Holbrook discusses Marriott's rollout of wellness technology across luxury properties, including red light therapy, cold plunges, and vibroacoustic treatments to boost spa revenue.
If you would have asked us a year ago whether or not a robotic massage would work at a hotel wellness center, our answer would have been, “Only rarely.” Our judgment didn’t completely rule out these automated treatment tables from the welltech conversation, but we firmly believed that a great massage is achieved from both the physical pressure on muscles in combination with the psychological restoration that comes from the patient-therapist relationship.
Naturopathy is an alternative medicine that focuses on a holistic approach to health and wellness. It is founded on the principle that the human body possesses a natural capacity for healing and focuses on identifying the underlying causes of health issues instead of merely addressing the symptoms. It blends traditional healing practices with modern scientific knowledge to support natural healing and well-being.
Sleep tourism may be a relatively new buzz term, but for hospitality it isn’t really anything novel; it’s an extension and more deliberate expansion of what hotels aim to achieve each and every night. After all, one of the hallmarks of guest satisfaction, and a core part of any hotelier’s duty of care, is whether or not the guest slept well. Knowing this principle, leading brands are engaged in an arms race of sorts to meet the increasing cultural appreciation and prioritization for sleep amenities. Often lost in this conversation, though, are independent hotels.
This paper provides some community-based creative solutions bridging Hospitality to Healthcare - putting the “heart back in healthcare” to improve the health and well-being of the community. These innovative programs provide a blueprint for high performance and practical health benefits. These programs cover a wide array of tactics that are practical fixes for health care systems. The health models presented in this paper are adaptable to other geographical regions and are brilliant beacons for health that can succeed and impact other communities.
Healthcare costs have ballooned over the past 50 years, with US health care costs taking up a 17.1 percent share of the US Gross Domestic Product (GDP). Today, Healthcare in the US is about a $3.4 Trillion industry. "Medical costs are the tapeworm of American economic competitiveness," says Warren Buffet, CEO of Berkshire Hathaway.1 In comparison, corporate taxes are only about 1.9 percent of the US GDP, and other developed countries such as Germany, Japan, and Britain share less than 12 percent of their GDP on healthcare.1 General Motors is a health and benefits company with an auto company attached (Buffet, W.).
In 2007, CBRE introduced Trends® in the Hotel Spa Industry in response to the spa industry's rapid expansion within hotels and resorts and its relevance to hotels' bottom lines. For the second time in the history of the publication, spa revenue increased at a higher rate than rooms revenue and total operating revenue. During 2018, the 159 hotels in our survey sample of achieved a 3.7 percent growth in RevPAR, which led to a 3.8 percent rise in total operating revenue. Concurrently, spa department revenue increased by 4.8 percent. With RevPAR forecast to increase less than 1.5 percent through 2021, the Spa Department represents an opportunity for hotel owners. Wellness is a growing desire in the minds of guests, and hotels can capitalize on this trend.
Driven by the interests of an increasingly older and unhealthy population, healthcare has been at the center of political debates in the United States for over a decade. The current conventional healthcare model is broadly recognized as failing and is compelling people to take on responsibility for their wellbeing through alternative solutions.
Business is back for hotels across the United States with occupancy levels surpassing long-run averages and hotels raising room rates more aggressively. According to PKF Hospitality Research (PKF-HR)'s forecast, occupancy is estimated to be above the long-run average in 49 of the 55 U.S. markets they track, 14 of which are achieving their highest occupancy levels in the past 25 years. By 2015, the U.S. lodging industry will experience six consecutive years of increasing occupancy, the most since 1988. The hotel industry has finally climbed out of the recovery period following the Great Recession as people are traveling more than ever before, and at higher prices.
Nineteen (19) hotel waterpark resort projects opened in the USA during 2014, a 7.5% increase over last year. This compares with 25 in 2013, 20 in 2012 and the record high of 40 in 2007. Twelve (12) projects were brand names such as Lego, Great Wolf, Royal Caribbean, Ramada and Four Seasons and 7 projects were independent owner projects. Seven (7) projects were all new openings, and 12 were additions or conversions of existing properties.
As in the rest of the world, the spa industry will face some interesting challenges in the next decade in North America. How will the industry cope? How could it evolve? RALPH NEWMAN is the Chief Operating Officer of Rockville, Maryland-based WTS, a spa consultancy, and here he shares his insights with us on the outlook for the ten years to come.
Over the years, PKF Hospitality Research (PKF-HR) has analyzed the cyclical nature of lodging industry. Most recently, a lot of attention has been paid to the pace of recovery from the depths of the industry recession in 2009. Typical of historical recovery sequences, lodging demand and occupancy levels bounced back strongly in 2010, followed by real increases in average daily room rates (ADR) in 2011.
Spa Benchmarking is one of the “hottest” topics in the spa and hospitality industries. It is a relatively new discipline; therefore, it is filled with challenges and opportunities. While spa benchmarking studies are very much needed, not all studies are useful... some can actually be quite damaging and harmful. There are too many studies that lack credibility, integrity, quality and reliability, yet they receive significant press coverage. Poor information, conclusions and recommendations can be very detrimental when a spa relies on this information to make operational, personnel, marketing and investment decisions.