Montage Laguna Beach offers guests an unparalleled blend of natural beauty and refined comfort.

Montage Laguna Beach, the distinguished flagship property of Montage Hotels & Resorts, epitomizes coastal luxury. Set on a breathtaking bluff overlooking the Pacific Ocean in the heart of Laguna Beach, a vibrant arts community, this resort spans 30 acres of oceanfront, offering guests an unparalleled blend of natural beauty and refined comfort.

In March 2019, Montage Laguna Beach underwent a comprehensive revamp to enhance sustainability, refreshing the lobby, lobby lounge, guestrooms, and amenities without compromising on luxury. The 262-room resort features beachfront accommodation, destination dining, and a wealth of outdoor recreation options, including three pools, beach and water sports, and over 31,000 square feet of versatile indoor and outdoor meeting space.

Turn-of-the-century elegance

Accommodations at Montage Laguna Beach embody turn-of-the-century elegance, with 262 guestrooms, including 59 suites and 37 beach bungalow-style rooms, all offering private balconies with spectacular ocean views.  Distinctive period elements in the unique craftsman-style design, like stone architecture, crown moldings, rich dark wood, copper gutters and a shingle-style roof, pay homage to the area’s rich artistic heritage, dating back to the early 1900s California Arts and Crafts movement.

Dining options include Studio, a signature restaurant offering modern coastal cuisine; The Loft for all-day dining; and Mosaic Bar and Grille, for California-inspired beach fare. The Lobby Lounge provides specialty cocktails and live entertainment, ensuring guests have access to exceptional dining and lounging options throughout their stay. 

Spa Montage

The 20,000-square-foot indoor/outdoor oceanfront Spa Montage is a highlight, offering a comprehensive range of programs and a la carte services. These include herbal and hydrotherapy body treatments and fitness consultation and classes.

The oceanfront facilities feature floor-to-ceiling windows that maximize the breathtaking vistas, and include a full-service beauty salon, an adult-only ocean-facing lap pool, fitness room with state-of-the-art weights and machines, yoga/aerobics studio and spa boutique.

The spa houses 21 treatment rooms, including 12 massage rooms, four facial treatment rooms, two hydrotherapy rooms, and three specialty indoor/outdoor rooms for single or couple’s massages. Each locker room features a relaxation room with fireplace; shower, steam and sauna area; and an outdoor whirlpool and cold plunge.

Stand out spa menu items include these “Elements of Wellness”

CALIFORNIA WILDFLOWER RITUAL 

“Created exclusively for Spa Montage and celebrating our Southern California roots this head-to-toe experience is a bouquet of vibrational technology, heated healing flower poultices and aromatic essences that are the inspiration for this restorative ritual. Beginning with full-body vibrational work, your therapist takes you on a journey that encourages your muscles to release and deep, profound relaxation to begin. After the soothing vibrational work, we then employ a customized massage highlighted with heated herbal poultices comprised of rice, calendula fower, lavender and chamomile. To further enhance your deep state of relaxation, we then wrap you in an Orange Blossom Soufflé and perform a relaxing foot scrub and massage.”

THE FIVE SENSES

“The ultimate spa symphony to delight you with hidden treasures along the way. Extending far beyond the physical, integrating the power of touch, sound, Natura Bisse’s Mindful Touch Virtual Reality, and mindfulness with magnificent skin results. Our exclusive 20th Anniversary treatment is a sensory awakening, providing balance and harmony. Begin with the sounds of a singing bowl, a taste of honey and a relaxing foot bath. Continue to the treatment table where you will don the Natura Bisse Mindful Touch Virtual Reality goggles while our multi-talented artisans incorporate a customized massage followed by a quintessential anti-aging facial leaving you with luminous skin. Conclude the service with sounds of the singing bowl, along with a taste of handcrafted dark chocolate.”

FUSION

“Elevate your wellness to a new level by experiencing the best that spa science and ancient healing wisdom can offer. In this customized body balancing experience, a Montage Therapist selects from a global spectrum of spa therapies and practices to create a unique and comprehensive wellness journey for you. Working together with your therapist, we will develop a treatment ritual to address your specific concerns and wellness goals, using the expert touch and training of our therapists to set you on a path of ultimate well being and renewed vitality.”

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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Global Wellness Institute CEO, Susie Ellis, talks about 2024, trends, and the growing wellness market.

Susie Ellis is the Chair & CEO of the Global Wellness Summit and the non-profit Global Wellness Institute and the former President of Spafinder, Inc. A widely respected leader in the multitrillion-dollar global wellness economy, Ms. Ellis is globally recognized as an advocate for wellness research, prevention and wellness for all. 

She began her career teaching fitness classes at  Southern California’s destination spa, Golden Door, in the 1970s. “It’s a bit unusual that my entire career has been in the spa and then wellness arena,” she says. “There aren’t a lot of people that started in the seventies because there really was no spa industry at that time.” But by the time she got her MBA from the University of California, Los Angeles, and later moved to New York City to take over the presidency of Spafinder, she says “the spa industry had started exploding,” thanks in large part to the number of day spas that were opening up in the early 1990s.  

Ms. Ellis introduced the industry’s first Global Wellness Trends Report in 2004 and the first Global Wellness Economy Monitor in 2014, the first research that provided global market data for every sector of the wellness economy. She is known for identifying and defining new trends such as wellness tourism, wellness real estate and mental wellness–which have since become pillars of the wellness market. She is considered a pioneer, is frequently quoted in major news outlets around the world, is a popular speaker at global events, and sits on a number of academic and industry boards. 

Who better to ask what trends and developments she’s looking forward to in 2024? We asked Susie Ellis about that topic (without spoiling the GWI’s coming Trends Report, of course, which drops late January every year), as well as about how she came to be doing what she is today.

Can you talk about how you and the GWS came to be doing what you are today?

In 2007 we held the first global spa industry event, the Global Spa Summit in New York at the Waldorf Astoria. We modeled the gathering  after the World Economic Forum which I had attended, an invite-only conference with a vision to be more think-tank than trade show. We invited people from all over the world, and had about 170 people attend, and what we realized is that there was no research on the global spa industry; no figures or numbers. 

So, we commissioned the first research study with SRI International (Stanford Research Institute), and it was a huge turning point for the industry. People finally grasped how much was happening in this space all over the world. The following year’s research project was on wellness (which was still a foreign concept to most), spanning everything from fitness to healthy food to a healthier version of travel. We could see that a more holistic version of total wellbeing was beginning to resonate with businesses, consumers, and even governments. So, we became the Global Spa and Wellness Summit, and eventually the Global Wellness Summit. We will hold our 18th annual summit in 2024 at St. Andrews in Scotland. In 2015 we launched the Global Wellness Institute, the nonprofit arm of the Global Wellness Summit, where we house all our research, industry initiatives, and other programs. Between the Summit and the Institute, there are about 18 of us working, many part time: It’s a small but mighty team.

How big is the growth of the global wellness economy?

Wellness is one of the great economic growth stories of the last few years. Our research shows that it has exploded from $3.7 trillion in 2015, to $4.9 trillion in 2019, to $5.6 trillion in 2022 – and we forecast it will hit $8.5 trillion in 2027. It has grown 12% annually since the pandemic year of 2020, as Covid is proving a crucial turning point, with wellness and prevention becoming far more important to consumers. Those are huge numbers, and the world is sitting up and paying attention. Our bubble chart also shows that wellness as an industry is always expanding: for instance, we added mental wellness as a distinct market a few years ago. We will be updating the numbers on the wellness market each year going forward. 

You’re a “trends expert.” Why do you enjoy this topic?

Keeping your finger on the pulse of wellness trends is really keeping your finger on the pulse of major cultural and demographic shifts and it’s a uniquely clear window into what people need and want. We’ve been forecasting trends for a long time. When we introduced forest bathing back in 2015, or the surge in interest in mushrooms in 2018, people thought we were a little crazy. But both took off, and that’s what I find so exciting and interesting: we could see something beginning to bubble up. I enjoy that I get to contribute to the growth of these ideas by putting them out there and helping build momentum.  

What are some of the trends you’re excited about for 2024?

Our top trend for 2023 was “Wellness Comes for the Loneliness Epidemic,” about the surge in wellness spaces, concepts and experiences that bring people together in real life; where social connection is the burning center of the concept. Pre-pandemic, wellness had gotten away from its DNA of sparking human connection, and led with two “lonely” models: a sea of hyper-consumerist “me time” products and “digital wellness” like meditation apps or online fitness. As a culture we have since grasped that loneliness kills and human connection is the lynchpin of physical and mental health. The “more social connection” in wellness and spa will only be a bigger trend in 2024. There is so much going on, from social wellness clubs expanding globally to new social apps that are actually social (creating dinner parties for strangers or bonding apartment dwellers) to more governments fighting loneliness with new social wellness policies. In the spa world, there has been movement ( like more recovery experiences people can do together and more social events), but I think we could do it even better and focus on more creative and curated connected experiences. This is a big opportunity for spas and I believe we will see more unique and successful models in the future.  

Mental wellness has been a massive trend in our industry these last years, and one that’s become more important coming out of the pandemic and with all the stressors in the world. When I started in the industry decades ago, spa was really all about physical health, but mental wellness is now as, if not more, important. This is why we invited the superstar gymnast Simone Biles to our recent Summit in Miami. She was experiencing a mental issue called the “twisties,” a terrifying, dangerous experience where, when you’re twisting in the air, you lose track of where you are. So, she pulled out of the Tokyo Olympics and was widely criticized for it, because people didn’t understand that this was a mental health issue, not some fear about competing. Simone (like a few other star athletes) has become a powerful advocate for mental health and wellness, and with her global megaphone, she has helped lift the stigma, and helped people to really talk about this. We are seeing more mental wellness programming ahead.

Another trend that I don’t see people talking about much yet is new intersections between wellness, sports, and hospitality. This crossover is, in part, being fueled by technology, with more spas (which were just about massage and facials) and wellness centers offering treatments such as cryotherapy, ice baths, hyperbaric chambers, and IVs. A few years ago this was reserved for elite athletes. We will see more sports programming and more sports performance services and facilities move into hospitality wellness.

Sports tourism is also growing fast. This is a trend that is fairly new on the wellness industry’s radar, but it’s exciting because a lot of people are into sports either as athletes or spectators, and hospitality brands can create integrated experiences where they not only “watch” but “do.” 

Finally, we will see only more interest in focusing on longevity, with an emphasis on healthspan rather than lifespan: Not just how many years you live, but how many vibrant and healthy years you live. It’s astounding how quickly the quest to extend healthspan and reverse aging has become the new pillar and obsession in the health and wellness space. The longevity clinic is the new business genre in wellness, and it’s fast dissolving the line between medicine and wellness. 

Biotech startups are working at a mad pace on serious longevity interventions: unriddling the epigenome, reversing cellular senescence, DNA repair therapies, hormone and immune interventions, and how the microbiome and chronic inflammation impact aging. We’re seeing medical-grade hyperbaric oxygen therapy, caloric restriction, cryonic freezing, peptides and exosomes, and functional medicine. And, of course, a renewed interest in low-tech, ancient approaches to longevity, such as the Blue Zones, where natural exercise, healthy eating, a sense of purpose, and strong social bonds are the “magic pills.” With an aging demographic exploding globally, we will just see more momentum in the wellness world for longevity and healthspan. 

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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It’s time to look a the trends and developments that will rock the spa & wellness industry in 2024. 

Among the trends we’re watching are the anti-ageism movement, micro workouts and mini meditations, a surge in companies maximizing revenue through yield management, a continued boom in wellness travel, and a wave of renewed interest in thermal bathing. 

To read more, download:

2024 SPA & WELLNESS TRENDS REPORT A HOSPITALITY HANDBOOK

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It’s time to look a the trends and developments that will rock the spa & wellness industry in 2024. Here’s one in our series and stay tuned for our upcoming guide: 7 SPA & WELLNESS TRENDS FOR 2024: A HOSPITALITY HANDBOOK

Yield management has been in use in the airline and hotel industry for years, but only recently is a wider audience cluing into its potential.

Yield management is the business practice of leveraging data to optimize pricing and capacity utilization based on fluctuating demand and availability. By understanding and capitalizing on the patterns in your data, businesses can boost their revenue potential, approach maximum capacity utilization, and enhance the overall customer experience at your spa and for your hotel or resort’s other ancillary revenue streams. 

This pricing strategy has been in use in the airline industry for decades and many major hotel brands have been using dynamic pricing for several years. But it’s only recently that a wider audience is cluing in to its potential. More and more people are starting to see that it’s not just about adjusting room rates or changing prices based on time of day or year, and that yield can be managed in a variety of ways through a range of applications and applied to spas, activities, amenities, and more. 

Increased revenue by $8 million with an 80% profit

Someone in the know is Suzanne Holbrooke, Marriott’s Senior Corporate Director of Spa Operations, who, more than a decade ago launched a company wide program to incentivize spa front desk staff to offer treatment upgrades like stones, face masks, CBD, and scalp treatments for an additional cost. “This increased revenue by $8 million in 2019 with an 80% profit,” she told us in an interview. “There are many facets to yield management,” she said.

Examples of creative ways to use yield management

Some more granular examples of ways in which companies are managing yield:

Last-minute deals: Offer discounts for unsold capacity as the service date or time approaches to stimulate demand.

Early-bird discounts: Encourage customers to book early by offering lower prices.

Variable capacity: Adjust the available capacity based on demand forecasts, such as having flexible staffing levels.

Categorizing inventory/capacity: For example, airlines divide their seats into various fare classes, releasing them for booking at different times and prices. Similarly, this could work for treatment rooms, service stations, and cabanas.

Utilization % Rate: As your spa or facility fills up your system will automatically adjust prices to a designated yield rule of your choice, allowing you to maximize revenue during these high traffic times.

Blocking inventory: Holding back some capacity to be released closer to the service date, especially when higher prices are anticipated.

Blackout dates: Restricting or not allowing discounts or special offers during peak demand periods.

Package deals: Bundle products or services together at a discounted price, often leading to increased overall sales. 

Book4Time CEO, Roger Sholanki, says, “Revenue and yield management are easier to manage than ever before with the development of powerful data collection tools combined with cross department integrations and intuitive, easy to use tools and interfaces. Our customers are discovering new ways to manage revenue and yield that would have been unthinkable just a few years ago. Book4Time’s reporting dashboards with their wide range of accurate data points allow for better forecasting and help decision makers cut through the noise to find simple solutions in complex numbers.”

This development is redefining how an entire industry views revenue potential and will continue to do so. Business leaders are catching on to the fact that for fixed capacity industries like hotels, airlines, and spas, mastering the art of yield management can spell the difference between mediocre returns and roaring success. 

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

Image by Freepik

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According to a Robert Cialdini’s book, Influence: the psychology of persuasion, raising prices might be a better sales tactic than slashing them. 

In the world of retail and sales, reducing prices is usually the go-to solution for driving customer engagement and moving slow-selling merchandise. However, an intriguing alternative approach challenges this conventional belief: instead of resorting to discounts, consider the possibility of raising prices. Surprisingly, increasing prices can not only bolster revenue but may generate a surge in product sales. 

This is according to a principle discussed in Robert Cialdini’s bestselling book, Influence: the psychology of persuasion. 

Price as a trigger for quality

In the book, Cialdini shares an anecdote about a friend with an Indian jewelry store in Arizona. Cialdini wrote that the story involved an allotment of turquoise jewelry that the woman had been having trouble selling, despite it being peak tourist season and the pieces being “good quality for the prices she was asking.” After trying and failing with some standard tactics like moving the items to a more central display area and asking her sales staff to push them hard, the woman wrote a note to her head salesperson the night before leaving for a buying trip. She hastily scribbled: “Everything in this display case, price × ½,” hoping to offload the pieces, even if at a loss. 

Cialdini explains:

“When she returned a few days later, she was not surprised to find that every article had been sold. She was shocked, though, to discover that, because the employee had read the ‘½’ in her scrawled message as a ‘2,’ the entire allotment had sold out at twice the original price!”

The explanation he gives is fairly simple:

“The customers, mostly well-to-do vacationers with little knowledge of turquoise, were using a standard principle – a stereotype – to guide their buying: ‘expensive = good.’ Thus the vacationers, who wanted ‘good’ jewelry, saw the turquoise pieces as decidedly more valuable and desirable when nothing about them was enhanced but the price. Price alone had become a trigger feature for quality; and a dramatic increase in price alone had led to a dramatic increase in sales.”

Cialdini adds:

“These were people who had been brought up on the rule ‘You get what you pay for’ and who had seen that rule borne out over and over in their lives. Before long, they had translated the rule to mean ‘expensive = good.’ The ‘expensive = good’ stereotype had worked quite well for them in the past, since normally the price of an item increases along with its worth; a higher price typically reflects higher quality. So when they found themselves in the position of wanting good turquoise jewelry without much knowledge of turquoise, they understandably relied on the old standby feature of cost to determine the jewelry’s merits.”

Similarly, as many people are not experts on skincare and product ingredients, they will often accept an expert’s knowledge. This doesn’t mean one should overprice products or gouge customers. It means that rather than discounting a product and thereby decreasing its perceived value, one might be able to move in the opposite direction and increase perceived value.

If you are raising prices on one or a few products, this isn’t something you have to announce, unlike an overall price hike. After all, if people haven’t been paying attention to the products they’re not going to know what they cost or notice a change. 

More things to consider when trying to move unsold merchandise

We can’t guarantee that increasing prices will sell the products, as it depends on many other factors, including what the products are, your customer base, the time of year, and more. But we wanted to bring the idea to your attention. Only you know your customers well enough to decide if such a tactic will work. 

More things to consider when it comes to moving merchandise that isn’t selling include making sure you have really highlighted the benefits of the product and its key ingredients. If there is a particular pain point the product is designed to address –  dry skin, muscle pain, environmental stress – assess whether you’re doing a good job of communicating that. Someone ordered this product because they believed in it. It may be just a question of getting others to see why.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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Don’t get mad. Be nice. Here’s how to handle bad reviews of your hotel, resort or spa.

Online reviews matter. They can make or break your spa or hospitality business.

Research has found that: 

72% of customers use Google reviews to find businesses
94% of consumers have avoided a company because of a bad review
Customers don’t trust companies with lower than 4-star ratings 

Research consistently finds that a vast majority of people will factor online reviews into their purchase decisions – and travelers are no exception. People read reviews before booking a service or place to stay. A 2019 TripAdvisor survey found that 72% of respondents always or frequently read reviews before making a decision on places to stay and eat, or things to do. And the figure was even higher when for accommodation bookings, with four out of five participating travelers (81%) always or frequently reading reviews before booking a place to stay.

You must stay on top of your reviews and your company’s online reputation. We imagine you’re already offering top tier customer service at your spa, hotel, resort, or wellness business. But no matter how hard you work, someone is eventually going to be displeased – and even the best of the best make mistakes.

Here are some strategies for handling bad onlines reviews so that you come out on top.

Respond promptly and professionally

Responding to negative reviews promptly and professionally shows that you are paying attention. One survey shows that more than half of customers expect companies to respond to reviews. And, according to a 2018 Harvard Business Review study titled Replying to Customer Reviews Results in Better Ratings, “When hotels start responding, they receive 12% more reviews and their ratings increase by an average of 0.12 stars (on a 1-to-5 scale). These gains may seem small, but they can have a significant effect on the hotel’s rating, due to how platforms like TripAdvisor round ratings up or down.” Address the customer’s concerns and show that you are taking it seriously. 

Don’t get angry or defensive

It’s important to remain calm and professional when responding to negative reviews. Avoid getting defensive or attacking the customer, as this can make the situation worse and make you look like a jerk. Be gracious, no matter how absurd you might think the person’s complaint. The more gracious you are, the sillier the other person will look if they are not gracious, and so they are likely to be gracious as well. 

Take the conversation offline 

Encourage the customer to contact you directly to discuss the issue further. This can prevent things from escalating and further negative comments from being posted online. If you know who the person is, take it upon yourself to reach out by email or phone. 

Find a solution 

Does the customer have a legitimate complaint? If so, you should acknowledge its legitimacy and attempt to rectify the situation by offering a solution or compensation, such as a discount, or free product, service, or experience. This shows that you take customer service seriously and are willing to make things right. Even if you aren’t convinced the complaint is legitimate, it can help to make a peace offering.

Apologize

You can apologize because you’re sorry the reviewer is not happy without admitting to being at fault, if you feel you were not. A sincere apology can be an effective means of disarming the aggrieved party by forcing the complainant to shift to an attitude of magnanimity in order to maintain their power position. If you are effusive enough in your apology, there is no point in continuing to attack you as it starts to make them look and feel petty.

Collect as many positive reviews as possible

Happy customers are much less likely than unhappy ones to leave reviews without being prompted to do so. And most people won’t leave a review without being asked, while most will reportedly do so if you do ask them. So, ask.

Encourage satisfied customers to leave positive reviews to offset the negative. This will help improve your overall rating and reputation. Also, research shows that businesses with a minimum of 200 reviews generate twice as much revenue as those with fewer. 

Send out customer satisfaction surveys after a guest leaves your spa or property and, if they indicate that they are happy with their experience, promptly request that they leave you a review. Software can help. For example, Book4Time partner Demandforce can send automated review requests via email or text message, after which reviews can be published directly to Google. You can also receive real-time alerts when a review of your business is posted online and generate instant replies. 

Say thank you

Find your gratitude. Even if you have to do it through gritted teeth, thank the customer for their feedback and for sharing their experience. You might also thank them for bringing gaps in your customer experience to your attention and for showing you where you need to improve. 

Learn from the experience 

Use negative reviews as an opportunity to learn and improve your business. Be honest with yourself and your team about potential issues that should be addressed and identify any recurring ones that come up repeatedly in reviews. Take steps to address these issues with training and making sure everyone is aligned. Your brand reputation depends on this. 

Of course, the best way to handle negative online reviews is to avoid them in the first place. Do your best to ensure that your guest experience is exquisite from end to end – and above reproach.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

Image by pressahotkey on Freepik

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Forbes Travel Guide has named its 2023 award winners, which include 21 Five-Star and 19 Four-Star spas.

Forbes Travel Guide (“FTG”) the only independent, global rating system for luxury hotels, restaurants and spas has today released its 2023 Star Awards, which also included its inaugural ocean cruise ratings.

According to the media release, the hotel ratings expanded into new destinations, including Athens, Bodrum, Capri, Copenhagen, Cusco, Cyprus, Oslo, Sicily, Stockholm and Tunis. The 65th annual list features 360 Five-Star, 585 Four-Star and 433 Recommended hotels; 79 Five-Star, 113 Four-Star and 67 Recommended restaurants; and 119 Five-Star and 195 Four-Star spas worldwide.

Nine destinations received their first Five-Star hotel awards: Athens (Four Seasons Astir Palace Hotel Athens); Bodrum (Mandarin Oriental, Bodrum); Capri (J.K. Place Capri); Kuwait (Four Seasons Hotel Kuwait at Burj Alshaya); Lake Como (Mandarin Oriental, Lago di Como); Mallorca (Jumeirah Port Soller Hotel & Spa); Osaka (The Ritz-Carlton, Osaka); Riyadh (Four Seasons Hotel Riyadh at Kingdom Centre; The Ritz-Carlton, Riyadh); and Shenzhen (Mandarin Oriental, Shenzhen).

Macau has replaced London as the city with the most Five-Star hotels in the world, now with 22 top-rated properties. Macau gained five new Five-Star hotels, more than any other destination (Galaxy Hotel, Grand Lisboa Palace Macau, The Karl Lagerfeld, Londoner Court, The Londoner Hotel).

The Maldives added four new Five-Star hotels: JOALI BEING; Patina Maldives, Fari Islands; The Ritz-Carlton Maldives, Fari Islands; Soneva Jani.

The awards also included 26 new Four and Five-Star restaurants.

FTG also announced its first-ever ocean cruise ratings with five ships. The inaugural resorts at sea Star-Rated ships are Celebrity Apex, Celebrity Flora and Celebrity Millennium, Celebrity Edge and Celebrity Summit.

Six destinations picked up their first Five-Star spa accolades: Barbados (The Spa at Sandy Lane), Ireland (The Spa at Ashford Castle), Kuwait (Spa and Wellness Centre at Four Seasons Hotel Kuwait Burj Alshaya), Madrid (The Spa at Four Seasons Hotel Madrid), Mauritius (One&Only Le Saint Géran’s Wellness Spa) and Vancouver (Willow Stream Spa at Fairmont Pacific Rim)

“Travel is in an incredible position for continued growth, as people prioritize authentic, in-person experiences,” said Amanda Frasier, President of Ratings for Forbes Travel Guide, in a statement. “The hotels, ocean cruises, restaurants and spas on our 2023 Star Rating list demonstrate an impressive commitment to creating memorable environments that nurture connection, joy and sense of place as we experience the world to its fullest.”

All in all there are now 21 new Five-Star spas. These are:

Auriga Wellness at Capella Bangkok, Bangkok, Thailand
Crown Spa Sydney, Sydney, Australia
Fairmont Spa Century Plaza Los Angeles, United States (CA)
Iridium Spa at The St. Regis Bahia Beach Resort, Puerto Rico, Puerto Rico
Le Spa Sisley, French Riviera, France
One&Only Le Saint Géran’s Wellness Spa, Mauritius
The Retreat Spa at Okada Manila, Manila, Philippines
Serrano Spa, Los Angeles, United States (CA)
The Spa at Ashford Castle, Ireland
The Spa at Four Seasons Hotel Madrid, Madrid, Spain
The Spa at Grand Lisboa Palace, Macau, China
The Spa at Mandarin Oriental Jumeira Dubai, Dubai, United Arab Emirates
The Spa at Sandy Lane, Barbados
The Spa at The Karl Lagerfeld, Macau, China
The Spa at The St. Regis Toronto, Toronto, Canada (ON)
The Spa at West Hollywood EDITION, Los Angeles, United States (CA)
Spa Alkemia, Los Cabos, Mexico
Spa and Wellness Centre at Four Seasons Hotel Kuwait Burj Alshaya, Kuwait
Spa Palmera, Palm Beach United States (FL)
Waldorf Astoria Spa Las Vegas, Las Vegas, United States (NV)
Willow Stream Spa at Fairmont Pacific Rim, Vancouver, Canada (BC)

And 19 new Four-Star spas. These are:

Awana Spa, Las Vegas, United States (NV)
Esencia Wellness Spa, Los Cabos, Mexico
Fairmont Spa Austin, Austin, United States (TX)
Feel Urban Spa by Live Aqua, San Miguel de Allende, Mexico
ila Only Spa at Lotte New York Palace, New York City, United States (NY)
LUX* ME Spa at Grand Baie, Mauritius
Muluk Spa at Hotel Xcaret Arte, Riviera Maya, Mexico
Muluk Spa at Hotel Xcaret Mexico, Riviera Maya, Mexico
Muluk Spa at La Casa de la Playa, Riviera Maya, Mexico
Raffles Spa, Singapore
Thermal Spring Spa, Kyoto, Japan
Sky Club, Hong Kong, China
The Spa at Four Seasons Resort Mauritius at Anahita, Mauritius
The Spa at The Maybourne Beverly Hills, Los Angeles, United States (CA)
Spa La Mer at Les Airelles, The Alps, France
Spa Montage Healdsburg, Sonoma, United States (CA)
Talise Spa at Jumeirah Messilah Beach Hotel & Spa, Kuwait Kuwait
Tenaya Stone Spa, Orange County United States (CA)
Tierra Luna Spa, Phoenix United States (AZ)

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Directors of 5-Star spas share what sets them apart from the rest. Learn the secrets of 5-Star spa directors.

As we gear up to head into a new year, luxury hotels and spas around the world will be working towards landing a coveted Forbes 5-Star award rating. 

With this in mind we collected insights from the directors of Five-Star rated spas on what sets their spas apart from the rest and what makes a great guest experience and a great leader in spa and wellness. 

What sets your spa apart from the rest?

A concept, an identity and a soul, a 5-Star level of commitment, and making memorable moments. 

VERENA LASVIGNE FOX, Senior Spa Director, Four Seasons Hotel Philadelphia at Comcast Center 

Detail and consistency. It was important that we distinguish our spa and give it a concept, an identity, and a soul. Our spa is a crystal concept. This theme made sense to me because we are in the Comcast Technology Center, which is one of the tallest buildings in the United States and a technology building, and there is a relationship between technology and crystals.

We have seven treatment rooms named after seven crystals, which are also connected to seven chakras. Each room has a singing bowl infused with the crystals associated with that room, and there are 700 lbs of crystals that you can’t see, walled up inside the walls, providing positive vibes and energies. There are crystals throughout the spa and we work with crystal infused oils. We have a crystal massage, and at the end of the treatment, the guests get a crystal to take home.

AMANDA RAICH, Director of La Prairie Spa Waldorf Astoria Beverly Hills

Our mindset is the most important. We had a goal of becoming a Forbes 5-Star spa before we even opened. Everyone that was hired from that point on had to embrace that level of commitment. We have been relentless in our drive and passion to be consistently delivering 5-Star service. In addition to heavily investing in training with Forbes, we hold our staff to our own internal annual recertification. Delivering on this promise to our team and guests is a top priority that is made possible by the hotel and owners. Waldorf Astoria Beverly Hills’ La Prairie Spa is Hilton’s first Forbes 5-Star spa in the Americas, which is a huge accomplishment for the brand. From our skincare partnership with La Prairie, to the additional wellness services and spa amenities, we are proud to offer the finest of luxury. Serving as a testament to this, the spa is outfitted with Dyson hair dryers, Audemars Piguet clocks, and other internationally renowned luxury brands.  

DAISY TEPPER, Spa Director at The Post Oak Hotel at Uptown Houston

Visually it’s beautiful, but the biggest thing is the attention to detail. We make sure every little thing is thought of. From the moment we welcome the guest we’re watching for little things we can do.

A guest commented on how much they loved the little peanut butter spheres we offer, so the attendant got a little box, packaged them beautifully with a ribbon, and gave it to the front desk so they had it when they checked out. We had a mother and daughter come in who hadn’t seen each other for a while and came to spend time together. We took a picture of them, put it in a frame with a ribbon, and left it at the desk as a gift. It’s the little things that we do for the guest that they don’t expect and that make people walk away and say ““Wow. This is something I will always remember.”

I make sure to discuss and challenge the team daily. I ask the question “tell me about how you went above and beyond for a guest today?” 

What makes an excellent guest experience?

Empathy, personal connection, and knowing your employees experience reflects your guest experience.

Carlos Calvo Rodríguez, Senior Spa Director, Four Seasons Hotel Toronto

Empathy and the clear communication we have with our guests are a big part of the guest experience. When a guest comes to our spa, we look for a way to connect personally and emotionally, to make their time with us memorable. We make them feel so comfortable that they open up to us so we can anticipate their needs. 

TAFFRYN ELLIS, Senior Spa Director at Four Seasons London Park Lane

A great experience lies in connecting from the heart. Engagement needs to be caring, authentic, and sincere and not some drummed up rhetoric, which impacts all aspects of enjoyment from the experience.

Whilst the physical environment plays a great part in the sensorial experience, the human element is the major player and what drives the end result. Another very important aspect is the power of listening and then delivering that into service.

VERENA LASVIGNE FOX: It’s about the team. I’m honored to work with great professionals that understand what we’re doing here. Going through the greatest school, which was the George V in Paris, allowed me to develop a vision for a level of guest experience that is, by coincidence, at the Forbes 5-Star level. We were not trying for it and I think this is a very important point. We just have a natural belief in what we want to achieve and what we want to provide as a guest experience to our guests, and it’s a validation of that.

Also, at Four Seasons, the employee experience is as important as the guest experience. I say I’m very honored to work for such a team, but I’m tailoring a team that then is able to provide what is needed to be able to obtain such a recognition as Forbes 5 Star.

What does it take to be a great leader in spa and wellness?

Leading by example with passion and authenticity.

Taffryn Ellis: You need to be passionate about spa and wellness on all personal levels and live that out day by day with your team and your guests. If I don’t take care of myself, how can I take care of others? So, I am always practicing and researching healthy lifestyle principles and rolling those out in my workplace to lead my team and my guests, but I also do this in my home and with my family – so what my family receives from me, so do my team and guests

Being authentic and genuinely myself so that others feel comfortable to be themselves too, no matter what they are going through. Ditch the small talk and be honest and caring – less words and more actions, like hugs and smiles and making people laugh. I love to make people laugh.

CARLOS CALVO RODRIGUEZ:  There are two essential things to consider, one being continuing education; as this is an evolving industry and significant changes are to come, we must update our knowledge and expand the reach beyond what we know spa and wellness are currently. 

And secondly, be hands-on, be on the field with the team, understand what they go through daily, do the work and bond with them. See the operations from their eyes so you can guide them to excel and to the next level. 

AMANDA RAICH: Passion, emotional intelligence, versatility, surrounding myself with the right team and a strong financial understanding. I could have been up with a sick child or helping another with a school project they left to the last minute, but I come into work, have a second coffee and prioritize the spa from that point forward. 

I check my appointments, calendar, and to-do list which is organized into different sections:  Finance, Engineering, Orders, Monthly goals etc., so I know what the area of focus will be. I walk the spa every morning and love that alone time before everyone gets in to ground myself and feel a renewed sense of pride. Also not to take myself too seriously at the end of the day; I go home to my children, get kisses, cuddles, hear about their day and we start all over again the next day. 

DAISY TEPPER: Caring for your team and being there. Leading by example is a big thing. Treating them with the utmost respect is very important to me. The way I see it, they’re my internal guests, and if I take care of them, they will take care of the other guests. The bread and butter comes from these people. If you treat people well, they will go above and beyond.

VERENA LASVIGNE-FOX: It’s critical to lead by example. It’s important to listen to your team. We need to communicate effectively. My door is always open if somebody has a problem, and if there are challenges, we fix them and we find solutions. My team knows that I’m very much about celebration and very much about sharing positivity around us. They know that we are better off when we are focused on the positive things in life. I think a great leader is also someone who has a vision and who actively looks for ways to differentiate ourselves from the competition. I feel very honored to be able to serve a team, and I think this is how they feel about me as well, that I’m there for them and that I inspire and motivate them on a daily basis and help them to grow. 

Does technology play a big role at your spa these days?

Absolutely! From online booking to express check in and out, this is part of the experience. 

AMANDA RAICH: Yes and No; we have a six-in-one facial machine that looks like a robot, we have online booking, we have QR codes for press readers in the lounges, and our room lighting, curtains, and music that are all controlled by iPads in the treatment rooms. However, we haven’t gone down the route of extreme high-tech, such as no-touch wellness therapies. We are still very hands-on and consider ourselves a healing spa. Not to say there isn’t a space for those but coming out of the pandemic our guests still want connection and touch.

DAISY TEPPER: Technology does play a part, however I don’t want technology to take over what we truly are about. Spa to me is nurturing, caring, and healing, mainly through touch, which people want even more these days. I don’t believe in touchless therapy nor do I plan on taking that direction in the near future.  

What I do like and know to have improved operations are online booking, which takes the pressure off of the call volume, and text message confirmations. Both of these save on time and labor. Intake forms are a huge plus, saving time and paper, and keeping guest information confidential safely under their profile. And in-room technology, like an iPad set up with music selections, temperature, and bluetooth options are a wonderful enhancement to our rooms.

TAFFRYN ELLIS: Absolutely! From online booking to express check in and out, this is part of the experience. But I do require some digital detox for the guests and also for the team and myself! I try to encourage no cell phones in the spa and for me and the team – when we get home – switch off!

CARLOS CALVO RODRIGUEZ: We have seen an increase in demand for solutions and services that require technology, from digital consultations to touchless check outs and equipment that provides faster results and supports health and wellness. Technology is here to stay, but our industry’s essence is that human connection will remain much needed.

VERENA LASVIGNE-FOX: Yes, in different aspects, technology plays a role – front and back of the house. Online booking has taken a strong push over the last years, especially since the pandemic. Guests love to use technology, and we have reached a 98% completion rate of the guest intake digitally before the guest even gets to the Spa, which makes the guest experience so much more enjoyable when they arrive at the Spa. Another aspect is using technology to inventory and keep accurate track of what is in stock or what needs to be ordered—looking at the treatments where technology through the use of devices can complement the experience and provide enhanced results for our guests. At the same time, I believe that the human touch cannot be replaced.

Spa Executive is published by Book4Time, the leading cloud-based spa management software for the world’s top hotels and resorts, used by more Forbes 5-Star rated spas than any other vendor. Learn more at book4time.com .

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Four Seasons’ Senior Spa Director, Middle East and Africa, Christelle Besnier, talks about her spas and the habits of effective spa directors.

Christelle Besnier is the Senior Spa Director, Middle East and Africa, for Four Seasons Hotels. With a passion for setting the standard across Abu Dhabi and Dubai for wellness, Ms. Besnier’s goal is “to perfect the entire guest experience from end to end.”

Her career started with a specialized tourism agency in Cannes, through which she was introduced to hospitality at the Hotel Metropole where she moved to work in sales and marketing and moved up the ranks through the executive office, working on special projects and guest relations. Ms. Besnier says, “When the project of the spa came along, with ESPA at that time, I wanted to be a part of it. I didn’t even know what spa was and I was very excited about it. So, I worked on the pre-opening of the Metropole Spa, Monte Carlo.”

She then opened the Guerlain spa at Hotel du Palais in Biarritz and worked as an international trainer for Caudalie Cosmetics before returning to the hospitality industry (“I missed hospitality and being a part of a team,” she says), taking on the roles of Assistant Manager, then Spa Manager, and finally Spa Director at the Hotel George V in Paris. She later left to open the spa at the Four Seasons Abu Dhabi, moving her family and twin girls (now 10 years old) with her.

Ms. Besnier is now in Dubai overseeing a collection of three spas in the United Arab Emirates: the Pearl Spa and Wellness Jumeirah, The Pearl Spa and Wellness DIFC, and the Pearl Spa and Wellness Abu Dhabi, while also doing regional duties overlooking all Saudi and Beirut projects.

We connected with Christelle Besnier to talk about Four Seasons spas in the Middle East and what makes a great guest experience and effective spa director.

Can you talk about the three spas you oversee for Four Seasons in the UAE?

They are amazing. With this collection, we are celebrating the identity of each spa. So, Abu Dhabi, which I consider my baby, because I opened it, is a city hotel. It’s a two-floor spa with eight treatment rooms, a beautiful relaxation area, wet facilities, and a big fitness center. That spa is more traditional. You feel the culture of the Middle East.

We have signature oils with special scents that are blended and  sourced locally. In Abu Dhabi, we have za’atar, white fig, and white tea. It’s very warm. You really feel the Middle East when you have your massage. In DIFC  we have myrrh and black tea, so it’s very warming as well, amazing for the muscle tension, and it represents the bustle of Dubai because that spa is nestled inside DIFC, so it’s full of business traffic, and when you come to the spa, you have an amazing feeling of relaxation. That spa is very small, with only five treatment rooms, no steam room, no sauna, but there is access to an outdoor glass pool and jacuzzi that overlook the Dubai skyline. The resort at Jumeirah is bigger, with 10 treatment rooms, including a double couples suite, an indoor pool, relaxation rooms, outdoor area, fitness center, and tennis court. The signature oil there is more resort-y. We are surrounded by beautiful frangipani, so our scent is frangipani, lavender, and neroli, promoting relaxation and disconnection.

The brand’s mantra is centered in wellness that connects, balances and inspires fulfillment and self-love. The spas all offer signature treatments and rituals that are common between them and a range of experiences that are unique to each location. 

What makes a great guest experience? 

The great guest experience for us is to be understood. It starts with the reservation team being on hand to fill the needs of the guest, flowing down through the spa professionals to take note of their needs and requests. We have a lot of regular guests that we know well. We know their preferences and can anticipate their needs, their preferred therapist, treatment, techniques, the setup of the room. Obviously we need to go the extra mile to satisfy the guests. Whenever there is an opportunity for us, to pay extra attention and do something that they are not expecting and that makes sense for their experience, we encourage the team to do so. It can be a farewell gift, a little card in the treatment room, a healthy beverage to celebrate a special occasion. We have many stories like this.

What are some habits of effective spa directors or leaders in spa and wellness? 

An effective leader in spa and wellness should be a listener and multitasker. These would be the two main words I would use. Spa professionals are not in the same culture as F&B or room professionals. You need to have extra attention and extra care and be able to understand people even when they’re not talking. Leaders need to listen to their teams and be role models. I’m a very hands-on spa director. I think it’s important that the team be inspired by your actions

And multitasking, because being a spa director is doing everything. I’m doing finance, I’m hiring, I’m doing marketing, I’m doing guest relations, purchasing, negotiating with suppliers… I have to be creative because I’m looking for new ways to build new products and new treatments. The days are not long enough but I love it.

What’s your favorite thing about your job?

I think you feel the passion when I’m talking about it, and I think my favorite thing is when I see and hear amazing feedback from the team or from a guest. And then I am sharing that with the team. And when I see the pride in their eyes and their smile, I’m happy because it’s teamwork. To see the team super proud of themselves makes me very happy. This is what I missed when I left hospitality, and this is why I am still here so many years after.

What are you excited about?

I’m excited about Four Seasons because we have a new VP of wellness, Michael Newcombe. And also because post Covid, we see that wellness is so recognizable everywhere, like wellness at work. Everyone wants to start their fitness goals again. The development of wellness programs is to me quite important. I hope to see a new reality after Covid that some behaviors will change. I am really looking forward to see how the near future will translate wellness and how we will be the artisans of wellbeing and living well.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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Toxicity results in low productivity, low morale, and high absenteeism, and can cost a company dearly. Here’s how to manage a toxic employee in your spa.

Detox your work environment

Is your spa work environment being poisoned by a toxic employee?

Signs of a toxic work environment include drama, infighting, low morale, and tensions among employees. Toxicity also results in low productivity and high absenteeism, and can cost a company dearly.

A spa’s business in particular can suffer from a toxic environment because a spa environment is expected to be a calming and nurturing atmosphere. Customers can sense negativity and will respond accordingly, maybe by taking their business elsewhere.

There can be several causes of a toxic work environment, including broken communication lines and an unhealthy management style. But sometimes, that toxicity is coming from one person. If that’s the case, you’re going to have to address it.

Signs of a toxic employee in your spa

A toxic employee may display one or several of the following behaviors…

Doesn’t listen or follow the rules – Toxic employees might not listen to you or anyone else because they think they know best. They might do their own thing, despite company rules and guidelines, because they believe their way is better. A disregard and disrespect for authority is not something you need in your workplace.

Gossips – Gossip will poison any atmosphere and should be discouraged in all circumstances. An employee who gossips is always going to cause problems. Toxic employees may thrive on talking about people behind their backs and creating an “us against them” atmosphere.

Causes tension and drama – If it feels like tensions tend to mount and fall on a regular basis, look to see if there is a common denominator. If the tension is around one person whenever they are present, that’s a potentially toxic employee. People who enjoy drama for drama’s sake are a problem in a workplace.

Refuses to take responsibility – When things go wrong, a toxic employee might be quick to blame someone else or make excuses. The ability to take responsibility is a key trait in a desirable employee.

Says “that’s not my job” – In a successful business of any type, everyone works together to do what needs to be done. People who refuse to do anything extra or outside of their scope of work because it’s “not their job” –  take phone calls, clean up a mess they didn’t make, or update social media, for example – don’t fit into this scenario, are not assets to your team, and may be toxic employees.

Has an overall negative attitude – Life isn’t all sunshine and rainbows and sometimes you need a good grousing session. But people who complain constantly and are always in a negative state will poison the atmosphere, which is the very definition of toxicity.

Isn’t asked for by customers – Spa guests often choose a favorite service provider and will request that person specifically. If nobody is requesting a specific employee, there may be a reason for that and that person may be causing problems for your business.

There are other signs of a toxic employee and you probably will be able to spot one when you see one. But what can you do about it?

How to manage a toxic employee

Have a conversation. Open communication is imperative. Take the employee aside and ask whether they are unhappy at work and why. Explain why you are asking without being accusatory and point out the behavior(s) that are cause for concern. Sometimes people simply have no idea how they are coming across and impacting others. There may be a reason for the behavior that can be addressed. Or, if they are unaware of how they are behaving, you may be able to help them address that too. Be supportive above all things.

Make it about the behavior and not about the person. Make it clear that this issue is not with the person but what they are doing and that this is something they can change. Be specific in how you address the behavior and keep that separate from the individual. If you can help the employee to not take things personally, you will have better chances of rectifying the situation

Offer feedback and the opportunity to change. As this Harvard Business Review article suggests, “Give concrete, specific feedback and offer the opportunity to change.” Once you have identified the problem areas you can come up with a plan to change things. Set a timeline and actionable goals, like better relationships with team members and a specific number of client requests. Have regular check-ins to make sure things are progressing.

Be prepared to take responsibility yourself. There might be a very good reason for what’s happening and you might be contributing to the problem. If the employee feels unsupported or is lacking resources, for example, this may be a situation to which you have contributed. There may be something you need to address about your management or communication style, or something else you have to work on, and you have to be willing to do so.

Document everything. Even when you’re working towards fixing things, it’s important to document everything in case you ultimately have to let the person go. Keep track of the behavior, its impact, and your response, so that if you are called upon to justify a decision to fire the toxic employee, you can do so.

Know when to let them go. You want to avoid firing people for a few reasons. These include wanting to make things work for the business and for the employee, and the cost of replacing them. But sometimes you have to know when to say goodbye. If you have tried supporting the employee and offering the opportunity to change, and it’s not happening over the set time period, the time may have come to say goodbye.

Stop a toxic work culture from developing in the first place by making sure employees are supported and that they feel heard. Avoid hiring a problematic employee by not rushing the hiring process or taking shortcuts. Watch for signs of a toxic personality like high levels of self regard, overconfidence, and blaming others for their problems, like saying they left their previous job because of something someone else did, or trash talking their previous boss.

It’s up to leadership to cultivate a positive work environment. Toxicity affects everyone in a workplace. Stop it before it starts.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com

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