Strategic Management Document

Critical Appraisal of the strategic decisions taken in relation to customer retention in Sereno Spa

Customer retention management-ahmed and buttle

David clayton smith-34

Do It All’s loyalty programe – and its impact on customer retention

David Clayton-Smith

Managing Service Quality

Volume 6 · Number 5 · 1996 · 33–37

Stauss et al

Alan Jones

Introduction

BYLINE: By Daniel McGinn And Terry Greene Sterling

You can succeed during this recession if you have a well thought out plan and a bit of persistence. When things are a little tougher, it simply separates out those who are prepared to work harder and more creatively.

Customers are your personal recession buster - but only if you focus on them more completely, deeply and consistently than ever before. Think about it this way - your Customers are the source of all revenue for your salon or spa; your Customers write your paycheck. It makes sense to build and deepen your relationships with them always, but it's never more true than in times where they are buying less. Your Customers are looking for new solutions. Your Customers want help. Your Customers need you.

As consumers pare budgets to survive the recession, perhaps no type of industry has as much to fear than the spa business. Once a refuge for the wealthy, spas expanded dramatically in the past decade. From 2003 to 2007, the number of U.S. spas grew from 9,865 to 14,615, according to the Spa Industry Association, while revenue jumped from $7 billion to $10.9 billion. But since September, high-end hotels, department stores and restaurants have seen revenues plummet, raising the question: will consumers keep dropping big money on indulgences like "coffee-and-frankincense scrubs"? To ensure they do, resorts turn to a small group of spa consultants, who devise new ways to knead muscles and goose revenues.

Loyalty is king…..

Strategic decisions and solutions

Two main problems: Poor economic conditions attribute to:

1. Customers desire to...