Renaissance Bali Nusa Dua Resort sits on the hills above Nusa Dua, overlooking sprawling views of the lush green canopy and Indian Ocean.

Marriott Bonvoy’s Renaissance Hotels recently opened Renaissance Bali Nusa Dua Resort, the brand’s second property in Island of the Gods. 

The resort sits on the hills above Nusa Dua, overlooking sprawling views of the lush green canopy and Indian Ocean, and features 310 guest rooms and four thematic pools, to welcome travelers ready to discover unexpected gems in the tropical destination. Drawing inspiration from the richness of Balinese culture and the grand theatrics of traditional local dances, the design of the Renaissance Bali Nusa Dua Resort pays homage to one of the oldest forms of performing arts on the island. 

Designed as a tribute to the island’s heritage

Guest rooms and suites are designed as a tribute to the island’s heritage, with a Balinese mask pattern on the ceiling and turquoise-accented walls for a sense of calm, and feature breathtaking views of the island, plush bedding, private balconies, fashionable living areas, and bathrooms with soaking tubs.

The resort houses six food & beverage experiences. These include Backstage, an all-day dining restaurant offering wide selections of local and international favorites at buffet and live stations; Lion X, a contemporary Chinese restaurant; and Nusantara by Locavore, an Indonesian restaurant spotlighting the country’s culinary heritage with a fresh take on regional cuisines. More features at the Renaissance Bali Nusa Dua Resort include 12,055 square feet of event space. 

The four thematic pools include a main pool and a jungle pool that mimics the natural beauty of the island, crowned in lush greenery and set along a man-made waterfall. At the lagoon-like jungle pool is also where you’ll find The Cove, a stunning wedding venue with an aisle stretching right to the heart of the pool. Little ones will love the Lava Land Kids Club with a kids pool.

The Spa at Renaissance Bali Nusa Dua Resort

The Spa wellness center at Renaissance Bali Nusa Dua Resort offers treatments inspired by the art of Balinese healing and a 24-hour gym. From Ayurvedic treatments and couple massages to kids’ services, scalp & hair treatments, an award-winning skincare treatment, and a barber and aesthetic salon for men, The Spa is where guests will find personalized transformative experiences after island discovery journeys and beach hopping. 

Each treatment at The Spa is made-to-order and guests can craft their own products at the Spa Mixologist Bar with the guidance of an Artisan.

“Nusa Dua has long been a spirited and sought-after enclave in Bali, surrounded by natural beauty, culture, and history,” said Catherine Flint, Director, Global Brand Management, Renaissance Hotels. “We are thrilled to grow our portfolio in the island, bringing our signature spin on the hotel experience to deliver an unexpected adventure through a local frame of mind.”

Hi! Check out this list of the spa & wellness trends we’ll be watching next year. Click here to download the Handbook: Seven wellness trends for 2022 

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com

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We talked with Marriott’s Senior Corporate Director of Spa Operations, Suzanne Holbrook, about how to make the most of the revenue generating power of spa and wellness.

If there is someone who can talk about hospitality, spa, and wellness revenue, it’s Suzanne Holbrook. Marriott’s Senior Corporate Director of Spa Operations, Ms. Holbrook oversees 160 spas at hotels and resorts that include The Ritz-Carlton, St Regis, W hotels, JW Marriott, Luxury Collection, Autograph, Westin, Marriott, Renaissance, Gaylord & Sheraton. She is responsible for driving spa performance through a focus on business development, revenue generation, guest experience, design, branding, and education.

With 40 years in the industry, Ms. Holbrook is recognized for an almost magical ability to produce outstanding financial results. Previously, as an executive Spa Director for The Ritz-Carlton Spa, Orlando, Ms. Holbrook increased revenues by $USD2million in two years.

Recently, we spoke with Ms. Holbrook about why yield management is the fastest and easiest way to increase revenue in a Spa Executive Master Class Webinar. She also recently wrote an executive column for us on dynamic pricing.

Here we speak with her about how to make the most of the revenue generating power of spa and wellness.

Talk to us about your career trajectory.

I’ve been in the industry for about 40 years now. I started as a hairstylist, owning my own salon business for eight years. I sold up shop in my early thirties, decided to see the world, and joined cruise ships with Steiner Transocean. At the time I was asked if I wanted to be a manager, but I said no, I want to go out for six months and just have a fun time. But I’m too bossy, I guess, and was drawn back into leadership within my first contract. Six months became six years. I was Spa Director for multiple cruise ship spas, and saw some of the beautiful world, meeting amazing people, including my husband.  

When I left ships, I took a position as Executive Spa Director for the Ritz Carlton in Puerto Rico, about 21 years ago. When I started, the spa was $350,000 in debt and guest scores were very low. The training with Steiner’s taught me that you can provide great guest service and also make a profit. The team took a few months to get used to the new structure, but within six months we had an amazing team, who were also making money, the P&L was healthy, and our guest scores were in the top three company wide.

The corporate office quickly noticed that spas do not just have to be an amenity in our company if managed with a business mind set and sent me to open a large new spa in Atlanta, then to open a 40-room spa at the Ritz Carlton, Orlando, where I had an incredible nine years. While working in operations I also worked on The Ritz Carlton Spa corporate direction, developing programs, standards, and supporting The Ritz-Carlton Spa division globally. 10 years ago, I moved completely out of operations to oversee all spa brands into this incredible role, which I, absolutely, adore.

What are some of the biggest changes you’ve seen since you started in the industry?

As mentioned before, hotel spas were an amenity. It wasn’t understood or taken seriously.

Traditionally, hotel senior leadership haven’t always understood how spas can be a great asset, and how they need to be managed by smart, savvy business leaders with a support system in place to allow them to grow the business. In this continent, in 2019, we made almost a quarter of a billion dollars just in the Americas region for spas. That’s a lot of massages, a lot of business. So, I think we’re taken a little more seriously now and I have to say Marriott as a company supports and understands the importance of spa & wellness.

Does the hotel industry understand the revenue generating potential of spa and wellness?

If you look at all the major hotel brands, including Marriott, all are incorporating wellness. I think there is still a lot more work to do, but we are in a much better place than we were two years ago.  

I like to compare spas to a room’s division. You have a front desk, retail shop, a sales division, housekeepers, rooms, accounting etc. But we don’t turn 300 hotel rooms in two or three days. We turn 300 or more spa rooms in one day. When you explain it like that, it’s like a light bulb goes off for non spa leadership, as it’s a business they can relate to it. This is a complex business with very different employee dynamics, and you need to put a strong leadership organization and support in place for it to be successful.

Can you talk a bit about the benefits of yield management and why some people are afraid of it?

Spas frequently offer discounts to fill empty treatment rooms. It seems this is an accepted and fair approach to dynamic pricing. But this is a “Discount Strategy.” Just imagine the marketing and communication strategy: “Mud Wrap, 40% off,” ‘’Massage, 30% Discount.” Is this the way we want to position our spas, that of a discount house?

While discounting is an easy way to attract extra demand, it is unfortunately only a short term solution. A discount strategy can have a negative impact on the consumer’s value of treatments, services, and brand. Consumers will want access the discounted prices most of the time. Discounting will only down trade revenue potential.

Yield management is a simple concept. To implement differential pricing, we need to get more creative, by maximizing revenue during peak periods and deviating demand to off-peak periods, optimizing the overall revenue stream of the spa.

Instead of offering discount in shoulder periods, increase pricing in high demand times.  Example: you’re fully booked on Saturdays, between the hours of 2pm and 6pm, add an additional $20 to each treatment, if there is push back (which there rarely is) offer an alternative of a low demand time, or day at regular rack rate.

There’s always fear of change! But airlines, (almost of the verge of bankruptcy) took on this strategy many years ago and became very profitable! We are used to this with airlines and hotels, but not for spa. WHY? Let’s be the disruptors. We shouldn’t wait for every other industry to move forward.

However, successful implementation involves detailed analysis and careful decision making and planning withing a framework of clear and effective policies and procedures. Put strong processes in place, and we can be the disruptors, and make the change.

There are many facets to yield management. I launched a company-wide program about 11 years ago called Spa Plus, where the front desk or therapist would be financially incentivized for offering an upgrade within treatment time, like stones, face masks, CBD, scalp treatments etc, for an additional cost. We developed a comprehensive training platform including manuals and videos to ensure the teams were fully educated and prepared. This increased revenue by $8 million in 2019 with an 80% profit.

What challenges is the industry facing and will be facing in the foreseeable future?

Staffing continues to be a great challenge. There are far fewer massage schools than there were 10 years ago. Our trainers are dwindling. We have to find a way to get into schools, even high schools, and make spa look attractive. It’s just not appealing to them. We need to turn this around. By the time they get to college it’s too late, they already know what they want to do. We have to get into high schools and even pre high schools and say, “this is a great industry. You can make good money.” Massage therapists can earn sixty to a hundred thousand dollars a year in a resort spa, with great benefits, uniforms, holiday pay, 401K, leadership growth, and more. And we get to work in these beautiful locations. It’s a really great career. 

What are you excited about?

I’m excited about the future of wellness. The pandemic has highlighted the need to live a healthier life, physically and mentally.  Awareness on the benefits of sleep, mental health, meditation, breath work and physical activity will continue to grow. Wellness Technology is exploding, health tracking wearable devices, mattresses that sense your health patterns, meditation chairs, skin mapping. Touchless therapy such as float tanks, LED treatments, even IV therapy will allow offerings as staffing issues become more challenging.

Touch therapy (massage, facials, etc.) will always be important to the consumer, and will remain a high percentage of the business, but there are many other offerings we are starting to see.

I’m very excited about the new young leaders joining the industry. It’s our responsibility to educate, support and mentor young leaders, and what we can learn from them. The future is bright.

Looking for solutions to the spa staffing crisis? Check out some ideas by downloading this guide.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com

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In order to generate more profit in spas, we need a more strategic approach. Here’s how dynamic pricing works and how to get started. 

By Suzanne Holbrook,
Senior Corporate Director, Spa & Wellness Operations
Marriott International

Revenue is always top of mind in any business. In order to generate more profit in spas, we need a more strategic approach, comparable to the way revenue management is applied to hotel rooms.

Dynamic pricing, also known as yield management, has become a part of our everyday lives. We’ve come to expect pricing for airline seats, hotel reservations, and theatre tickets to fluctuate with the time of year and even the time of day. These price changes change in response to market factors like demand or competition. This is the basic principle of supply and demand.

The spa industry is beginning to understand how effective these pricing strategies can be and how our industry can benefit from implementing a yield management strategy.

Spas frequently offer discounts to fill empty treatment rooms but this, unfortunately, is more of a short-term solution. Over a longer term, discounting can negatively impact the perceived value of your brand and consumers will want regular access to these discounted prices. Rather than take this route, consider a more nuanced revenue management strategy.

In a simple example, someone who wants a treatment on a Saturday may pay a higher price versus a Tuesday morning.

To achieve the best possible financial results, however, we must implement menu engineering. This means identifying which treatments give us the highest profit margins, and once you have dissected the treatment menu, you can start planning what services to offer during peak hours. Offer the treatment(s) with the highest margin, such as massage, during high demand times.

Yield technique is known as dynamic availability and is an effective approach to increase profit by offering higher-margin treatments during peak hours. This way a spa can increase its overall profit margin quite easily without significant changes.

So, here is another example: In a spa that has a strong demand on weekends, lower profit services, such as waxing, should not be available.

Tips for implementing a successful yield management strategy

First things include defining your key performance indicators to help understand the patterns of demand. This will help identify when and where to make changes.

Implementing a successful revenue management strategy also demands that you have the full support from your entire spa team, along with support from executive management, particularly your Director of Finance.

Have a comprehensive strategy, and that your team members are trained before rolling out. Be sure to:

• Train all your team prior to implementing yield management and get their buy-in
• Ensure the books are balanced for providers during peak periods
• Communicate the price difference to your guests
• Educate everyone at your property on the strategy

Also, cover all your bases and communicate your strategy through all of the following.

• In-spa marketing
• Property marketing
• Online booking
• Spa menu
• Website
• Local marketing

Last and not least! Ensure the experience is worth the higher cost, that amenities are open and inviting and that you have great food and beverage offerings. You may also offer additional complimentary experiences such as, aromatherapy heated neck pillows, personal tea service, and complimentary mini treatments while in the lounge (working with vendor partners).

Above all, nothing can make a guest feel their money was well spent more than ensuring they receive exceptional anticipatory service!

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Kenneth Ryan, Vice President of Global Wellness, Spa and Fitness Operations for Marriott International, talked with Spa Executive about a range of topics, including what it takes to be a successful leader in spa & wellness.

Kenneth Ryan is the Vice President of Global Wellness, Spa and Fitness Operations for Marriott International, the world’s largest hotel spa operator

In his role, Mr. Ryan drives the design and development of global programs for over 500 spas for brands that include, but are not limited to, The St. Regis, The Ritz-Carlton, W Hotels, and JW Marriott. He also directs fitness center design and programs for Marriott International across all 30 hotel brands and has led the creation of Wellness Programs for the JW Marriott brand, designing and launching traveler-focused fitness videos, a wellness book, wellness retreats and a mobile fitness application. On top of that, Mr. Ryan plans to add more than 90 on-brand spa projects to Marriott’s portfolio over the next four years.

An iconic figure in the hospitality industry, Mr. Ryan began his career more than 20 years ago and has served as Spa Director for several of the world’s leading resort destinations. Before joining Marriott in 2011, he was in charge of Fairmont Hotels’ North American spa operations.

We talked with Mr. Ryan about leadership, retail, technology and more.

Please talk about your career trajectory and how you came to be doing what you are today.

My first job in spa and wellness was working for the JW Marriott Camelback Inn Spa in Scottsdale, Arizona more than two decades ago.

I had been managing a small hotel in New Jersey and I was actually applying for a front office management position. At that time I had listed my personal interest in fitness & wellness on my resume and that I had worked in health and fitness when I was in school, and they said to me, “we have a spa here at our resort. We have a position available there. Would you like to try it?” That was my official foray into spa operations. I began at the bottom in operations checking people in and out and cleaning the locker rooms.

In my previous position, business travelers would check into the hotel and run up to the room to call in their sales orders for the day, then go hit the lounge. I never had much interaction with them. As I moved on to Camelback Inn Spa, I saw these powerful executives coming into our spa totally frazzled. They’d spend the week with us and I’d get to know them, and I would see the transformation come over them during that time. It was amazing. I never would’ve thought in a million years – and neither would anyone who knew me as a kid growing up – that this is what I would love doing.

I worked on property in spa operations for 14 or 15 years overseeing all aspects of the spa. I grew up in the industry and was fortunate enough to keep advancing, eventually obtaining the position that I have today. I love the complexity of the business, the problem solving, the creativity, and the strategic aspect of it. There are a thousand things going on at any given time and each one impacts the guest experience and moves the business forward.

Do you have an overarching wellness concept at Marriott or does it differ across properties?

We look at spa and wellness from a brand’s lens point of view. How we design spa and wellness for The Ritz-Carlton is different from how we design wellness for The St. Regis, which is different from how we design wellness for W Hotels. Each of our brands has a very specific customer experience. They know their customers, and we align the spa and wellness experience with the customer’s expectation when interacting with that brand. The Ritz-Carlton and W Hotels are both luxury products, but one’s distinctive lifestyle, luxury and one’s classic luxury. How the customer experiences those hotels, and what they’re looking for is different.

What does it take to be a leader in spa and wellness at your level?

Being willing and able to go to battle to realize your vision. Part of my role is being the voice of our spas and our spa teams and going to bat with hotel owners and executives on their behalf, to get them the resources and support they need. I’m also the champion for our brand spa concepts. These days, because wellness is so mainstream, everybody’s got a very personal perspective on fitness and wellness which adds complexity. Sometimes we have to remind them that the branded spa concept is an extension of the hotel brand and the expected guest experience.

We also have to ensure that we stay connected with the teams working in the spas and can be the voice of our staff and leaders, applying their needs and voice to future areas of development across the company.

Spas often struggle with retail. Sephora alone, for example, does more retail revenue than the entire spa industry. Do you have any insight into why this is and how to solve the problem? 

I’ve learned that retail is very much a science. The more I work with the experts, the more I realize how much expertise there is in it. There’s a behavior in how people shop. There’s a reason why Sephora is successful. There is a science to everything they do, there’s a science to the way the store is lit, to the planogram and how it’s laid out, to the way they allow people to test and play with the product. When you work with retail experts, you see it, and we, as an industry, are not necessarily doing that. There’s opportunity for retail to get better by providing more education and guidance, and bringing in the people who do it well.

I am also very interested in how we bring technology into this retail/spa space. I am actively exploring ways we can make shopping easier for our consumers that better align with how they shop today in the digital space.

What challenges will the spa and hospitality industries face in the foreseeable future?

The biggest industry challenge has been compounded during recent times, and that is our ability to attract young people to become therapists and join the industry. We have been short staffed for some time and now, due to COVID, many therapists have left the industry and have taken different career paths.

I anticipate this will continue and will make it difficult for us to meet the growing needs of our industry. Wellness and travel are at the forefront for consumers, demand for our services will grow, and we are going to struggle to meet that demand because we are not going to have the staff.

The industry needs to come together and promote wellness as a career path in high schools and vocational schools, highlighting the benefits. We also need to listen to our current therapist needs and ensure they are being met.

Have you found yourself relying more on technology lately?

The transformation that has happened in this last year is incredible. Fitness centers that closed quickly got their technology together to do video classes, 71,000 new health, wellness and fitness apps launched in 2020, and so much more.

We’re working on technology in the spa space and how we can make the whole experience more transformational. It should be less about the transaction and more about the experience. I love those functions and features that make that possible. That’s huge and I think people want that. Guests like the convenience of ordering products and having them delivered to your car or curbside. We learned that behavior now, and we’re comfortable with it. There’s a way to integrate that into the spa experience.

I’ve been a champion of online booking for spa for at least eight or nine years. If you’re a spa today, you absolutely have to be in the online booking space. Guests want the freedom to be able to get things done in their time and at their leisure, and not be confined to actually calling when the spa is open or waiting on hold.

What industry developments or movements are you excited about?

I’m excited about the growth and development within our company. I am working on at least 25 new spa build projects right now. We’re going to open at least 15 spas in 2021. I’ve got projects from Mexico City, to Bermuda, to China, to Dubai, and to Texas. Everything looks positive. That’s huge. I’m also excited that we’re getting ready to launch two new spa concepts for The St. Regis and W Hotels brands.

I also love the evolution of the spa experience. It used to be that spa was this quiet, sleepy type of space, and it could only be Zen. Now we’re creating modernized experiences that are social and fun.

If you could give one piece of advice to a spa and wellness directors, what would it be?

Go above and beyond – work to the level of the position you want, not the one you are paid for – practice self care and nourish your mind with positivity and that’s what will return to you.

We looked into our crystal ball and predicted the future for the year ahead. Subscribe to our newsletter and download our special report on the trends we’ll be watching: Nine spa and wellness trends for 2021. Download here.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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A haven for body and mind, this month’s featured property, JW Marriott Tampa Water Street is a place to indulge and renew.

JW Marriott Tampa Water Street brings a new level of luxury to the Tampa Bay area. The brand’s 100th property sits in the heart of Tampa Bay’s wellness-focused Water Street neighborhood and is the perfect luxury destination for discerning guests looking to take time for themselves, relax, and rejuvenate body and mind.

The 519-room property features an array of enticing offerings, including locally-inspired dishes to holistic wellness amenities. The atmosphere is thoughtfully designed, to be simultaneously calming, luxurious, sophisticated, and awe inspiring with a four-story atrium lobby lounge and a floating conference room dubbed “Skybox.”

Spacious guest rooms, a resort-style pool, and authentic dining

Spacious guest rooms feature custom furnishings and water-inspired design and an expansive 2,230-sq.-ft. Presidential Suite boasts its own terrace with a wet bar where guests can take in sweeping city views. A resort-style pool with cabanas overlooks area waterways. 100,000 square feet of event space provide a place to hole meaningful meetings and event space with the largest hotel ballroom in Tampa Bay. Authentic dining experiences offer fresh takes on beloved and local favorites with intuitive service and reimagined flavors.

An escape for mind and body

Several locations around the The JW Marriott Tampa Water Street are havens for body and mind. Stay Well Premier Rooms on the 16th floor offer a restorative experience with a Vitamin C-infused shower, circadian lighting, and air-purification system.

The signature Spa by JW features a spa lounge, 10 treatment suites, plunge pool and retail boutique. The Spa takes a holistic approach to wellbeing with treatments designed to calm, invigorate, indulge, and renew.

These treatments include:

B-DOS AMORES COUPLES RECONNECTION RITUAL (100 minutes): “Play is one of the languages of love. Allow our talented therapists to customize the reconnection ritual suited for the two hearts. It includes a massage, scalp treatment and a choice for playtime of Lime scrub or Hungarian mud.”

ORGANIC STONE CROP BODY RITUAL 80 MINUTE (80 minutes): “Elevate your body ritual with head-to-toe organic healing. Featuring stone crop – one of Éminence’s signature ingredients – this treatment extends firming and moisturizing to the entire body. Your experience begins with an invigorating sugar/salt exfoliation that gently resurfaces the skin, followed by a cooling aloe-infused restorative wrap. Then unwind with a stress-relieving massage, featuring an anti-inflammatory, relaxing blend of stone crop and arnica. Every inch of you is left soothed and smoothed.”

CALMING WAVES- A SIGNATURE FACIAL 50 MINUTE (50 minutes): “Synergistically formulated with advanced cosmeceutical ingredients from Dr.BABOR, including highly active concentrates applied with a relaxing facial massage. This advanced treatment is designed to prevent visible signs of aging as well as to lift, calm, refine and brighten your face. The skin is left refreshed, radiant and younger-looking.”

Now read:

Featured property: Four Seasons Hotel Bangkok at Chao Phraya River

We looked into our crystal ball and predicted the future for the year ahead. Subscribe to our newsletter and download our special report on the trends we’ll be watching: Nine spa and wellness trends for 2021. Download here.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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The Sheraton Belitung Resort is a gorgeous new Marriott property in Indonesia, surrounded by stunning scenery and fascinating wildlife. 

Marriott recently opened the stunning Sheraton Belitung Resort in Indonesia.

The 169-room hotel is located 45-minutes away from H.A.S. Hanandjoeddin International Airport and  a short drive away from the coast of Tanjung Kelayangsits. It is surrounded by more than 100 small islands in a place that is home to more than 1,000 different types of flora and fauna. This includes the Karamunting flower which only grows in Belitung, and the Tarsius, one of the world’s smallest primates, found only on some islands in Southeast Asia.

Rooms at the Sheraton Belitung offer ocean, lagoon or garden views, and feature 55-inch LCD televisions, high-speed wireless internet, and motion sensors that automatically activate and deactivate the AC when guests enter or leave the room.

“We are delighted to be opening the Sheraton Belitung Resort, which is the 8th Sheraton branded hotel to open in Indonesia,” said Rajeev Menon, President, Asia Pacific (excluding China), Marriott International. “Sheraton is Marriott International’s most global brand, and this opening marks another exciting moment in the continued brand expansion across Asia Pacific. Belitung is one of Indonesia’s best kept secrets, and the arrival of Sheraton Belitung Resort will only enhance its appeal as a destination for couples and families alike to enjoy this paradise together.”

The resort features three food and beverage outlets, 7,480 square feet of event space, a 24-hour fitness centre,  a kid’s club with educational programming, an outdoor infinity pool, and a Shine Spa. 

Local ingredients for inspired treatments

The spa features six treatment rooms and draws from local inspiration and wisdom, using products with local ingredients for treatments and services inspired by the surrounding land. These ingredients include: Daun Simpor (Dilleniasuffruticosa), Peppercorn seed (piper nigrum), and Calamansi  (Citrofortunellamicrocarpa). A Calamansi Bath, which is a bathtub filled with the aroma and fresh slices of the Calamansi citrus fruit, soothes and revives guests.

According to Spa Manager, Sih Rini Angernani, a wonderful treatment that holds local wisdom is the relaxing massage using the black peppercorn compress ball, as Belitung is a main producer of black pepper.

Shine Spa is using Book4Time software and Sih Rini Angernani says that the system has been very helpful, “especially for the pre-opening team,” and that the support team has been quick to respond to questions while the spa team learns the ropes and gets accustomed.

Indonesia’s hidden gem

“We are thrilled to open the first five-star hotel in Belitung, and to welcome local and international travellers to discover Indonesia’s hidden gem with Sheraton Belitung Resort,” said Yvonne Wan, General Manager of the resort. “We look forward to creating memorable stay experiences for our guests that bring to life Sheraton’s signature hospitality initiatives, with a green conscience.”

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

Featured property: Rose Spa at the Joseph, A Luxury Collection Hotel, Nashville

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