ABSTRACT
Introduced into the hotel market to produce competitive advantage among rival hotels/brands, the development of the spa market since the 1980s has had a significant impact on the twenty-first century global hotel industry. This chapter helps the reader to understand the complexities attendant on defining the spa and wellness 'industry', and be able to explain the various dimensions required to establish and operate a hotel spa and wellness department. It highlights some of the main operational duties involved in running a hotel spa and wellness department, pinpointing some of the positive and negative implications of the division for wider hotel operational parameters. The chapter effectively compares and contrasts positive and negative factors entailed in operating a hotel spa and wellness department, and develops the knowledge and capacity to reflect on trends likely to impact the future of hotel spa and wellness departments.
