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May 2016

Being organic doesn’t come naturally

When considering organic skin care, navigating the green cosmetics market can certainly be confusing. Sometimes, even downright misleading. Especially when terms like “organic” and “natural” are mistakenly used interchangeably. Being natural is more complicated than it sounds. In a marketplace of perceived transparency, it’s all too common to find “eco” skincare products with natural ingredients listed at 0.001%. And natural does not always equal organic.

More than ever, this speaks to the importance of organic certification. Strict formulation guidelines, with controls and approvals, result in trustworthy brands. Recognized worldwide, Ecocert® certification mandates that at least 95% of product ingredients must be natural. Of that 95%, at least 10% must be organic. In addition, a maximum of 5% synthetic substances are permissible, with zero synthetic fragrances allowed.

While deemed a deterrent by many skincare manufacturers, these stringent certification standards set the benchmark for sacred nature by [comfort zone]. This sustainable skin and body care line is formulated with certified organic ingredients that exceed Ecocert® requirements. So what does that look like? For starters, sacred nature’s advanced formulations boast 99% natural ingredients, free from parabens, silicones, chemicals, colorants and synthetic perfumes. Taking it one step further, [comfort zone] introduced advanced organic antioxidants with clinically proven results, for exceptional nourishment, elasticity and protection.

Manufactured with energy from renewable resources, sacred nature formulations are safe for the skin. Enveloped with birch wood caps, recyclable paper and water-based inks, sacred nature packaging is safe for the planet. It’s no wonder you’ll find both Ecocert and Lifegate Zero Impact designations on the label. That’s a lot to consider when choosing organic skincare.

by Barbara Bell
Marketing Manager, Stogryn Sales

www.stogryn.ca

 

Reading Labels

It’s a well known fact that spa clients are looking more closely at the products they put on their bodies these days. Just as they carefully scan labels at the grocery store for preservatives and unpronounceable ingredients, clients want to know that what is going on their bodies’ largest organ is non-toxic and natural. Enter organic spa skin care products, containing purely natural ingredients. Or are they? Because of the nature of labelling laws in Canada, products that make organic claims aren’t necessarily free of synthetics and preservatives. This is why as a spa that has made a commitment to your guests to source organic products, you should be reading labels as closely as a consumer at a grocery store. According to Sherina Jamal, founder and CEO of Ancient Secrets Inc. and developer of the Beauty Through Balance Spa Line, “It’s important to keep in mind that to call a product organic, not all ingredients have to be certified organic. Even if a product claims to be organic, the certification could just be referring to a few select ingredients.”

By Hermione Wilson
Spa Inc. Magazine

www.spainc.ca

Learn more vital facts about organic skin care products in Spa Inc. magazine’s Spring 2016 issue.

 

April 2016

Cancer Therapies Need a Special Touch

To a great extent, our clients who are undergoing cancer treatment need the same things as anyone else visiting a spa or wellness centre -­‐ clean and disinfected facilities, using products with healthy ingredients that are free of synthetic fragrances and preservatives. Read more.

 

A Place of Healing

When you work at a spa you are bound to have clients walk in the door with a variety of conditions and health concerns. Sometimes people come to the spa looking for healing and there are certainly ways that spas can aid in that, but just as importantly is that spas are a place where people can come to let go of worry over chronic conditions or even terminal illnesses. Read more.

 

March 2016

Becoming an Organic Spa

Have you ever considered going organic? Many of your spa clients have considered the same question, whether it is for health reasons or simply a desire to live a cleaner, and more environmentally friendly life. Read more.

February 2016

Keep Them Coming

As a spa owner, your ultimate goal is to turn one-time guests to your spa into loyal repeat clients. In order to make sure this happens, you have to create an environment where clients feel relaxed, taken care of and at home. It all starts when they walk in the door. Read more.

 

January 2016

All Booked Up

Gone are the days of spa bookings penciled into giant day-timers. Modern spas are increasingly seeing the benefits of having an all-encompassing software system that handles everything from booking spa treatments to sending out email blasts and promotions. Read more.

 

Trends, Trends, and More Trends

It's that time of the year where we all wonder about the year to come. Here are a collection of sources for trends that will surprise and intrigue.

Learn about intriguing Top Global Spa & Wellness Trends  - by Spafinder Wellness 365

Canada's own Jeremy Gutshe is a Canadian innovation expert, entreprenuer, author and the founder and COE TrendHunter, a website dedicated to idenfiying trends.  Trend Hunter is the world's largest and most popular collection of cutting edge ideas from fashion to the bizarre.

Faith Popcorn’s BrainReserve Faith Popcorn is a futurist, author, founder and CEO of marketing consulting firm BrainReserve. The New York Times has called her "The Trend Oracle" Learn more.

From brand-agnostic and over-connected consumers to a focus on greener food and mental wellbeing, Top Global Consumer Trends for 2016 analyses prevalent trends, consumer attitudes and purchasing decisions across consumer types, industries and countries. Download the white paper.

Social Media Trends to Watch in 2016

Global Wellness Summit dentifes Top 10 Future Shifts in Wellness

November 2015

Facial Oil

It may seem counterintuitive to recommend that a client rub oil on their face, but facial oil products can actually be very beneficial, especially for mature skin. Clients with mature skin have decreased sebaceous gland activity which can leave skin dry and flaky, says dermatologist Dr. Lisa Kellett. Certain seasons can produce the same effect, she says. Read more...

August 2015

The New Spa Wellness Culture Movement

As we all strive to retain our existing clients AND tap into new client segments ongoing, its vital to know what is current and what is trending… and right now it is very safe to say that we are all either watching, or riding, the wellness wave. But this important culture movement also has many spas wondering; just how exactly can they ride that wave?

Read more...

July 2015

Leaders Toolbox - Email Netiquette

June 2015

Spa Industry Association of Canada Names Fort Garry Hotel, Spa & Conference Centre, Platinum Sponsor

The board of directors and the membership of Spa Industry Association of Canada (SIAC), gratefully welcome the prestigious, Fort Garry Hotel, Winnipeg, Manitoba as the exclusive Platinum Sponsor, for 2015-2016.

Alain Leclerc, current chair of the association adds, “We are very proud to be affiliated with the Fort Garry Hotel, Spa & Conference Centre and deeply appreciate their support.  Their generous sponsorship will enable SIAC to continue to expand its initiatives and programs, to better sustain the strong growth of the spa and wellness industry in this country.  We will work closely with their team ensure a successful partnership.” 

As Canada’s national spa organization, SIAC provides support for the development of the Canadian spa industry and the promotion of Canada as the finest spa destination in the world. Association members share a commitment to a stringent set of Standards of Practice and Code of Ethics, which distinguishes their services and operations across North America. For more information on the Quality Assurance Program or the Spa Industry Association of Canada, please visit: www.spaindustry.ca and www.leadingspasofcanada.com.

The Fort Garry Hotel, home of the celebrated Ten Spa, is an iconic hotel, spa, and conference centre in the heart of downtown Winnipeg, Manitoba Canada.  For over 100 years this historic property has set the standard for grandeur, elegance, pampering, and culinary excellence. Discerning business and leisure travelers to Winnipeg hotels downtown will find The Fort Garry Hotel, Spa & Conference Centre is second to none in terms of service, luxury, and location.

April-May 2015

Do you know the best way to Engage Multigenerational Customers?

Millennials,  Gen X, Gen Ys, Baby Boomer. How do these customer groups interact with organizations in today’s technology-driven markets? Are these descriptions accurate? Some attributes are specific to each group, but many cross all generations depending on the level of technical ability they possess, but more importantly the technology channels they prefer to use, as well as the manner in which they process the information they seek.  Read the whole post.

March 2015

What's Hot In Vancouver... SpaTalk - Leadership Dialogue

ESI Vancouver saw the first English language SpaTalk – Leadership Dialogue launch to a standing room only crowd on Sunday, February 15th, with another full house on Monday the 16th, despite increased seating.  Led by Vivienne O’Keefe, (SpaProfits), panelists Cadi Jordan, (Jordan Consulting), Jen Spencer (Sante Spa) and Lindy Lovett (West Coast College of Massage)  expressed their opinions on various trends, and how they are impacting the spa industry in Canada. 

Lively discussion followed on both days with the main topics narrowed down to regulation of the industry to increase industry credibility with consumers, while weeding out sub-par establishments calling themselves spas.  Consistent training standards that include soft skills were another key concern;   more and varied hands on experience for services to build competence and confidence plus the ability to successfully counsel on homecare regimes and products.  All agreed that consumers are more informed than ever before, yet many still viewed the “Groupon Mentality” as a major challenge, along with digital damage control.

Vivienne reminded the audience that consumers are the “foot on the gas pedal’ that drives our industry, and that spas are not competing so much with one another, as with other sectors such as sports, dining  and entertainment for disposable income.  She stressed the importance of a strong industry association to build awareness of our industry, and uphold standards, practices and strong ethics, as a way to level the playing field with the other choices consumers have.  Our main competitors benefit from strong professional associations that enable them to achieve higher profiles to the public.  We must do the same to stay in the game. 

Enthusiasm was keen for future events, so watch for more SpaTalk events throughout 2015.

 

Leaders' Toolbox: Multigernerationals: Who, What and How?

Adecco, one of North America's top recruiment firms gives a comprehensive report that applies to almost any business sector, including the spa industry.  Read their entire article.

 

Pat & Juanita Corbett - Hall of Famers

Pat and Juanita Corbett’s passion and dedication to the spa industry lauded at the 5th Annual Washington Spa Alliance Symposium, as they join seven other inaugural inductees in the Spa Hall of Fame.  Read the release.

 

February 2015

Leaders Toolbox:

New 2015 Trends, or an Age-old Philosophy?

By Leslie Lyon, President, Spas2b Inc.

It's Trends time…is that time for big change?

With the flood of information rushing down the pipes on what’s new and trending; you may be scurrying to identify which predictions you should ‘jump on’, how to do that, and when. But before you make the decision to adapt a new trend, consider that:

BIG CHANGE cannot be successfully executed on shaky ground.

Before you jump, take a look at local & global business demands:

There are at least 6 pressing challenges that are already requiring our undivided attention, before we even think about jumping feet first into a brand new project.

These challenges are forcing us to scrutinize our leadership skills and our entrepreneurial capabilities, and they don’t appear to be going away any time soon. Let’s take a closer look:

 

1.  Pressure to Reduce Waste (‘Muda’)

This could encompass any number of things, such as:

  • Wasted time – do non-useful thoughts & actions hog up too much of your time, impairing productivity?
  • Wasted potential – are you forced to turn a blind eye to personal &/or business opportunities because of lack of time?
  • Wasted money – do you have too many inventory skews preventing you from investing in more worthy prospects?

2.  Improve Efficiency & Productivity

Do you have the philosophical belief that everything could and should be continually improved upon for greater efficiency, but you lack the time, support and/or resources to make those huge improvements a reality?

3.  Increase Quality & Value

Do you naturally question the status quo, but often find it difficult to prioritize and execute the numerous and monumental changes you believe are needed to increase the current state of affairs?

4.  Stay on top of Current Technology

Do all of the rapid advancements in technology frighten you, pushing you into varying states of denial, stubbornness and paralysis? You are not alone.

5.  Formalize Standards & Processes

What’s at risk and threatening your business?  No financial or operational programs in place?  High staff turnover? Low customer ratings? Poor quality control and no safety or accident prevention plans in place?

6.  Strengthen Culture and Leadership Skills

We are experiencing worldwide shortages of qualified spa staff.  How will you gain and retain the fine talent that your future depends on?

Ask yourself these 4 Questions:

  1. Can your challenges only be solved by making big change?
  2. Are you prepared for the budget demands and months of upheaval that big change requires?
  3. What if you were to discard the notion that big change is not the only way to improve?
  4. Could there be a more subtle approach?

There exists an age-old Philosophy on implementing Change

Maybe you wish to consider the philosophy of Kaisen.  This is the ongoing practice of making small, imperceptible changes over time that will eventually culminate into substantial accomplishments.

Kaisen originated in Japan after the 2nd world war.  Translated it means:

‘Change’ or ‘to correct’ (kai)

‘Good’ ? (zen)

Good change can and does occur through continuous, incremental improvements, without the radical intervention that big change demands.

The Kaisen philosophy is an ‘all-on-board’ philosophy.  From senior management to housekeeping, all are encouraged to continually suggest ways to improve upon the challenges that are negatively affecting the business.

Kaisen is about empowering your team with a voice; where sharing their great ideas actually becomes a part of their job description. And very often it’s a task that staff welcome and embrace; because everyone wants to be heard.

This philosophy does not in most cases suggest you ask your team for ideas that involve major change. The Kaisen philosophy moves away from big change; to small, continuous wins that can bring about substantial benefits, including:

1.  It's leader-friendly

When improvement is needed, this particular change philosophy doesn’t require you to move mountains that cause huge fallout among staff and leave you with feelings of failure and isolation.  Instead, your most pressing business challenges are identified, prioritized and tackled one by one, with strong, ongoing team engagement. This way you can continuously and methodically move towards your goals, backed by a supportive team of innovators, who are ‘all-in’ because they have the voice they’ve always wanted, within their work environment.

2.  Team-friendly

Employees are more likely to thrive when they are shown appreciation and recognition. But big change doesn’t always allow participants to feel an ongoing sense of gratification, because often, it’s only the end result that really matters.  Big change is either a hit or a miss; it has succeeded or it has failed.  But small, ongoing wins provide proof that efforts are paying off and a difference is being made.  Employee recognition and appreciation breeds desire; to continue to help reach the goals that the business aspires to.

3.  Business-friendly

Business processes that are under constant, massive renovation are wasteful, they cripple productivity and efficiency, and they escalate risk.  Not to mention that Leaders are more likely to burn out with that kind of monumental pressure.

4.  Customer-preferred and approved

Stress reduction…a memorable experience…a feeling of calm and comfort…the need to return and relive the experience. Our clients can only feel these emotions when the leader is leading a team that feels their ‘fit’ within the family.

Reminder:  Big change cannot be successfully executed on shaky ground

Methodical, incremental improvements to your core business practices can prepare you for the big changes that are still going to be needed within your business from time to time; but why not first begin to address the most pressing business issues with an ‘all-in’ approach, and then think about ‘big change’ once you are back on solid ground?

Who doesn’t get excited over trends?  We all do. But just like everything in life, it’s all about timing.

 

January 2015

"How do I get my people sell? No matter how much I try, they still are not selling.”

By Julie M. Pankey, Founder, JMPankey Partners. 

First and foremost I never hire anyone without the explicit expectation of sales being part of their job description. In my opinion, all staff at a spa or salon should know that they are required to recommend home-care to their clients. This advice is the easiest when working with a new spa or for setting up expectations with new hires. I realize that the bigger issue lies with the current staff and how you got them to sell more retail.

So, how do you get your current staff to sell?

Well, it's doing your due diligence. I know this may sound crazy...but trust me it's not! It means communicating the new goal to the team. It means explaining the benefit of recommending homecare. It means letting your treatment staff know that they are not hard selling during the treatment they are performing but that they ARE offering a professional recommendation for homecare that will extend their customer's desire to achieve long-term goals.

I NEVER suggest hard selling techniques within the spa environment. I just believe in educating our customers so that they can make a decision to purchase products that are good for their overall health and well-being. Once this message is communicated to the staff, you can communicate the benefits that the staff member will receive as well.

Wouldn't your team think it would be fantastic to make an extra hundred dollars in your paycheck? How about an extra $300 in your paycheck? These are very achievable goals, goals that are set and maintained by some of the most successful spas in the world. In addition to the commission, another benefit that the staff member will receive is increasing repeat business. So, wouldn't it be great to have the extra $300 in your paycheck and over time build a steady book of regular client that you can count on... ? Wow! So now your team is not only making more money in their day to day paycheck by selling retail or recommending homecare, but they are increasing their client base and filling up the books so that they increase their annual salary and customer satisfaction.

Now, that 's good for everyone!

In your one-on-one with each of the team you will set a goal. You will set a goal that is achievable and you will monitor and measure this goal on a daily/weekly/monthly basis. I suggest, if your team's selling very little retail to begin with, you set a realistic initial goal. By realistic, I mean that stylists, massage therapists, nail technicians can earn $50.00 per shift and estheticians or anyone performing facial services $100.00 per shift. These are small, reasonable, and achievable goals.

If your team is already selling, but just "okay", I suggest setting a goal that is 10% higher than their current sales average.

Small goals make a big impact in business. You just must hold everyone accountable. This accountability is on your shoulders, the manager/director/owner.

This requires exceptional organization and follow-up. I suggest having a dry erase calendar in the back office or break room, an area where the team has the ability to see it. And I also believe in setting the retail goals for the team on a daily and monthly basis. Everyone needs to know the monthly goals of the spa and how they are impacting those goals. Make it fun! The team needs to know that the success of the spa is not just the responsibility of one person, it takes a team. The success of the spa is their success and they are creating their future in this success. Job security is a commodity these days.

So, we met with our teams and set the goals. NOW WHAT?

Making the retail magic happen. Here are five key tips beyond what I mentioned above to make the sales happen:

1. Offer the tools the team needs to sell

They need product to sell that they believe in and love. Have each person chose at least five products that they feel everyone needs and they can offer to sell those products to their clients. (Not all five at once of course.) This is not a gimmick, they are offering home care that they've selected themselves - because it works and the client would be better off with the product than they were without it.

2. Offer to train the team on sales skills

Your vendor partners can be helpful with doing a sales training for your team and offering key selling techniques to help sell their brand. You can also bring in a retail sales trainer help the team active confidence in selling. This can be a very reasonable expense given the potential return on investment.

3. Offer additional incentives that motivate the team

Your vendor partners can help create monthly incentives for your team that will help create excitement. How about, for every piece of xyz brand you sell you will enter your name into a raffle to win a basket of xyz product with a value of $500.00. Or How about for every $250.00 or more sold you win a $50.00 American Express gift card?

4. Offer incentives/promotions for your customers

Your vendor partners can help you create a promotion or gift with purchase. This helps the team sell retail because there is now an added value in the purchase for the customer. Don't sacrifice profit here - utilize your vendor partnerships to offer these promotions.

5. Encouragement and Consistency

You have to encourage your team on a daily basis. Let them know where they are in achieving their goals and see what you can do to support them. This may be a requirement of the job but they still need a cheerleader to help them achieve their goals. Be the cheerleader or delegate this task to a leader in your spa. When I say every day encouragement, I mean EVERY DAY. Once the consistency stops, they will revert back to old ways.

My last bit of general advice is be creative and make it fun. This is a positive step in your spa, treat it as such. Make the team love to sell. Be a positive light and show them the way to more success than they could ever imagine.

 Blog Post  Link:  http://info.jmpankey.com/blog/5-tips-for-getting-your-team-to-sell-more-...

 

August, 2014

Trend Jumping: How, Why and What is it?

by Leslie Lyon, Spas2b Inc.

 

Competition pushes innovative businesses to become ever more innovative…

But that requires ‘innovative thinking’ be woven into cultures and leaders to evolve from just ‘thought leaders’ to ‘thought teachers’

Being a charismatic leader is no longer enough.  Today, leaders have to build their teams to think more cohesively (as well as independently), and creatively, in order to build a collective support system of innovators who are good at spotting and filtering trends to determine which ones to ‘jump’ on.  Staying ahead of the curve is always the name of the game.

The way that we think the economy will go in the future, influences the way we act today; this impacts trend setting and trend jumping decisions. 

Right now, although we are seeing steady improvements in business, there is still much speculation about consumer confidence levels and therefore how quickly businesses should jump on a trend.  But remember that if you’re right and you do jump on a trend that takes off when the supply is still relatively low, you will not only become the trend setter, but also the price determiner.  This is because you can continue to raise the price based on the climbing demand, until it becomes a commodity.  So although there are always risks to being the first to ‘jump on a trend’, there can also be many rewards, which we will explore in greater detail. 

Trend Jumping Details:   A series of questions posed to Leslie Lyon, Spas2b:  click here

July, 2014

Spa Partner Spotlight

Stogryn Sales Limited - Two Generations of Success!

 

 

 

 

 

 

 

From humble beginnings over 50 years ago, Stogryn Sales Limited, a family owned, full service health and beauty supply distributor, has emerged as an industry leader. Their success over two generations is based upon the fundamental premise, “your success is our success.”

Their corporate culture is alive and very palpable.  They excel at fostering the long-term relationships inside and out that form the core of their success. “Relationships and partnerships are living, breathing entities that require constant communication and personal contact”, says founder and owner Glenn Stogryn. “Without that you become yesterday’s news.  We have weathered the good and the bad with our clients, and we celebrate success together.”

In this ever-changing beauty landscape Stogryn Sales has amassed a very synergistic and diverse brand portfolio.  Included are:  jane iredale – THE SKINCARE MAKEUP, Comfort Zone, Institut’ DERMed, ST TROPEZ, NuFACE, Ascenta Skin and Cyberderm Sunscreens.  Karen Ptycia, Stogryn’s Director of Spa Division explains, “It’s not just about the products anymore; it’s about their story… their history. Professionals and consumers want a deeper connection to what they invest in. We have carefully chosen our brands not only for their efficacy, but for how we initially connected with them.  Their story has to resonate, in order for us to move forward in partnership.”

This diverse portfolio combined with an unwavering commitment to customer care and service continues to drive Stogryn’s momentum. Each professional Business Development Manager confidently relies upon many years of industry experience, the most up to date product knowledge and in-depth expertise with their brands; taking pride in these qualities that consistently set them apart.  Their ongoing dedication to the success of all industry professionals through education is paramount.

“Stogryn Sales has come a long way and one thing is for certain, they are on trend to be around for many more years to come”, concludes Karen.

 

 

 

 

June, 2014

 

Spas in Canada...

Where are we, and do where do we go from here?

Dagmar White, SIAC Communication and Event Coordinator

 

No longer merely an indulgence just for the rich and famous, spa in Canada continues to become more mainstream.  Consumers are better informed, are becoming more health-conscious and have a vast assortment of experiences, settings, and price points to choose from. The frenzied escalation that marked the spa industry in the last decade has slowed. And despite recent and ongoing economic challenges the industry is experiencing a slow, but more sustainable rate of growth.

As the economy continues to recover, what has changed?

According to Leslie Lyon, president of Spas2b Inc., competition has strengthened, client demands have altered, and operations have tightened. She goes on to say that management expectations have changed accordingly; it is expected that spa staff will help build the business through more productivity measures, better focus on client experience, and by pulling their collaborative weight. “Selling retail is a hiring and evaluation criteria.”

On the subject of staff, we are hearing discouraging news from both spas and schools. Spas are facing a dwindling pool of qualified, dedicated spa practitioners and high staff turnover. Some schools are struggling to keep their spa therapist programs operating with decreasing enrollment.

Why could this be?

Entry-level practitioners express disappointment in real-world compensation, employer expectations hours, and duties. Others become disillusioned with the rate of career advancement, long-term earning potential, and a perceived lack of longevity in a physically (and mentally) challenging field.

These misapprehensions could be a result of over-glorification of the profession by schools, spas, and the media regarding the perks that working in a spa is purported to provide: the allure of travel and working in exotic destination for resorts or cruise ship spas; the glamour of crossing paths with the rich and famous; earning outrageous tips at five star properties. The inability of practitioners to realize these  goals and attain a certain lifestyle after graduation leads many to abandon the profession in a relatively short time. Factors that may impede registration include: cost of training, course prerequisites, and the level of dedication required to succeed.

What will this mean for the industry?

With fewer candidates to choose from, spa owners and management need to be creative in attracting and retaining staff. Many of these incentives include a monetary component. Higher wages, better benefits, improved working conditions and other tangible but not immediate advantages place a strain on business resources. Many incentives and perks are standard components of compensation packages offered by larger, corporately owned and operated spas. Smaller and/or stand-alone businesses may never be able to compete at those levels, so how will they survive? Innovation, creativity and the willingness to explore mentorship programs and incentivise staff by setting achievable goals are possible solutions.  Bottom line… all practitioners have the potential to attain professional satisfaction and competitive income at the start of their careers, but must realize that this is achievable through strong retail performance and marketing themselves and the spa they represent.

So what is the solution?

Ongoing dialogue between educators and employers is crucial to the growth and continued success of the industry. Employers are seeking practitioners who are job ready and have a general understanding of business and the role they will play in operations. Students need to be aware from Day 1 of their training that, not only will they be making a significant contribution to the health and wellbeing of their clients, but they will also need to devote the same effort to support the operational health of the business that hires them.

Although training provides the skills necessary to successfully practice esthetics and body work, it must also instill the need for spa practitioners to support the bottom line of the spa by ensuring that every opportunity for increased revenue is assertively pursued.

The most employable grads will have actual hands-on expertise in current spa services, an understanding of accepted business practices, and service excellence that anticipates and exceeds clients’ expectations.  They will possess knowledge and confidence to recommend home care and view themselves as an integral part of their clients’ wellness regime and team, and not as an unwilling sales person, dreading rejection.  The most successful will have adopted a mindset similar to that of a physiotherapist or a dental assistant and recognize that clients derive benefit from these recommendations as they enhance and prolong the results of the treatment, while building long-term relationships based on trust and integrity.

All stakeholders must work together, pooling their knowledge and resources and applying their expertise for the benefit of every member of the spa sector and the clients they serve.  Business operators must be able to clearly communicate their needs to educators in a spirit of constructive collaboration.  There must be continuous networking to exchange ideas and explore solutions between spas and the companies that provide spa products and support services. Schools must be proactive in observing trends and maintaining close ties with potential employers to monitor, evaluate and respond to changing needs.  Many product companies are delighted to contribute their expertise and knowledge to schools by providing product samples and training.

Without sincere and meaningful dialogue, understanding, and steps toward positive change, the sustainability of the Canadian spa industry is sorely at risk.  The Spa Industry Association of Canada, committed to supporting the strong growth of the industry, is preparing to facilitate a dialogue between all of the parties.   Join the conversation.

Respectfully submitted,

Dagmar White

 

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