Final Synopsis

1.     Introduction

This report discusses the shortfall in personalized services provided in Singapore Spas and how the service standards lag behind when compared to Thailand. The comparison is made as Thailand is regarded as one of the most competent nations in the wellness industry with the highest growth potential in Asia (Sritama, 2015).

1.1  Workplace Context  

According to the Global Wellness Economy Monitor, the wellness industry which consists of spa and fitness elements, has grown by 12.8% in the past two years, from a $3.7 trillion market in 2015 to $4.2 trillion in 2017 (Global Wellness Institute, 2018). Similarly, the spa industry in Singapore is experiencing a positive outlook. There are over 400 spa centres in Singapore, with an increase in demand for spa services (Chapman, 2017).

Similar to other service businesses, spas are also expected to provide exceptional customer services. However, Singapore is typically not mentioned as a country with a strong service-oriented culture but is often compared with countries of renowned service standards (Leo, 2015). The same can be said for Singapore’s spa industry as it has displayed signs of underperformance with several negative reviews (Appendix A).

Singapore’s service standards are frequently condemned due to guest perception and prior experiences in international spas. For example, in Thailand, a spa experience does not just entail the spa treatment but the importance is given to the pre and post arrival experience of the guest (Cam, 2018). As Singapore spas linger behind guest expectations, guests are left dissatisfied and tend to provide negative feedbacks.

 

            1.2 Thematic Focus

The team will focus on the lack of personalized services in Singapore’s spa context. As all the team members have worked in the hospitality industry, everyone agreed that very few employees went the extra mile to exceed guest expectations. This problem is commonly identified in the hotels and spas industry in Singapore.

Personalized services are becoming a crucial factor to enhance the guest experience (Noe, Uysal & Magnini, 2010). Personalized services include a high touch, low tech element and can be as simple as engaging a guest in a conversation to better understand him/her. However, based on research and past personal experiences, it has been identified that spas in Singapore have yet to meet the service standards provided by international spas like in Thailand. Hence, this synopsis focuses on how spa employees can provide excellent personalized services which would lead to an increase in customer satisfaction and loyalty (Kumar, Kee & Manshor, 2009).

2.     Problem Statement

The main problem identified would be that the ideal service standards are not met in Singapore Spas. This is mainly attributed to employees providing limited personalized services.

Through research and interviews conducted with personnel from Banyan Tree Spa Singapore and Ritz Carlton Singapore (See Appendix B & C), the problem identified is Singapore’s current work culture of a “transactional relationship”, where employees tend to expect monetary benefits such as commissions and tips instead of understanding guests’ needs (Leo, 2015). Coupled with the lack of consistent training, service standards of spa employees are often inconsistent. It was also highlighted that employees tend to be more motivated and display keenness during the training when creative training tools such as videos and roleplays are included. However, these approaches are rarely utilized in spa trainings.

3.     Purpose Statement/Objective of Study

The purpose of the study is to provide an overview and propose to spa directors in Singapore the significance of training spa employees on how to provide personalized services. The aim would be to enlighten spa employees through a guideline which includes ways to understand guests’ needs and expectations.

4.     Proposed Implementation - Training with “C.E.R.T.A.I.N” Framework

As identified in the problem statement, employees tend to be keen on learning through innovative features. Hence, to improve personalized service in Singapore spas, the team has developed the “CERTAIN” framework to train employees with unique characters to be incorporated during service delivery. While many hotels utilize the SERVQUAL model to conduct service-related training, the model is not designed to provide personalized services and instead focuses on basic customer service skills (Sun, 2019). However, the “CERTAIN” framework is designed to inculcate personalized services through training.

The framework can be applied by all services providers in a spa, including the receptionists, therapists, and other staff members. The main aim of this framework would be to evoke emotional intelligence which enables employees to further engage a guest and ultimately provide exceptional service by going the extra mile.

            4.1 The “Certain” Framework

                                                          

            4.1.1 Care

It is crucial to demonstrate a caring nature towards a guest especially regarding his/her experience in the spa. To be effective, caring for a guest must be well communicated genuinely and comfortingly (Hutchinson, 2009). This can be most evidently exhibited by spa therapists as they are able to understand the guest while providing undivided attention during treatments.

            4.1.2 Empathy

 

Empathy refers to service providers being able to understand and share the feelings of the guests. Reportedly, empathy has positive and significant influences on customers’ positive emotions (Lo, Wu & Tsai, 2015). Generally, treatments provided by professional therapists are highly personalized according to the customers’ sensory inclination and body conditions. (Lo et al, 2013; Snoj & Mumel, 2002). Therefore, spa receptionists and therapists should be attentive to guests’ concerns without interrupting and provide solutions to address their needs.

            4.1.3 Respect

According to a quote by Mona Sutphen (2017), most good relationships are built on mutual trust and respect. Displaying respect towards the guest would create a first good impression and make them feel that they are being valued (Kimanuka, 2014). Hence, spa employees have to be polite, courteous and treat them the way one would like to be treated. For example, in Ritz Carlton Spa, employees will be constantly reminded that guests should be treated as ladies and gentlemen served by ladies and gentlemen (Power, n.d.).

            4.1.4 Teamwork

Teamwork is an essential factor contributing to good personalized service in spas. Spa employees would need to communicate well to ensure that they meet the guest expectations. For example, a receptionist needs to make it clear to the therapist on the guest’s requests pertaining to the treatment type and it is the therapist’s duty to ensure she is well aware of it before escorting the guest to the treatment room. This would ensure that the guest does not have to repeat the request.

            4.1.5   Anticipate

Anticipating guests’ need is a way of providing a personal touch. Spa employees can make a positive impact on customers’ experience with simple gestures of anticipation. For example, when a guest has an appointment and walks into the spa, the front-line staff should already be anticipating guest arrival and be well prepared to serve them.

            4.1.6   Initiate

Similar to anticipating guests’ needs, spa employees have to take the initiative to go the extra mile to provide stellar personalized service to the guest. As some customers might lack the ability to detect complex discomforts or bodily pain, it is crucial for spa employees to be able to detect the signs through verbal and non-verbal body languages to ensure that guest receives the right treatment.

Additionally, spa receptionists can initiate a tour and introduce the spa amenities/facilities to the guest if the guest arrives early and providing consultation to the customer to understand their preferences on the pressure points.

  

            4.1.7   Notice

Personalized services can be in the form of knowing the guests. This can be done by observing the guest’s habits and actions and be attentive of their body languages or facial expressions throughout the spa experience. For example, if the receptionist notices that the guest is coughing, he/she may provide the guest with a cup of hot water or when guests show signs of discomfort during the treatment, therapists ought to pay more attention to their massage pressure or seek advice from guests in ways to improve their experience.

5.     Research Methodology

The team decided on the following action plan after identifying the problem. The synopsis includes both primary and secondary research data:

a)    Case Study (Banyan Tree Spa) – See Appendix B

An interview with the spa director was arranged to understand how the operations of Banyan Tree Spa Singapore differ from other properties worldwide. Through this case study, the team was able to identify the root cause of the average service standards here in Singapore spas.

b)    Interview (Ritz Carlton Spa Manager) – See Appendix C

An interview was also conducted with Ritz Carlton Millenia, Assistant Spa & Fitness Manager to further understand Spa Standards in Singapore. The main aim of this interview was to understand if both spas faced the same issues in providing personalized services.

6.     Conclusion

While Singapore’s service culture might not be ideal, there is definitely potential to improve, given the increase in the budget allocated for employee training (Co, 2019). However, it is crucial for spa organizations to understand that training has to be in-depth and customer-focused rather than revenue focused.

Culture also plays a significant part in providing quality service standards. Therefore, employers would need to understand the needs and motivations of spa employees and work towards building a better environment. With a good work environment and consistent training, the spa industry in Singapore would be able to match the standards of Thailand in the near future and better its image eventually.

7.     References

Cam, L. (2018). Like its guests, nation’s spa sector is enjoying healthy results. Retrieved from             https://www.scmp.com/country-reports/country-reports/topics/thailand-business-report-   december-2018/article/2176293/its

Chapman, J. (2017). Wellness is the new luxury for rich baby boomers | The Peak Singapore -            Your Guide to The Finer Things in Life. Retrieved from         https://thepeakmagazine.com.sg/lifestyle/wellness-is-the-new-luxury-for-rich-baby-boomers/

Co, C. (2019). Companies affected by reduced foreign worker quota can tap on training, grants:          Chee Hong Tat. Retrieved from      https://www.channelnewsasia.com/news/business/companies-affected-by-reduced-foreign- worker-quota-can-tap-on-11386090

Global Wellness Institute. (2018). Wellness Now a $4.2 Trillion Global Industry – Global       Wellness Institute. Retrieved from https://globalwellnessinstitute.org/press-room/press-      releases/wellness-now-a-4-2-trillion-global-industry/

Hutchinson, J. R. (2009). The Importance of Caring. Public Administration Review, 69(2), 356-         359

Kimanuka, O. (2014). Why customer service in hospitality industry is everything. Retrieved    from https://www.newtimes.co.rw/section/read/183956

Kumar, M., Kee, F.T., & Manshor, A.T. (2009). Determining the relative importance of critical           factors in delivering service quality of banks: an application of dominance analysis in        SERVQUAL Model. Managing Service Quality, 19(2), 211-218

Leo, D. (2015). Hard truths for S’pore’s service culture. Retrieved from           https://www.todayonline.com/commentary/hard-truths-spores-service-culture

Lo, A., Wu, C., & Tsai, H. (2015). The impact of service quality on positive consumption        emotions in resort and hotel spa experiences. Journal of Hospitality Marketing & Management, 24(2), 155-179.

Lo, A., Qu, H., & Wetprasit, P. (2013). Chinese tourists’ perception of spa visitation as a tourism       experience. Journal of China Tourism Research, 9(4), 429–451.

Noe, F.P. & Uysal, Muzaffer & Magnini, V.P.. (2010). Tourist customer service satisfaction: An        encounter approach.      
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Power, R. (n.d.). Instill Empathy Into Your Culture -- It Could Save Your Business. Retrieved            from https://www.inc.com/rhett-power/instill-empathy-into-your-culture-it-could-save-your-    business.html

Snoj, B., & Mumel, D. (2002). The measurement of perceived differences in service quality: The         case of health spas in Slovenia. Journal of Vacation Marketing, 8(4), 362–379.

Sritama, S. (2015). Thailand eyes top 3 place in Asia for tourism revenue. Retrieved from        https://www.asiaone.com/news/travel/thailand-eyes-top-3-place-in-asia-for-tourism- revenue?amp

Stephen, M. (2017). Most Good Relationships are Built on Mutual Trust and Respect -            MotiveQuotes.net. Retrieved from https://www.motivequotes.net/good-relationships-built- mutual-trust-respect/

Sun, T. (2019). The problem with applying Western theories that don’t fit. Retrieved from       https://www.universityworldnews.com/post.php?story=20190312130941220