Internal Positioning Marketing/Pre-selling Strategies Financial Expectations Resort Management Conference Spa Operational Aspects - The Spa at Pinehurst Controlling Costs Balance

Internal Positioning 4 Cylinder Machine Golf, Rooms, Food/Beverage, SPA - The Spa is a profit center. The Marketing value is more important than ever, as Spas help sell rooms. - One challenge Resort Spas must address is to portray a message to the public of competitive pricing without compromising the upscale image of the Resort Spa.

Marketing/Branding Pre-selling Strategies –Capture Resort Guests, yield manage Non-resort business. –Incorporate Spa sales with Room Reservation Sales. –Establish a Spa Group Coordinator

Marketing/Branding Internal Support - Resort’s CFO, Marketing Director, Public Relations department and Advertising Agency must all work together to help the Spa be more marketable and profitable. - Spa Director must be an active participant on the Resort Marketing Committee and/or Executive Committee. Annual Spa Marketing Plan should be created in conjunction with the annual budget.

Financial Expectations Spa Director’s Role 1) Manager - manage people and situations 2) Leader - visionary and long term strategic growth 3) ACCOUNTANT - growth with controlled costs - Establish clear financial goals. Analyze variances daily/weekly/monthly and make adjustments. Share this with staff, they need to know what a win looks like. Celebrate successes as a team. - Maximize revenue potential (RevPAT) (50 minute services vs 60 minute)

Financial Expectations Controlling Costs Any business is only as strong as it’s people and nowhere is this more true than a Spa environment - Hiring professional staff as full-time/part-time, not contract labor. They feel part of a WHOLE and receive benefits. - Product Usage - proportioning

Balance It’s not just about creating the perfect Spa experience, but also creating the perfect balance. That is the balance between the experience and the bottom line.