WellnessTourismIndustryresearch
Size,scopeandfutureoutlook:
Wellnesstourism-
Thewellnesstourismindustryindustrywas“oneofthefastestgrowingwellness economysectorspriorto2020…”(GlobalWellnessInstitute,2023).However,itwasalsothe sectorthatwasnegativelyimpactedthemostbyCOVID-19.Theindustryiscurrentlyworthover $650billionandisprojectedtogrow16.6%annuallyandreach$1.4trillionin2027(Global WellnessInstitute,2024).Additionally,theUnitedStatesleadstheworldinwellnessspending, investingover$1trillionannuallyacrossvariouswellnesssectors(GlobalWellnessInstitute 2024).
WhiletheCOVID-19pandemichadanegativeeconomicimpactonwellnesstourism,it alsosparkedaperiodofdeepreflectionformany,leadingindividualstoprioritizetheirphysical, mental,andspiritualwell-being(Driscoll,2024).Inapost-COVID-19world,peopleare increasinglyseekingaholisticapproachtowellnessinallareasoftheirlives,includingtheir travelexperiences.TheWellnessTourismAssociationdefineswellnesstravelas“travelthat allowsthetravelertomaintain,enhanceorkick-startahealthylifestyle,andsupportorincrease one’ssenseofwellbeing”(Drsicoll,2024).Next,industryleadersandtheirbestpracticeswillbe examinedtogainamorecomprehensiveunderstandingofthewellnesstourismsector Industryleaders&BestPractices:
ThreeleadingwellnesstourismbrandswillbehighlightedinImage5.Theresorts selectedforthisresearchareSixSenses,AnantaraHotels,Resorts&Spas,andLanserhof,all renownedfortheirexcellenceinwellnessofferingsandinnovativepractices..
SixSenses,AnantaraHotelsandResorts,andLanserhofWellnessResortrepresentthe pinnacleofluxuryandwellnessinhospitality.SixSensesfocusesonsustainableluxuryand immersiveexperiences,offeringuniqueretreatsthatharmonizewithnature (LuxuryHotelBrand &SpaEscapes:SixSensesValues,2024).Anantaracombinesculturalauthenticitywith luxuriouscomfort,providingguestswithadeepconnectiontolocaltraditionsandbreathtaking surroundings(LuxuryHotelGroup:AnantaraHotels&Resorts:AboutUs).Lanserhofis renownedforitsinnovativewellnessprograms,blendingadvancedmedicaltreatmentswith holisticapproachestopromoterejuvenationandwell-being.Together,thesebrandsredefinethe travelexperience,prioritizingrelaxation,health,andanintimateconnectionwiththeir environments(Longevity:LivingWellforLonger).
Image 5: Industry leaders chart
Sources: (LuxuryHotelBrand&SpaEscapes:SixSensesValues,2024),(LuxuryHotelGroup: AnantaraHotels&Resorts:AboutUs),and(Longevity:LivingWellforLonger)
Trends:
Wellness/slowtravel-
Accordingto Forbeslistof“2024GlobalTrendsinLuxuryTravelandHospitality”, slowertravelconsistsof“unhurried”and“longervacations”.Additionally,wellnessspasthatcan offerpersonalizedexperienceshavebecomeincreasinglypopular(Foster,R.Daniel,2024).
Wellnesstourismiscurrentlyworth$651billionUSDannuallyandisprojectedtogrow16.6% by2027.Additionally,society’sincreasedfocusonmentalhealthhasledresortdestinationsto“ promoteemotional,psychological,andspiritualwell-being”(GlobalWellnessInstitute,2024).
WellnessTechnology-
Withthesurgeintechnologicaladvancementsworldwide,thespaindustryhasembraced variousplatformstoelevatethecustomerexperiencesignificantly.Forexample,digitalbooking
platformssuchasmobileappshavebeenimplementedtomanyspasacrosstheglobe(Trishta, 2024).
Sustainability-
Accordingtostatisticsonecotourism,“over80percentofglobaltravelerssaidthat sustainabletourismwasimportanttothem”whensurveyedin2022(Topic:SustainableTourism Worldwide).Thesectorasawholeisexpectedtogofrom172.4billionU.S.dollarsin2022to 374.2billionU.S.dollarsin2028(StatistaResearchDepartment,2022).
Supplychainfactors:
Laborshortageshaveaffectedthehospitalityindustrypost-pandemic.Hospitalityworkershave “shiftedtobackofficeandathomejobs”(DeMicco,Fred,2022).InJanuary2023,American
Hotel&LodgingAssociationsurveyedmorethan500hoteliersand79percentofU.S.hotels reportedexperiencingstaffingshortages(DeMicco,Fred,2022). Over35%ofresort/hotel businessesreportedhavingalowernumberofstaffingcomparedtoJanuary2021.Additionally, 22%ofdayspabusinessesreportedadecreaseinstaffcomparedto2021(Trishta,2024).
Marketstructure&Technologicaladvancements:
Sincetheemergenceofonlinebookingsandmobileapps,thehospitalitymarkethasseenasurge ingrowth.“Improvedbookingfacilities”isakeyindicatorofgrowthinhotelchains(Luxury HotelMarketSize,2024).AnincreasednumberofhighnetworthindividualsintheUShasalso ledtotheincreaseddemandforluxuryhospitalitynotingthatcustomersarelookingfor
“high-endamenities,personalizedservices,andexquisiteaccommodations”(LuxuryHotel MarketSize,2024).
IndustryS.W.O.T.:
Image6:IndustryS.W.O.T.
Sources: MarketAnalysis
Now,divingdeeperintothewellnesstourismmarket.Thisresearchwillfocusonproduct trends,analyzelocalanddirectcompetitorsofMiraval,explorepricingstrategieswithinthe
market,assessdistributionchannels,andprovideacomprehensiveoverviewoftheindustry landscape.
ProductResearchandTrends:
Medicalspaservices-
Aproducttrendinthewellness/spamarketincludesincorporatingtraditionaland non-traditionalmedicaltreatments.Forexamplenutritionalcounseling,acupuncture,IVtherapy, andreikiareafewexamplesofhowwellnessspashaveincorporatedthesetreatmentsintotheir services(Divico,2023).ForexampleCanyonRanchhason-sitephysicianswhocanperform fitnessassessmentsandbodycompositionscreeningsinordertobettersolvetheirclientshealth needs(“Health&PerformanceatCanyonRanchTucson”).Withalternativetreatmentssuchas acupuncture,Reiki,andenergyhealingnowavailablein25%ofspas”thesetreatmentsare offeredinmorehigh-endtreatmentfacilities(Trishita,2024).Additionally,non-invasive cosmeticprocedureshavebecomeincreasinglypopularinspaproductofferings.
Customizabletreatments-
Thetrendofcustomizabletreatmentsinthespaindustryhasgainedsignificant momentumasconsumersincreasinglyseekpersonalizedwellnessexperiences.Tailoredservices enableclientstochoosetreatmentsbasedontheirindividualpreferences,skintypes,andhealth goals,enhancingcustomersatisfactionandengagement(Kumar&Sharma,2021).Areportby GrandViewResearchpredictsthattheglobalspamarketwillgrowaspersonalizationbecomesa keydriver,withmanyestablishmentsadoptingadvancedtechnologiesandskilledprofessionals toprovidebespoketherapies(GrandViewResearch,2023).Thisshiftnotonlymeetsthediverse
needsofclientsbutalsofostersloyalty,aspersonalizedexperienceslinktoimprovedemotional andphysicalwell-being(Smith&Johnson,2022).
Rotatingmenus-
Rotatingmenushaveemergedasasuccessfulstrategyinthetourismindustry, particularlyintherestaurantsector,wherecustomerexpectationscontinuetoevolve.Theability toadjustmenusinresponsetocustomerfeedbackandseasonalavailabilitynotonlykeepsthe diningexperiencefreshbutalsofostersasenseofconnectionbetweentherestaurantandits patrons(“RotatingandUpdatingMenus:ARecipeforSuccess”).Additionally,atrendinthe luxuryculinaryindustryis“uniquefoods”with79%ofluxurytravelersreportingtheyenjoy tryingcompletelynewfoodoptionswhiletraveling(“2024TravelTrends:LuxuryCulinary Tourism”).
Competitors:
LakeAustinSpaResort-
LakeAustinSpaResortisanall-inclusivewellnessdestinationsituatedonthe picturesqueshoresofLakeAustin.Boastinganaward-winningspa,aworld-classchef,anda teamofdedicatedwellnessexperts,theresortoffersaholisticretreatforguests.Thoselookingto indulgeinluxuryaccommodationscanexpectratesrangingfrom$750to$950pernight.What setsLakeAustinapartisitsuniquesellingproposition:theresortaccommodatesonlyaround40 guestsatatime,ensuringamoreintimateandpersonalizedexperienceforeveryone
(“Offers-LakeAustinSpaResort”).Withanannualrevenueofestimated$52millionayear, LakeAustinthrivesasasmallerscaleluxuryresortforwellnesstravelersinAustin(“Lake AustinSpaResortRevenueandCompetitors”).
BartonCreekResort&Spa-
LocatedintherollinghillsofAustin,TX,BartonCreekResort&Spaisrenownedforits signatureTexashospitalityandprimelocation.Spanningover4,000acresofsecludedterrain,the resortoffersapeacefulretreatjustminutesfromdowntownAustin.Whilenotall-inclusive, BartonCreekprovidesavarietyofpremiumamenities,includingaluxuriousspa,multiple diningoptions,children’sactivities,andfouracclaimedgolfcourses.Ratestypicallyrange between$300and$500pernight.WhatdistinguishesBartonCreekResortisitsuniqueoffering offourtop-tiergolfcourses,makingittheonlywellnessspainAustintofeaturegolfaspartof itswellnessandleisureexperiences.Theresortholdsanestimatedannualrevenueofover$100 million,reflectingitsstrongpositioninthewellnesstourismmarket(CompWorth.“OmniBarton CreekResortandSpa:Revenue,Worth,Valuation&Competitors2024”).
CanyonRanch(coming2025)-
CanyonRanchisanall-inclusiveresortandspasettoopenintheHillCountryofAustin in2025,withstaysstartingat$1,000pernight.Guestscanindulgeinawidearrayofamenities, includingspatreatments,fitnessactivities,andwellnessprograms,aswellasgolfandtennis facilities(“AboutCanyonRanch:PioneeringTheWellWayofLife”).Recentlyranked#4outof 20onCondéNastTraveler’slistofthetopwellnessspasinthecountry(CondéNastTraveler,
2023),CanyonRanchdistinguishesitselfbyofferingcomprehensivehealthevaluationsthat includegenetictesting,bodycompositionanalysis,andmetabolicassessments,pavingtheway forapersonalizedwellnessjourney(GlobalWellnessInstitute,2024).Withitsanticipated openingin2025,thefacilitypromisestobecompletelyupdatedandbrandnew,enhancingthe guestexperience.CanyonRanchandVICIPropertiesannouncedapartnershipthatincludeda $150millionequityinvestmenttosupportthegrowthoftheCanyonRanchbrand.VICIhas committedaround$500millionintotalcapital,includingdevelopmentfinancingforCanyon Ranch’snewAustinlocation,settoopenin2025(“Vici Properties - Vici Properties Inc.. Provides $140 Million Canyon Ranch Mortgage Financing”).
FourSeasonsResortLanai-
WhilenotlocatedinAustin,FourSeasonsResortLanaihasbeenincludedinthismarket researchtoprovideinsightsintoahigh-endwellnessresortthatsurpassesevenMiravaland CanyonRanch.NestledinHawaii,thisfive-diamondresortoffersgueststhechancetoreconnect withtheirbodyandspiritattheexquisiteHawanawanaSpa,complementedbyluxuriousdining attherenownedNOBUrestaurant.Withratesstartingat$1,500pernight,FourSeasonsResort Lanaiepitomizesexclusivityandcaterstoconsumerswhovalueprivacy.Whattrulysetsthis resortapartisitsuniquesellingproposition,whichincludesenrichingculturalexperiencesand activitiesthatallowgueststoimmersethemselvesintherichheritageofLanai(“LanaiHotel: LanaiHawaiiLuxuryResort:FourSeasonsResortLanai”). Financialdetailsspecificallyfor FourSeasonsResortLanaiarenotreadilyavailablesinceFourSeasonsdoesnotpublicly disclosetheexactfinancialperformanceofindividualresorts.However,thebrandasawhole
operatesover100propertiesworldwide,withanestimatedrevenueexceeding$4billionannually (“FourSeasonsHotelsandResortsRevenue:Annual,Quarterly,andHistoric”).
PricingResearch:
Inresearchingresort&spasthelowerendofpricingfellataround$300-500anightfor accommodations(OmniBartonCreekResort&Spa)whilethehigherendofthespectrumis $1,500minimumnightlypricingforaccommodations(LanaiHotel:LanaiHawaiiLuxury Resort).Manyoftheseresortsareall-inclusivemeaningthataccommodations,food,andservices areincludedinthenightlyprice.However,therearelimitsandadditionalfeesmayapplywhen consumershaverunoutof“credits’’.
DistributionChannels:
Whenresearchingsparesorts,aquickGooglesearchoftenleadsconsumerstoonline travelbookingsitessuchasBooking.com,Kayak,Expedia,andSpaFinders.Thesearereferred toasOnlineTravelAgenciesorOTA.TheseOTAsallowconsumerstobookalltravel-related servicessuchashotel,rentalcars,andairlines,atthelowestprices.However,itcanbeharderto changebookingsandconsumersareunabletousepointstheymayhavewithhotelgroupsinthe bookingprocess(NerdWallet).Physicaltravelagentsalsoassistclientsinbookingtheirstays. However,thiswillleadtoanaddedfeefortheagent'sassistance(NerdWallet).Directbookings maybemadethroughresortwebsites.Manyresortsareadaptingtotheincreased“wellness technology”thatoffer“digitalbookingplatforms,mobileapps,andvirtualwellness consultations”(Deb,Trishita,2024).CanyonRanch,oneofMiraval’sdirectcompetitors,has
incorporatedanappwhereconsumerscanbrowseclasses,services,andplantheirstayincluding dinnerreservationsandspaservices(“DownloadOurApp”,CanyonRanch).
AdvertisingandPromotionResearch:
LoyaltyPrograms-
LoyaltyProgramsareproventoincreasecustomerretentionandlifetimevalue.As retainingexistingcustomersischeaperthangainingnewones,thisiscrucialinincreasing profitability(HowDoLoyaltyProgramsIncreaseCustomerRetentionandLifetimeValue?”).
Thehospitalityindustryhasevolvedpastbasicprogramsthatprovidecustomerswithpointsand basicperks.Today,manyprogramsoffer“personalizedamenitieslikeroomupgrades,welcome gifts,andexclusiveservices.Threefourthsofconsumersviewpointsasa“basicexpectation” (TransformingTravel,2024).AccordingtotheAmericanHotelandLodgingAssociation,“54% [ofclients]arewillingtopaymoretochoosetheirview,38%toselecttheirspecificroom,and 32%tochoosetheirroomfloor”(TransformingTravel,2024).
CustomerReviews-
ResearchersstudyingYelpfoundthat“evenaone-starincreasemeanta5-9%increasein revenue”forhotels.Someexpertsclaimthat“onebadreviewcanresultinupto30lost reservations”(Stayntouch,2021).39%ofspa-goersintheUnitedStatesconsideronlinereviews whenselectingaspa(SPAMarketSize,Share,TrendsandGrowthReport,2030).Overall, reviewshavealargeimpactonconsumerspurchasingpowerandboththehospitalityandspa industrieshavedirectcorrelationofrevenueincrease/decreasewithpositive/negativereviews.
SocialMedia-
Over75%ofallAmericanshaveasocialmediaplatform.Specifically,Tiktokishaving animpactonthetravelandtourismindustry “Sixtypercentoftravelerssaytheyhavebecome inspiredtovisitanewdestinationafterseeingaTikTokvideoaboutit”(Michalis,2024).
SalesResearch:
Miraval’sparentcompany,Hyatt,made$6.66billionin2023whichwasanincreasefrom $5.89billionin2022.In2017,HyattpurchasedMiravalgroupfor$375-million.Thereisno specificindicationofwhatMiraval’sspecificrevenuehasbeen,butanadditional$160million wasputintothecompanytoexpandandcontinuegrowth(Ting,2017).
Ratings&Reviews:
Images7and8belowpresentacomparativeanalysisoftheGoogleratingsforthefour resortspreviouslymentioned,alongwithMiraval.Whiletheseratingsdonotprovideacomplete pictureofeachresort'soverallperformance,theyoffervaluableinsightsintoguestsatisfaction andexperiences.Observingtheseratingscanhelppotentialvisitorsgaugethegeneralreputation ofeachdestinationandmakemoreinformeddecisionsabouttheirwellnessretreats.
Image7&8:Googleratingscompared(Thornton,2024)
Sources:
CompetitiveAnalysis&PerceptualMap:
Image 9: Market competitive analysis (Thornton, 2024)
Sources: (“LanaiHotel:LanaiHawaiiLuxuryResort:FourSeasonsResortLanai”),(“Omni BartonCreekResortDetails”),(“Offers-LakeAustinSpaResort”),and(“AboutCanyonRanch: PioneeringTheWellWayofLife”)
Image 10: Perceptual Map (Thornton, Anna)
Consumersegmentation:
Theluxurywellnesstourismmarketfeaturesadistinctsegmentknownasaffluent wellnessseekers,whoaredrivenbyadesireforhigh-quality,personalizedexperiencesthat fosterphysical,mental,andemotionalwell-being.Predominantlycomposedofmillennialsand GenerationX,thesetravelersexhibitastrongpreferenceforluxurytravel,emphasizingabalance betweenrelaxationandnovelexperiences,withanincreasingfocusonwellness(Maglione, 2024).
GenerationXtravelersoftenseekdestinationsthatofferaharmoniousblendof tranquilityandadventure,whilemillennialsprioritizeaccesstotopfitnessprofessionalsand healthy,"clean"cuisineduringtheirtravels.Thisyoungerdemographicisnotablywillingto investinwellnessexperiences,makingthemtheleadingagegroupinclinedtospendon
wellness-relatedactivities(source:“WellnessTourismTops$436B.AreYouOptimizing Profitability?”).
PrimaryResearchFindings:
Forprimaryresearchasurveyandtwointerviewstookplace.Thesurveycontained15 questionsthatwereposedtomaleandfemalerespondentsaged28andup.Theinterviewswere withpastMiravalAustinconsumers.Boththeseprimaryresearchmethodsaimedtogetabetter understandingofconsumerviewpointsofthewellnesstourismindustryasawholeaswellas specificinteractionswithMiravalAustin.
Survey
Distribution-
UsingGoogleForms,100individualsweresurveyedandansweredatotalof15questions relatedtotheirtravelexperiences,theirexperienceswithwellnesstourism,aswellasareasthat standouttothemwhenlookingforaccommodations.
Respondents-
Thesurveywassenttomenandwomenaged28andup.37.3%ofrespondentsfellinto the28-43agerange,41.2%ofrespondentsfellintothe44-59agerange,and21.6%fellintothe 59+category.Over50%ofrespondentsnotedthattheytravelover6timesayear.43%of respondentshavebeentoawellnessresort/spa.
Objective-
Thegoalofthissurveyistounderstandconsumerpreferenceswhenitcomestotheir reasoningfortravel,theirhotelpreferences,andtheirexperienceswithwellnessresortsinorder tocomeupwithacomprehensiverevisionplanforMiravalAustin.
Limitations-
Due90%ofrespondentsbeingfemalethereisalackofdiversitywhenitcomesto gender.Additionally,only6%ofrespondentshaveattendedaMiravalresortwhichmayleadtoa lackofpastclientelepreferences.
KeyFindings-
- Themajorityofrespondentsreportedamenitiesaswellasarelaxingambianceanddecor astheirfavoritepartofstayinginahotel
Image 8: What is your favorite part about staying in a hotel? (Thornton, 2024)
- Themostcommonresponsewhenrespondentswereaskedwhichwellnessspatheyhave beentowasCanyonRanch
- 82%ofrespondentsbelongtohotelloyaltyprograms
- Themajorityofrespondentsreportedthatamenities,reviews,starratings,andupdatedor aestheticallypleasingroomswerethethingstheylookedforwhenbookingahotel
- 82%ofrespondentsanswered“Yes”whenasked:Wouldyoubemoreinclinedtostayata resortwithanappforbookingrooms,services,organizingitineraries&communicating withstaff?
Interview1:CarolScotty
Place-
Emailinterview9/26/24
AboutCarolSoctty-
CarolSocttyis58yearsoldandtheownerofatravelagencycalledTrekese.Sheisa CertifiedTravelAssociate,isamemberoftheTravelInstitute,ASTA,ATTA,CLIA&Travel LeadersNetwork(AboutTrekeese).SherecentlytookatriptoMiravalAustinasagifttoher aunt.Shefrequentlytravelsbothforleisureaswellasforresearchtobetterserveherclienteleas atravelagent.
Objectives-
Theobjectiveofthisinterviewwastolearnaboutaconsumer'sexperienceofMiraval Austinthroughtheperspectiveofatravelagent.Additionally,Ialsowantedtolearnaboutwhat otherwellnessresortsCarolhadbeento,whichwasherfavoriteandwhy.
Limitations-
Carolreportedthatshehasonlyattended3wellnessresortsintotal.Althoughsheisa travelagent,wellnessresortsarenotherspecialty
KeyFindings-
- HerfavoritewellnessspashehasvisitedisSixSensesasshesays“thebrandistrue luxury”.Afterafollow-upconversationpost-interview,Carolmentionedwhatmadeher staysoluxuriouswasthestaff’sattentiontodetail.Shementionedthatsomeonewas constantlycheckinginonherthroughoutherentirestay.
- Whenlookingforahoteltobookshepaysattentionto:location,stars,reputationand quality.
- ThebestpartofherstayatMiravalAustinwas,sherespondedwiththegrounds,classes, spaandthefactthatitwasall-inclusive.
- Herleastfavoritepartofherstay,sherespondedwiththefoodasitwas“notgreat”.After afollow-upphoneconversationsheprovidedmoredetailstatingshe“wishedtherewere moreoptionssothatguestsaren’tchoosingfromthefoursamethingseverynight.”
- AnareaatMiravalAustinwhereshefeltthecustomerservicecouldbeimprovedwasthe diningroom.Afterafollow-upphoneconversationsheprovidedmoredetailstatingshe feltlikeservicewasslowattimes,notingshe“wouldwaitsometimesupto5minutes beforebeinggreetedathertable.”
PlacePhoneconversation9/29/24
AboutJenniferBoos-
Interview2:JenniferBoos
JenniferBoosis56yearsold.SheisretiredandlivesinPonteVedraBeach,Florida.She isafrequentspa-goerandgoesonvacation10+timesayear.ShevisitedMiravalAustinSpa& Resortinthesummerof2022.
Objectives-
TheobjectiveofthisinterviewwastogetperspectiveonMiravalAustinfroma high-net worthindividualwhofrequentlytravelsandhasexperiencedmanydifferentluxuryhotelsand spas.
Limitations-
AlthoughJenniferBoosisaprimecandidateforawellnessresort,shedoesnotrepresent theconsumermarketasawhole.Thesearejustheropinionsandotherconsumersmayhavevery differentexperiencesthanher
KeyFindings-
- Jenniferreportedshehaddifficultybookingclassesandspaservices.Shementioned havingmultiplecallsbeforeherstaywithacustomerservicerepresentativetryingtoget herschedulecompleted.
- HerfavoritepartofMiravalwasthevarietyofclassesoffered.However,shementioned theyfilledupprettyquickly
- Herfavoritewellnessresortoutofthe5shehasbeentoisOjaiValleyResort&Spain California.
- HerleastfavoritepartofherMiravalstaywasherroom.Shementionedfeelinglikethey wereoutdated.Shefeelsliketheydidnotliveuptoherexpectations,especiallyforthe priceshepaid.
Conclusion:
Thisconcludestheprimaryresearchgathered.Acomprehensivelookatbothprimaryand secondarykeyfindingsistofollow
ResearchAnalysisandKeyFindings:
Whenexaminingboththeprimaryandsecondaryresearchitisclearthatalthough Miravalisanotableresortinthespaandwellnessresortindustry,thereisanincreasingamount ofcompetition,threateningtodiminishMiraval’sstatusasatop-notchluxurywellnessresort.
Thesecondaryresearchgivesinsightintowellness/spaindustrytrendsandbestpractices thatcouldbeincorporatedintotheMiravalAustincustomerserviceplan.Throughsecondary researchitisnotedthattrendssuchasimprovedbookingfacilities,biophilicdesign,wellness programsthatincorporatehealthprofessionals,andperkssuchasroomupgradesandgiftsfor loyalguestscanallleadtoimprovementincustomers'experiencesattheresort.
Theprimaryresearchgivesinsightintodifferentconsumers’experienceswiththeresort aswellashighlightscertainaspectsofthehospitalityandwellnessindustrythatstandoutto consumers.Itisclearfromtheprimaryresearchthathighqualityamenities(suchasthespa), rooms,andfood,aswellasanoverallpositivebrandfeedbackfromreviewsandtrustedsources arecrucialincreatingappealforaresort.
ProposedInitiatives&Strategy:
Thisprojectaimstocreateacohesiveandluxuriouscustomerexperiencejourneyfor MiravalAustinconsumersaswellashighlighttheresortasatopchoicewhendecidingona wellnessresort.Theproposedinitiativesbelowareproposedtoaccomplishthesegoals.
1. IntegrationofaMiravalapp-Theprimaryresearchindicatedthatover80%ofsurvey respondentsbelievedthataresorthavinganappforbookingandcommunicatingwith staffwouldmakethemmoreinclinedtostaythere.Secondaryresearchreportsthat “technologyisthenextspaandwellnessfrontier”(LuminaWellbeing,2023).Anappwill bedesignedfortheresortasacentrallocationforbookingrooms,classes,spaservicesas wellasaccumulatingpointsandstatus.
2. Redesignofaccommodations-Theprimaryresearchindicatesthatluxuriousrooms weresomeofthesurveyparticipantstopreasonsforpickingahotel.Primaryresearch alsoindicatesthatformerMiravalguestsreportwishingthattheroomsalignedbetter withthehighpriceofthestay Secondaryresearchindicatesthatbiophilicdesignisa growingtrendamongstresortdesignandisproventoenhanceguests'experiences (Biophilic Design in Hospitality). Upgradingroomswithinnovativedesignelementswill in-turnattractnewcustomersaswellasimproveguestswell-beingandsatisfactionlevels duringtheirstay.
3. Incorporationofmedicalwellnesstreatmentsandcaresessions-Secondaryresearch indicatesthatcompetitorssuchasCanyonRanchoffermedical-gradeassessmentswith professionalhealthcareworkerssuchasgenetictestingandbodycompositionanalysis (GlobalWellnessInstitute,2024). Additionally,secondaryresearchindicates“Theglobal medicalspamarketsizeexhibitedUSD19.05billionin2023andisestimatedtobeworth aroundUSD78.42billionby2033”(Precedence Research, 2024).
4. Rotatingmenu-Implementingarotatingmenuthatintroduces1-2newdisheseachnight cansignificantlyenhanceguestsatisfactionbyprovidingvarietyandexcitement.
Researchshowsthat"Introducingnewdisheskeepsthemenufreshandgivescustomers morereasonstoreturn"(Reinoso,2024).
ConsumerProfile:
Secondaryresearchindicates60%ofleisuretravelexpensesaregeneratedbyboth GenerationXandMillennials(Pymnts,2023).Additionally,Thelargestagegroupofspa-goers intheU.S.is35-54yearoldsat48%(Trishta,2024).Theconsumerprofilethiscustomer experienceplanwilltargetwillbemenandwomenaged28-65.
Demographics:
MiravalResort&Spa,likemanyotherwellnessresorts,isanadultsonlyresortwithan agelimitof18andup.Thelargestagegroupofspa-goersintheU.S.is35-54yearoldsat48%. Althoughthereisamajoritywomenmarketshareofthespaindustryat62%,thedemandfor menspaservicedemandispredictedtogrow14%from2024-2030(Deb,Trishita,2024).
Accordingtoa“LuxuryMarketStudy”donebySteveCohen,theminimumhouseholdincomeis $100,000inordertobeconsideredaluxurytraveler(Turner,Matt,2022).Additionally, high-incomeearnersare44%morelikelytomaketravelingapriority (Sands,Roger,2024).
Occupationsofhigh-incomeearnersconsistofinvestmentbanking,corporateexecutives,and doctors.Duringtheseluxurystays,wellnesstouristsarereportedtospendover$500adayon wellness-relatedactivities(Deb,Trishita,2024).Thisresearchnarrowsthedemographicsof Miravalgueststofallintheagerangeof35-55yearsoldandconsistofbothmenandwomen whofallinthehigh-incomeearningcategory.
Psychographics:
Researchingages35-55includesMillennialsandGenerationXgroups.GenerationX, whichismadeupof44-59yearolds,hasbeenstudiedtohaveastrongdesiretospendmoretime withfamilyaswellasprioritizeastrongwork-lifebalance(Stefan,2024).Whenitcomestotheir professionalgoalstheyaredetermined,ambitious,anditisreportedthat6outof10Generation Xwomenmakeasmuchormorethantheirmalecounterparts.GenerationXenjoyseatingout, spendingtimeoutdoors,artandcookingintheirleisuretime(Stefan,2024).GenerationX“sees workasameanstoanend”andprioritizesmaintaininga“highqualityoflife”(Stefan,2024).In total60%ofleisuretravelexpensesaregeneratedbybothGenerationXandMillennials (Pymnts,2023).
Millennials,madeupofages28-43,havebeenreportedto“leadthewaywhenitcomes todevelopingahealthylifestyle”.Theyprioritizeexercisingandeatinghealthymorethan previousgenerationshave.Whenitcomestotheirprofessionallives,theyaren’tafraidtoleavea jobthatisnotservingthemandtheyvaluebeing“recognizedandrewardedfortheirideasand creativethinking”(Nermoe,2022).AlongwithGenerationX,theyalsovalueawork-life balance.36%ofMillennialssurveyedreported“notenoughfreetime”beingamajorconcern withtheircareer.Althoughtheyareearninglessthanoldergenerations,theyarespendingmore oftheirsalariesonhealthandwellness.(Nermoe,2022).TechnologyallowsforMillennialsto tracktheirhealthylifestylesthroughappsandtheyprioritizeusingtechnologyto“stayuptodate withthelatesttrends”(WhatDoMillennialsCareabout?It’sNotWhatYouThink).Maintaining mentalhealthisalsoaprioritytoMillennials.Theyhaveincorporatedreading,sports,music, yogaandmediationintotheirlifestylesinordertoenhancementalhealth(YPulse,2023).
MediaUsage:
Whenitcomestotechnology,over88%ofGenerationXownsasmartphonevsover93% ofMillennialsownanduseasmartphone(“GenX’sAttitudestowardsAdvertisingandDigital DeviceUsage”).However,GenerationXismorelikelytodoresearchonnewproductsorbrands onacomputerortabletversusMillennialswhoaremorelikelytouseasmartphone (“PsychologyofSuccessfullyMarketingtoMillennials”). Additionally,over82%ofAmericans aged30-49usesocialmediawhile65%ofages50-64useit.
ShoppingHabits:
Millennialsare85%morelikelytomakeapurchaseifithasbeenpersonalizedwhile “personalizedproductrecommendations”arereportedtobeoneofthekeysofwinningoverGen Xconsumers((Mountain,Jennifer).Additionally, 70%of GenerationXconsumersarereported to“demonstrateadeep-rootedloyaltytobrands”theyhavepurchasedfrompreviously (Mountain,Jennifer).Whenitcomestopurchasing63%ofallspa-goersintheUnitedStatescite referralsasanimportantfactorintheirdecisionmaking.Additionally,1/3ofmillennialsuse blogsasamediasourcebeforemakingapurchase(“PsychologyofSuccessfullyMarketingto Millennials”).
Persona:
Name:CameronSmith
Age:45
Job:MarketingDirector
Income:180k+/year
Location:SouthernCalifornia
Cameronisadedicatedprofessionalwhoworkshardtoexcelinhercareer,yetshe’s mindfulofmaintainingahealthywork-lifebalance.Inherdowntime,sheenjoysworkingout, reading,andexploringnewtraveldestinations.Twiceayear,shemakesitaprioritytotakesolo tripstounwindandrecharge.Whileshe'spreviouslyvisitedotherwellnessresorts,she’seagerto tryaMiravalpropertyafterhearingabouttheiruniqueon-sitefarm,whichoffersfresh farm-to-tablediningexperiences.CameronseeksawellnessretreatwithintheU.S.,ideallyjusta shortflightawayfromherhomeinSouthernCalifornia,makingitbothconvenientand rejuvenating.
Strategicplan
Inthisportion,thestrategyandinitiativesfortherevisionofMiravalAustin’srevised customerserviceplanwillbeaddressed.Theirimpactinregardstoproduct,price,place,and promotionwillbedefined.Additionally,thepromotionalplan,budget,IMCplan,profitandloss statement,andanalysisofthenewcustomerjourneywillbecovered.
GoalsandTactics:
ThisrevisedcustomerservicestrategyforMiravalAustinaimstomeetthreemaingoals: increasecustomersatisfaction,sustainandgrowhotelbookings,andincreaseroomrateswhich willdriveincreasedrevenue.Thesegoalswillbemetthroughfivemaininitiatives:the integrationofaresortapp,theredesignofaccommodations,theincorporationofmedical wellnesstreatmentsandcaresessions,increasedmenuitemsatthediningroom,andincreasein staffing.
IntegrationofMiravalApp(Place):
Thisresortappwillactasacentrallocationforbookingrooms,classes,spaservicesas wellasaccumulatingpointsandstatus.Implementingaresortappisaninitiativesupportedby bothprimaryandsecondaryresearch.Forexample,secondaryresearchprovesthathotelapps canmakebookingsignificantlyeasierforconsumersthrough“one-touchbooking”thatismade possiblebytheappstoringallconsumerinformationincludingpaymentdetailsandpaststay information.Additionally,appscanbeintegratedwiththeresortsloyaltyprogramallowing gueststoobtainpointsthroughbookingandactasacentrallocationforgueststokeeptrackand utilizetheirpointsforperks(Pros and Cons of a Hotel App That Every Hotel Owner Should
Know in 2024).Primaryresearchindicatedthatover80%ofsurveyrespondentsbelievedthata resorthavinganappforbookingandcommunicatingwithstaffwouldmakethemmoreinclined tostaythere.PrimaryresearchalsoindicatedthatapastMiravalguest'sbiggestgrievancewith herstaywasdifficultybookingclassesandspatreatmentswhereshenotedshehad“multiple callswithMiravalcustomerserviceinattemptstogetherschedulemade”.
Thisinitiativewillbeachievedthroughafewtacticsthatwillmakethisappsuccessful. Thefirsttacticinvolvescreatingapersonalizedexperiencethroughtheapp.Byallowingguests tocreateanaccount,theywillhavealocationtostoretheirpersonalinformationsuchasname, contactinfo,healthgoals,andstaypreferences.Beforetheirstay,guestswillbeencouragedto downloadtheapp,whichfeaturesinformationalvideosincludingaguidedtourofthegrounds andaspecialmessagefromPresidentSteveRudnitsky Inhismessage,heshareshisvisionfor eachguest'sholisticwellnessexperienceandprovidesinsightsintotherichhistoryoftheresort. Thisensuresthatguestsarewell-informedandpreparedfortheirtransformativestay.
Additionally,theappcanstoreinformationrelatingtotheguestspreviousstaysandaccumulated loyaltypoints.Anotherproposedtacticistheimplementationofdedicatedcustomer-careagents whowillbeassignedtoeachguestafterbooking.Thesecustomer-careagentswillusetheappto continuecheckinginonguestsduringthecourseoftheirstay Theywillalsoassistguestsin bookingallspaappointments,workoutclasses,andotheractivitiespriortoarrival.Miraval guestswillhaveaccesstotheiritinerariesthroughtheappthatwillallowthemtomakechanges asnecessarythroughouttheirstay.However,whenguestsenterthespatheywillbeencouraged toleavetheirphoneinthelocker,astheappwillnolongerbeneededpostcheckinginforan appointment.Thiswillbethesameforexerciseclassesandotheractivities,duringparticipation guestswillbeencouragedtoleavetheirphoneinlockersorintheirrooms.Aftertheirstayat
Miraval,guestscancontinuetheirwellnessjourneythroughtheapp,whichprovidesvaluable wellnesstipsandresources.Eachweek,theappsharesfreshinsightsonthelatestwellnesstrends andarticles,helpingusersstayinformedandengaged.Additionally,guestscanaccessvirtual workoutroutines,yogaclasses,andmeditationsessionsdirectlythroughtheapp,makingiteasy toincorporateholisticpracticesintotheirdailylives.
Image11: Miraval app home page and login mockup (Thornton, 2024)
KPIs:
KeyperformanceindicatorswillbeusedinordertotrackthesuccessoftheMiravalapp.
Theseinclude:
- Appdownloads:theamountofdownloadsontheappatagiventime
- Accountcreationrate:thenumberofguestswhohavecreatedaccountswiththe resortthroughtheapp
- Appstoreratings&reviews:theaverageratingoftheappandhowusershave experiencedit
Redesignofaccommodations(Product):
TheredesignofMiravalAustinresortroomsissupportedbybothprimaryandsecondary research.Secondaryresearchindicatesmoderntravelers“cravebright,airy,simplisticspaces” (EverLineArt, 2024).Additionally,biophilicdesignisagrowingtrendamongstresortdesignand isproventoenhanceguests'experiences(Biophilic Design in Hospitality). Furthermore,whenit comestohoteldesigntravelerswant“hotelsthatusenaturalmaterials,reducewaste,andgive backtolocalcommunities”(EverLineArt, 2024).Primaryresearchalsoindicatedamajorityof surveyrespondentschose“relaxingambianceanddecor”astheirfavoritepartofstayingina hotel,therefore,itisanaspectthatshouldbeprioritized.Primaryresearchalsoindicatesthata formerMiravalguestwishesroomshad“higherqualityfinishingsandmoremodernupdated designelements”.
Thisinitiativeofredesigningaccommodationswillbeachievedthroughnumerous tactics.ThefirsttacticwillbepartneringwithalocalAustinarchitecturaldesigncompanycalled Andalusia,whowillpartnerwithMiravaltoredesigntheirrooms.Andalusiaspecializesin architecturalwoodworkingwhichwillgiveMiravalAustin’sroomsanelementofbiophilic designthatincorporateselementsofAustin’shillcountry.Additionally,Andalusiausesonly recyclablematerialsaswellasthesourcingofalllocalrawmaterialswhichsupportsamore eco-consciousdesigntrend(AndalusiaDesign,2024).Anothertacticfortheredesignof accommodationsispartneringwithalocalAustininteriordesignfirm,BrittDesignGroup.The firm'smissionistoensure“wellnessandsustainabilityarepartandparcelofawell-designed
space”(Howarth,2024).Additionallythefirmis“committedtocreatinghealthyspacesby loweringoreliminatingtoxinsandharmfulmaterialsandimprovingindoorairquality” (Howarth,2024).BothofthesetacticsarecohesivewithMiraval’smissionofonlysourcingfrom localAustincompanies(AboutLuxuryWellnessResort&SpainTexas) Image10below portraysMiravalAustin’scurrentrooms.Image11and12portraytheproposednewlookof Miravalaccommodationsusingnaturalwoodfinishesandorganicfurniturepieces.With accommodationupgrades,MiravalAustinwillbeabletojustifyincreasingroomrates.
Miraval Austin current room images (“MiravalAustin-Updated2024HotelReviews (TX).
Image12:
Image13:ProposedarchitecturaldesignmoodboardforAndalusia(imagesfromMidJourneyAI platformandPinterest) (Thornton, 2024)
Image14:ProposedinteriordesignmoodboardforBrittDesignGroup(imagesfromBritt DesignGroupandPinterest)(Thornton, 2024)
PricingStrategy:
Withaveragepricingonrenovating5-starhotelroomremodelsbeingaround $8,000-$12,000perroom,itcanbeestimatedthatapproximately$10,000perroomwillbespent onremodels(Hotel Renovation Costs per Room: Economy to Luxury Breakdown).Miraval Austinhas117roomstotal,therefore,thetotalcostoftheremodelofaccommodationswouldbe approximately$1.17million.WiththeaverageoccupancyrateforthehotelindustryintheU.S. totaling65%,MiravalAustincanexpectanaverageof76oftheirhotelroomstobeoccupiedper day (Occupancy Rate).Withpricingonasingleoccupancyroomrangingfrom$772to$1,233 dependingonseasonandavailabilityitcanbeassumedthatanaverageofaround$1,000anight isthedailyroomrate.MiravalAustinismakingapproximately$76,000adayonroombookings alone.AssumingMiravalAustinisopen365daysayear,theestimatedtotalrevenueperyearon roombookingsalonetotals$27,740,000.Therefore,inordertocoverthecostoftheremodel within5yearsMiravalAustinwillneedtomakeanadditional$234,000peryear.Whenthisis dividedby365,withanaverageof76roomsoccupiedperday,theadditionalrequiredrevenue perdaywillbeapproximately$641.Thatmakesthenewdailyrevenue$76,641.Dividedby76 rooms,thenewaverageroomratetotals$1,008.ForMiravalAustintogaina10%profitonthis remodeltheadditionalrevenueperdaywouldbeapproximately$705,makingthenewdaily revenueacross76rooms$76,705.Thisleadstoanaverageroomrateof$1,009pernightora .9%increaseinroomrates.
KPIs:
Keyperformanceindicatorswillbeusedinordertotrackthesuccessof Miraval’s redesignedaccommodations.Theseinclude:
- MorefrequentfivestarratingsfromGooglereviewsandthird-partyplatforms likeTripAdvisor,SpaFinder,etc.(aimingfor5%increaseinratings)
- Postredesignaveragedailybookingrateincrease(aimingfor2-3%increasein dailybookingsinfirst6months)
- Increasedpercentageofrepeatguestsbeforeandaftertheredesignandrate increase
- Positivepost-staysurveys
Incorporationofmedicalwellnesstreatmentsandcaresessions(Product):
Implementingmoreinnovativemedicalspaandwellnesstreatmentshasproventobea profitableindustrytrend.Secondaryresearchstates,“Theglobalmedicalspamarketsize exhibitedUSD19.05billionin2023andisestimatedtobewortharoundUSD78.42billionby 2033”(Precedence Research, 2024).Additionally,CanyonRanch,oneofMiraval’sclosest competitors,employsateamthatincludesanEasternMedicinePractitioner,aPhysician,anda LaboratoryDiagnosticNurseSpecialist,amongotherspecializedprofessionals.Amajorityof theseprofessionalsareusingtreatmentssuchasacupunctureandnutritionplansinordertoaid weightlossorthegeneralmaintenanceofahealthyweight (Wellness Team at Canyon Ranch).
Additionally,Miraval'scurrenttargetaudienceincludesGenX,withsecondaryresearchshowing that53%ofthisgroupisactivelytryingtoloseweight.Furthermore,secondaryresearch indicatesthat57%ofMiraval'sothertargetgroup,Millennials,reporttheyaretryingtolose weight(Nwanne,2023).
Giventhesecondaryresearchhighlightingtrendsinmedicalwellnesstreatmentsanda focusonweightlosswithinthetargetaudience,theproposedtacticisforMiravalAustintohire
bothanEasternMedicinePractitionerandaNutritionisttosupportthisinitiative.AnEastern MedicinePractitionercanoffertreatmentssuchasacupuncture,herbalremediesaswellas nutritionalandlifestyleguidance(Wang,2023).AClinicalNutritionistcanofferpersonalized mealplans,foodallergyandintolerancemanagement,andmedicalnutritiontherapy(Dietitians and Nutritionists).
PricingStrategy:
Nationalstudiesestimatetheaveragecostofanacupuncturesessiontobearound$110 (Move Well MD, 2023).At30-60minutespersession,AssumingthattheEasternMedicine Practitionercanseearound6patientsadaythiswouldresultinarounda$660profitonthese sessions.Yearly,thattotals$240,000inprofitfromthesesessions.However,withanEastern MedicinePractitioneraveragebasesalaryof$75,000ayearthiswouldtotalouttoanetprofit forMiravalof$165,900.AsessionwithaClinicalNutritionistaveragesat$100asessionin Texas(How Much Does a Nutritionist Cost in 2024?).Withsessionsaveraging45-60minutes, assumingthenutritionistcanseearound5patientsaday,thiswouldtotaltoaprofitof$500a dayor$182,500ayear.Anaveragenutritionistsalaryisaround$69,000,therefore,thenetprofit forMiravalAustinwouldbeapproximately$182,000 (How Much Do Nutritionists Make?). Therefore,MiravalAustinwouldbeprofitablewithastartingpriceonthesesessionswith medicalspecialistsataround$100persession.
KPIs:
Keyperformanceindicatorswillbeusedinordertotrackthesuccessof Miraval’s redesignedaccommodations.Theseinclude:
- Poststaysurveystomeasuresatisfactionofservicesprovidedbythenewmedical professionals
- Trackingamountofrepeatvisitorsforsessionswithproviders(aimingfor30%ofvisitors whosawaprovidertohaveanothersessionwhentheyreturn)
- Dailybookingrateforeachprovider(aimingforanaveragebookingrateof70%interms ofscheduledvisitsdaily)
Increasedmenuitems(Product):
Researchsupportstheinclusionofadditionalmenuitemsthrougharotatingmenu strategy.Accordingtosecondaryresearch,79%oftravelersexpressedadesiretoexplorenew anduniqueculinaryoptionsduringtheirtrips.Thisinsightisfurtherreinforcedbyprimary research,whereoneintervieweehighlightedtheneedformorediversediningchoicesduringher stay,indicatingthatsheoftenfeltlimitedbythesamefewoptionseachevening.
Furthermore,ananalysisofthemenuatMiravalAustinrevealsinfluencesfromavariety ofculinarytraditions,includingAsian,Indian,NewAmerican,Latin,Southwest,Italian,and Frenchcuisines(“MindfulEating,Culinary&Dining:MiravalAustinResort”).Althoughthe menuiscurrentlyupdatedseasonallytoshowcaselocal,in-seasonproduce,introducinga rotatingmenuthatchangeseveryothernightwouldenhancethediningexperienceforguests stayingmultiplenights.Thisapproachwouldofferawidervarietyofculinaryoptions, preventingrepetitionandallowinggueststoexplorenewdishesthroughouttheirstay
PricingStrategy:
Researchindicatesincorporatingjustonenewmenuitemwouldcostarestaurantbetween $500to$5,000(“UpservePosIsNowLightspeedRestaurant(U-Series)”).Assumingthecost peritemisanaverage$2,750,thetotalcostofaddingaround8itemswouldbeanestimated $22,000.Additionally,theadditionofmorechefstofacilitatetheaddedmenuitemswouldbean addedcost.Thesalaryforanexecutivecheftypicallyrangesfrom$60,000to$120,000annually (IndeedCareers,2024).Assuminganaveragesalaryof$90,000,thiscostwouldneedtobeoffset byimprovementsincustomersatisfactionandincreasedguestloyalty.Sincetherestaurant operatesonanall-inclusivemodel,highersatisfactionfromenhancedculinaryofferingscould leadtorepeatbookingsandlongerstays,ultimatelycoveringtheadditionalexpenseofhiringa top-tierchef.
KPIs:
- Customersatisfactionsurveys(hopingforover70%ofcustomersatisfactionpostmenu changes)
- Frequencyofordersonaddedmenuitems(1inevery3consumersorderanewmenu item)
Increaseinstaffing(Service)-
SecondaryresearchindicatesthatMiravalAustinhas81employeestotal(Miraval Austin
- Overview, News & Competitors). Primaryresearchindicatesthatserviceattheresortrestaurant wasslow.Additionally,ultra-luxuryhotelresearchreportsitiscrucialfor1-2employeesper room(Nahas,2024).
Increasinghotelemployeesto117total,oneperroom,willincreaseguestsatisfaction whilealsoenhancingemployeeproductivity(“HowStaffCanIncreaseHotelProductivity:
IHCS: HotelConsulting”)Additionally,thiswillallowformoreattentiongiventocheckingin onguestsduringtheirstay
PricingStrategy:
Assumingeachemployeesalaryisaround$40,000-$60,000basedonindustrystandards
(Salary: Hotel in Texas, 2024). Takingtheaverageat$50,000,multipliedbytheadditionof36 employeeswouldbeatotalcostof$1.8million.Therefore,thesecostswouldneedtobeoffset bytheincreasedguestsatisfactionthatcomeswithincreasedemployees.Thiswillbereflectedin theprofitandlossstatement.
KPIs:
- Higherstafftoguestratio(1:1perroom)
- Enhancedcustomersatisfactionreportedinpost-staysurveys
- Increasedemployeesatisfactionthroughlessstressandincreasedproductivity
UpdatedBusinessModelCanvas:
FollowingtheupdatedapproachtoMiravalAustin’scustomerexperiencestrategy,the businessmodelcanvashasbeenrevisedtoincorporatetheproposedinitiativesandamore
refinedcustomersegmentation.Thevaluepropositionshavealsobeenenhancedtoalignwith thesenewdevelopments.
Image15:UpdatedBusinessModelCanvas(Thornton, 2024)
USP:
MiravalAustinResort&Spacombinesluxuryandwellness,offeringguestsanelevated experiencethroughnewlyrenovatedrooms,innovativewellnesstreatments,andtheconvenience ofaresortappforpersonalizedservices.
DemandPlan:
Thisdemandplanoffersanestimatednumberofhotelguestsbymonthbasedon secondaryresearchaswellaspeaktravelingseasons.JunethroughAugustareproventobethe mostpopularmonthsfortravelinthenorthernhemisphere.ChristmasandNewYearsarealso
proventobepeaks(What is Peak Season?).Additionally,thedailyrevenueisbasedonthe estimated$1,009spentonasingleoccupancyroom.Thisnumberhasincreasedfromtheaverage $1,000pernightpriortoroomredesign.Withtheaverageoccupancyrateforthehotelindustry intheU.S.totaling65%,MiravalAustincanexpectanaverageof76oftheirhotelroomstobe occupiedperday (Occupancy Rate).However,withincreaseddailyoccupancyratesfrom enhancedroomdesigns,theintegrationofanapp,morestaff,newmenuitems,andnewservices offeredtheaverageoccupancyratecanberaisedto75% basedonluxuryindustrystandards (O’Neill,2024). Withtheratebeing75%itcanbeexpectedthataftertherevisionofthe customerserviceplanwhichwillallberevealedinMay,itcanbeexpectedthat87roomswillbe filledonaveragedaily
Inthisportion,thestrategyandinitiativesinregardstoplaceandpromotionwillbe defined.Additionally,thepromotionalplan,budget,IMCplan,profitandlossstatement,and analysisofthenewcustomerjourneywillbecovered.
Image16:MiravalAustindemandplan(Thornton, 2024)
TargetMarket:
Thetargetsegmentthisprojectaimstoattractistheaffluentwellnessseeker.This audienceconsistsofbothmillennialsandgenerationXwhohavesomesimilaritiesand differenceswhenitcomestowheretheyreceivetheirinformation.Giventhehighsocialmedia usageacrossbothagegroups,itisprojectedtobethelargestchannelformarketingefforts. Currently,82%ofAmericansaged30to49areactiveonsocialmedia,alongwith65%ofthose aged50to64,highlightingtheplatform'sbroadreach(PsychologyofSuccessfullyMarketingto Millennials).Whenitcomestotraditionalmediaefforts,thiswillincludeprint,featuring magazineadsinluxurytravelpublications.Magazineadvertisementsinluxurytravel publicationswillmakeupamoresignificantamountofmarketingallocationeffortssince Millennialsarereported69%likelytotrustmagazineadvertisementsasacrediblesourcefor information(“Why Print Still Matters to Millennials”) GenerationXhasasignificantportionof activemagazinereadersastheyvaluethe“credibilityandtangibleaspectofmagazines”(Lewis, 2023).Inadditiontosocialmedia,digitalmediasuchasbanneradsandemailcampaignswill makeupaportionofmarketingefforts.Thisdecisionisimpactedbythe58.2billiongenxers whousetheinternetdailyaswellaschecktheiremailfairlyregularly(Lewis,2023).Inaddition, nearly100%ofmillennialsreportedtofrequentlyusetheinternet,with98%checkingtheir emailseveryfewhours(Dorst,2024).Overall,therewillbeamixoftraditional,print,and digitalmediaeffortstointroduceMiravalAustin’srevisionswhichwillappealtothistarget consumer.
Place:
TherearemultipleavenueswhereaconsumermaybeintroducedtotheMiravalbrand. Whetheritisonlinetravelagencies,word-of-mouthfromfriendsorfamily,magazinearticlesor
advertisements,ortheirfoursocialmediaaccountswithatotalof209,000+followers, consumersareconstantlyinfluencedbyawiderangeofsources.WiththerevisionofMiraval Austin’scustomerserviceexperiencetherewillbeaplethoraofplacesrevealingtheupdatesto newandcurrentconsumers.WhenitcomestothedevelopmentoftheMiravalapp,thecustomer willhaveanadditionalwaytofindinformationandinteractwiththeresortthatwillcreatea cohesiveandindividualizedexperience.Asstatedpreviously,theappwillbeintroducedtothe consumerpriortotheirstay.BothnewconsumersandpastMiravalcustomerswillbeprompted todownloadtheappthroughsocialmediaadvertisements,websitebannersandemailcampaigns. Inadditiontotheappinitiative,consumerswillbenotifiedoftheroomremodelsthroughpaid socialmediainfluencerandtravelbloggerspostsaswellasmagazineadvertisements,both digitalandprint.TheupdatesmadetotheHilltopCrossingsKitchenmenuwillberevealed throughpaidinfluencerpostsaswellasmagazineadvertisements.Additionally,thewellnesscare specialistsandtheirnewofferingswillberevealedthroughsocialmediaposts,andemail campaigns.
Promotion:
MiravalApp(Instagram)-
TheMiravalResort&SpaappwillbepromotedthroughMiravalaccountsinfeedposts,stories, aswellaspaidinstagramads.Thecaptionsforthesepostswillreadasfollows:Yourjourneyto wellnessjustgoteasier!Explore,book,andenhanceyourMiravalexperiencerightfromthe palmofyourhandwithournewMiravalResorts&Spasapp.Fromspatreatmentstomindful activities,everythingisnowjustatapaway.DownloadnowontheAppStoreandstartyourpath torelaxationtoday!#MiravalMoments#WellnessJourney#MindfulLiving Image17:MiravalApppostmockup(Thornton,2024)
Image18:PostmockupinMiravalaccountfeeds(Thornton,2024)
Image19:MiravalappInstagramadmockup(Thornton,2024)
KPIs: - Thepercentageofuserswhoclickedontheadtovisittheappstoreordownloadpage
- Percentageofinstagramfollowsthatwereincreasedaftertheadsandposts(aimingfor 1-2%growthinfollowers)
- HowmanypeopledownloadtheappafterviewingorengagingwiththeInstagramad (aimingforevery1outof100viewers)
Miravalapp(digitalbanners)-
Digitaladvertisementsinbannerformwillbeimplementedonwebsitesthatthecustomer segmentfrequents.Accordingtoresearch,affluenttravelersfrequentTravelandLeisure,Conde NastTraveler,andAfar(Andre,2022).
Image20:Banneradmockup(Thronton,Anna)
Image21:MockupofbanneradonTravel&Leisuresight(Thornton,2024)
KPIs:
- CTR:Thepercentageofuserswhoclickonthebanneradcomparedtothenumberof impressions(aimingfor5clicksforevery1,000impressions)
- Thepercentageofuserswhoclickonthebanneradanddownloadtheappfromtheapp store(aimingfor3downloadsforevery5clicks)
MiravalApp(emailcampaign)-
Anemailcampaignwillbesentouttoallpriorhotelanddayspaguestswhowere previouslyregisteredtoreceivetheMiravalnewsletters.Sincetheappwillbeimpactingallthree ofMiraval’sresortsthisemailwillreachguestswhohavestayedateverylocation.
Image22:Miravalemailcampaignmockup(Thornton,2024)
KPIs:
- CTR:Thepercentageofrecipientswhoclickedononeormorelinkswithintheemail (aimingfor5%ofallrecipients)
- Thepercentageofuserswhoclickonthelinktodownloadtheappfromtheappstore (aimingfor1outofevery5userswhoclickedthelink)
Roomredesign&updatedmenu (Influencersocialmediaposts)-
InfluencersfromtheMillennialandGenerationXdemographics,whofrequentlyvisit luxurytraveldestinationsandareknownforsharingtheirexperiences,willbecompensatedto promotetheredesignedroomsandupdatedmenuwhilealsoenjoyingcomplimentarystaysatthe resort.Influencerswillbeexpectedtosharetwoin-feedpostsandfourstorypostsshowcasing theroomsanddiningoptionsduringtheirstay.Oneoftheinfluencerswewillreachouttois SivanAyla,whoholdsover500,000Instagramfollowersandhasgainedrecognitionforsharing herluxuriousSouthernCalifornialifestyle.Sheis36yearsoldandshareshertravels,workout routines,recipesandskincarebusiness.Seemockupsofwhatherinstagrampostswouldfeature below
Image23:InfluencerSivanAylapostmockup(Thornton,2024)
Image24:Influencerinstagramstorypostmockup(Thornton,2024)
KPIs:
- NumberofuserswhoclickedtheMiravalAustininstagramtagthroughtheinfluencers post
- Howtheinfluencersfollowersarereactingtotheimagesthroughthecomments,likes, andsharemetrics
- Amountoffollowersgainedfromeachinfluencerspost(expectinga1%growthintotal fromeachinfluencer)
Roomredesign&updatedmenu(magazineads)-
Asmentionedearlier,theupdatestotheHilltopCrossingsKitchenmenuandthe redesignedaccommodationswillbeshowcasedthroughaseriesofmagazineads.Theseadswill beavailablebothindigitalformatsandasphysicalprintcopies.Thepublicationsintendedtouse areallluxurytravelmagazineswhichconsistofTravel&Leisure,CondeNastTraveler,and Afar.
Image25&26:Roomredesignmagazinemockups(Thornton,2024)
Image27:Updatedmenumagazinemockup(Thornton,2024)
Image28:Magazineadmockupinprintform(Thornton,2024)
KPIs:
- Numberofconsumerswhocalledthephonenumberorvisitedwebsiteafterseeingthead (aimingfor1in100viewers)
Newwellnesscarespecialists(emailcampaign)-
Anemailcampaignwillbesentouttoallpriorhotelanddayspaguestswhowere previouslyregisteredtoreceivetheMiravalnewsletters.Thiswillintroduceeachofthenew specialistsandsharewhattheirofferingswillbe.
Image29:Miravalemailcampaignmockup(Thornton,2024)
KPIs: - CTR:Thepercentageofrecipientswhoclickedthe“learnmore” linkswithintheemail (aimingfor5%ofallrecipients)
Image30:Miravalemailcampaignmockup(Thornton,2024)
Newwellnesscarespecialists(socialmediaintroductions)-
IntroductionsofthenewwellnessspecialistswillbepostedontheMiravalAustin
instagrampage.Captionsofthepostwillbeashortbioofeachspecialist.
Image31:Mockupofin-feedwellnessspecialistintroduction(Thornton,2024)
KPIs:
-Numberofcommentsperpostandwhatthereactionsare(MiravalAustinpageaverages1-2 commentswithlargeramountsonbiggerannouncements.Aimingfor25comments)
-Numberofsharesperpost(aimingfor25+)
CustomerJourney:
Thecustomerjourneyisdisplayedbelowinimage29.Thisgraphicconsistsofdifferent touchpointsthesegmentconsumer,affluentwellnessseekers,mightinteractwiththebrand beforepurchasing.
PromotionalTimeline:
Thetimelineforthispromotionalactivitywilltakeplaceinthespringof2025.Thisis duetotherevealoftherevisionstoMiravalAustin’scustomerserviceplanbeingfinalizedin
Image32:Miravalconsumerjourney(Thornton,2024)
Aprilof2025,rightbeforepeaktravelseasonintheU.S.(“WhenIstheBestTimetoTravelto theUS?”).
Image33:Promotionaltimeline(Thornton,2024)
PromotionalBudget: Thepromotionalbudgetisdividedbasedonhowtheconsumersegmentconsumesmedia andgetstheirinformation.
Image34:Promotionalbudgetallocation(Thornton,2024)
P&L:
Accordingtohospitalityindustryresearch,ifMiravalAustin'soccupancyratealignswith theU.S.hotelindustryaverageof65%,anestimated76roomsareoccupiedattheresorteach day (Occupancy Rate).Withaveragepricingonrenovating5-starhotelroomremodelsbeing around $8,000-$12,000perroom,itcanbeestimatedthatapproximately$10,000perroomwill bespentonremodels(Hotel Renovation Costs per Room: Economy to Luxury Breakdown). MiravalAustinhas117roomstotal,therefore,thetotalcostoftheremodelofaccommodations wouldbeapproximately$1.17million.Withpricingonasingleoccupancyroomrangingfrom $772to$1,233dependingonseasonandavailabilityitcanbeassumedthatanaverageofaround $1,000anightisthedailyroomrate.MiravalAustinismakingapproximately$76,000adayon roombookingsalone.AssumingMiravalAustinisopen365daysayear,theestimatedtotal
revenueperyearonroombookingsalonetotals$27,740,000.Assumingthattheremodelwill bringina10%profitbyincreasedpricesonrooms,theadditionalrevenueperdaywouldbe approximately$705,makingthenewdailyrevenueacross76rooms$76,705.Thisleadstoan averageroomrateof$1,009pernightora.9%inroomrates.Totalperyearthehotelbookings willamounttoover$27millioninrevenue.Withdayspapackagespricedbetween$515and $915perday(anaverageof$715formid-rangepackages),iftheresorthostsanaverageof20 daypassvisitorsdaily,itisestimatedthatMiravalAustingeneratesapproximately$14,300in revenuefromdayspaparticipantseachday.Thattotalsapproximately$5millionayearin revenue.Withadd-onspatreatmentsandactivitiespricedbetween$100and$300(anaverageof $200formid-rangeoptions),if20guestsatMiravalpurchaseadditionalservicesbeyondtheir $75nightlyresortcredit,theresortgeneratesanestimated$4,000indailyrevenuefromthese add-ons.Thistotalsapproximately$1.4millioninrevenueayear.Anotherareaofrevenuefor Miravalistheiron-siteboutiques.Accordingtoindustryresearchthe“averageturnoverfora boutiquehotelintheUSis$5.5million”(Remi,2023).Operatingexpensesonaluxuryhotel average44%oftotalrevenue.Thisincludesutilities,payroll,groundmaintenance,etc.The averagemarketingbudgetis4-5%ofrevenue.Thiswouldtotalaround$1.2millionspenton marketingexpenses.SeebelowfortheprofitandlossstatementforMiravalAustinandthe
Image35:MiravalAustinprofitandlossstatement(Thornton,2024)
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Appendix: FullInterviewwithJenniferBoosheldoveremailandfollowupquestionsaskedoverphone:
Name: Jennifer Boos
Age: 56
Occupation: Retired
What types of things stand out to you when choosing a hotel to book?
Location & Amenities. I always look for a beautiful location and a hotel that offers a spa, pool, and has good dining options.
How many wellness resorts/spas have you stayed at?
At least 5
Which ones?
Penninsula Chicago, Montage, Miraval, Ojai Valley, One & Only Resort
Which was your favorite and why?
Ojai Valley is my favorite. We take a trip there every year and it is the best massage I have ever received. I love how quiet the grounds are. Also, the fact that there is a golf course is great because it gives my husband something to do while I am at the spa.
When did you visit Miraval Austin?
Summer of 2022 I took my daughter on a pre-wedding trip. We needed to relax with all the stress of wedding planning and I had heard great things about the Tucson location.
What was the best part of your stay?
The classes and restaurants. I loved how many different workout options they offered. I also loved how dining was included and they had a cafe where you could grab-and-go food throughout your stay
What was your least favorite part of your stay?
The rooms. They felt outdated. They were fine, they just didn’t have the wow factor you would expect from a resort this expensive.
What did you think of the customer service?
It was great outside of difficulty booking classes. I had gone back and forth with customer service employees trying to get my and my daughter’s itineraries finalized. It ended up taking three different calls to get everything booked.
Were there areas the customer service could have improved?
Accommodating more participants in classes. I felt like the classes booked up really quickly which is unfortunate because it didn’t allow you to book the day off for things.
Full interview with Carol Scotty held over email:
*Afterafollow-upconversationpost-interview,Carolmentionedwhatmadeherstayso luxuriouswasthestaff’sattentiontodetail.Shementionedthatsomeonewasconstantly checkinginonherthroughoutherentirestay.
*Afterafollow-upphoneconversationsheprovidedmoredetailstatingshe“wishedtherewere moreoptionssothatguestsaren’tchoosingfromthefoursamethingseverynight.”
*Afterafollow-upphoneconversationsheprovidedmoredetailstatingshefeltlikeservicewas slowattimes,notingshe“wouldwaitsometimesupto5minutesbeforebeinggreetedather table.”
GraphicSummaryofSurveyResults:
