Health, Wellness and Tourism: healthy tourists, healthy business ...

A semi-structured interview was conducted with the owner/manager and head receptionist
regarding personnel policy and the spa’s performance. Information was also gathered on
occupation levels, treatment durations and pricing.
The questionnaire was also explained in detail and then given to the head receptionist to
complete and return at the next meeting to collate quantitative data. The questionnaire was
comprised of two sections. The first section covered the spa’s data for specified periods (a
Monday and Friday between 9:00am and 11:00am, and 1:30pm and 3:30pm in one week in
July, September and November 2009 respectively). The data included the number of
treatment rooms, the number of available therapists, the total possible hours to be sold, the
number of clients, and information regarding performance at those times. The second section
dealt with the clients: gender, age, residence, their time and price sensitivities, day of
reservation, attendance, and preferred treatments.
Fourth step
In the fourth step information was gathered regarding the products’ cost structure (revenues,
direct expenses – labour, professional products and supplies – and treatment contribution),
and then a product to which a discount could be applied was identified. This information
gathering approach is modelled on the Uniform System of Financial Reporting for Spas,
developed in 2005 by Schmidgall, which provides a uniform system for spas around the world
to accurately and efficiently manage and control their accounts. The identified product was
advertised on day spa Valentino’s website, and a notice put in each of the treatment rooms
and at reception.
Fifth step
On 1 st February 2010 the study test began. Further meetings were then held with the
owner/manager and the head receptionist to find out about the test’s progress and to conduct a
comparison of the spa’s performance in the same month of the previous year.
Sixth step
In the final step a further focused interview was held with the owner/manager to collect the
test results and discuss the process. In order to consider the case study in a larger context,
information was also gathered regarding the Italian wellness market, particularly
characteristics of competitors and their performances.
Findings
Day spa Valentino started its activity in 1984. It was originally located in a small premises in
Cagliari with a total capacity of 4 treatment rooms and 3 therapists. The business expanded in
1998 to its current premises, due to an increase in clientele numbers, and to offer services in a
larger, more comfortable environment, avoiding lengthy appointment waiting times. The new
premises has a fixed capacity of 12 treatment rooms, each available from 9:00am to 8:00pm,
Monday to Saturday. The number of therapists changes throughout the year, with an increase
in spring/summer, and a decrease in autumn/winter. Services offered vary from facial and
body treatments, to different types of massage, sauna, solarium and make-up.
In discussion with the owner/manager, a number of best practice competitors were identified,
all of which are based in mainland Italy and are the top day spas in the country. Day spa
Valentino is a well-regarded spa and considered one of the most prominent day spas in
Sardinia. Information about the competitors revealed that in the Italian market few spas apply
discounted pricing policies, instead using research into products, services, techniques and