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

SALA RIES AN D W AGES 18.17%
PROFESSIO NAL PRODU CTS 6.33%
SUPPLIES 0.50%
CO NTRIBUTIO N 75.00%
Figure 5 Cost structure for Damascan Rose Scrub and Massage at a fixed-price –
percentage on revenue
S A L A R IE S A N D W A G E S 1 8 .1 7 %
P R O F E S S IO N A L P R O D U C T S 6 .3 3 %
S U P P L IE S 0 .5 0 %
C O N T R IB U T IO N 3 8 .3 3 %
A L L O W A N C E S 3 6 .6 7 %
Figure 6 Cost structure for Damascan Rose Scrub and Massage at a discounted price –
percentage on revenue
Performance data
Spas can measure performance by calculating the number of customers, the average spend per
guest, the occupancy rate, or the revenue per available treatment hour (RevPath). The
following table shows day spa Valentino’s average spend per guest, calculated as a percentage
change from month to specified month in the study.
Table 8 Average spend per guest rate of change
Mond
ay
Frida
y
9:00-
11:00
1:30-3.30
9:00-
11:00
1:30-3:30
July/September September/Nov
ember
-20.00% 30.07% -3.90%
-44.71% -21.86% +1.31%
November/July
400.00% -56.00% -54.54%
3.81% 66.08% -42%
In order to calculate day spa Valentino’s performance in July, September and November
2009, two measures were used: occupancy rate (treatment rooms occupied/available);
RevPath. The occupancy rate measures treatment room supply efficiency, that is the capacity
of the spa to sell its units. Based on the results the capacity of the spa is not well-utilised, with
a consistently low occupancy rate, which surpasses 50% only in the busiest month of July,
and the lowest rate on the Monday tested in September. The owner/manager explained that
this occupancy rate is due to a number of the treatment rooms being sole-use, for example, the
solarium and the sauna, with only seven treatment rooms available for multi-use purposes.
Another important measure is the RevPath, which measures revenue per available treatment