Spa takeover and repositioning

I start from what exists to decide what needs to change, and in which order.

Taking over a hotel spa or moving it upmarket raises different questions from an opening. The spaces exist, a team is in place and guests have their habits. You need to understand what works, what holds the activity back and what no longer matches the hotel’s standard.

I step in at any stage of the project. I start with a site visit to review the spaces, tools and current team. I identify the gaps between the current spa and the one you are aiming for, then organise the changes needed with management. The project moves forward by priority while the spa keeps operating.

Seeing the spa as it runs

I visit the property to see the spa in operation. I review the spaces, tools and team organisation, and meet the people in place to grasp how the property really operates.

This visit helps separate what comes from the spaces, the offer, the organisation or the tools, before deciding what to change.

Redefining the positioning

A takeover or repositioning often means revisiting the target guests, the spa’s role within the hotel and its service level. I redefine this positioning with you, starting from what exists.

The new positioning then guides decisions on the treatment menu, partner brands, spaces and guest journey. At the Villars Palace, the project was an opening within a former Club Med property that was becoming a palace. The spa needed to find its place within this new identity and meet the expectations of a different clientele.

Organising change with the current team

Changes affect people who already work in the spa. I start from the team in place and organise the changes needed with them and with management, from procedures to tools.

When the team needs to change, I define the roles required and take part in recruitment with the hotel. Training in new brand protocols remains the responsibility of those brands.

Tracking the effect of changes

A dashboard helps track the activity after the changes, understand gaps and decide which adjustments are needed.

Documentation and follow-up meetings can progress remotely, between management, the team and me.

Frequently asked questions

Where do you start when repositioning a hotel spa?

With a site visit. Before changing the menu or the brands, you need to know what holds the spa back today. I then set the priorities and schedule with management.

Can the spa change without closing?

Some changes can often happen while the spa operates, such as procedures, the guest journey or the menu. Work on the spaces follows its own schedule, to be set with management.

What happens to the existing team in a takeover?

I start from the team in place. I review its organisation and tools to identify gaps. Roles and procedures evolve with the new positioning, and I take part in any additional recruitment with the hotel.