Modern hotel profitability centers: spa and wellness in the Russian hotel space

Abstract

In the article, the authors, based on the analysis of domestic and foreign theoretical and periodical literature, argue that in the scientific community and in the practice of the hotel business there is no unified understanding of the essence and content of the concepts of «spa» and «wellness» in the hotel space and the interrelationships between these phenomena. The authors believe that in the modern hotel market, a hotel (especially in the luxury segment and the middle price segment) that does not offer spa and wellness services is at a disadvantage in terms of attractiveness to guests. Some hoteliers doubt the role of the spa center as a center of profitability of the hotel, since the value of such an object lies in meeting the expectations of guests, and many guests no longer consider spa centers and related facilities such as a fitness room, swimming pool, etc. as a luxurious addition to the services offered, and the developed hotel spa space is perceived as the standard for a modern hotel concept. The search for a solution to the problem of monetization of the hotel spa has led to the emergence of various economic models for managing the spa division: (1) direct management of the spa infrastructure by the hotel enterprise itself; (2) management by a third party; (3) rental of premises; (4) white label. In the article, the authors consider various methods used by Russian and foreign hoteliers to optimize hotel revenues through the activities of the hotel spa center. The authors conclude that despite all the existing problems, spa and wellness have become an integral component of the modern hotel business. Therefore, hoteliers must learn how to manage this new type of activity using effective economic models, creating original and profitable spa and wellness hotel concepts that harmoniously combine innovation, authenticity and local culture, meeting the specific needs of target segments.