Louis de Vilmorin was the International Director of Guerlain Spas and Institutes, overseeing their development in luxury hotels. Under his leadership, Guerlain opened around 15 spas within prestigious establishments, strengthening its presence in the wellness sector. After his experience at Guerlain, he co-founded WellWays, a consultancy agency specializing in optimizing wellness in the hospitality industry.
Should every luxury establishment now necessarily have a wellness offering? I don’t completely agree with such a statement because I think the client is often overlooked. Why are they coming to this hotel? What are they looking for? Many five-star hotels are highly profitable even without these complementary offerings because their clients don’t need them, and their business model doesn’t include this dimension. Let’s be clear: in terms of profitability, it’s hard for a spa to contribute positively to the margin. It requires a very high occupancy rate and excellent management. I’m not saying it’s impossible, but is it imperative if clients don’t seek it and don’t come for it?
What should justify its presence? Is it more relevant for a resort-oriented hotel? My answer is that a market study should first be conducted on the product you want to offer. The easy response would be: yes, having a spa is always better because it’s an additional service that aligns with current trends. For reference, while 60% of five-star hotels have a spa, 40% don’t and are not necessarily worse off for it.
“Even though I am convinced of the merit of a hotel spa, I can understand that business models need to prioritize capital returns”.
Spa Guerlain Beau Rivage Palace Lausanne
Is this because they are not trendy or is it a deliberate choice? I think it’s a deliberate choice. In luxury hospitality, one probably needs to invest between 10 and 20 million euros for a proper spa. Even though I am convinced of the merit of a hotel spa, I can understand that business models need to prioritize capital returns. This also depends heavily on whether or not the strategy includes opening to the local clientele through memberships, which are crucial for profitability. Without the benefit of external clientele, it becomes much harder to achieve profitability.
Like antibiotics, the choice of having a spa isn’t automatic and should be justified by a market study… Indeed, I’ve seen many projects that are the result of an architect’s vision, which seduced the owner, combined with an equipment vendor eager to install their machines, without it aligning with actual demand.
Can we also talk about trends or fads in spa programming? Beyond just spas, there’s a significant underlying trend in the hotel industry revolving around sustainability. This impacts construction as much as operations, employees, and clients alike. Within sustainability, there is a notion of well-being and renewal that is spreading widely. The vocabulary is even changing; we talk more about “wellness” than “spa” now. This broadens the theme. It’s more of a concept than a product, encompassing relaxation, traditional care, and emotional well-being. Wellness also translates into dining and, in the same spirit, extends to longevity. If we must age, why not age better?
What about automation, technology, and artificial intelligence in everyday life? Surely, yes, but in return, human contact and relationships will regain importance and benefit wellness, where they can truly shine.
“So yes, three times yes, to partnerships with brands in various forms, exclusive or not, with familiar royalty systems in hospitality that pay for a brand and service. It’s not just about having a label on the facade; it’s about the marketing dimension”.
In the evolution of spas and wellness, what should the relationship with brands be? Coming from the LVMH universe and having directed Guerlain’s spas, I naturally believe the association is fantastic—with one caveat: if the brand is genuine, there is undoubtedly a win-win. Spa managers don’t have all the knowledge about wellness technologies, and some brands, like Guerlain, bring expertise, training, experience, and rituals. These are elements that the hospitality industry isn’t supposed to fully master. Moreover, brands should bring the “retail” dimension, which generates twice the margins compared to treatments that only cover the cost of the esthetician. So yes, three times yes, to partnerships with brands in various forms, exclusive or not, with familiar royalty systems in hospitality that pay for a brand and service. It’s not just about having a label on the facade; it’s about the marketing dimension.
Are the worlds of luxury hospitality and wellness close enough? This is a critical, poorly resolved question. I’d even say it’s a disaster on a macro level. Few general managers truly integrate wellness as a fundamental part of their offering, particularly as a means to become a destination. They’re not trained in the spa business, which differs from accommodation or dining. I regret that a school like EHL in Lausanne, number one in Europe if not the world, isn’t more visionary in integrating spa management into its curriculum. Recruitment of managers should happen in hospitality schools.
Could the evolution of luxury offerings, which heavily rely on wellness, change things? I’m skeptical. It’s been at least 25 years since wellness entered the hospitality world. While major American groups have integrated wellness directors, the concept hasn’t been elevated. I’d like to finally see a true willingness to integrate this management into hospitality functions.
