helped us become better

leaders and how the connections we’ve made have helped open new doors for us.

By attending the annual Conference, you forge new friendships that would prove vital

down the road as you navigate your career path. You get the opportunity to showcase

your brand in front of decision-makers whose voices matter in building opportunities for

partnerships. More importantly, you gain access to potential mentors who can offer you

industry knowledge essential in your effort toward molding yourself as a future leader of

the spa industry. That, in itself, is a priceless investment to your future.

There’s unspeakable greatness in knowing that you own the power to shape your own

future. As a community, we come together every year to explore what tomorrow holds

for us. Every time you decide to invest to attend the ISPA Conference & Expo, you come

to realize that every ISPA Conference & Expo is a journey toward transformation—

transforming yourself into a better version of you. It’s your journey. It’s your future—

come explore with us at the 2015 ISPA Conference & Expo!

2 PULSE � September 2015

ISPA BOARD OF DIRECTORS

CHAIRMEN’S COUNCIL

Past ISPA Chairmen who are current members:

Gayle Brady • Brady Spa Consulting

Jeff Kohl • Spa & Club Ideations

Jean Kolb • Well By Choice

John Korpi • Korpi & Korpi

Kate Mearns • 5 Spa Consulting LLC

Jim Root • Glen Ivy Hot Springs

Jane Segerberg • Segerberg SpaConsulting, LLC

Deborah Waldvogel • Sedona Resorts

2015

—MICHAEL TOMPKINS, CHAIRMAN

OFFICERS

CHAIRMAN Michael TompkinsPALM Health

VICE CHAIRMANElla StimpsonThe Spa at Sea Island

SECRETARY/TREASURER Todd ShawThe Club at Las Campanas

DIRECTORSNoel AsmarNoel Asmar Uniforms, Inc.

Blake FeeneyFeeney & Co.

Todd HewittFour Seasons Toronto

Kristine HuffmanHuffman Hospitality Concepts

ISPA Foundation ChairmanJeff KohlSpa & Club Ideations

Julie Oliff St. Regis Aspen

Laura ParsonsZaSpa at Hotel ZaZa

ISPA Foundation Vice ChairmanFrank PitsikalisResortSuite

Eric StephensonWell World Group

Todd WalterRed Door Spas

Lynne McNeesISPA President

MEDICAL ADVISORBrent A. Bauer, MDMayo Clinic

FROM YOURCHAIRMAN

IT’S NEVER TOO LATE to explore your future. Click here to

register for the 2015 ISPA Conference & Expo. Email

[email protected] for inquiries.

Have you investedin your future?


THE MAGAZINE FOR THE SPA PROFESSIONAL

Pulse is the official publication of the International SPA Association, a member organization for the spa and wellness industry. Copyright 2015.

All rights reserved. No part of this publication may be reproduced without written consent

of ISPA. All inquiries should be sent to Pulse, 2365 Harrodsburg Road, Suite A325,

Lexington, KY. 40504 USA. Canadian publication agreement No. 40042114.

PULSE ACCEPTS LETTERS TO THE EDITOR. Please include your name, title, company,

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Pulse (USPS 017-893, ISSN 15259226) is published 10 times a year – January/February,

March/April, May, June, July, August, September, October, November and December

by Associations International, 2365 Harrodsburg Road, Suite A325, Lexington,

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offices. POSTMASTER: Send address changes to Pulse, Attn: Member Services, 2365

Harrodsburg Rd., Suite. A325, Lexington, Kentucky, 40504, USA.

PULSEis the magazine for the spa

professional. As the official

publication of the International

SPA Association, its mission is

to serve as the preeminent

resource of expert insights,

trends, tools and research to

help spa professionals create

innovative solutions and make

informed business decisions.

EXECUTIVE

Lynne McNees • ISPA President

EDITORIAL

Mae Mañacap-Johnson • Editor

DESIGN

Marja Walker

ADVERTISING AND SALES

Whitney Elswick

ADVERTISING COORDINATOR

Katherine Blake

PRODUCTION MANAGER

Chris Guzicki

EDITORIAL OFFICESInternational SPA Association

2365 Harrodsburg Road, Suite A325

Lexington, Kentucky 40504, USA

Phone: 1.859.425.5062

1.888.651.ISPA (4772) • Fax: 1.859.226.4445

experienceispa.com

“The rise of technology has given birth to a new and innovative way of doing business called ‘sharing economy’.”

P ulse has always been ahead in providing you with

business trends and indicators that reflect the

changing times and consumer preferences. While

this “Retail” issue puts the trend of “sharing economy” front and

center, not too long ago, the buzz swirled around online discounting. Go to

experienceispa.com and revisit the August 2012 issue of Pulse to read

“Understanding the Pros and Cons of Discounting” (page 26) and look

back at how the spa world viewed the discounting trend.

Inside the Pulse Vault...

MARION PHOTOGRAPHY STUDIO

FOLLOW US ON TWITTER! @ISpaDoYou

LIKE US ON FACEBOOK!International SPA Association


—MAE MAÑACAP-JOHNSON, EDITOR@ISPAPULSEEDITOR

H ave you ever tried teaching the concept of sharing to a four-year-old? Ihave—and it’s a task more grueling than juggling deadlines. As a youngmother, it can push your patience to the edge and, in the event of a tug-of-war, tests your will power. “But mommy, why do I have to share every

day—and every day?” often asks my daughter, Ariana, when reminded to share her favoritestuffed pony, which she named Apple Pie Fluttershy.For some, sharing is a difficult concept even as an adult. While many have welcomed the

rise of a new way of doing business such as sharing personal items like cars through Uberor homes through Airbnb, others are still reluctant to jump on the bandwagon.But according to this issue’s Conversations featured expert (page 26) and author of The

Mesh, Lisa Gansky, sharing is the future of business. The rise of technology has given birthto a new and innovative way of doing business called “sharing economy.” The idea of wasteis another factor that has driven this concept, as more and more people demand that busi-nesses find creative uses to otherwise wasted assets like space, products and equipment.This strategic thinking in terms of maximizing assets is one way to outthink the competi-tion (read Ask the Expert, page 56).There’s a big opportunity for spas to be part of this global movement of sharing, espe-

cially since spa guests are becoming more digital-savvy and sustainability is a top concernamong many. One way to win the support of your local community (read Attracting andRetaining Local Guests, page 28), for instance, is by sharing your guests’ core values, includ-ing taking care of the environment through less waste.Looking back, I realized the depth of my daughter’s seemingly simple question. We share

because we are a social being born and designed to connect. But ultimately, we sharebecause we empathize—we care about others, our possessions and our own well-being.How about you? Why do you have to share every day—and every day?

ISPA IS

Voices: Implementing a Sustainable Linen ProgramConsider the Whole Equation

BY MIA RICHARDSON

32

Attracting and Retaining Local GuestsBY ALEXANDER MENRISKY

28

The Business of FranchiseFollowing a Formula

BY MAE MAÑACAP-JOHNSON

42Upsell Tactics Getting Guests to Spend More

BY ALEXANDER MENRISKY

36

SEPTEMBER2015


VOLUME 25ISSUE 7

32

YOURRETAILSPACE

BY DOROTA WYSOCKASmart Visual Merchandising Ideas

Up48

Dressing


IN EVERY ISSUE

2 From Your Chairman

6 Pulse Preview

12 Pulse Points

16 Member Profile: AvantGard Spa

Pioneering the Idea of Wellness


22 Member News

BY TARA SALAH ELDIN & SARAH HARMON

26 Conversations: Lisa Gansky

Author of The Mesh: Why the Future

of Business is Sharing

BY MAE MAÑACAP-JOHNSON

34 SEE + BE SEEN

56 Ask the Expert: Kaihan Krippendorff

CEO of Outthinker LLC and Author

of Outthink the Competition

58 Success Stories: Will Stein

President, Philip Stein Holding, Inc.

Miami, Florida

BY CHRISTINA BUSWELL

60 A Day in the Life: Bryan Williams

Chief Service Officer

B.Williams Enterprise, Bowie, Maryland

BY CHRISTINA BUSWELL

62 2015 ISPA Conference & Expo

63 Professional Development Speakers

64 Additional 2015 ISPA Conference

& Expo Gold Sponsors

65 ISPA News

66 Snapshot Survey

67 ISPA Foundation

68 Product Spotlight

71 Social Connections:

Lenette Casper

President, Phytomer Group Brands

Salt Lake City, Utah

72 End Notes

ABOUT THE COVERThere’s a new and innovative way of doing business, and it’s called“sharing economy.” This Pulse cover uses the pie metaphor todepict the idea of sharing and challenge readers’ creative thinking:Are you ready to share a piece of the pie?

COVER PHOTO COURTESY OF SHUTTERSTOCK

16

26 56 58

60 71


PULSE POINTS

Deloitte’s 18th annual Global Powers of Retailing 2015: Embracing Innovationreport identifies five trends reshapingthe retail industry:Travel Retailing It’s been estimated that there are over a billionpeople who travel internationally every year and spend the equivalent ofmore than a trillion U.S. dollars in the process. Leading businesses havesince seen the potential of travel retailing. The world’s largest eyewearcompany, Luxottica, for one, describes airport sales as “the Formula Oneof retail.” This trend in travel retail presents new opportunities, includingto airport spas as they try to attract travelers with long layover wait times.

Mobile Retailing A projected 65 percent of the global population willbe using a mobile phone by 2015 and an estimated 83 percent of Internetusage will be through handheld devices. Mobile payments, according toForrester Research, are projected to amount to US$90 billion by 2017.Businesses need to place strong emphasis on trust, transparency and theirability to protect customer information.

Faster Retailing Millennials will be driving much of this trend, as thisgeneration prefers fast response and instant gratification. Amazon andGoogle are two of the companies that are ahead of the curve as they tryto offer same-day delivery options to their customers.

Experience Retailing The spa industry is poised to benefit from thistrend. As a growing number of consumers focus less on the product andmore on the experience, spas that can provide a unique, seamless andconsistent experience are more likely to stand out from the rest.

Innovative Retailing This is the era of disruption. Expect businesses toinvest on innovation labs in order to embrace creative solutions and prod-ucts. Lowe’s Home Improvement, for example, has introduced a multi-lingualrobot that can scan a product and help customers find it in the store.

COMPILED BY CHRISTINA BUSWELL

TRENDS IN GLOBAL RETAILING

September 2015 � PULSE 13

Loyalty in the Digital Age is Not Dead, But Redefined

Areport entitled Digital Dopamine: 2015 GlobalDigital Marketing Report by interactive agencyRazorfish details how brand loyalty isn’t dead butis fundamentally redefined by digital.

In fact, despite infinite choices online, the report found outthat good digital experiences are enough to keep us loyal.Customers are also likely to be loyal to a brand that can offer aseamless online and offline experience. More than two-thirds ofconsumers in the United States, 69 percent in the UnitedKingdom and 77 percent in Brazil said they will only purchaseproducts online if there is a “return” option.

Brands are also more likely to succeed in building loyalty if theyfocus more on creating useful experiences to customers. In fact,86 percent of surveyed Americans and 88 percent Chinese respon-dents prefer brands that are useful over those that are interesting.Consumers, in general, expect to be rewarded for their

loyalty. Ninety-two percent of Brazilians said it’s important forbrands to reward their most loyal customers. Carefully assesshow you are building loyalty to increasingly digital-savvy customers? Are you offering incentives and rewards? How areyou making your business or product truly useful to them,making their lives easier in the process?


MEMBER PROFILE

A vantGard Spamarks its 20thanniversary this year. It wasthe first-ever spa to open in

San Carlos, California, pioneering the ideaof health and wellness in its communitylong before the word “spa” became main-stream. Blanca Caballero, owner and spadirector, has long dreamed of running her

Pioneering the Idea of Wellness


own business and opening aspa since she worked as a young

receptionist at a local hair salon. Finally, in1995, she opened the first and then-onlyspa in town. Before it became a full-service day spa, AvantGard Spa wasinitially a skin-care clinic for five years.“We opened with three estheticians/

massage therapists, including myself,” she

recalls. “Now, we have 45 team membersand two spa locations that are within 100feet. The main spa is our largest locationwhile the second branch is a natural nailspa salon.”

First AdvantageCaballero believes that being the firstspa in the community has given

20YEARS!

AVANTGARD SPA


AvantGard Spa a business advantage.For one, starting without a competitormeans the spa was able to focus ondelivering a truly personalized serviceand was able to establish a long-lastingrelationship with local spa guests. “The community of San Carlos

responded by coming in and referringtheir friends,” she says, recalling thecommunity support despite initiallyhaving to face challenges to secure aSmall Business Administration (SBA)loan to fund the spa’s construction.Now an established name in the

community, AvantGard Spa has earnedmultiple recognitions including beingvoted “Top 10 Favorite Day Spa” bySpafinder Wellness 360 in 2010. Thespa has also been featured in severalmagazines, including DAYSPA

Magazine, for its innovative interiordesign, which includes a six-foothallway waterfall and a glass fireplace.

Global InfluencesIn its early years, the spa’s décor influencewas mainly Romanesque. But Blanca, aninterior design graduate, was later inspiredby her travels to Bali, Indonesia andbrought in Asian influences to the spa’sdesign. “I visited Bali in 2006 and came back

with flower detail ideas that we still usetoday,” Caballero says. “As a welcomingritual, our technicians search for a giftfrom nature from our potted planters tocut and bring to a small tray that is placedon the bed along with a branded ‘thoughtfor today’ card. It’s a small detail that ourguests notice.”

In addition to Balinese influences inthe spa’s design, AvantGard Spa incorpo-rates concepts from other cultures, fromits Japanese-inspired “Zen” room that dis-plays a vintage kimono, traditional art andfloor pillows to Moroccan-inspired“Serenity” skin-care room, decorated withhanging lamps and regional artworks.She also brought in design details that

pay homage to her Mexican roots, such assinks made by local Mexican artisans. “Asa world traveler, my vision is to pullguests away from their daily lives andtransport them during their spa visit,”Caballero says.

On TreatmentsThese cultural influences have alsoimpacted Caballero’s treatment design,especially AvantGard Spa’s signature Spa

MEMBER PROFILE

Rx Apothecary Facial, which uses 45mostly organic products and raw ingredi-ents to target a variety of facialconcerns. The idea, she says, wasinspired after a visit in a 500-year-oldapothecary in Rome where she admiredherbs and bottles used to blend thehealing concoctions.Once a year, Caballero and her team

analyze service sales by category anddetermine which low-selling services mustbe discontinued or rebranded.“Sometimes, it [requires] just a tweak to apopular treatment; other times, it[requires] developing a brand-newservice,” she says. “First, a protocol is

(CONTINUED ON PAGE 20)

MEMBER PROFILE(CONTINUED FROM PAGE 18)

written and the lead therapist performsthe service on a team member to get feed-back.”In terms of treatment demands,

Caballero says she’s seeing more andmore demand for organic-based treat-ments. “I believe a growing number ofguests will seek and appreciate organicproducts. Personalization will continue togrow,” she says.Aside from launching special anniver-

sary service offerings to loyal guests, thespa has successfully introduced a Passportto Wellness Membership Program. “Themonthly membership has [helped toincrease our guests’] frequency of visitswhile they [continue to] experience results

and save money,” she says.Caballero believes that recruiting quali-

fied staff is the first step to goodcustomer service. “We post [job open-ings] on Craigslist or reward teammembers for their referrals. We alwayslook for training opportunities and evenoffer our massage therapists a bodymechanics class,” she says.At the moment, Caballero hopes to

preserve the small-town, family-like feel ofthe business by bringing in her daughter,Jessica, to be part of it. “My daughterJessica is very artistic and joined thefamily business when she was only 16years old. Now, she is our makeup andbrow expert and retail buyer,” she says. �

Spa open date: 1995

Square footage: 6,800

Number of treatment rooms: 11

Number of full-time spa staff: 23

Guest ratio percentage (femalevs. male): 95 percent vs. fivepercent

Signature treatment: Spa RxApothecary Facial

Product lines used: Body Bliss,COOLA Suncare, jane iredale – THESKIN CARE MAKEUP, Kneipp

Contact info:AvantGard Spa1151 Greenwood AveSan Carlos, California 940701.650.591.1498 • avantspa.com

ABOUT THE SPA


MEMBER NEWS

THE SPA SHIFTAnnouncements marking spa industry players on the move.

� Cody Allen Hundley has joined Poway, California’s FITBodywrap as Repair Technician.

� Based in Austin, Texas, Milk + Honey Spa has appointed SusanMichele as Director of Operations.

� Cortney Devlin is now Vice President of Spa at Elemis, located inCoral Gables, Florida.

� Montage Resort & Spa, located in Laguna Beach, has appointedLaura Tuerck as Spa Director.

� Gaylen Brown is now the Director of Spa at New York City’sMandarin Oriental New York.

� Located in Texas, Hyatt Regency Lost Pines Resort & Spa haspromoted Michael Jokovich to Area Vice President and the spa’sGeneral Manager.

� Doreen Patino is now the Director of Sales & Marketing at EilanHotel & Spa located in San Antonio, Texas.

� Dany Brind’Amour has been promoted to Head of Sales ofBABOR’s U.S. Commercial Division.

BY TARA SALAH ELD IN AND SARAH HARMON

GIVING BACKGrandeLASH-MD, located in White Plains, New York, is donating 50 percent of itsGrandeTEALkit sales to T.E.A.L. (Tell Every Amazing Lady About Ovarian Cancer LouisaM. McGregor Ovarian Cancer Foundation). The company hopes to raise US$50,000 by theend of September to go toward finding an accurate ovarian cancer screening test.

NEW ON THE MENUMiraval Resort & Spa has added a new Clarins body treatment to its menu. Themind-and- body Energy Flow – Life in Balance treatment, customizable to theclient’s wellness goals, was created exclusively for the Tucson, Arizona destina-tion spa. Combining Clarins’ scientifically advanced ClarinsPro formulas withthe healing power of touch, the new offering begins with a deep pressure-pointtreatment, followed by a customized body and abdominal treatment. The fin-ishing touch is a body massage using ClarinsPro Pure-Melt Body Butter.

Cody Allen

Gaylen BrownLaura Tuerck Michael Jokovich

Susan Michele Cortney Devlin

Dany Brind’AmourDoreen Patino


BRILLIANT IDEA1. Australia’s Gwinganna Lifestyle Retreat is one of the only Ecotourism-certified spas inAustralia and New Zealand. It works closely with Conservation Partnership Officers andencourages guests to watch out for wildlife during their stay. This year, Gwinganna hasreleased two rehabilitated koalas back into the wild with the help of Wildcare Australia Inc.In recognition of its efforts, the retreat was awarded full registration by the local councilwith Land for Wildlife, a program committed to supporting conservation in the area.

2. Two Bunch Palms Resort & Spa has been named the first carbon-neutral resort in NorthAmerica. Already one of the oldest mineral spa resorts in the country, the resort now hasa US$2 million, 3.5-acre solar farm on its property. Its photovoltaic panels generate enoughenergy to power the entire resort. The project was funded by a clean energy company andthe resort will pay the company the annual equivalent of its 2013 electric bill for the next21 years, during which time 275 million gallons of water and over 13 million pounds ofcarbon emissions will be saved when compared to traditional energy sources.

MEMBER UPDATES1. SpaRitual, located in Van Nuys, California, has relaunched its Slow Beauty blog.With a purpose of presenting colorful and engaging content and guidance on howto live a Slow Beauty lifestyle, it will now feature a monthly Slow Beauty story. TheSlow Beauty movement, philosophy and the blog platform hope to encouragepeople to live wisely and creatively and uncover a deeper understanding of the innerbeauty of women.

2. Located in Akron, Ohio, Thera-Pearl announced the relaunch of its newly renamedwebsite, performancehealthacademy.com. The website offers resources for all inter-connected brands, connecting health-care professionals and consumers toknowledge on exercise, research and techniques related to the products.

3. Florida’s SiSpa at the Marriott Pompano Beach Resort & Spa is offering a new Health& Wellness package and complimentary yoga classes for guests. Encouraging relax-ation and rejuvenation, the Health & Wellness package includes a tropical fruit plateand two bottles of sparkling water upon arrival, a beach umbrella and two loungechairs daily, and a 30 percent discount on all regular-priced spa services.

4. In honor of September to November’s Couples Season, Four Seasons Maui is offer-ing guests its best rates of the year. Among the benefits are waived resort fees andspecial pricing at its spa. Guests who purchase the Experience More package alsoreceive a resort credit to use at the spa and select restaurants in the area.

5. Shankara Ayurveda Spa at the Art of Living Retreat Center, of Boone, NorthCarolina, has released “Ayurveda 101.” The free e-book contains knowledge regard-ing the science of Ayurveda and its modern implications for wellness. Designed toeducate individuals looking to begin an Ayurvedic lifestyle, the book guides readersthrough the process in a simple way, making the practices easy to incorporate intotheir daily routine.

6. Located in Park City, Utah, Montage Deer Valley hosted the inaugural Robb ReportHealth & Wellness Summit. The four-day event, designed to enlighten participantson how to live better and longer, included education sessions and wellness activities.It was attended by top professionals in the fields of medicine, health and fitness. 5

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PULSE:Why is the sharing economy the future of business?Lisa Gansky: In practice, this model represents a rathermassive shift from the idea that valuable goods, services andtalent sitting around unused is acceptable. Now, for many individ-uals and businesses, we are able to grant others access to ourthings. This allows others to benefit from them (their use) and forus to benefit (income and/or contributing to community develop-ment). One of the core tenets of the Mesh or sharing economyis: unused value equals waste.If I own a restaurant, office building or spa for example, the

space we are not using, either daily or when our business isclosed, create another opportunity. Parking lots convert to spacesfor local artisan and farmer markets and fairs. Commercial

According to LISA GANSKY, entrepreneur and author of The

Mesh: Why the Future of Business is Sharing, we live in a society

fueled by a new kind of economy. “The Mesh or the sharing

economy is simply the idea that technology enables us to

easily tap into the power of our being truly connected,”

she explains. “Technology like the Web, social networks,

mobile devices and peer-to-peer apps easily allow us

to locate each other and things. This means that we

can often get what we want or need from another

person rather than from a traditional business.”

In this Conservations, Gansky offers insights on why

the future of business is “sharing” and how the spa industry can

be part of it.

kitchens can be used for “pop-up supper clubs” or benefits forlocal charities. Once we begin to see the “waste” around us fromexcess capacity, we can begin to imagine opportunities for newtypes of customers or community members once that value isunleashed.

P:What could have created this new business model?G: Most of the sharing businesses we have seen arise becausepeople and our things, like our cars, homes, factories and offices,are easily networked. Technology allows us to access rather thanown goods, services and talent. We are easily able to tap intoeach other’s “assets” (i.e., goods, services and talents), to createa more efficient way of both living and working. Examples ofthese include Airbnb, TaskRabbit, Feastly, Lyft, Uber, DogVacay,Yerdle , SocialCar and Spabear.

P: As far as markets and geography is concerned, isthere a specific area or environment where the sharingeconomy is primarily happening?G: No. Remarkably, this is a global movement for which strongexamples exist from Africa to North and South America, and fromEurope to Asia. I began to maintain a global index of sharing com-panies and communities in 2010. It is now tracking nearly 10,000examples in 131 countries.In the industry sector, there are many growing marketplaces in

the travel, transportation, manufacturing, food and financesectors. Of course, beyond those arenas, there continue to benew models and brands emerging daily.

CONVERSATIONS WITH LISA GANSKY BY MAE MAÑACAP-JOHNSON

Personal Side NotesI live the spa lifestyle by: Being joyful, easilyamused and annoyingly curious about life

For inspiration, I turn to: Yoga, dirt and the sea

A staple in my luggage is: Tennis ball (forfoot rolling), ginger tea and a card that says,“Leap and the Net will appear.”

My go-to app is: Twitter

My idea of a must-read is: The Sense ofWonder by Rachel Carson


P: Is there a particular demographic driving the popular-ity of the sharing economy?G: Initially, millennials represented a large group of earlyadopters. However, recent research (since 2012) has shownthat people from young teens through into their 80s are explor-ing life and work styles based on sharing. For many retirees whostill own homes, share-based services allow them to generateincome from their home or do tasks like dog-sitting for othersin their community.

P:What do you see as the biggest hurdle that mayprevent companies from implementing this model intheir business?G: For most existing businesses and brands, the biggest hurdle isblindness to the idea. It’s really quite easy for any type of businessto explore and experiment with new models, markets or partner-ships as a way to turning their “sell it once to one person” modelinto a platform or open model wherein a product or service canbe shared or accessed by many. Real estate is a perfect example. In years past, businesses owned or leased a building, used it

when they needed and left it vacant when business was closed. If20 percent of the space was no longer needed, business ownersthought they were stuck with the space and so costs wouldincrease. Shared models invite collaboration. Vacant retail spacescan be offered via marketplaces like Storefront and office spacescan be provided to services like Breather or turned into a perma-nent co-working space like WeWork where many individuals shareone space through a membership model, similar to joining a gym.

P:Within the spa and hospitality industry, how do youthink the concept of “sharing economy” can be imple-mented?G: That’s a great question. Except for being an “obsessive” spacustomer, I am not an expert in that business. So, at the risk ofbeing presumptuous, I would suggest that there are three areas tolook and explore:1. real estate,2. products,3. specialty equipment.

One of the main things to consider in the shift to sharing isthat the “crowd” is an asset that was virtually untapped in oldbusiness models. This means that people who today don’t workfor you and are not your customer may provide your businesswith enormous value. For example, with respect to real estate, ifyou own and operate a spa today, a significant amount of yourcost is the physical space. If it was possible to “rent” access tospaces when they were unused, would that be of interest? If youcould access other spaces that you don’t own or lease during peak

times rather than lease for peak all the time, would that signifi-cantly change your profits?

P: Can you give a case study of companies or organi-zations successfully implementing “sharing” into theirbusinesses? G: The Waffle House may not seem like a likely candidate for asharing business, but they recently launched an innovative part-nership with a peer-to-peer delivery company called Roadie.Roadie customers as well as its delivery team needed convenientplaces to pick up and drop off packages. The Waffle House has1,750 locations around the U.S. Earlier this year, the two compa-nies announced a partnership. This example gives a good senseof how a traditional business and sharing business can easilycreate a partnership to explore opportunities while driving morevalue, visibility and sales for its current business. �

FACTORS DRIVING THESHARING ECONOMY According to Gansky, there are factors that help set the stage for what ishappening and why the sharing economy model is rapidly growing.

Global urban population “Since 2010 more people reside incities. Cities are dense with people, movement and experiences.This has made ‘sharing’ physically convenient and compelling.”

Technology “Mobile phones with GPS and the Web, sensors anddata make finding each other and things inexpensive and easy. Thispervasive technology has made ‘sharing’ easy, compelling and oftenmore powerful than owning.”

Waste “Waste is expensive. As each of our community membersor business partners allows access to his or her excess capacity(e.g., idle cars, bikes, homes, storage space, factories, teammembers and more), these ‘assets’ become part of an active marketplace.”

Climate change “Climate change has caused us as individualsand businesses to reconsider how we consume and the volume ofwaste that we create.”

Community challenges “People are turning to each other tosolve some of our communities and the world’s biggest challenges.Peer-to-peer connections have created many marketplaces likeEtsy, RelayRides, TransferWise, swapstyle, Prestiamoci and manyothers,” Gansky says. “We are at the very beginning of our ability to rapidly connect and solve practical challenges, together.”

FOR MORE case studies, including linksto research that support the idea of agrowing sharing economy, click here.


egular local guests are the life-blood of many spas. They can provide

invaluable repeat business, keep menus and retail products new and

exciting, and provide valuable (and honest!) feedback on the quality of

results. The more a spa attracts and retains local guests, the more the

quality of its services will be apparent and non-local guests will acknowledge its reputation.

“I love attracting local spa guests because they keep you accountable for results-driven

products and excellent customer service,” says Kate Wind, assistant spa and salon manager

at Spa Mio at The M Resort-Spa-Casino in Henderson, Nevada. “As locals, our guests have

numerous spa locations to choose from, so it is truly a compliment when you retain their

business.”

ATTRACTING AND RETAINING

Local GuestsBY ALEXANDER MENRISKY


Portrait of a Local GuestThe guest ratio between local anddistant visitors can vary greatly amongspas and is subject to many factors,including size, location and spa type. Forexample, a resort spa such as Le Spa atFour Seasons Hotel Marrakech inMorocco relies heavily on the touristtrade. Currently, local guests only makeup approximately five percent of its busi-ness—not unusual at a resort spalocated in an area where tourism is animportant part of the local economy. LeSpa’s spa director, Verena Lasvigne-Fox,hopes to bridge the gap to 30 and 70

percent by 2016 by offering services tai-lored to local taste.“We are working on offering yoga

retreats for locals with a one-night stayat the hotel,” Lasvigne-Fox says. “Littlebreaks like these seem very much intrend. It will give local guests an oppor-tunity on a regular weekend to enjoy a48-hour vacation and feel rejuvenated.”Other spas, such as Spa Mio, see a

much higher percentage of guests fromthe surrounding area and as such, tailortheir menus accordingly.“Local guests loveto do their

research before trying new services andproducts,” Wind says. “They are hungryfor active ingredients and long-termresults.”Jennica Klemann, owner of Spa Daze

in Tucson, Arizona, notes that her localguests are looking for hand-crafted andsustainable ingredients and products. “I’venoticed that trends in my community areleaning toward sustainability and supporting local businesses,” she says.“In response to this, I prefer to shop localfor my own business needs and try to useproducts that are socially conscious.” Herlocal guests have also become more

VERENA LASVIGNE-FOXSpa Director • Four Seasons Hotel Marrakech – Le Spa

Marrakech, Morocco

“With a very competitive local market, we introduced local pricing to be attractive to locals and draw them to our spa.”

JENNICA KLEMANNOwner • Spa DazeTucson, Arizona

“I’ve noticed that trends in my community are leaning toward sustainability and supporting local businesses.”


interested in vegan and plant-based ingredients over animal bioproducts suchas goats’ milk, honey and lanolin. At themoment, more than 50 percent of herguests are local.

Local TastesResults-driven services seem to be themost popular among local guests, manyof whom return frequently for continuedquality treatments and long-term wellnessprograms, as well as try out all the spe-cialty items on a menu. “Because wespecialize in pain management andadvanced stress relief, our more popularservices are the traditional deep-tissuemassage for symptomatic treat-ment and preventive

maintenance, but we also have almostequal preference in the energy work forstress-related issues,” Klemann says.“While most of our clients prefer a stan-dard massage, we try to keep it interestingby creating custom treatments.”At Spa Mio, local guests gravitate to

fast-acting deep-tissue massages and spe-cialty facials. “[These] services are allresults-driven treatments which leave theguest feeling renewed,” Wind says.Massages also remain top sellers acrossthe board at Le Spa, but Lasvigne-Fox hasnoticed an increase in popularity ofNatura Bissé International Facials amonglocals due to its exclusivity at the spa in

Morocco. “Exclusive treatments do

attract,” Lasvigne-Fox says. At the sametime, on the retail side, Le Spa’s localguests seem more interested in lifestylearticles such as clothing and jewelry thancosmetics used in-spa.On the other hand, at Spa Daze, the

top retail purchases among local guestsare products used in treatments. “Ourtop sellers include a creosote balm [origi-nally used by the indigenous people ofour region] that is good for skin condi-tions, but also smells just like a desertmonsoon,” Klemann says. “We alsohave a custom-formulated, all-naturaltopical analgesic for muscle and jointpain.” Travel sizes are even easier to sell,she notes.

KATE WINDAssistant Spa & Salon Manager

Spa Mio at the M Resort-Spa-CasinoHenderson, Nevada

“Retail sales flourish with the right combinationof kowledge-able andfriendly sales staff, testers andstrategicfloor sets.”

“Retail sales flourish with the rightcombination of knowledgeable andfriendly sales staff, testers and strategicfloor sets,” Wind says. “Local guests candrive retail sales with repeat purchases soit’s important to learn how to capture andretain their attention on the sales floor.”To this end, Wind consistently sprucesup the retail space to offer somethingnew. She also notes the opportunity holi-days present to drive impulse purchases.

Targeting Local GuestsFor Lasvigne-Fox, the biggest challenge inattracting local guests is the sheer volumeof competition and creatively investing innew ways to stand out. A related chal-lenge, according to Klemann, is the delugeof emails the average spa-goer receives,which leads many people to discard mar-keting and general communication emailsquickly. “I write my emails personally, infirst person, and choose not to use mass-

generated or pre-produced templates,”Klemann says. “I’ve received many compli-ments from our guests who enjoy readingmy emails because they say the personal-ization makes a difference and they arecurious about what we are doing next.”“As for social media, the challenge is

constantly having to generate a strongreach,” Klemann says. “Getting followersto interact by liking, commenting andsharing is challenging because you needto keep original content fresh. That’s a jobin itself.” For many spas, social mediaplatforms such as Facebook, Instagramand Pinterest continue to be invaluabletools for attracting guests, especially localsto whom spas can reach out on a morepersonal level.Spa Daze offers front-desk incentives

for referrals, re-bookings, check-ins and in-house selfie posts on Facebook, as well asreviews posted on Yelp and other sites.The Facebook “hub” also feeds Twitter

activity, and Klemann uses Instagram andPinterest as an informal outlet and sendspress releases to magazines, in addition tousing the professional networking site,LinkedIn.Spa Mio has seen success with

monthly e-blasts to offer specials andhighlight new treatments, as well as alocal discount that runs all week toencourage repeat visits. Four Seasons alsomakes frequent use of Facebook andTwitter, as well as word-of-mouth market-ing, and has used these strategies tointroduce its “Treatment of the Month” tokeep offerings fresh for locals.“With a very competitive local market,

we introduced local pricing to be attrac-tive to locals and draw them to our spa,”Lasvigne-Fox says. “With the quality ofservices and facilities we offer, our guestssee the value for their money and thishelps to turn almost every local guest intoa loyal spa consumer.” �


Navigating the world of sustainable spa linens is as multi-layered as a fullydressed spa bed. There are many factors to keep in mind for sustainablepurchasing decisions of treatment table sheets, blankets, towels and robes.Luxury spa guests have come to expect a luxurious feel when they lie

down on the treatment table or when they put on a robe. Even the “greenest” of spasmust care for the guest as much as they care for the environment. When researching and procuring spa linens, it is important to consider the total

environmental impact. This should include the material itself, the energy consumptionrequired to maintain the linens in your spa operation, and the life cycle of the linens.

Sustainable MaterialsWhen choosing a material for your spa linens, it is imperative to “look under the hood.”An organic plant-derived fabric might seem like the right solution initially, yet uponcloser examination, requires long drying times, ironing and does not hold up to therigors of spa operations. This can offset the balance of the environmental scale.

Natural FibersNatural fibers include cotton, hemp and bamboo. There are many misnomers aboutthem in an environmental context. For example, commercially grown cotton uses millions of tons of water, and is loaded with pesticides that are among the most toxicchemicals as classified by the United States Environmental Protection Agency. In contrast, organic cotton is grown using methods and materials that have a low impacton the environment. Organic production reduces the use of toxic pesticides and fertilizers and builds biologically diverse agriculture. Unfortunately, organic cotton makes up only a few percent of global cotton production.

Mia Richardson is the CEO of TheComphy Company,a leading providerof luxury linensdeveloped specifi-cally for the spaindustry. For more,visit comphy.com.

Pulse welcomes contributionsfor Voices. Do you have relevant tipsor pressing industry topics or issues to

tackle? Email [email protected] to pitch

an article or share your expert insights.

Implementing aSustainable LinenProgramConsider the Whole Equation

REFERENCES:

1. Global Spa Network Spa Toolkit2. Stanford Office of Sustainability3. PKF Consulting USA

VOICES


Hemp and bamboo are being mar-keted as “eco/green/sustainable fibers.”However, there is much to be learnedabout the real environmental benefits ofusing them. It is not always clear whichtype of bamboo or hemp is used for thesefibers, where it is grown, how it is culti-vated, and how it is harvested. To date,there is no known organic certification forbamboo and the process of producingbamboo fiber can be very polluting.

Synthetic FibersThe most common synthetic fiber in thespa industry is high-performancemicrofiber, designed to withstand therigors of spa operations while providinga soft, lush feel. Synthetic materials cur-rently comprise the majority of theworld’s fabric usage, yet use only onepercent of fossil fuel demand.The default standard at luxury

resorts, microfiber linens are valued bymany spa businesses for their durabilityand lightness in weight, which allowsfor shorter drying cycles. These fabricsare wrinkle-free, so they do not requireironing, thus further reducing environ-mental load.In a study of product distributors and

Green Spa Network (GSN) memberinterviews, microfiber was the onlymaterial to satisfy all six sustainablelinens purchasing considerations (i.e.,fast-drying, durable, anti-bacterial, stain-resistant, absorbent and soft).

Laundry and Life CycleEvery spa manager knows the spa busi-ness is laundry-intensive, and that linensare a “cog in the wheel” of the entireoperation. Energy and water consump-tion, as well as the life cycle of the linens,must be top of mind.

Energy and Water ConsumptionSynthetic sheets made of high-perform-ance microfiber are lighter and fast-dryingthan cotton—consuming less energy thanany alternative. They are also wrinkle-free–meaning, less energy used in poweringadditional pressing equipment. Water consumption considerations

include the use of water in-house or at anoutsourced laundry facility, as well as thewater consumed when producing thefabric. The production of one acre ofcotton requires 25,000 tons of water,whereas production of the same amountof synthetic material requires four tons.

DurabilityThe longer your linens last, the more sus-tainable in the long-term. Durable,sustainable fibers are a natural first choicefor green spa operations. A longer productlife span means lower overall emissionsand less energy consumption over thetotal lifetime of a product. Durability testson hotel textiles show that syntheticfibers outlast cotton. The potential lifes-pan of 50 percent cotton and 50 percentpolyester blend sheets is twice as long as

100 percent cotton sheets. A robe madeout of microfiber was shown to last 1.5times longer than a robe made fully out ofcotton1.

Sustainability and WellnessSustainability and wellness go hand inhand. “Just as personal wellness is abouta long-term living and existence, wellnessand sustainability are linked philosophi-cally and in practice because they havethe natural environment as a commondenominator2.” In the future, “hotels will create unique

experiences centered around wellness3.”An example of this is the StayWell®Rooms at Caesars Palace Las Vegas Hoteland Casino and the JW Marriott Hotels &Resorts’ Spa Suites (read The Business ofFranchise: Following a Formula, page 42).Wellness hotel rooms cater to health-minded individuals, but also to those withenvironmental sensitivities. Bed sheetsmade from high-performance microfiberwere chosen at both Caesars Palace andJW Marriott, based on their luxurious feel,anti-allergen properties and sustainability.Given the whole equation on sustainabil-ity, it is not surprising that microfibers arethe increasingly more common choice. �

SUSTAINABLELINEN TIPS� Review your treatment

protocols to see if they can be reengineered to use lesssheets and towels.

� Make sure you are using high-efficiency dryers.

� Ask your linen supplier forresearch on product life cycles.

� Ask if your linen supplier willtake your retired linens andrecycle (some offer this servicefree of charge).

� Work with community outreach to recycle linens—animal rescue shelters andgroup homes are great placesto start!

Extra long staple (ELS) Cotton

Cotton/Poly blend

Hemp

Microfiber

Bamboo

Bamboo/Organic cotton blend

Bamboo/Microfiber blend

Fast Drying

Anti-bacterialDurable

Stain-resistant SoftAbsorbentMATERIAL

� �

� �

��

��

��

��

� � �

�

�

� �

SOURCE: GLOBAL SPA NETWORK SPA TOOLKIT

Hydrate


SEE + BE SEEN

VENDOR SHOWCASE. At a Live Love Spa event,Phytomer Group Brands met with spa vendors in

Napa Valley, California to demonstrate its MORPHO

DESIGNER Contouring Treatment. In photo are mother-

and-daughter guests Kristin and Laura Garlitos with

Focus on Beauty, and Nicole and Miriam Lytle with

Wolf Mountain Day Spa. Far right are Keila Morris and

Lisa Michaelis of Live Love Spa.

HELLO, WORLD! CND education

ambassadors, distributors and school

partners, and Revlon professional

brand executives gathered in San

Diego, California for the CND-hosted

World Summit. The summit kicked off

with an evening cocktail reception, fol-

lowed by a fashion show. Wrapping up

World Summit, CND honored several

nail professionals, including Heather

Davis for receiving CND North

American Education Ambassador of

the Year for 2015.

WELNESS IN ITALY. [ comfort zone ] joined Global Wellness

Day (GWD) as its sole Italian ambassador. The international skin-care

brand worked in partnership with Technogym, the official wellness

partner of Expo Milano, to provide a relaxing massage to attendees of

the expo that marks the celebration of GWD in Italy.

NO BARRIERS. ISPA Board membersbreak barriers through its No Barriers Summit

climb on Bald Mountain in Park City, Utah. In

photo, from left: ISPA Board member Eric

Stephenson, ISPA member Debra

Koerner, ISPA Board member Blake

Feeney, ISPA President Lynne McNees

and ISPA Chairman Michael Tompkins

celebrate after reaching the top of the

summit (nearly 12,000 feet elevation). No

Barriers helps explorers embark on a quest to

unleash the potential of the human spirit.

Illuminate Brighten Hydrate

Opulence CollectionNEW www.intraceuticals.com


TACTICSGetting Guests to Spend More

Upsell

pselling, the act of encouraging customers to buy more orbetter products, might sometimes be considered retail’sguerilla tactic. In fact, it is something that everyone in retailshould embrace, teach and encourage. After all, thanks to

being asked if they want fries with their burger, upselling is some-thing modern consumers have become very used to.


“Place yourhighest sellerswith yourlowest sellers sothey can work

together as a teamand win recognition.”


Making effective use of upselling tactics is one of the sim-plest yet most effective ways of increasing revenue, while alsogiving spa customers a more fulfilling experience that they willwant to repeat time and time again. Effective upselling requireshaving a plan in place for every step of the spa visit, frombooking to check-out. Most importantly, however, spa staffmembers need to be alert and knowledgeable in order to upsellat every stage of the spa customer experience.“The best way to drive sales on a specific item is to make

sure all of your staff know and love the product you are tryingto promote,” says Jenn Hull, product manager atSpaSoft/Springer-Miller Systems in Markham, Ontario in

Canada. “When spa concierge have had their own positiveexperiences with an item or service, they are more likely to recommend it to guests walking through the door. They will beconfident when explaining the benefits and speaking from personal experience, which will create a bond and trust withguests, and allow them to better promote the full potential ofthe spa and its healing products.”

Upsell AdvantagesHull’s first recommendation is for spas to make use of individ-ual guest history to personalize an upsell—knowing the clientis the key to sales. “We have found that by customizing the

AHMED SANDOBYSpa & Wellness DirectorFour Seasons Cairo First ResidenceCairo, Egypt

TODD HEWITTSenior Spa DirectorFour Seasons Toronto Toronto, Canada

“Upselling and cross-sellingtechniques will be efficientonly if you are adding valueto the customer's experience.”


upsell based on what the guest has purchased in the past, theguest is much more likely to make another purchase,” she says,adding that pairing services is another important tactic. “Whenyou pair services together during the booking process andexplain how they complement each other, the guest is morelikely to add on to their services.”Todd Hewitt, senior spa director at Four Seasons Toronto in

Ontario, Canada, employs numerous upsell strategies, the mostsuccessful of which is to provide a small sample of product duringthe treatment: The spa’s massage therapists add a complimentaryapplication of yoga balm on theneck and shoulder during thedeep-tissue massage, which hasresulted in a 20 percent increasein retail sales for that item.Hewitt’s team has also gen-

erated increased sales throughenhancements, adding to theguest experience withoutincreasing treatment time.“Most spas struggle withgetting massage therapists toupsell, so be sure to includeenhancements that they canparticipate in such as hair and-scalp treatments, anti-puffyeye treatments and hand orfoot treatments,” he says. Healso emphasizes the efficacy ofcoupon services, such asTravelZoo and Groupon, toservice upselling.From a retail perspective, Ahmed Sandoby, spa and wellness

center director at Four Seasons Cairo First Residence in Egypt,has an easier time linking product recommendations to serviceswhen a treatment is high-tier. However, he also encourages hisstaff to make an effort to upsell slow-moving inventory itemsrather than focus on items that already sell quickly. Typically,Sandoby has successfully upsold retail items through promo-tional pricing, point-of-purchase displays and loyalty programs.Sandoby says his upsell tactics differ depending on the

service, but the best upselling opportunities take place duringbooking and the treatment itself. For massages, suggesting aone-hour instead of a 30-minute treatment during booking typ-ically proves effective, and recommending a retail massage oil

during the treatment itself often prompts a bonus buy. Facialservices are similar: Sandoby recommends a premium servicedepending on skin needs during booking and pushes the appli-cable products in the midst of the treatment.It is crucial to remember that upselling can go badly if not

done with the customer’s true needs in mind. Both Sandobyand Hewitt caution that being too pushy without demonstrat-ing value can result in the loss of a sale and, at worst, the lossof a customer. “What’s more annoying than being jumped onby an aggressive salesperson who is trying to sell you products

or treatments?” Sandoby says.“Upselling and cross-sellingtechniques will be efficient onlyif you are adding value to thecustomer’s experience. Use yourbusiness knowledge to ascertainwhat type of customer you aredealing with.”Hewitt also emphasizes the

importance of competition bycreating contests and promo-tions to staff for who can sell themost, a tactic that has greatlyincreased his retail success.“Run competitions as to whocan sell the most per monthwith prizes from within yourhotel or local businesses,” headvises. “Place your highestsellers with your lowest sellersso they can work together as ateam and win recognition.

Paying commission on each enhancement means that thera-pists can actually make more per treatment.”

Staff StrategiesWhen training staff on upselling tactics, Sandoby requires dailybriefings, in addition to regular supplier training, samples andother materials. He especially emphasizes particular skills thatcan increase sales such as making initial contact, letting the cus-tomer decide what is affordable and being specific while offeringa variety of options. A truly good salesperson will be most suc-cessful when he or she can read their customer and knows theproducts well enough to make an informed recommendation.

“We have found that by customizing the upsell basedon what the guest has purchased in the past, theguest is much more likely tomake another purchase.”

JENN HULLProduct ManagerSpaSoft/Springer-MillerSystemsMarkham, Ontario, Canada



“The more you know about your products, the more you willknow about how different products can add value and conven-ience to the product your customer is buying,” Sandoby says. “Agood receptionist or therapist will be able to quickly give cus-tomers a read and tailor their sales technique tothe individual.”Hull agrees, and believes the most common

retail sales failure in spas is lack of productknowledge, especially among new associates.“Sometimes having a cheat sheet just isn’tenough,” she says. “That’s why we alwaysencourage our spas to use the notes on productsand services. Notes are easily accessible duringthe booking process and at point of sale, sousers can quickly access key facts needed toendorse the item.”In order to better educate staff on product specifics, Hewitt

insists on regular, extensive complimentary training from resourcepartners that keeps his customer-facing staff up-to-date on bene-fits and ingredients. He also has them work with each other aspractice. “We track who is the best at selling and get them to offer

tips and pointers to others,” he saysSpaSoft trains its associates regularly to help maximize

revenue. “We train associates to submit appointments one at atime to create opportunities to offer guests additional services

before completing the reservation,” Hull says.“This creates a smooth booking process andencourages the associate to upsell and pairservices together.” A smooth booking processwill drive sales revenue most effectively whenpaired with an associate who can upsell alongthe way.“Ultimately, your staff members are the

engine that drives your business—managersare the road map and fuel but they can’t get thebusiness to where it needs to go without afunctioning team,” Sandoby says. “Making sure

your staff are well-trained in retail and can upsell products andservices is essential to their confidence in dealing with clients andto following through on goals, vision for the business and proce-dures that will ultimately help your staff and you to grow thebusiness in an effective way.” �

UPSELL TACTICS

(CONTINUED FROM PAGE 38)

DURING BOOKING: Four Seasons Torontouses an online booking system that auto-matically asks guests if they wish to add anenhancement to their service. At the Cairolocation, Sandoby recommends that if aclient asks about a treatment, staff alwaysstart with the deluxe option and workdown to a basic one, not vice versa.

DURING CHECK-IN: “Your client hasbooked a basic service. Are you offeringthe chance to upgrade to the full or deluxeservice?” Sandoby makes sure his staffmembers ask themselves this question forevery customer.

IN THE WAITING/RELAXATION AREA:Hewitt finds the health questionnaire an

invaluable upsell resource. “In our healthquestionnaire binder, we offer a listing ofenhancements that are available for eachtreatment,” he says. “Locker attendantspoint these out to guests.” Sandoby addsthat the waiting room is also the bestplace to arrange menus for last-minutebrowsing.

DURING TREATMENT: Therapists shouldalways gently ask if there are any enhance-ments the guest would like to experience.“Keeping conversations professional butfriendly can be a juggling act, but alwaystry to keep in your mind that your endgoal is to increase the clients’ averagespend [while also enhancing their overall

experience],” Sandoby says.

DURING CHECK-OUT: “Always ask guestsif there were any products used duringtheir treatment that they would like to pur-chase,” Hewitt says. This is also the time tomake clients aware of special offers, loyaltyprograms and gift cards, and to direct theconversation during a re-booking.

ONLINE: In addition to upselling duringonline booking, social media is an essentialengagement tool to pitch better servicesor new retail products. “In the age of socialmedia, it’s still so important to rememberto keep connected on a personal level andsell your business even when you’re notworking,” Sandoby says.

Your spa team has the opportunity to upsell services and retail prod-ucts from the moment the guest books their treatment, online orin-house, to the moment he or she walks out the door. Here’s abreakdown of upsell strategies at the major points of the spaupselling experience.

UPSELLSTRATEGIES FROM

START TO END

“Ultimately, yourstaff membersare the enginethat drives yourbusiness...”


Following a FormulaBY MAE MAÑACAP-JOHNSON

There are two sides to a coin—a franchise business is no different. While some may argue that

operating a franchise could mean less freedom and control in intro-

ducing new ideas or operational processes, buying into a franchise,

however, allows access to proven-and-tested formula on how to

succeed in a new market. Buying a franchise also means buying

into a brand, which gives you access to brand recognition, making

it easier to standout against competitors.

Despite its many advantages, the franchise business model is not a

silver bullet when it comes to business success. In fact, hard work

starts from as early as the franchise application stage.

THE

OF


Selecting FranchiseesWith more than a thousand MassageEnvy Spa locations in the U.S., MassageEnvy Franchising, LLC has a highly selec-tive process before granting franchiserights to applicants. “We are selective;therefore, we attract high-quality fran-chisees who are aligned with the cultureof our brand that have made MassageEnvy Spa what it is today,” says JoeLuongo, chief operating officer ofMassage Envy Franchising, LLC, locatedin Scottsdale, Arizona. “We work veryclosely with our regional developersacross the country to make sure we alldeliver on the brand process.”In general, Luongo says they look for

“people with business experience,including sales and marketing, with aminimum net worth of US$500,000 and

US$150,000 in liquid assets.”Additionally, he credits Massage EnvySpa’s success to its franchise ownerswho truly understand the needs of theirspa members and guests, and consis-tently deliver valued services andproducts. Todd Leff, president and CEO of

Hand & Stone Massage and Facial Spa,echoes Luongo’s insights and stressesthat Hand & Stone looks for “experi-enced businesspeople with an interest inthe health and wellness industry.” Hand& Stone – Rockville Centre in New Yorkis one of the company’s more than 200franchise units located in 22 states andin Canada.“A common theme among our

owners is that they want to bring well-ness to their communities. They have to

be committed to achieving our highexpectations of the customer serviceexperience in operating their business,”says Leff.Mitzi Gaskins, vice president & global

brand manager for JW Marriott Hotels &Resorts, one of Marriott International’smany brands, attributes the company’ssuccess in the area of franchising to theMarriott brand’s unwavering commit-ment to “enhance the travel experienceby developing experiences that speak toguests’ passion for well-being.”“Feedback tells us that both current

and potential spa clients are looking fora relaxed environment that is luxurious,yet purposeful and approachable,” saysGaskins. “As a result of our extensiveresearch, in and out of spas, we developed Spa by JW, the reinvention of

JOE LUONGOChief Operating Officer Massage Envy Franchising, LLCScottsdale, Arizona

“Massage Envy Spa's comprehensive training and

support for franchisees is focused on building a

profitable massage business and strong brand identity.”



the typical hotel spa environment. Thisinternational brand-wide concept aimsto demystify the spa experience byallowing guests to spa on their ownterms, providing a new way to look atthe hotel spa.”The first Spa by JW concept was

launched at JW Marriott HoustonDowntown in December last year. Thenew spa concept, according to Gaskins,includes an express spa suite that pro-vides on-demand treatments starting at a12-minute entry point in a custom-heated spa chair massage that featuresembedded scent infusers, noise-cancel-ing technology, mobile phone chargingstations, and many more. As a hotel company of multiple

brands, Marriott International has builtitself as a colossal brand with a strongglobal presence in the hotel industry.Franchising was not a large part ofMarriott’s core business until the 1990s.As of early last year, MarriottInternational has more than 700 fran-chise companies in North America andclose to 100 franchise companiesoutside the U.S.

Common ChallengesAs a franchisee, challenges could ariseearly. Terri Smith, a franchise owner ofThe Woodhouse Day Spas in Carmel,Indiana since 2006, recalled facing budg-etary issues during the spa’s early stages.“From having spent over budget in con-struction and advertising, coupled with amajor road closing and tenants leavingmy center to a down economy, I was ina financial nightmare,” says Smith.Fortunately, she found support in The

Woodhouse Day Spas Founder and CEOJeni Garrett. “Jeni met with me weekly topull back my spending and develop aplan to financial success. Today, we ranktop three in 32 locations and numberone in retail sales,” she says. Smith said the idea of franchising a

business came upon her when she cameacross a magazine feature about TheWoodhouse Day Spas franchise. “Itpiqued my interest,” she says, recallinghow she flew in to San Antonio, Texas aweek later to experience the spa’s serv-

ices for herself. She found the support of a franchise

business model invaluable, from nothaving to worry about the marketingaspect to having access to a design teamthat can assist her when she needs adesign update. Luongo, on his part, sees common

franchise challenges in these threeaspects: people (leading, training andretaining), service (understanding theimportance of customized experience)and technology (leveraging technologyfor efficiency). “Massage Envy Spa’s comprehensive

training and support for franchisees isfocused on building a profitable massagebusiness and strong brand identity,”Luongo says. “Dedicated support teamsprovide classroom and field training,online training and webinars, cus-

TODD LEFFPresident and CEO

Hand & Stone Massage and Facial SpaTrenton, New Jersey

MITZI GASKINSVice President & Global Brand ManagerJW Marriott Hotels & ResortsBethesda, Maryland

“Feedback tells us that both current andpotential spa clients are looking for a relaxed environment that is luxurious, yet purposeful and approachable.”


THE BUSINESS OF FRANCHISE


tomized management software andfinancial administration tools, real estatesite selection assistance, massage thera-pist recruitment support, professionallydesigned local marketing materials andextensive business operations and poli-cies and procedure manuals.”Like Luongo, Leff has seen a recurring

concern in finding the right people.“Recruiting, retaining and training toptalent is always a challenge but we seethis as one of our top priorities as abrand,” he says.

Finding SupportLeff agrees that evaluating the level ofsupport a corporate franchise company isable to provide is very important beforebuying into a franchise business. “Hand& Stone offers support in every phase of afranchisee’s opening and growth. Thatincludes real estate development, leasenegotiation and supervising the construc-tion process. Once the location issecured, franchisees are supported by thetraining and operations team, whichincludes both in-classroom and in-spatraining,” he says. For continued support, their field oper-

ations managers visit the spa every quarterfor a full day to evaluate and coach thefranchisee. “One aspect of our support isour in-house advertising agency thathandles all media development, graphicsand media placement for franchisees on alocal level. This helps our franchisees con-centrate on running their business ratherthan having to try and become marketingexperts,” he says.As for Marriot International, the brand

supports its franchisees by putting a greatdeal of emphasis on service and empow-ering its associates to make a guest staytruly exceptional. “We have extensivetraining for our Spa by JW associates and

they are fully immersed in what Spa byJW concept truly means. Our JW Marriottcorporate team plays a key role in everydetail for each of our Spa by JW—fromthe initial interior design and menu concepts to the opening and implementa-tion,” says Gaskins.Additionally, all JW associates com-

plete an extensive “Symphony of Service”training program. “We have extended ourtraining program with additional seminarson poise and etiquette to all of our prop-erty associates, created in collaborationwith the Joffrey Ballet School in Chicago,”she says.

Smart AdviceWhen considering or operating a fran-chise business, Luongo says it’s essentialto remain present in your business andengage with, not only your members andguests, but also your staff. “It’s important

to create a culture where you fulfill themission of providing a pathway of well-ness, well-being and worth, and to bededicated to improving the lives ofothers,” he says.As for Leff, he emphasizes two things:

a focus on recruiting the right people andhaving a proactive marketing approach.“Franchisees understand that recruitingand training are a 52-week-a-year effortand no matter how satisfied they are withcurrent staff, they should always berecruiting and training,” he says. Ultimately, buying into a franchise is

buying into someone else’s formula.Smith says it’s important to keep this inmind in any franchise business. “Supporttheir visions or don’t buy into it. Whenyou buy a franchise someone else isrunning the show, but it’s important thatyou have a leader who listens to yourideas,” she says. �

The Woodhouse Day Spas franchise spa in Carmel, Indiana.


YOURRETAILSPACE

BY DOROTA WYSOCKA

Visual merchandising is the deliberate design, layout a

nd presentation of a

retail space, as well as the products and services sold in that sp

ace. Many of

us (spa owners and managers) may be intimidated or question the need to

invest effort in this area. We may say: “it’s too complicated,” “I’m not creative,”

or “it probably won’t make any difference anyway.” The basics of visual

mer-

chandising are simple common sense and can be learned by anyone.

Smart Visual Merchandising Ideas

DressingUp


isual merchandising is whattempts the bored customer,waiting for an appointment, tobrowse the products on display inyour reception area. It is whatentices passers-by to enter yourstore. Attracting customer interest and

converting that interest to purchasingactivity will result in the sound of ringing

cash registers and, ultimately, profits.At its highest level, visual merchandising

appeals to the senses in order to elicit an emotionalresponse ideally followed by a purchase decision. Sight,sound, touch, smell and even taste can be influencedthrough the use of lighting, display techniques, ambi-ence choices (music and scent), and even the provisionof refreshing beverages at the reception area.

Spa Retail Space LayoutYour spa retail space should be well-lit and easy to navigate. Make deliberate choices regarding your layoutso that it fits with the available space and desired cus-tomer behavior. Use a sketch of your floor plan toexplore and “feel” options prior to setting up. Draw yourideal display cabinets and mannequins, then “walk”your fingers through the floor plan—sometimes just bytracing along the sketch of the plan, you will be able tovisualize opportunities for improvement. Once you haveset up the actual layout, practice the walk-through your-self to confirm that goods are visible, displays areuncluttered and attractive, and that the flow itself is easyto navigate.

“Give prominenceto your newestproducts and keepyour high-marginproducts at eyelevel in well-lit positions.”


Layout options include:� The racetrack or loop layout leads customers along adesignated path, so they walk past all the available prod-ucts on display. Depending on how much available spaceyou have, feature areas can include display stands, man-nequins or freestanding fixtures. This floor plan must flowwell, with clearly spaced displays, so the customer canenjoy the shopping experience. This layout option workswell for more spacious spa retail areas, where a broadrange of products are displayed.

� The freeform or boutique layout encouragescustomers to browse freely, wandering in anydirection to look at display stands or free-standing fixtures. This layout optionworks well for both larger and smallerretail areas as long as sufficient room isprovided for customers to avoid bumping intodisplays.

� The grid layout is often seen in supermarkets and con-venience stores. Customers walk up and down aislesselecting items. End caps, the displays at the end of eachaisle, give prominent space to promotional items to enticecustomers into an impulse purchase. This layout option isgenerally not preferable for spas or other retailers of luxuryitems.

General Display Techniques and Product PositioningAfter welcoming customers into your space with your enticingwindow display, you may want to use strategic display tech-

niques and product positioning to direct their attention: When displaying products, decide between showcasing

and mass merchandising. Showcasing involves displaying afew samples on the shelves with the remaining stock storedout of sight. This method is convenient when you haveminimal space to work with. Mass merchandising involvesplacing larger amounts of inventory on display, but if notcarefully managed, this can result in a “cluttered” feel. Spacustomers do not expect a supermarket experience; if youdisplay a minimum of six of each available product, this

should be enough. You may also wish to displayfewer of your more expensive items—this cancreate an illusion of scarcity while alsoreducing inventory-holding costs.Improve visibility of featured products.

Give prominence to your newest productsand keep your high-margin products at eye

level in well-lit positions. By rearranging your displaysregularly, you can also work out which products are mostconsistently popular, even if they are not in a prominent position. You may be able to increase the popularity of anoverlooked product simply by highlighting it in the display forone week at a time. Display related products in a logical progression and group

complementary products together. This will encourage cus-tomers to buy “sets” of products. For example, display skincleansers, toners and moisturizers together. Leverage the “rule of three” when displaying products to

create visual movement. The human eye seeks symmetry andbalance, so it will keep moving until it finally rests upon a



symmetrical object or display. When a central item is slightlyhigher than two other objects, the eye will focus on thehighest point and then work downwards. If you place one jarof moisturizer on top of two other jars of moisturizer, makinga pyramid, this display will be more pleasing to the eyethan three jars of moisturizer in a row or stackeddirectly on top of each other. Clearly display prices. If using price stickers,

choose a consistent and convenient position forthe price sticker. Generally, the best position isat the base or the back of the product. Be carefulnot to obscure the ingredients’ information.Dust is the bane of beautiful merchandising—combatting it

should be a priority. The most exotic skin-care products, well-litand displayed become devalued in your customer’s eye by a thinlayering of dust. Your staff should clean regularly and you maywish to consider using glass cabinets to protect your products.

Reception and Retail AreasWith limited space available for uses other than customerrelaxation and treatments, many spas have adjoining or combined reception and retail areas, giving customers waitingfor treatment the opportunity to browse:� Consider whether a centrally placed “island display” and/or well-lit wall displays are appropriate for the layoutof your facility.

� Consider limited seating in the retail area so that customers are more inclined to browse.

� Ensure that décor and ambience match your spa “theme.”If you are promoting peace and tranquillity, you may wish

to consider a décor of soft blues and greens, withgentle background music and a light butpleasant scent. If you are promotingorganic natural skin treatments, you maywish to consider furniture and fittingsmade of eco-friendly materials, such as

bamboo.

Window DisplaysResearch has shown that you have three to seven seconds tomake an impression on potential customers as they walk pastyour window display:� Choose a theme, displaying your best-selling products inthe appropriate context. This will help to grab your customer’s attention and the context will help trigger hisor her purchasing decision. For example, you could workwith the theme of summer time, and create a visual“beach” display that includes towels, flip-flops, sunscreen,hats, after-sun products and tote bags.

� Change your displays regularly to attract regular traffic backinto the store, and also to take advantage of seasonalthemes, such as the holidays.

DRESSING UP YOUR RETAIL SPACE



Merchandising Treatment-Related ProductsFrom facial cleansers to exfoliating creams for the body, treatment-related products are an extension of the spa experience. Visualmerchandising ideas for treatment-related products include:� Group similar products together. You may choose to groupproducts by brand, by treatment type (products for skin carevs. nail products) and/or by intended customer (male vs.female).

� Use color blocking in your display setup or arrange productsaccording to color. Position products with complementarycolors together for a strong visual effect, or create a harmo-nious display by lining colors up according to their place inthe color wheel. The blocks of color will make your displaymore appealing to your customers’ eye.

DRESSING UP YOUR RETAIL SPACE


DOROTA WYSOCKA BRADSHAW at Smart Spa Solutions

(smartspasolutions.com) help spa owners and manage-

ment make better business value decisions and

improve their operations. They assist with setup and

opening of new spas, improvement of existing spa

operations, sourcing and procurement, staff training,

development of systems and operating procedures,

operational audits and other key areas. To connect,

email at [email protected]

� Display shelf talkers. These printed cards describe the features and benefits of the products on display. They helpto differentiate items that are in crowded product categories,providing a visual cue that attracts customers who will thenread the additional information about a specific product.

� Display and clearly label product testers. Testers allow customers to experiment with different brands, textures,smells and shades of cosmetics. Be vigilant—testers shouldlook fresh, testing areas should be kept clean and containersshouldn’t have any spillage.

� Arrange product dispenser pumps so that they turn in onedirection. This also creates visual consistency that is pleasingto your customers’ eye. �

WHAT’S THE BEST way to display merchandising apparel and gift ideas? Click here to read more practical tips onhow to create winning retail displays.


PULSE: In this day and age, how critical is it for busi-nesses to outthink the competition? Krippendorff: Winning against competition has always beencritical. What has changed, and why outthinking the competi-tion is now so essential, is the way in whichsuccessful businesses win. Over the past50 years, competition has been based onwhat I call “beat the competition” strate-gies: locking up resources, locking incustomers, and building economies ofscale. But today, the most successfulcompanies are using a different play-book. They are instead winning byoutthinking the competition: doingthings that competitors could competewith but decide not to. Why did ElonMusk beat car companies in the electriccar race? He did it not by beating thecompetition, but by outthinking them.

P: Sometimes, the challenge when strategic planning is insorting through all the ideas. Can you share some practi-cal exercises or steps that can help businesses assessideas with true innovative potential for their businesses? K: The dilemma is that disruptive ideas must be inconsistentwith some belief that your competitors hold. You need to, asMahatma Gandhi said, let them “ignore you, then laugh atyou” so that by the time they decide to fight you, it’s too late,

ASK THE EXPERT

you’ve already won. Traditional strategy processes are designedto kill off such ideas, the “crazy” ideas, the ones that are incon-sistent with prevailing logic and belief. But there is a way out.Here is what you do.

Take your 50 or so ideas and ask two key questions foreach of them:

� “Is this easy to execute?” � “If we successfully executed it, what would be the impact?”

You sort through all your ideas according tothese two questions and then focus on the ideasthat appear difficult to execute but would have a bigimpact if successfully executed. Your breakthroughidea probably lies among such “crazy” ideas. Mostcompanies throw out such ideas because they seemimpossible. But innovative companies work on them.

P: How exactly do you do that?K: Take a seemingly crazy idea, list the three reasonswhy the idea seems crazy, then for each reason, brain-

storm three ways you can remove that reason or barrier. Forexample, I was working today with a leading consumer elec-tronics firm. They came up with an idea they thought wouldcost too much to develop. They then brainstorm how toremove the “costs too much to develop” barrier. They consid-ered ways to reduce the investment cost, seeking outsideinvestors, and creating a separate business that pursues theidea. Suddenly, the idea did not seem so “crazy” anymore.

CEO of Outthinker LLC, a business and capital

advisory firm, Kaihan Krippendorff leverages the

power of a compelling idea in order to help clients

win by outthinking the competition. A consultant at

Wharton Business School and regular blog contrib-

utor for fastcompany.com, he outlines strategies on

ways to innovate and compete in his book, Outthink

the Competition.

KAIHAN KRIPPENDORFF


P: What are some of the barriers to strategic innovation? K: I am now working on my next book, tentatively titled How toChange the World Without Quitting Your Job: A Playbook forIntrapreneurs. I’m drawn to this topic because I have found busi-nesses lay down unnecessary barriers to strategic innovation. In my research, I have uncovered 52 key barriers but the

most important three are: (1) talent, (2) capital, and (3) accessto customers. If you think about it, businesses are really justways to bring together great talent, investment capital, andaccess to customers to create value. The problem is most busi-nesses are run like the centrally planned economies that theformer USSR abandoned a couple of decades ago. One way toovercome this is by allowing for some experiments. Giveanyone who has a good idea US$5,000, five people, and fiveweeks to test out the idea in the market.

P: When a company is stuck in an innovation rut, what’syour best piece of advice to help them get out of it? K: Burn the platform, drive your organization into a state of dis-content. Like individuals, companies are not willing to considersomething different if they do not first reach the conclusionthat what they are currently doing is not working. When wefacilitate strategy sessions, we always start by having thecompany describe the “mess”: the undesirable but realisticfuture that would occur if we do not find some good innova-tions now. Force your team to conclude that where we areheaded is not acceptable.

P: Often, many businesses find it most challenging tosustain innovation. How can business leaders and entre-preneurs lay down the groundwork to ensure that theirteam is consistently outthinking the competition? K: There are many factors that seem to matter but I believethree matter most. First is to have a constant sense of “we cando better” or of never being satisfied with where things aretoday. The second is having a big, compelling vision or purposethat inspires people to reach and stretch themselves. The thirdis removing the obstacles that prevent people from looking fornew ways to outthink the competition, specifically (a) givingthem time to experiment, (b) ensuring them access to talentand capital when they find a good idea, and (c) celebratingfailure as being an opportunity to learn. If you can put thesethree elements in place, you lay the foundation for continuousinnovation. �

CASE STUDIESEdging Out the Competition According to Krippendorff, Vistaprint and Urban Outfitters are

two of the companies that have successfully edged out the

competition by strategically outthinking them. “Both have

achieved significantly higher revenue growth and profit

margins than their competitors over an extended period of

time. What both have done is introduced a set of strategic

innovations that competitors will choose not to copy,” he says.

URBAN OUTFITTERS: Urban Outfitters allows managers to bring

in artifacts from the outside and use them to shape the interior of

their stores. “They can trust managers to do this because they hire

from design and art schools, rather than business schools.

Traditional competitors like the GAP would and should never

trust their managers to shape store interiors,” he says.

VISTAPRINT: Vistaprint, which started off printing small runs

of business cards for micro-businesses and now prints a large

variety of marketing materials, introduced a number of strategic

innovations. These include changing their printing process by

combining the orders of multiple clients onto one sheet of

paper, not having a direct sales force, and not hiring printing

experts. “The lesson of these companies to any spa is that you

should explore where you can make choices your competition

will not copy across all areas of your business, including (I call

these the “8Ps”) positioning, pricing, placement/distribution,

promotion, processes, physical experience, and people. “

FIVE DISCIPLINES OF STRATEGIC OUTTHINKERS� Mental Time Travel: Strategic outthinkers imagine the future

or travel forward in time to envision what is going to comenext.

� Seeing the Interconnected System: Outthinkers look at theinterconnections of things and, as a result, see a leveragepoint that others don’t see.

� Frame Shifting: Outthinkers shift their perspective on theproblem many more times than others, as a result of whichthey see many more potential solutions than others.

� Adopting a Disruptive Mind-set: This basically means youselect ideas that your customers will love but that competi-tors won’t copy.

� Perception Shaping: Outthinkers are able to sell seeminglycrazy ideas to investors, employees, and partners by shapingother people’s perceptions.


WILL STEIN President • Philip Stein Holding, Inc. • Miami, Florida

SUCCESS STORIESInspiring Tales of Startups, Growth and Overcoming HardshipsBY CHRISTINA BUSWELL

P hilip Stein Holding, Inc. was founded in 2002 byFlorida-based entrepreneurs Will and Rina Stein, whocombined their expertise in timepieces and marketing

to create a unique line of functional watches that use naturalfrequency technology to help promote relaxation, focus, posi-tive mood and sleep. German physicist Winfried Otto Schumann was the first to

propose on the existence of natural electromagnetic waves in1952. Eight years later, German biologist Ruetger Wever showedthrough experiments that the Schumann Resonances can posi-tively influence health, performance and well-being. “The timing was perfect because the boom of alternative med-

icine, yoga and organic food was just starting. All of these werein line with what we had in mind,” says Will Stein.

BeginningsWhen the company was first starting out, watches were onlyused to tell time, as status symbols, or fashion accessories. Thefounders’ biggest challenge was to educate customers on thewell-being benefits offered by their watches. “How do you bringtechnology, which is not known and cannot be visualized, underone umbrella with luxury and well-being? That was our chal-lenge,” Stein says. The Philip Stein Holding, Inc. sold their first watch in August

of 2013. A month later, they received a phone call from OprahWinfrey informing them that she received a Philip Stein watchfrom her good friend Madonna and that she would like to intro-duce the watch in her show “Oprah’s Favorite Things.” “You can imagine what happened after that. Luckily, we were

able to produce enough and on time,” says Stein. From August toDecember of that year, the company sold between 6,000 and7,000 watches. The following year, they went global and soldthree times as many. “Four years after we sold our first watch, wewere selling an estimated 70,000 watches for the year.”

Keys to SuccessStein credits his success to a good working synergy with his wife.

“Even though we do not always agree on things, we usually cometo the best conclusion. Complementing each other was importantin our success,” he says. Another factor contributing to the company’s success is the

fact that they do things in a unique fashion. “When the entireindustry looks to the right, we look to the left,” Stein says. “Howelse can you create a buzz and carve out a niche for yourself insuch a saturated market place such as the watch industry?” He says people working within the company contribute largely

to the success of the business. “We have very dedicated and loyalstaff members. Many of them have been with us for eight to 10years and they see the company as their own.”

Looking AheadThe company goal is to educate more people about the benefitsof their technology. “We want to place watches, bracelets andsleep bracelets on as many wrists as possible, because westrongly believe that this technology can improve the overallquality of life,” he says.In the years to come, Stein plans to continue to expand and

open Philip Stein boutiques because he believes that brick-and-mortar shops are still important despite the rise of e-commerce.“We will put a lot of focus on the sleep bracelet, as this is aperfect entry level product for someone who wants to test a PhilipStein creation,” he says.

“We are looking for other distribution channels as well. Thisis the reason why we exhibit in ISPA. It makes perfect sense toshow our products in a spa setting as spa clients already have themindset of health and well-being,” Stein says. �

Years as an ISPA member: “We just joined ISPA this year.”

Heard about ISPA: Through PR agency Trent & Company, Inc.

Reason for joining ISPA: “Our goal is to enter the spa marketwith our products. We believe that the ISPA Conference & Expocould be a good entry point.”

PERFECT TIMING


ALife!

The life of a spa professional is a continuous cycle of dailyresponsibilities that help make the spa world go round. Pulseasks ISPA members to give us a sneak peek into their dailylives to help us understand the roles they play and the difference they make on a daily basis.in the

As Chief Service Officer ofB.Williams Enterprise, Dr.Bryan Williams spendsmost of his days

training clients on develop-ing excellence in three keyareas: personal, serviceand leadership. Helaunched BWTV, an onlineTV training resource, afterclients asked that he createan easy-to-access tool to helpthem and their team members learn

emails, following up with past andcurrent clients and people interested inmy company services,” he says.� 11 am Answers any phone appoint-ments, attends conference calls orfacilitates a BWTV webinar demo witha potential client.� 2 pm Writes an article of his blogand e-newsletter as well as updatessocial media with new content. “I try toschedule them one day in advance,whenever possible.”

� 4 pm Checks the business mailbox.In terms of daily operations,

Williams says he is always thinking ofnew ideas and innovative ways ofdoing things. “I have to regularlymanage those moments so I don’t losetoo much productivity and momen-tum,” he says.

When it comes to customer service,he has one key advice: “Habitually askyourself, ‘How can I do more than thebare minimum with this customer?’” �

BRYAN WILLIAMSB.Williams Enterprise

Bowie, Maryland

Day BY CHRISTINA BUSWELL

Day-to-Day ChallengesDaily operations:The most challenging part is finding ways to ensure thatphone appointments and BWTV demonstrations begin and end on time.

Module development for BWTV: “It can be challenging to be mindful ofpotential topics that can be used in future BWTV modules. The vast majorityof my content comes from my daily experiences as a customer of other businesses.”

Marketing of services: It’s often a balancing act to respond toemails/voicemails in a timely manner as well as come up with new contentfor blogs and social media.

Customer service: “Working with our e-learning partner to quickly troubleshoot any technical difficulties some BWTV clients may have withtheir computer system (e.g., company firewalls) often takes time.”

and focus on service excellence. “Most companies are not able to fly

me in to work exclusively with theirteam, but now, with BWTV, any sizebusiness can equip their teams to servetheir customers better,” Williams says.“We exist to serve others so they maybetter serve the world.”

Through BWTV, clients are able touse resources like training modulesfeaturing short training videos, discus-sion guides and quizzes in theirpre-shift huddles, departmental meet-ings, employee orientation, and evenduring one-on-one coaching. “We paidvery close attention to what companieshave been asking for, which is short,applicable education that can be usedon a daily basis,” he says.

When not traveling, Williams oftenstarts his day with “daddy duties”,dropping his daughter off to pre-schoolbefore shifting on to work-relatedtasks.� 9 am Reviews his to-do list of prior-ities for the day, which he drafts thenight before. “I do a mix of replying to

FOR MOREabout BWTV, email

[email protected] preview his videos, visitbwenterprise.net/BWTV.

ISPA

FOUNDATION

SEPTEMBER

AUCTION

DONOR

BIDDINGFORGOOD.COM


2015 ISPAOCTOBER 19-21

MANDALAY BAY RESORT & CASINOLAS VEGAS, NEVADA

CONFERENCE & EXPO

ISPA Foundation Auctions

T aking part in the ISPA Foundation Live & Silent Auctions is a great wayto gain additional exposure while supporting the valuable research ini-tiatives of the ISPA Foundation. Donate by Friday, September 18 to be

included in the printed Auction Catalog and have your item bid on by ISPAmembers and the BiddingForGood online community. ONLINE BIDDING ISNOW OPEN! Visit attendISPA.com to browse and bid on the amazing itemsgraciously donated by ISPA members and supporters. Online bidding willclose on Friday, October 16 and highest bids will carry over to the on-site ISPAFoundation Live & Silent Auctions held at the ISPA Conference & Expo. VisitattendISPA.com to donate or bid today!

VISIT ATTENDISPA.COM TO LEARN MORE.

Last Chance to Book atMandalay Bay

M ark your calendar—Friday,September 25 is the last day toreserve a room in the ISPA

room block to receive the best rate!Mandalay Bay Resort & Casino is home toall ISPA Conference & Expo events andoffers dozens of restaurants and shops allwithin walking distance from your hotelroom. Visit attendISPA.com to make yourreservation by September 25 to takeadvantage of being right in the middle ofthe action.

Your ISPA Conference & Expo ResourceAttendISPA.com is the place to go for all up-to-date ISPA Conference & Expo news and information. Choose your educa-tion sessions, map out your Expo plan of attack and select your Relaxation Area treatment of choice all in one place. Wantto get a jump-start on planning? My ISPA Planner will be your go-to tool to ensure all your plans are tracked and recordedso you won’t miss a thing.


2015 ISPA CONFERENCE & EXPOHIGH PROFILE: SPOTLIGHT ON SPEAKERS BY JENNIFER DUCKWORTH

Darlene Fiske

Tom Shay

MarniBeninger

JeffWielgopolan

Merit Gest

Who chiseled that over the door? Meaning, who carvedthat in stone? Anything is possible...find a way to turn impossible into“I’m Possible.”

TED

With a month away from the 2015 ISPA Conference & Expo, let’s turn the spotlight on to this year’s ProfessionalDevelopment Session (PDS) speakers. Which mobile appare they using to help increase their productivity

or build their professional brand? Which book would they recommend as an additional business resource? Read some of their insights and get up close and personal with this year’s expert speakers.

BEST PIECE OF ADVICE GIVEN TO

YOU:

If a task or new jobfrightens you, consider it a challenge—go for it or go outside of yourcomfort zone. That’swhen you truly grow.

TwitterFAVORITEMOBILE

APP:

LOOKINGFORWARD TO SHAREWITH ISPA

CONFERENCEATTENDEES:

MUST-READ BOOK

RECOMMEND-ATION:

Five-Star Global Spa Trends–Delivering Exceptional Service

Public Relations and the Art of Vintage

Networking

Learning to Utilize Your Inventory

The Art of EventPlanning for Spas

Ramp Up New Hires Fast and Keep

Them Forever

Never forget a customer, and never let a customer forget you.

TripCase

We all make mistakes, it is how we handle the hard times thatdefine us.

Hootsuite

Start from the bottomand work your way up.Don’t take a positionwithout the respect ofyour peers.

Expensify

FIRST OF

PARTS

How easy it is to cultivate deeper relationships with people and why trustmatters so much.

How to make moneyselling products in your spa.

How to increase profits and guests’loyalty through events.

Speaking to the spaworld, about the spa world, from theguests’ perspective.

Onboarding done wellfeels to new hires like a great spa treatment feels to guests.

All Marketers Are LiarsBY SETH GODIN

Retail Superstars BY GEORGE WHALIN

Delivering Happiness BY TONY HSIEH

Lessons in Service from Charlie Trotter BY EDMUND LAWLER

Hire Right, Higher ProfitsBY LEE B. SALZ


What makes your brand stand out? Dr. Dennis Gross Skincare is the number oneauthority in peels—and the most skin-savvy women in New York City know it. Sincerevolutionizing the concept of chemical exfoliation in 2000, Dr. Dennis Gross hasremained dedicated to skin care and continues to help countless patients overcomeskin concerns and improve their quality of life every day. Luckily for non-Manhattanresidents, Dr. Dennis Gross Skincare has brought these innovative, patented formulas,and simple, sophisticated skin-care regimens to the spa world—the doctor is in!

What exciting new product or service are you showcasing this year? Dr.Dennis Gross Skincare™ combats neck neglect and dull, lifeless skin with two excitinginnovations. Targeting thinner and structurally different neck skin, Ferulic + RetinolFortifying Neck Emulsion is delivered in an advanced technology to get your neck’sbounce back, instantly achieving supple-looking skin. For clients with sensitive skin,the new Alpha Beta® Ultra Gentle Peel is the key to resurrect radiance, reduce wrinkles,and refine pores—with no downtime or irritation.

Can you share one important tip to help attendees prepare for and

explore the 2015 ISPA Conference & Expo? The ISPA Conference & Expo is anexcellent opportunity to learn more about your favorite brands. Make sure to scheduleappointments in advance to make the best of the day.

Dr. Dennis GrossSkincareRelaxation Area, Tradewinds A

BOOTH NUMBER: 313

DGSKINCARE.COM • 1.888.830.7546

THALGO AmericaRelaxation Area, Tradewinds F

BOOTH NUMBER: 504

THALGOUSA.COM • 1.954.525.9665

What makes your brand stand out? THALGO America has been a pioneer inMarine Beauty for over 50 years and from the outset led the industry with science andmarine research. Socially engaged and respectful of the environment, THALGO hasimplemented an eco-friendly Formulation Charter for the development of its products.THALGO continues to push the boundaries of innovation, providing on-trend treat-ments and products to thalassotherapy centers, spas and resorts in more than 90countries around the world.

What exciting new product or service are you showcasing this year?

Launching fall of 2015, THALGO introduces its M-Ceutic Cosmeceutical skin care withprofessional grade peels. Featuring two patented formulations that target severe imper-fections and irregularities, the new product utilizes a 100 percent pure marineconcentration of essential nutrients. It helps to diminish scars and fades out hyper-pigmentation, resulting in a more youthful and radiant-looking skin. It is available inconcentrates of up to 22.5 percent with a pH level of 2.8.

Can you share one important tip to help attendees prepare for and

explore the 2015 ISPA Conference & Expo? THALGO highly recommends usingthe My ISPA Planner on the ISPA website to plan your time, preview vendors, andschedule your education sessions. Log in and set up your Conference account toschedule meetings and book time with us at THALGO. Enjoy the ISPA Conference &Expo—visit us at booth 504.

2015 ISPA CONFERENCE & EXPOADDITIONAL GOLD SPONSORSAS OF JULY 23, 2015

FOR THE COMPLETE SPONSORS’ LIST, VISITattendISPA.com

CAPITALIZE ON MEDIAOPPORTUNITIES

ISPA NEWS

Access Pulseon the GoAway from your desk and wanting toaccess this month’s Pulse? Not toworry—you can access digital Pulseanywhere by simply visiting pulse.experienceispa.com. With chock-full of stories, clickable links,engaging videos and many more functionalities, digital Pulse is great for the spa professional on the go.

Looking for a story in a past issueof Pulse magazine? ISPA memberscan access the Pulse archives by visiting experienceispa.com/pulse/past-issues.

Email [email protected] withany questions about digital Pulse orthe Pulse archives.

Have you ever noticed how businesses that do well are always in the media? In fact, it isoften the other way around—businesses that are always in the media do well. Makingthe most of media opportunities is a great way to get exposure for your business, expandyour customer base and generate low-cost marketing content.

If you are interested in creating a higher-profile mediapresence for your business, letISPA do some of the work foryou. Fill out the Media LeadsSurvey on the ISPA website and your business will be addedto our list of contacts for ourfriends in the media—wheneverthey need an expert opinion or a source for a story on the spaindustry.

August Snapshot Survey resultsreleased to participants

ISPA office closed in observanceof the U.S. Labor Day holiday

Grandparents Day (U.S.)

Rosh Hashanah begins

September Snapshot Survey openfor participation

Last day to donate to the 2015ISPA Foundation Auctions andhave your donation included inthe printed Auction Catalog

International Peace Day (UN)

Yom Kippur

Last day to complete theSeptember Snapshot Survey

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SEPTEMBER 2015

September is...� National Yoga Month (U.S.)

� International Self-Awareness Month

� Self Improvement Month

� Hispanic Heritage Month

NATIONAL YOGA MONTH (U.S.)

Want to stay in-the-know about developing technologies and other trends in the spa industry? Complete the monthly ISPASnapshot Survey and you’ll receive the full report filled with industry insights. Look out for next month’s survey in your inbox.

Technology in the WorkplaceTechnologies both at home and in the workplace have drastically changed

in the last decade. June’s ISPA Snapshot Survey asked members to share

how technology is shaping their business, what is working for them (and

what isn’t) as well as how they regulate the use of technology by staff and

guests in a spa environment.

What tech-related options are offered by spas? The chart below offers a

glimpse of some of the technological solutions used by spas.

It’s clear that, with all of the available technologies, there’s a fine line

between usage of technologies that can help advance a business and

those that can disrupt a spa environment. The full report contains insight-

ful information that helps keep ISPA members up-to-date with what’s

trending in the spa industry.


Milestones and Key DatesThis year marks the 25th year of the ISPA Conference & Expo.In honor of this special milestone, the ISPA Foundation has expanded its efforts and madesome big announcements.

March 2015: Launch of the Monthly Auction Series featuring a new item each month leadingup to the 2015 ISPA Conference & Expo toraise funds for the ISPA Foundation.

June 2015: For the second year in a row,the ISPA Foundation has awarded the MaryTabacchi Scholarship to two outstanding can-didates, Taylor Toreno from Parkland, Florida,and Anne-Liise Verpson from Raasiku, HarjuCounty, Estonia. The recipients will be pre-sented their certificates during the GeneralSession at the 2015 ISPA Conference & Expo.

August 2015: The sixth volume of the Spa Consumer SnapshotInitiative was released to ISPA members. The research was especiallyexciting as it expanded its reach outside the U.S. to include Australia,Canada and the United Kingdom, providing key insights into the spaconsumers’ behaviors.

October 2015: New to 2015, bidding for the ISPA FoundationSilent Auction will openonline prior to Conferencefor both the spa industryand consumers to bid on.The auction will continueon-site in the Auction Areaon the Expo floor throughthe end of the ISPAFoundation Live Auction onTuesday, October 20.

Taylor Toreno Anne-Liise Verpson

DONATE NOW!September 18 Deadline to have your items included in the Auction Catalog

September 25 Deadline to have your items at ISPA Headquarters

For more information on the ISPA Foundation or to donate items to the ISPAFoundation Live & Silent Auctions, please visit attendISPA.com or email [email protected].

OFFICERS

CHAIRMAN Jeff KohlSpa & Club Ideations

VICE CHAIRMAN Frank PitsikalisResortSuite

DIRECTORSElla StimpsonISPA Vice ChairmanThe Spa at Sea Island

Michael TompkinsISPA ChairmanPALM Health

Lynne McNees ISPA President

MEDICAL ADVISORBrent Bauer, M.D.Mayo Clinic

HONORARY BOARD MEMBERSRuth StrickerThe Marsh, A Center for Balance and Fitness

Deborah SzekelyWELLNESS WARRIOR

The ISPA Foundation wishes to thank the following supporters for their generous contributions:

LUMINARY

Ruth Stricker

BENEFACTOR

Dr. Howard Murad

PATRON

Massage Envy Franchising, LLC

Red Door Spas

FOUNDATION

ISPA FOUNDATIONBOARD OFDIRECTORS

2015

ISPA FOUNDATION


PRODUCT SPOTLIGHT1. Guacamole Ole! FarmHouse Fresh’s new Guac Star Face Mask is an

appetizing at-home facial mask filled with fresh avocado butter and

extracts of green tea, pomegranate, goji berries, coffee beans as well as

sodium PCA to deliver long-lasting hydration to parched skin.

1.888.773.9626 | FARMHOUSEFRESHGOODS.COM

2015 ISPA CONFERENCE & EXPO BOOTH NO: 901

2. High Brow. GrandeLASH-MD introduces GrandeBROW-Tastic Beauty Box

special limited edition for the holiday season. The beauty box includes one

GrandeBROW, a GrandeBROW-FILL and a GrandeTWEEZE (US$15 value).

1.817.835.3010 | GRANDELASHMD.COM


3. Mexican Blend. AgaveSpa Skincare is a result of a unique blend of

Mexican Blue Agave extract known for its restorative properties. The

AgaveSpa Skincare range revitalizes, brightens, softens and restores the

skin polysaccharides, which are responsible for the skin’s natural ability to

hydrate and retain water. 1.305.460.0000 | AGAVESPA.COM


4. Inside Out. Eufora International’s ElixirONE™ infuses hair with

its proprietary Damage Cure Complex™, which works from the inside

out to restore moisture, body and strength without added weight.

1.800.638.3672 | EUFORA.NET

5. Diamonds are Forever. Knesko Skin’s Diamond Radiance Face

Mask intensely nourishes dull skin and under eyes, revealing a

noticeably brighter and more radiant skin. It uses a dynamic blend

of Diamond Powder, which powerfully exfoliates and brightens.

1.800.454.3091 | KNESKOSKIN.COM


6. On Time. Fun, bright and unique, Taki Watches are made from

genuine leather and stainless steel, making them a perfect addition

to any look. 1.612.968.5683 | TAKIWATCHES.COM


7. Nail It. Vegan and hypoallergenic, Dazzle Dry Nail Lacquer comes in six

gel alternative that can dry as hard as rock in five minutes without UV

light. It can last seven to 14 days without chipping, strengthen natural

nails and can be removed with non-acetone polish remover.

1.480.814.8300 | DAZZLEDRY.COM


8. Under the Sea. Casmara’s Ocean Miracle Treatment is infused

with 100 percent natural marine ingredients certified by ECOCERT®.

Ocean Miracle Ionisable Peel-Off Mask comes with active ingredients

that penetrate the skin’s deeper levels. 1.925.736.8226 | CASMARA.COM


9. Home Comfort. H2 Home Collection is pure global luxury blended

with Southern California ease with a focus on attention to detail. H2

Home Collection imports 100 percent Egyptian cotton products and

can supply all your home collection needs—from bed and bath to

special custom orders that range from monogramming to special sizes

for bedding and towels. 1.310.874.8516 | H2HOMECOLLECTION.COM


10. Versatile Style. Hodges Collection is the epitome of California

lifestyle fashion with flowing dresses made from the most luxurious

and softest fabrics. Hodges pieces have the versatility of being worn

casual by day and dressy by night. 1.310.874.8516 | HODGESCOLLECTION.COM


Jazz up your retail area or service

offerings with products that are fresh

and on-trend. We’re putting these

must-see items on your radar.

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ISPA staff members live the lifestyle they preach. Onthis page, the team offers tips and ideas on how towork smart, live healthy and be in the moment. In thisissue, we ask:

“When booking a hotel for a trip,what amenity is most importantto you?”

I’m drawn to a hotel with anin-house spathat offers

extended hoursof service.

I like to keepmyself on trackwith my workoutroutine, so I look

for a fitness center.

Assuming I’mgoing to the beach,I look for a hotelthat affords a

beachfront viewand access.

Lynne McNees • President

[email protected] • 1.859.226.4260

Crystal Ducker • Vice President of Research

& Communications


Katherine Blake • Project Manager


Megan Browning • Marketing Manager


Andrew Dewson • Content Strategist


Jennifer Duckworth • Director of Events


Whitney Elswick • Sales Manager


Sarah Harmon • Customer Experience Manager


Allie Hembree • Public Relations Manager


Kerri Keefer • Director of Exhibitor Relations


Mae Mañacap-Johnson • Editor


Allison Martin • Membership Account Executive


Tara Salah Eldin • Project Coordinator


Samantha Smith • Project Manager


Elyse Vincent • Membership Manager


ISPA STAFF Proudly serving ISPA and the ISPA Foundation

Vision: To be the leader in promoting and

enhancing the well-being of the spa

industry and the people it serves.

Mission: ISPA advances the spa industry by

providing invaluable educational and

networking opportunities, promoting

the value of the spa experience and

speaking as the authoritative voice to

foster professionalism and growth.

Given my need to stay connected,a reliable Wi-Ficonnection isvery important

to me.

I look for ahotel that offersvalet parkingand proximityto where I’m

headed.


blinc inc. 451.877.454.7763blincinc.com

Body Sugaring Australia 31614.005.55833bodysugaringaustralia.com

Chadsworth & Haig 391.800.292.5990candhrobes.com

Chaleur Beauty By Forever YoungIntellectual Property, LLC 411.844.242.5387foreveryoungintellectualproperty.com/chaleur/

Dr. Hauschka’s Skin Care 511.800.247.9907drhauschka.com

Element Eden 541.866.927.5283elementeden.com

Éminence Organic Skin Care IFC, 11.888.747.6342eminenceorganics.com

ESPA International 191.888.705.0102espaskincare.com

EuroSpa Aromatics 201.800.395.6478eurospaaromatics.com

FarmHouse Fresh INSERT1.888.773.9626farmhousefreshgoods.com

GrandeLASH – MD 51.877.835.3010grandelashmd.com

HydraFacial MD – Edge Systems LLC 71.800.603.4996skinhealthforlife.com

HydroPeptide 91.800.932.9873hydropeptide.com

Ingrid Millet Paris, USA 471.615.400.7759ingridmilletusa.com

Intraceuticals 351.562.434.9000intraceuticals.com

jane iredale– THE SKIN CARE MAKEUP BC1.800.762.1132janeiredale.com

Jurlique 111.800.854.1110jurlique.com

Kneipp 651.800.937.4372kneippus.com

Lisa Todd 181.212.354.5524lisatoddnow.com

Mio Skincare 541.888.962.6264mioskincare.com

Nelly De Vuyst 211.800.263.8888derme.ca

PCA Skin IBC1.877.722.7546pcaskin.com

Philip Stein Holding, Inc. 591.855.533.3939philipstein.com

Phytomer Group Brands 24, 251.801.284.8200phytomerusa.com

Pollogen Ltd. 613 5104110pollogen.com

Pure Fiji 551.800.477.4283purefiji.com

ResortSuite 31.866.477.8483resortsuite.com

SpaRitual 14, 151.818.988.2228sparitual.com

Thera-Pearl 531.800.321.2135therapearl.com

AD INDEX

Bold indicates year-round Pulse advertisers and 2015 ISPA Conference & Expo Sponsors.

ISPA would like to thank the following Pulse advertisers for their support of the association:

EDITOR’S NOTE: This includes new members from July 8, 2015 – August 5, 2015. You can access the online member-

ship directory on experienceispa.com.

ISPA WELCOMES

NEW MEMBERS

TO THE ISPA COMMUNITY

RESOURCE PARTNER

Body Sugaring Australia

Chaleur Beauty By Forever YoungIntellectual Property, LLC

Essie

Glyder Apparel

Greenair, Inc

KAPLAN MD Skincare

Le Signature Luxury Skincare

Little Barn Apothecary

Mammagard Operations LLC

Organic Male OM4

Post Time Productions

Privai

Smith & Cult, LLC

The Pure Candle

Triumph and Disaster Ltd

WB Kitchen

SPA

Explore Spa-Le Meridien Istanbul Etiler

Faena Hotel

Grand Velas Riviera Maya

Grand Velas Riviera Nayarit

Hyatt Ziva Puerto Vallarta

JW Marriott Guanacaste Resort & Spa

Luna y Mar Spa

Portland Regency Hotel & Spa

Royal Hideaway Resort & Spa

Sycamore Mineral Springs Resort

The Ritz-Carlton Spa, Westchester

The Skin Spa of NewnanDermatology

The Spa at the Darling

Wind Creek Casino & Hotel - Atmore

SPA UNDER DEVELOPMENT

ORA spa inc.

Sycamore Spa

Team Cherish

EDUCATOR

Eduardo Finci

STUDENT

Sandra Kenny


Like a true community, let's make meaningful connections. Aimed at

helping ISPA members discover each other, share one another's passions

and inspirations, and hopefully kick-start warm introductions among

peers, this section called Social Connections is all about building bridges.

Share your passion with Pulse and see yourself featured in this section.CONNECTIONS

SOCIAL

1. Most used app: Google Maps

2. Favorite travel destination: Lake Powell, Utah

Fitness routine: I train with a personal trainer and work out atCrossFit three to four times a week.

3. Book currently reading: The Field: The Quest for the SecretForce of the Universe by Lynne McTaggart

4. Favorite music artist/band: I have many favorites, and itchanges from month to month. I guess a good fall-back favorite isMorcheeba.

Cause that you support: Homeless shelters, women’s shelters andcancer research

Most important business lesson learned: Never compromise yourethics and standards.

Your idea of a great leader: A great leader thinks big and goes forit but is not caught up by his or her ego looking for attention or praise.A great leader leads by example and is able to inspire others with hisor her passion.

Quote that inspires you daily: “Whether you think you can, or youthink you can’t—you’re right.” – Henry Ford

Personal achievement you’re proudest of: Having a great rela-tionship with my husband and children. It gives me great satisfactionto be a wife and a mother, having balanced work and home life to suc-cessfully raise two great boys into outstanding men.

On top of your bucket list: Travel to all continents—I haven’t madeit yet to Africa or Antarctica. �

CONNECT!

Phytomer Corporation � Phytomer USA � @PhytomerUSA �

LENETTE CASPER � PRESIDENT, PHYTOMER GROUP BRANDS � SALT LAKE CITY, UTAH

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Iseriously love a challenge. Whether it’s exceeding a budget

goal, finishing a work deadline, reading the last page of a

book or completing the final obstacle of an extremely diffi-

cult mud run, it’s rewarding to finish something you’ve

started. There is almost nothing as exciting as feeling that sense of

accomplishment.

I recently experienced that sense of accomplishment with several

members of the ISPA Board of Directors when we teamed up with

No Barriers USA to summit a mountain with the organization’s

founder, Erik Weihenmayer. Erik was the first blind climber in history

to reach the summit of the world’s highest mountain, Mount

Everest. The mission of the organization is to unleash the potential

of the human spirit, which is done by giving individuals with phys-

ical limitations the ability to conquer their dreams.

We have all climbed mountains and pushed ourselves beyond

where we thought we could, but this experience was different—I

had never climbed a mountain with such brave individuals who never equated being

blind, missing limbs or other physical obstacles as limitations but simply as their reality

to conquer. As soon as you get started, you no longer think about it as climbing a

mountain, but simply taking it one step at a time—over and over. After we made it

to the top, Erik, who was leading the climb, stopped us to deliver a short message.

These words stood out to me:

“The nature of mind is like water, if you do not disturb it, it will become clear.”

WOW! It was clear, we all had limitations when we began the climb, it wasn’t

about missing limbs or being bound to a wheelchair—we all have barriers. He went

on to say “Don’t distract yourself from the purpose of life. Think less and just execute.”

Thanks to ISPA Chairman Michael Tompkins and ISPA members Heather Thomson

and Remembrance Staber for giving us the opportunity to experience this. If you would

like to embrace the No Barriers mission, please let us know as ISPA will be participat-

ing again next year in a much bigger way and would love to have you join us. In the

meantime, think about your own barrier. What are you doing to conquer it?

—LYNNE McNEES, ISPA PRESIDENT


FOLLOW ME ON TWITTER!@LynneMcNees

LIKE US ON FACEBOOK!International SPA Association

STYLIN

G & PHOTO

BY EC

HOSTA

RMAKER.COM

ENDNOTES

What’s within you is strongerthan what’s in your way.

CONQUER YOUR BARRIERwith Weihenmayer’s inspiring words. Click here to launch a video of his message to the ISPA Board during their first No Barriers USA summit.

Documents

Pulse Spa Magazine September 2015