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

2. 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.

3. 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

4. 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.

5. 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)

6. 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

7. 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.