WHO IT’S FOR, AND WHEN
A hotel or resort whose spa or wellness center is loss-making, or whose margin has been eroding for several years. Often after a change of management, or a renovation that didn’t deliver.
THE PROBLEM IT SOLVES
When a spa or wellness center loses money, the usual answer is to cut: fewer opening hours, fewer therapists, fewer products. That stabilises the loss; it does not remove it. A turnaround demands the opposite: understanding where revenue leaks — capture rate, average spend, scheduling, treatment mix, product cost, selling by hotel teams — and fixing it in the right order.
WHAT WE DO
01
Fast-track diagnostic
1.2 to 3 weeks to identify the three or four levers that explain most of the loss.
02
Turnaround plan
2.monthly targets, actions, owners, KPIs; validated with general management and finance.
03
Offer repositioning
3.tighter treatment menu, pricing, signature protocols, brands and modalities realigned with the actual clientele.
04
Organisation & scheduling
team sizing, rosters aligned with hotel occupancy, therapist productivity, incentives.
05
Sales & capture
embedding the spa in the hotel journey: reservations, front desk, concierge, F&B, packages, revenue management.
06
Monthly steering
regular on-site presence, review of the numbers, adjustments, coaching of the spa manager until autonomy.
DELIVERABLES
TARGET OUTCOMES
For the guest, a promise kept — sleep, recovery, energy, stress regulation, performance or longevity. For the property, a spa or wellness center that contributes to the bottom line instead of weighing on it.
DURATION & FORMAT
4 to 6 days per month, over 12 to 24 months. Monthly fee structure.
FEES
On quotation, after a first conversation.
PROOF
At a Geneva palace, a spa losing CHF 300,000 a year was brought to a CHF 100,000 profit within 24 months — a CHF 400,000 swing. → Case study 02
