Pulse January / February 2019 - Page 26

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. 24 PULSE ■ January/February 2019