If you’ve reached that conclusion, the next question is obvious: How do you find the right agency partner?

Choosing an agency is a lot like hiring an employee. You’re not just buying a service; you’re selecting a partner who will influence your marketing strategy, customer growth and, ultimately, your business results. 

The wrong agency can lead to wasted investment, frustration and another round of scar tissue. The right one can become one of your strongest competitive advantages.

To add another perspective to this series, I spoke to Amy Ogden, founder of The Collective. Amy specializes in matching brands with agency partners and has facilitated over 330 successful brand-agency relationships over the past five years. She brings an independent perspective on what separates a good agency relationship from a great one. 

“The best agency search is not about finding the biggest agency or the cheapest option,” she says. “It’s about finding a partner who understands your goals, communicates clearly and has the capabilities to help you grow.”

Here are eight things every spa retailer should consider when evaluating a new agency partner.

1. Start with the problem you are trying to solve

One of the biggest mistakes I see retailers make is starting with the solution before defining the problem.

They say:

But the better question is: What business problem are we trying to solve?

Are you trying to:

The right agency depends on the challenge you are trying to solve. A great agency should spend time understanding your business before recommending a solution.

2. Understand what type of agency you actually need

Not all agencies are built the same.

Some specialize in website development or SEO, others focus on brand and messaging or growth/lead generation and others operate as a fractional marketing team that brings multiple disciplines together.

The key question is: What capabilities does my business need right now?

A retailer looking for a new website has a different need than a retailer looking to improve lead generation, automate follow-up or build a long-term marketing engine.

Make sure the agency’s strengths align with your goals.

3. Look beyond the sales presentation

Every agency looks good during the sales process. That is the easy part.

The more important question is: What happens after you sign?

During the selection process, ask questions like:

One common challenge in the agency world is that the senior people who sell the relationship are not always the people who deliver the work.

That does not automatically mean it is a bad agency, but you should understand who your actual partners will be. The best advice I got was from the chief marketing officer at the Red Cross, who said, “It’s not the name of the agency; it’s the people you have working on your particular project.” She would insist on interviewing every person who was going to work with us, no matter how large the team was. A great presentation means very little if the execution team does not have the experience or capacity to deliver.

It’s a distinction Ogden says brands often overlook.

“One of the biggest mistakes I see brands make is falling in love with the pitch instead of evaluating the partnership,” Ogden says. “The people you meet during the sales process may not be the people you work with every day. Meet the team that will actually be your partners. Do you like how they communicate? Do they understand your business? The long-term relationship after the contract is signed is what matters most.”

Listen to the SpaRetailer Podcast episode with Greg Haines

4. Ask what the first 90 days look like

A good agency should have a clear plan for getting started. Ask:

• What happens in the first 30 days?
• What information do you need from us?
• What accounts will you review?
• What opportunities will you identify?
• What early wins should we expect?
• When will we start seeing meaningful progress?

The first few months are critical because this is when the agency learns your business, market, customers and goals.

The best agency relationships are built on a strong foundation.

5. Does industry experience matter?

This is a question I hear often.

The short answer is: Yes, but it is not the only thing that matters.

An agency that knows the spa industry can often move faster because they already understand things like:

• Seasonal buying patterns
• Showroom traffic
• Financing promotions
• Manufacturer relationships
• Service and aftermarket opportunities
• Common customer questions

For example, an agency familiar with hot tub retail may understand which search terms are valuable, which ones waste money and how to structure follow-up campaigns.

However, industry experience alone is not enough. A great industry-specific agency that lacks strong marketing expertise will not produce great results. You need both marketing expertise and an understanding of your business.

6. Local vs. national agency: Which is better?

This is another area where there is no simple answer.

A local agency can provide:

• Face-to-face meetings
• Local market familiarity
• Personal relationships
• A national agency may provide:
• Broader experience
• Deeper specialization
• Access to a larger team

The question is not: Are they local or national?

The better question is: Do they understand my market, my customers and my business?

Beware of the mega agencies that service thousands of clients. They don’t bring economies of scale; they are designed as cookie cutters with the singular goal of grinding profits. There is one large firm that offers a combination of glossy magazines in upscale neighborhoods along with Meta ads. They had locked one of our clients (before we got there) into a three-year deal that we valued at about a quarter of what they were being charged. Even worse, all the ads were awareness. There was no search marketing or retargeting, and their whole budget was committed.

A smaller to midsize agency that understands your business and provides attention is likely a better partner.

7. Protect yourself from day one

Many of the issues discussed in Part 1 can be prevented before you ever sign an agreement.

Make sure you own your:

• Website
• Domain
• Google Ads account
• Meta account
• Analytics
• CRM data
• Intellectual property

Your agency should work inside your accounts, not require you to work inside theirs.

Be cautious of agencies that:

• Require long-term contracts without flexibility
• Use proprietary dashboards that hide data
• Claim special relationships with Google or Meta
• Will not explain exactly what you are receiving
• A good agency partner should be comfortable with transparency.

8. Ask for references and compare options

You should never hire an agency based only on a great sales meeting.

Ask for references and talk to current or former clients. Ask:

• Are they responsive?
• Do they deliver what they promise?
• Do they bring ideas?
• Do they communicate well?
• Would you hire them again?

I also recommend talking to multiple agencies, not because you need a formal bidding process, but because comparing approaches helps you understand different strategies, personalities and levels of expertise.

The goal is not to find the cheapest option; it’s to find the best fit.

That’s true of people and marketing agencies.

In my roles at Watkins Wellness and the American Red Cross over the last 30 years, I’ve hired, managed and parted ways with dozens of agencies, and for the past decade, I have led an agency focused largely on the hot tub retail category.

That experience has reinforced one thing: Agencies can be tremendously valuable partners when the relationship is working well.

Even successful retailers usually can’t justify hiring a full-time email marketer, designer, developer, CRM specialist, paid media manager, SEO strategist and analyst. A strong agency brings those capabilities in a fractional capacity, becoming an extension of your business and helping create a more powerful marketing engine. That said, most of us have some agency scar tissue. Too often, big promises made in the pitch meeting go unfulfilled. Months later, the retailer is left with a report full of numbers, no real sales lift and a bad taste in their mouth.

Why retailers struggle to evaluate agencies

Digital marketing can make this even more frustrating because many of the concepts are hard to understand.

For example, when I meet a retailer who says, “I have a company doing my SEO,” my first question is usually, “Great! What exactly are they doing?”

The answer is often something like, “Um … my SEO?”

That’s the problem.

Retailers tend to write a check every month because they know they should be doing something. Yet, because they don’t fully understand the work, and because the agency isn’t making it clear, they don’t get the results they need or deserve.

The best agency relationships are partnerships

Balanced partnerships are key when considering a marketing agency, says Amy Ogden, founder of The Collective, which focuses on matching brands with the right agency partners.

“A good agency should bring ideas, be honest about what’s working and what isn’t and help you make better decisions,” she says. “But the retailer has a role, too. The agency needs your input — your goals, your promotions, your sales feedback and what’s happening in the store. The first few months with a new agency often take more time, not less, but that investment usually leads to much better work and a stronger relationship.” 

Let’s focus on signs that your current agency isn’t working.

1. You don’t know what they’re actually doing

Your agency should be an extension of your team.

Whether they are helping with SEO, CRM, design, paid media, email or your website, their work should be tied to clear outcomes.

You don’t need to understand every technical detail, but you should understand the basic plan.

At a minimum, your agency should be able to explain:

• What they are working on
• Why they are working on it
• What outcome they expect from the work
• How success will be measured

Using SEO as an example, “We’re doing SEO,” is not enough.

A better answer would be: “We are completing a technical audit, reviewing competitors, building a content strategy and creating new pages designed to increase qualified traffic and leads over time.”

That is clear. That is measurable. That is manageable.

Key takeaway: If you don’t know what your agency is doing each month, you’re probably not getting everything you should.

2. You’re getting reports, but not insights

Reporting is important, but reporting alone is not enough.

When I managed agencies earlier in my career, my boss called bad reports a “data puke.” That meant a report full of numbers, charts and metrics with little explanation of what it meant.

Sometimes the numbers went up; sometimes they went down, but there was no clear connection to what was happening in the business.

Good reporting should answer three questions:

• What work was done?
• What happened as a result?
• What should we do next?

Data should lead to insight and insight to action.

If leads are down, the conversation should not stop at “leads are down.” It should expand to: “Why are they down? What can we control? What are we going to do about it together?”

Key takeaway: If you are getting numbers without insights, recommendations and next steps, you are not getting the information you deserve. 

3. You don’t have regular meetings and accountability

Meeting with your agency regularly is critical. Think of it as a one-on-one with an employee. It’s a time to review performance, talk through priorities, ask questions and ensure alignment.

At a minimum, every retailer should have a monthly meeting with their agency that includes an agenda, updates and next steps.

These meetings are where you should ask questions like:

• What worked this month?
• What didn’t work?
• Are my ads being refreshed?
• Which ads are performing best?
• Is my paid media being optimized?
• What work is being done by AI, and what human oversight is in place?
• What are the priorities for next month?
• What are we testing next?

A good agency will welcome these conversations because they create dual accountability.

Key takeaway: If your agency is not meeting with you regularly, reviewing performance and providing clear next steps, they may not be paying enough attention.

4. You don’t own your channels and assets

This is a big one. You should own your website, domain, ad accounts, analytics, search console, CRM and social channels.

Some agencies create unnecessary dependency by controlling important assets. In some cases, they may even build your website but include language in the agreement that says they own it. So if you leave, you may not be able to take your website with you.

Avoid that at all costs.

Your agency should be invited into your accounts as a partner or guest.

The same goes for paid media. In most cases, you should have your own Google Ads and Meta accounts, and your business should pay the ad platforms directly. Your agency can manage the campaigns, but the account history, data and access should remain with you.

Even if your agency is performing well, it is worth confirming this now. It is much easier to clean up ownership while the relationship is healthy than during a transition.

Key takeaway: Ask your agency directly: “Do we own all of our
accounts, assets and data?” If the answer is unclear, fix it. 

5. You don’t understand your ad spend or performance

You should understand how your budget is being used and why.

Your agency should be able to explain:

• How much budget is going to each channel
• What each channel is meant to accomplish
• Which campaigns are driving leads
• Which campaigns are building awareness
• What is being tested or optimized
• How campaigns are being refreshed to prevent ad fatigue
• How spending is being shifted to match demand 

Too many agencies take a “set it and forget it” approach to paid media. That is not good enough. You should also understand where your marketing dollars are being invested throughout the customer journey. Some budget may be focused on building awareness, while other dollars are directed toward lead generation, retargeting or customer retention. The mix should align with your business goals and market conditions.

For example, we recently partnered with a retailer who was locked into a three-year contract with an agency. Nearly all of the retailer’s ad spend was devoted to awareness campaigns, with very little investment in lead generation. Awareness has value, but if your primary goal is driving showroom traffic and sales, an imbalanced media mix can limit results.

Big impression numbers can look impressive, but impressions do not pay the bills.

Key takeaway: Be an active participant in your advertising program. You should understand the strategy, spend and results.

Agency health checklist

Here are a few questions every retailer should ask about their current agency relationship:

• Do we own our website and intellectual property?
• Are Google Ads, Meta and other platforms run through our accounts?
• Do we have direct access to analytics, search console, CRM and reporting?
• Is there constant turnover on our account team?
• Does our reporting include insights and recommendations?
• Do we know what work is being done monthly and quarterly?
• Do we have regular meetings with clear next steps?
• Does the agency understand our value proposition and goals?
• If they are a national agency, do they understand our local market?
• Do we understand where our money is going?
• Is there trust, accountability and alignment?

If you feel good about most of the answers above, you may already have a strong agency relationship.

If you are unsure, it may be time for a more direct conversation with your agency, and if you answered negatively to many of them, it may be time to evaluate other options.

Later in this series, we’ll look at how to find and choose the right agency partner and get the most out of your agency.

For many spa retailers, thousands of customer emails sit idle in spreadsheets or CRM systems. But those contacts represent more than past sales; they’re future revenue.

“When you’re trying to sell something, the easiest people to sell to are people who you’ve already sold to and who know you, like you and trust you,” says Ben Poggemiller, co-owner of Urban Life Pools & Hot Tubs in Manitoba, Canada. 

Selling to existing customers also reduces marketing costs and increases margins, since retailers can focus on higher-margin products like chemicals and accessories instead of relying on discounts to attract new buyers.

That approach has influenced Poggemiller’s marketing style. Instead of constantly chasing new leads, he stays in front of existing customers and turns that relationship into ongoing sales.

Start with consistent communication 

For Poggemiller, the simplest way to monetize his customer database is through a consistent newsletter. 

He sends a monthly email featuring educational content, practical tips, updates about the business and targeted product offers. His goal is to entertain, educate and present offers without overwhelming customers.

And what matters most isn’t how often you send emails — it’s how relevant they are.

“People don’t want to buy things just to buy more things,” Poggemiller says. “They want to make their life easier or solve a problem.”

In practice, that might mean addressing seasonal water issues, like high pH or alkalinity swings, or offering timely solutions tied to weather or usage patterns.

Because the audience already knows the business, they’re more likely to open, read and act on those emails.

“Whenever I put something out there, we often see a spike in sales of that particular offer or product,” he says.

The sale is just the beginning 

Too often, retailers treat the transaction as the finish line when it’s really the beginning of the relationship.

Radostina Stoycheva, director of performance marketing at Compass Digital, says customer lifetime value in the spa industry is significant and often underused.

“You keep your hot tub for 20 years,” she says. “It should be ingrained in their brain as they come back to you for anything they need.”

That’s where postsale communication comes in. 

Stoycheva recommends setting up automated email sequences tied to key milestones in the customer journey. As customers move through stages in a CRM — such as “sale pending,” “delivery in progress” and “delivered” — they receive targeted emails welcoming them, checking in on their experience and offering relevant support.

That kind of follow-up keeps the retailer top of mind and reinforces trust.

Segmentation drives results

One major missed opportunity is failing to segment the customer list.

“Sending every email to everybody is definitely not where the future is going,” Stoycheva says.

Instead, retailers should group customers based on purchase history and behavior — hot tub owners, pool customers, sauna buyers — and tailor messaging accordingly.

Even relatively small segments can deliver strong results. Stoycheva says segments of 200 to 300 people can see engagement rates of around 15% if the message matches their purchase.

By contrast, broad, one-size-fits-all campaigns tend to fall flat.

“It’s the difference between a 1% open rate and a 30% open rate,” she says.

Technology can help streamline this process. Point-of-sale systems and CRMs can identify customer types based on purchase value, track browsing behavior and trigger targeted campaigns. For example, customers browsing spa covers online can automatically receive follow-up promotions for those products.

Automation drives recurring revenue 

Retailers who invest in automation often see measurable returns.

“We typically see a 20%-30% increase in service revenue within the first six months of an automated drip campaign,” Stoycheva says. “More importantly, businesses that engage their databases usually see a referral rate jump nearly 15%.”

Automation also makes it easier to send timely, relevant messages like service reminders, seasonal maintenance tips or product replacement prompts.

“You’ve moved from an annoying advertiser to an essential assistant,” Stoycheva says.

Even simple personalization can make a difference. Using a customer’s name or tailoring subject lines to their needs — like “Time for a chemical refresh?” — can dramatically improve open rates.

Frequency still matters

Consistency is essential, but more isn’t always better.

Stoycheva recommends emailing customers two to four times per month, depending on the segment and content. The focus should be on providing value, not just pushing promotions.

“You’ve got to give them something to sink their teeth into,” she says. 

That could include:

• Water care tips 
• Seasonal maintenance reminders 
• Product education 
• Relevant upsell opportunities 

Retailers can also use customer data to anticipate needs. A hot tub buyer might be a candidate for a swim spa down the line, while a sauna customer could be interested in cold plunge products.

Capturing that information in a CRM makes it easier to market more effectively over time.

The cost of doing nothing

The biggest mistake retailers make with their customer lists is simple: They don’t use them.

“It’s really one of the most low-effort, high-value things you can do in the business,” Poggemiller says.

Other common missteps include sending the same generic message to every customer, failing to segment lists or not collecting enough customer data to personalize outreach.

Email marketing is relatively low cost and can deliver strong returns. Unlike paid advertising, the audience is already built and interested.

“You already have the contact information,” Poggemiller says. “You don’t have to run extensive ads to reach them. You can just send them something every month or every couple of weeks.”

That ongoing communication also ensures customers don’t forget where they made their original purchase.

“You spent $15,000 or $18,000 at a place, and you can’t even remember the name of it,” Poggemiller says. “I don’t ever want our customers to forget who we are.”

For retailers, even a small, consistent effort can lead to stronger relationships, more repeat business and better long-term value from the customers they already have.

In today’s spa market, retailers say the most effective way to capture prospect information isn’t pressure; it’s value. From pricing guides and liquidation lists to familiarity-driven branding campaigns, successful lead magnets give customers a reason to voluntarily share their information.

Once that information is captured, what happens next — segmentation, nurturing and follow-up — often matters just as much as the initial offer.

Timing the season

For Dana Hyde, co-owner of CK Spas in Quebec, Canada, hot tub season isn’t year-round, though occasionally they do have winter hot tub sales. “Every year is slightly different than the other,” she says. “We’ve had years where it really kicked off in March, and other years where it only kicked off in May.”

The sales season really depends on how long it stays cold in Quebec, Hyde says. They usually do a presale for Valentine’s Day, where customers can reserve a hot tub for the spring, but they’re not going to get one installed while there’s still snow on the ground.

With reduced winter hours, CK Spas keeps a list and prepares a schedule for customers for starting their spas up once it’s warm enough.

Because seasonality directly impacts showroom traffic, CK Spas leans heavily on digital lead capture during slower months.

Hyde has an online form to gather leads, which helps filter customers into categories — those looking for a new hot tub, those looking for a refurbished hot tub and those too far away for CK Spas to offer quality service. “If they’re looking at a new tub in a specific brand and we know there’s another retailer close to them, then we’ll refer them,” she says.

By taking in relevant information like postal codes, the form prevents wasted time on both sides. Hyde emails leads once or twice but prefers not to be aggressive.

Rather than pushing for immediate sales, CK Spas uses its email list as a long-term value tool.

Customers and potential customers are added to the email list, and from there, they learn about sales, promotions and incentives and can ask questions.

“Sometimes we send out emails saying, ‘Hey, we put up a new blog.’ Or ‘We put up a video of how to do this or that with your hot tub,’ ” Hyde says.

That softer, educational follow-up often pays off later.

Even prospects who don’t purchase immediately convert later through service or chemical sales.

The company also uses Facebook, Instagram, TikTok and YouTube to connect with people interested in hot tubs. 

For CK Spas — particularly because the business sells refurbished units with warranties — Facebook is especially effective in attracting used-spa shoppers who are already searching.

Putting numbers on it 

While educational content helps nurture long-term relationships, many retailers say pricing-based offers generate the strongest response.

Cole Taylor, vice president at Southern Leisure Spas & Wellness in Texas, says his team uses a document similar to a buyer’s guide and seasonally sends a liquidation price list when they acquire hot tubs that are scratched or have a small cosmetic defect at a discount. 

“We run ads and gain lead info,” he says. “ ‘Sign up and get our inventory liquidation list.’ That’s a good one.”

Taylor has found that traditional content-based lead magnets don’t convert the way they once did. People are less willing to exchange their information for a list of the top 10 health benefits of hot tubs, a white paper or an article, especially when they can quickly find those answers online. “They want pricing or some kind of free offer,” he says.

In other words, the value exchange must feel substantial.

Manufacturers often send leads. Most dealers, he says, either don’t put pricing on their website or aren’t allowed to, so many people request quotes on the website, which is a widely used way to get potential customer information.

Taylor typically offers a 12-page buyer’s guide with color photos and pricing, which helps potential customers know what to expect and gives them time to think about what kind of hot tub they’re interested in. They ask for basic contact information as well as budget, buying time frame, if they have a size in mind and, sometimes, if they’re looking to finance or pay outright.

The goal isn’t just to collect a name and email — it’s to gather qualifying information that helps sales teams tailor the conversation.

Generic newsletter sign-ups also tend to convert well, and every few months, they try something different with marketing. 

Taylor has a bachelor’s degree in marketing and enjoys finding the best lead magnets. He studies traffic, conversion rates and cost per lead and is quick to pull an ad campaign if it isn’t hitting the targets.

Lead magnets are part of a broader funnel strategy, Taylor says. Online offers are designed to capture and qualify prospects. Once someone is in the CRM, the approach shifts and they receive personal follow-ups. 

Beyond giveaways

Not every successful lead magnet involves a downloadable guide or coupon.

Angi Hess, vice president and general manager of Spas and More! in Missouri, says the company’s largest sources of leads are manufacturer referrals and Facebook ads, both of which feed directly into its CRM system. She also uses magazine marketing, CCTV, podcasts and other ways of capturing potential customers’ information.

The best quality leads are coming through Facebook or through commercials on iHeartRadio’s CCTV streaming, Hess says. 

Those leads are tracked and nurtured through the company’s CRM, Hess says, which allows the team to categorize prospects, follow up and monitor conversion patterns.

Potential customers receive an exploratory phone call to help tailor the purchase and share the Spas and More! story.

“The biggest thing that we have found where our leads are getting more presence is marketing with familiarity versus actually giving something away,” Hess says. “Since we started partnering with some local sports alumni, it’s putting faces in front of people and drawing more attention. It’s been more beneficial to us than giving away a free cover lift or a $500 coupon or something along those lines.” 

For Hess, familiarity itself becomes the value exchange. Brand recognition builds enough trust that prospects willingly engage and share their information.

First-time visitors see manufacturer advertising and come in because they’re curious about the product. Returning buyers are targeted with social media or email to discover more products and services.

When someone comes in, they’re often ready to buy. And when a customer is in the store, team members will mention a current promotion or coupon, and honor it, or even offer something like a cover lift, Hess says.

“The almost-end goal is getting potential customers into the store to buy and become customers. We save our lead magnets for online,” Taylor says. “And for events, we use coupons for lead magnets.”

Across retailers, that theme is consistent: digital lead magnets capture and qualify interest while in-store interactions close the sale. Whether it’s a pricing guide, liquidation list, educational email, event coupon or community familiarity campaign, the most effective lead magnets offer something customers genuinely want.

Both Kristan Hart, founder and CEO of Profit Roadmaps, and Radostina Stoycheva, director of performance marketing at Compass Digital, believe the answer is yes — but with thoughtful strategy and clear goals.

“Digital marketing is always changing,” Hart says. “It’s a good idea to keep your toe in the water — pun intended — and be aware of what’s out there and what could benefit your business.”

Start with the why

Hart says the first step most businesses skip is determining why they’re testing something. Are you pursuing a new target audience? Improving SEO? Trying to drive more leads? 

Some of Hart’s clients are exploring YouTube promotion but find the targeting options limiting for local businesses. She’s also researching YouTube TV and connected TV, which can be expensive options. 

Hart notes many small businesses feel pressured to join trendy platforms without understanding the purpose.

“I’ve talked to some people and they’re like, ‘We have to be on TikTok,’ ” she says. “And I’m like, ‘OK, why?’ ” 

Lacking clear goals can waste valuable resources, she says.

Stoycheva, however, says hypertargeting on newer platforms has been extremely successful for her clients — targeting by income, geography or specific wellness interests. 

Creating content  for video-heavy channels

For YouTube and CTV (or OTT), it’s best to have more polished videos than what would run on TikTok. 

CTV v. OTT Explained
CTV (Connected TV): The device delivering the content (smart TV, streaming stick, gaming console).
OTT (Over-the-top): The content delivery platforms (Netflix, Disney+, Hulu).

“The first seven seconds are when you really have to catch the audience,” Stoycheva says. 

Videos with voiceovers get significantly higher conversions, she adds — around 75% more — and artificial intelligence tools make professional-sounding voiceovers easy to produce.

Dealers also use virtual reality showroom tours to help customers visualize products.

Why Reddit suddenly matters 

Hart is especially intrigued by Reddit because of its new relationship with Google.

“Reddit is a platform every business needs to be aware of,” she says. “Reddit is helping power Google’s AI systems. And in exchange, Reddit now appears more prominently in Google searches.”

Being part of relevant Reddit threads, she says, could influence what AI chatbots and search results surface about your brand.

Radio works, TV is harder

Hart’s clients have seen strong return on investment from local radio — the classic AM stations that are plugged into the community.

Streaming TV, on the other hand, is quite expensive, making it impractical for most dealers.

Stoycheva adds that connected TV succeeds when targeting is precise — and that QR codes are essential.

“People are on their phone watching their show. They’re going to scan those QR codes more than they’re going to click on something,” she says.

Proceed carefully with podcasts

Stoycheva says most dealers avoid podcasting because it takes the right kind of personality — someone who enjoys being on stage and talking at length.

“You need someone who wants to be a star for a podcast. That’s going to be hard to find unless it’s your head salesperson,” she says.

If a company does try podcast ads, Stoycheva stresses the need for tracking tools like URL codes or gated content. Video of a podcast can also be repurposed for other content.

Budgeting for new platforms

Hart urges businesses to test new channels only after core platforms are fully funded — especially Google Search, which captures high-intent traffic. Allocating 10% or less of the marketing budget to experiments is her standard.

“Marketing should not be hands off,” Hart adds. “It is not a set-it-and-forget-it type of activity for any business.”

Stoycheva’s number is slightly higher: “It can be anywhere between 5%-10%, but I would say up to 15 because you really want to find your high-ROI channel,” she says.

She also warns that attribution is one of the biggest challenges with new channels and recommends CRMs and UTM tracking tools to avoid “throwing money at a wall.”

Brand voice comes first

Rather than tailoring content to each platform’s personality, Hart focuses on brand consistency.

She uses the STAR framework — specific, time-bound, action-oriented and realistic — to evaluate goals and decide what to turn off.

Stoycheva adds that creative strain is a real challenge.

“Many teams don’t have the creative ability to make their own videos, but this video I just recorded on my phone is doing better than this video we spent $2,000 on,” she says.

Sometimes the simplest creative performs best.

AI, AR and demand generation

Hart is focusing on demand generation, including getting AI programs like ChatGPT to include a dealer’s brand when answering consumer questions.

“AI has changed between now and the time this article publishes,” Hart says. “And it’s going to change again.”

Stoycheva agrees and is exploring personalized hot tub recommendations powered by AI and augmented reality tools that help homeowners visualize installations.

“AR is going to become more important because people are nervous to start a project that’s going to dig up their whole backyard,” she says.

Both experts say the next one to three years will bring seismic shifts in how customers discover, research and interact with hot tub brands — making experimentation essential and strategy nonnegotiable.

To navigate quieter months, experts and retailers alike shared what’s worked for them.

Planning promotions

Tyler Pelletier, co-founder of SpaSurge Marketing, generally defines the slow season as December to May.

“We created a calendar with a bunch of promotions on it for our [retailer] clients,” Pelletier says. “In Q4, we reach out and schedule goal-setting conversations for the slow season.”

Pelletier recommends focusing on key performance indicators that drive revenue — leads, booked appointments, calls, visitors and sales. They calculate the client’s conversion rate and determine how many leads per month need to be generated to hit sales goals and how to create a sense of urgency during slow months, whether through hard-to-resist offers or massive discounts with sales messaging to get customers in the store.

Pelletier also urges sales reps to follow up on old leads and increase daily outreach.

“We suggest that they make between 40 and 100 phone calls a day,” Pelletier says. “Sales reps [should] really get aggressive during the slow season to bring in revenue.”

He also advises retailers to concentrate on big-ticket items like hot tubs, which can generate as much revenue as dozens of service calls.

Balancing seasonal demand

Radostina Stoycheva, director of performance marketing at Compass Digital, says some product lines, like saunas, naturally balance out spa seasonality. Demand for saunas peaks in fall and winter, often offsetting slower spa sales.

“There are also the winter holidays and Black Friday, which are ways clients can capitalize on the slow season,” she says. “There are always things to look forward to.”

Stoycheva helps clients plan budgets three to six months out, using strategies such as holiday-themed promotions like “warm up your winter” and “fall into savings” or providing “save now, pay later” offers. Using language like “have a hot tub by Christmas” creates a sense of urgency and excitement for buyers, making the purchase feel both attainable and time-sensitive — a combination that can help drive sales during slower months.

Budgeting for marketing

Kristan Hart, founder and CEO of Profit Roadmaps, says her team plans promotions a year in advance, anchoring them around holidays.

“For an average hot tub business, if they want brand awareness, lead generation and service packages, their marketing budget really needs to be 10% of their gross revenue, but I’ve yet to meet a business willing to spend that,” Hart says. 

Instead, she encourages retailers to focus on lead generation while letting manufacturers handle broad brand awareness.

“When you’re generating leads, your sales team has something to do,” Hart says. “They have something to follow up on, and you’re also building that funnel so that when people are ready to buy, they’re primed.”

Retailer strategies

For Victoria Ruff, general manager of Cal Spas of Sacramento, the slow season typically runs from November through February. To combat that dip, her team holds an annual end-of-year sale featuring deep discounts, supported by digital, TV and radio advertising.

For smaller retailers, Ruff suggests selling chemicals, covers and accessories to supplement revenue, and to partner with a digital marketing company to help drive traffic and promote the store.

Amanda Annis, president of Ohio Hot Tub & Sauna, relies on community events and paid advertising during slow months. Her company participates in a February home and garden show and invests in digital, TV and direct mail campaigns.

For retailers with tighter budgets, Annis stresses the importance of planning ahead. She begins forecasting in October for the following year.

“You have to figure out how to create opportunities for yourself,” Annis says. “That’s what drives revenue.”

Cox Pools, a pool and spa service and construction company near Birmingham, has given out mini chocolate bundt cakes for years to show appreciation.

John Burkett, service manager at Cox Pools, says they wanted to make sure customers could see the genuine time and effort that went into recognizing them. “It’s not just something you buy and send somebody with your company logo on it,” he says. “We actually spent a lot of time to get them made, prepare them, package them with our own packaging and hand-deliver them.”

The idea came from owner Gordie Robinson, who started giving out the cakes shortly after purchasing Cox Pools in 1991. Over the years, cake production has grown along with the company, and the bundt cakes have become a signature gesture. “Very rarely does somebody take something handmade like this, package it and bring it with them,” Burkett says. “We’ve always thought it showed a little bit of extra effort.”

We’ve always thought it showed a little bit of extra effort.”

John Burkett, Cox Pools

The cakes are made by a local woman using a proprietary recipe. Though not a professional baker, she’s been making the cakes on demand for the company for years. As Cox Pools has grown, so has her role in the process. To prepare for cake deliveries, the bundts are baked throughout the year and stored in a freezer. When it’s time to deliver, each cake is wrapped in Cox Pools-branded plastic film, finished with a coordinating bow and paired with a thank-you card and a plastic cake knife. While cakes are delivered year-round, things ramp up during Thanksgiving week for what the company calls “Operation Chocolate Cake.” That week, hundreds of cakes are wrapped and delivered to residential and commercial clients.

The baker increases production beginning in early November, and the Monday before Thanksgiving kicks off a tight three-day window for the Cox Pools team. The administrative staff wraps the cakes, then hands them off to a small team for delivery. To ensure no one is missed, the company uses Skimmer software to manage the process. “We create work orders for every customer who’s to receive a cake to ensure nobody gets skipped,” Burkett says. “And it actually routes it for us. We just follow the work orders and go from stop to stop delivering cakes.” 

Cakes go not only to clients but also to business partners like field superintendents, manufacturers and project managers. “We’ll walk into their job trailer, introduce ourselves and bring them a cake,” Burkett says. “Sometimes it’s during a project, with people we’ve come across or with people [we’ve worked with before] — basically anyone we partner with.” 

Cox Pools builds the cost of the effort into its annual budget — including the packaging materials — and adjusts for projected client growth to ensure there’s enough to meet demand.

Burkett says he’s not sure whether the cakes have played a role in the company’s growth, but he knows they’re now an expected part of the experience for many clients. And business partners are often surprised and delighted by the thoughtful gesture.

The longtime baker has considered retirement, and the company is prepared to replicate the secret recipe when the time comes — but that doesn’t appear to be anytime soon.

For now, Cox Pools continues to serve clients throughout Alabama and the Southeast with pool and spa construction, service and a little something sweet. 

“It’s a personal touch from our company,” Burkett says. “Anybody we feel is a good partner for us, we want to thank them that way.”

Seasonal themes

“Our most successful campaigns are those that tap into the spirit of the season and connect with families’ desires to create lasting memories at home,” says Kathi Belcourt, director of sales and service at Canada-based Aqua-Tech. 

Our most successful campaigns are those that tap into the spirit of the season and connect with families’ desires to create lasting memories at home.”

Kathi Belcourt, Aqua-Tech

In winter, that means highlighting wellness and relaxation. 

“There’s nothing more inviting than the idea of a warm soak under a snowy sky,” Belcourt says. “We position hot tubs as the ultimate Canadian winter luxury — perfect for relaxation, wellness and family time. Our customers love the idea of embracing winter rather than just enduring it.”

In summer, promotions shift to entertaining and family fun. Aqua-Tech’s “Staycation Destination” campaign encourages customers to turn their backyard into a personal retreat. 

Ohio Hot Tub & Sauna emphasizes warm-weather fun with accessory bundles and holiday events like the Fourth of July or Black Friday sales. Jeannie Daugherty, the company’s director of operations, says late spring and early summer events perform well as peak season ramps up in May and June. 

Local events and community ties

Retailers say connecting with the community is key. Aqua-Tech ties its marketing to events like Canada Day, a long weekend in May, school breaks and the Winnipeg Home + Garden Show. The company also participates in block parties and community wellness fairs, often teaming up with fitness studios and home renovation companies. 

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“These events allow us to showcase our products in a relaxed, hands-on environment,” Belcourt says. “We find that when we support community causes — like fundraising swims or school events — it builds authentic connections and long-term loyalty.”

Daugherty says events like the Cleveland Home + Remodeling Expo, Race Brimstone and the Eagle Up Ultra help Ohio Hot Tub & Sauna reach active, wellness-minded audiences. The company donates hot tubs, cold plunges and swim spas to support the events.

Cada Pools and Spas in Illinois taps into local pride with St. Patrick’s Day parade giveaways, sports team sponsorships and summer 5K races where they hand out water as the “hydration sponsor.”

When the Chicago Blackhawks won their three Stanley Cup Championships, Cada ran a jersey promotion on chemical purchases and plans to implement a similar promotion this season.

Promotions with a twist

Weather-based and themed promotions give retailers opportunities to get creative — like Aqua-Tech’s “Heat Wave Hot Tub Sales” and “Snow Day Spa Escapes” — turning everyday weather events into fun, at-home celebrations for customers.

Cada’s store manager, A.J. Cada, says winter is a favorite time for his company. “The dead of winter, when all the pools are closed, gives us more time to focus on hot tub promotions without all the pool chaos happening at the same time.”

Cada Pools and Spas helps customers embrace the cold season by offering free robes with the purchase of a Marquis spa, and its biggest and most successful promotions are on Black Friday for spas and the annual spring sale in April for chemicals.

“During our spring sale, we also do a raffle event,” Cada says. “For every $100 spent, you get one ticket entered, and we gave away five prizes. The customers loved this.”

Cada’s seasonal promotions are often planned three to four months in advance, allowing for flexibility as they keep up with national trends like May’s National Pool Safety Month.

Aqua-Tech capitalizes on regional excitement — like playoff wins from the local hockey team — with celebratory promotions such as the “Victory Soak,” offering discounts after each win.

During the slow season, Ohio Hot Tub & Sauna runs “last-chance clearance” promotions and invites potential customers to explore its “shop the showroom” promotions.

When it doesn’t work

Not every campaign lands. Belcourt says the “Back to School, Back to the Spa” promotion underperformed. “The audience was too focused on school routines — pools and spas just weren’t on the to-do list,” she says.

Cada saw limited traction on a Memorial Day triple-loyalty rewards points promotion. “I don’t think people were realizing how many points they could rack up until after their purchases,” he says.

Standout marketing tools

Retailers are leveraging a mix of digital and in-store tools to drive traffic. Cada Pools and Spas runs promotions on a large LED sign, targets ads on Google and social media and keeps a lively TikTok presence. “Staying up to date on trends is something we love doing,” Cada says.

Ohio Hot Tub & Sauna emphasizes service and storytelling, using social media to engage the community, announce new products, showcase testimonials and share promotions.

Aqua-Tech offers value-added bundles, water care workshops and themed in-store décor to reflect the season, planning three to six months in advance to coordinate with inventory and training. The company showcases these offers on social media but also highlights customer stories, behind-the-scenes content, educational tips, contests, live question-and-answer sessions and user-generated content. “Our goal is to build community, not just broadcast promotions,” Belcourt says.

The most effective promotions aren’t just about timing — they’re about relevance. Whether it’s a snow-day soak, a spring raffle or a race-day sponsorship, these creative, well-timed campaigns help hot tub businesses stand out — and stay top of mind — year-round.

Seasonal Promotion Calendar

A snapshot guide to planning spa promotions by season

Winter

• Snow Day Soaks: Flash sales triggered by snowy weather.
• New Year Wellness: Position spas as tools for achieving health goals like stress relief and better sleep.
• Holiday Hygge Packages: Bundle spas with robes, aromatherapy and comfort items.

Spring

• Mother’s Day Relaxation Package: Spa and accessory bundles perfect for pampering moms.
• National Water Safety Month: Educate and engage with water safety tips, themed giveaways and store signage in May.
• Soak and See Open House: Invite customers to test spas, meet your team and enjoy seasonal treats in-store.

Summer

• Staycation Campaigns: Promote backyard upgrades with hot tubs as the centerpiece of a fun, at-home retreat.
• Fourth of July Bundles: Celebrate with patriotic promotions, accessory add-ons and holiday-themed deals.
• Hydration Sponsorships: Build brand awareness by sponsoring water stations at summer races, parades or community events.

Fall

• Thankful for You: Customer appreciation week with exclusive discounts, loyalty perks or a charity tie-in.
• Football Tailgate: Promote hot tubs as the perfect game-day companion with team-themed promos and giveaways.
• Maintenance Specials: Offer seasonal service packages or water care bundles to help customers prep for winter.

While some businesses may consider a lead cold after 60 days with no response, others extend that window to 90 days or even a year. The reality is that purchasing cycles vary widely, and companies that master lead nurturing put themselves ahead of the competition when the buyer is finally ready.

Why leads go cold

Radostina Stoycheva, director of performance marketing at Compass Digital, emphasizes the importance of staying relevant throughout the process. Many factors can make a lead go cold, she says, from a potential buyer not being ready to make a purchase to other cost considerations and timing misalignments. 

On the dealer side, a lack of urgency or poor follow-up can also cause leads to disengage. Businesses that maintain stronger engagement strategies can easily capture these lost opportunities.

“Being top of mind for when they’re ready is a crucial part of the sales process,” Stoycheva says. 

First impressions matter

Some buyers may be ready to purchase on day one, while others need weeks to make a decision, so dealers need to stay in touch. 

Automation can help customers feel seen and save salespeople time. A simple autoresponder sent within 15 minutes of a form submission reassures the lead that their inquiry has been received and provides a follow-up timeline. From there, trust-building becomes key. 

A combination of automated and personal touches should be spaced out over days and weeks, adjusting frequency as time passes.

Targeted outreach

For leads that have gone cold, personalized reengagement efforts can be effective. 

For example, if a customer requested a price on a specific hot tub model a year ago, an email offering a discount or bonus incentive tied to that model can bring them back. 

Retargeting campaigns on Google and Meta can also help revive engagement, ensuring previous visitors continue to see relevant content. 

Not all cold leads should be treated the same, however. A customer who visited a website once shouldn’t receive the same offer as someone who has engaged multiple times and opened emails. Starting with smaller incentives like free accessories and gradually increasing discounts for higher engagement leads helps protect profit margins while maximizing conversions.

Tracking metrics is also important. Understanding the size of a company’s cold lead pool, past engagement rates and cost per acquired lead nurtures efficient marketing efforts. If a lead originally cost $100 to acquire, it makes sense to reengage them rather than simply discarding their contact information. 

Creative tactics

One tactic Stoycheva employs is a “Hail Mary” strategy, where bottom-funnel leads who suddenly went cold receive a physical postcard. This campaign has successfully reactivated leads, with many bringing the postcard into the store to finalize their purchase. 

Win-back flows are another valuable strategy, giving contacts about 90 days before confirming whether they want to remain subscribed. This prevents inactive leads from hurting engagement rates while preserving potential opportunities.

Kristan Hart, chief operating officer at The Get Smart Group, agrees that a lead is never truly dead unless they explicitly request not to be contacted or their information is no longer valid. 

“Everybody else is still fair game, especially for products like this with a long buying cycle,” she says. 

Some purchases can take six, 12 or even 18 months from initial inquiry to final sale. While early engagement is important, maintaining contact over an extended period is equally meaningful. 

Hart has found many leads for a hot tub purchase come at unexpected hours, such as 2 a.m., when potential buyers are awake due to discomfort or pain. Immediate automated responses ensures these inquiries don’t go unnoticed.

The power of automation

Hart emphasizes that sales teams don’t need to handle all touchpoints manually. Automated lead nurturing through a CRM system ensures consistent engagement without overwhelming sales representatives. 

“Give people a reason to open [emails],” Hart advises. 

Text messaging can be another effective channel. It allows for quick, low-effort interactions and can also be automated. 

Don’t overlook current customers 

Hart adds that one of the most overlooked lead sources is existing customers. Offering referral bonuses and maintaining engagement with them can generate new leads without additional acquisition costs. 

“If you want to sell hot tubs, there are lots and lots of ways to do that,” Hart says. “It’s important for teams to work the leads they have and think outside of the box.”

Lead Nurturing Timeline

Top Lead Sources Worth Renurturing

For Rachael Pritz, vice president of RB Retail & Service Solutions, the benefits of marketing automation are clear.

“Marketing automation refers to the use of software and technology to automate and streamline marketing tasks, such as email campaigns, lead nurturing and customer engagement,” Pritz says. “It helps businesses efficiently manage their marketing efforts by reducing manual tasks and ensuring timely, personalized communication with leads and customers.”

Automation works hand-in-hand with manual efforts, prompting sales reps to act based on a lead’s engagement, such as follow-up emails and calls, improving response times and prioritizing tasks.

Hugh Smith, general manager of B&B Pool and Spa Center in Chestnut Ridge, New York, has worked on marketing automation with RB Retail & Service Solutions for six years and seen improvements in sales, customer satisfaction and response times.

“First, understand what you want to accomplish and set a goal or target,” Smith says. “Then review current processes and see how they might change with the use of automation. Most should see some, if not a lot of, efficiency opportunities.”

Radostina Stoycheva, director of performance marketing at Compass Digital, suggests tools like HubSpot and ActiveCampaign, which can be customized to the client’s needs. She recommends having at least 500 contacts to justify using a customer relationship management system and ensure you’re not paying for features you won’t use.

“Once you learn one system, you’re kind of an expert at all of them,” Stoycheva says. 

Compass Digital focuses on providing timely and relevant follow-ups for hot tub dealers without requiring manual intervention at every step, she adds.

“You have to add a piece of human interaction or else personalization kind of goes out the window,” Stoycheva says. “But the whole point is to ensure that you’re not leaving any leads behind and you’re focusing on the hot leads instead of the cold leads.”

Automation, whether for one-off emails or a drip campaign, can improve response times and conversion rates. Dynamic content and AI together ensure hot leads are prioritized, with personalized text messages sent at optimal times.

Thomas Diardichuk, CRM specialist at Lifestyles Hot Tubs in Fenton, Michigan, has seen monthly lead closure rates rise by nearly 15% using tools like ActiveCampaign in combination with advertising strategies.

Lifestyles Hot Tubs uses these tools to share promotions with potential customers.

“The best thing about automation is that you can go at your own speed,” Diardichuk says. “The more comfortable you get with predefined processes and customer responses, the more auto bots you may choose to write. It is totally up to your comfort level.”

Scott Johnson, founder and managing director of Normal Bear Media, advocates for a balanced approach to automation, viewing it as a tool to assist — not replace — sales.

“The best practice is not to lean totally into the automation,” Johnson says. “You want a little bit more of a personalized experience. We always recommend having a nurture follow-up.”

The sales team can classify prospects, placing them in the appropriate pipeline based on product interest or location if the business operates multiple stores.

“Train and enable your sales team because this is a sales-enablement tool,” Johnson says. “The biggest excuse we hear working with dozens of dealers is that their sales team is not tech savvy.” 

Johnson measures success using indicators such as close rates, email open rates, response times and click rates, allowing businesses to assess the effectiveness of their automation strategies.

Texting and quick videos are also two growing trends in automation, Johnson says.

Jamie Burson, president and CEO of Great Bay Spa & Sauna in Portsmouth, New Hampshire, has worked with Johnson for years and embraced automation for nearly a decade.

“We’re constantly looking at ways that we can automate things so that we’re staying at front of mind,” Burson says.

Workflow automation streamlines lead handling, making it easier for Great Bay’s sales teams to keep up. They plan correspondence based on the buying cycle and tweak it as needed.

“Anyone not utilizing automation is doing yourself a disservice,” Burson says. “It’s worth every penny. … The proof is in the pudding.”

Maximizing Lead Conversion: Eye-Opening Stats for Sales Success

1. On average, 50% of leads never receive a follow-up.

2. Timely follow-up increases conversions by 21 times on average.

3. Leads contacted within five minutes are 100 times more likely to convert than those contacted after 30 minutes. 

4. Eighty percent of sales require five follow-ups, but 44% of salespeople give up after one follow-up.

5. Companies that use CRMs see an average ROI of $8.71 for every $1 spent. (771% ROI)

6. Including video in emails can increase click rates by up to 300%.

7. SMS messages have a 98% open rate, and 90% are read within three minutes.

8. Businesses using marketing automation see a 451% increase in qualified leads.