MEMBER PERSPECTIVES
evaluating whether it makes sense,” she says. Clark also pointed
out that Monterey Plaza Hotel & Spa’s strong local client base
was great resource to tap into. To gather feedback on new
products, Clark had her therapists “test-drive” products that
were being considered.
At Four Seasons Resort Hualalai, “leadership performs a
SWOT analysis” on its current menu, states Hercik. They look
at the entire menu and evaluate its Strengths and Weakenesses,
as well as Opportunities for growth and Threats to continued
success. For their current refresh, Hercik also pulled sales reports
for the past three years and dug into the data to evaluate “hero
treatments” that could serve as the tentpoles of a new menu.
All three spas cited how a menu overhaul can reinvigorate
staff and help retention, while also serving as a good time to
train for new treatment protocols and relearn the basics.
“When therapists and estheticians do the same services day
after day, it becomes a routine and that excitement goes away,”
says Kosti. Asking staff for input on a new menu makes them
more engaged in the business, which in turn leads to happier
employees. And, according to Kosti, gathering feedback from
staff is critical to retail sales, because staff is excited about the
new products: “Any time we get a new product, we sell the
heck out of it. Our staff is more willing to sell.”
(CONTINUED ON PAgE 26)
“We want to let the guest choose their wellness path
[by customizing treatments], and therapists feed off
of that customization as much as guests do.”
— HEIDI CLARK, Spa Director, Monterey Plaza Hotel & Spa
Monterey Plaza Hotel & Spa’s newest menu hopes to capitalize on
the spa’s incredible location.
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January/February 2019