By the time customers enter the showroom, they’re looking for validation, reassurance and the easiest path to ownership.

“Today’s buyer is significantly more informed before they ever walk into the showroom,” says Kathi Belcourt, director of sales and service at Canada-based Aqua-Tech. “Customers are researching brands, comparing features, reading reviews and consuming content long before making contact.”

These informed shoppers are also placing new weight on wellness, outdoor living, convenience and long-term value.

Research before retail 

Thanks to YouTube, artificial intelligence, podcasts and a steady stream of online influencers, buyers arrive with a frame of reference they didn’t have a decade ago.

“In years past, people would come in and say, ‘I have no idea what a hot tub costs,’ ” says Max Blaser, general manager of Mountain Hot Tub with locations in Montana and Wyoming. “People would walk in and didn’t know if they were $3,000 or $30,000. Nowadays, people walk into the showroom and at least have an idea of the range of prices.” 

As consumers become more informed, the sales process often starts further down the funnel. Blaser considers that a positive because it speeds things up.

Rather than introducing the category, retailers are increasingly validating what shoppers know, correcting misconceptions and helping them identify the right fit.

AI, in particular, is shaping how consumers research hot tubs.

“The hot tub industry has traditionally been shrouded in secrecy when it comes to pricing,” he says. “In the last six months, we’ve seen people coming in and reciting verbatim what is said in the AI overview in Google when you search, ‘What is the best hot tub?’ Whether that’s more informed or less informed, I guess it depends on who you ask.” 

Customers are also increasingly getting information from nontraditional media, especially younger wellness-minded buyers.

“Rather than watching ‘NBC Nightly News,’ they’re listening to Joe Rogan,” Blaser says. “There are a lot of folks who are taking their lifestyle advice from the people they listen to or watch on TikTok, podcasts and YouTube, and there’s a lot of focus on health and wellness on those platforms.”

Wellness is winning 

For years, hot tubs were marketed as aspirational purchases — something to own once you had the space, budget and lifestyle to justify it. That’s fading, retailers say.

“I think most of the demand is driven by wellness, stress relief, recovery and overall health-focused living,” says Laura Varnon, marketing and special projects manager of The Spa and Sauna Co. in Nevada. “People know that having a hot tub changes their lives. Hot tubs aren’t just a luxury item anymore.”

Her team notes most buyers are interested in hydrotherapy, ease of maintenance — especially with saltwater systems — and energy efficiency. Smart technology and aesthetics, she says, are “bonuses.” 

That shift toward wellness and self-care is also reshaping buyer demographics, drawing in consumers who historically may not have considered hot tub ownership.

During a recent sales event, Mountain Hot Tub saw a noticeable increase in shoppers in their 30s and 40s, Blaser says.

“Traditionally, when we saw that shopper, it was like, ‘Oh, they’re going to hear the price and run,’ and now we’re getting younger hot tub buyers,” he says.

Blaser says the trend has become even more pronounced since the pandemic as consumers place greater emphasis on proactive health and recovery.

“We are getting people in [who are] asking about therapy and jets,” he says. “They’re wanting to do some preventative health things — that’s probably more prevalent on the sauna side — but even with hot tubs and cold plunge, we’re getting biohacking young couples wanting to be healthy and use this product for this as opposed to pure recreation.” 

For many retailers, the wellness conversation extends beyond physical recovery. While hydrotherapy remains a significant selling point, buyers are also seeking ways to unplug.

Scott Clark, owner of The Spa and Sauna Co., often shares those firsthand benefits with customers.

“I can attest to the fact that on the days I use my hot tub, I feel better, less stressed, more creative and ready to take on the day compared to days without my hot tub,” he says.

The backyard getaway need remains 

The home-improvement rise that began during the pandemic has cooled, but the desire to create meaningful moments at home remains. Consumers still prioritize experiences they can enjoy from the comfort of home, creating outdoor spaces designed for relaxation, connection and year-round enjoyment.

Blaser says rising travel costs may be reinforcing that trend.

“I think it’s back a bit with gas prices and flights increasing,” he says of destination backyards. 

Consumers also see value in investing in amenities they can enjoy regardless of outside circumstances. Blaser says the pandemic and subsequent economic uncertainty reminded many homeowners that a well-designed backyard offers a dependable place to relax and spend time with family, even when travel plans change or budgets tighten.

Rather than viewing a hot tub as an occasional luxury purchase, many consumers are incorporating spas into a larger vision for their homes. For retailers, that shift creates an opportunity to position spas not simply as products, but as long-term investments.

Value means more than price

Affordability still remains a part of the conversation for many retailers as shoppers weigh financing, operating costs, reliability and service alongside the sticker price.

More customers are asking what they can expect from the product — and the retailer — after the sale. 

“Customers are becoming increasingly value-conscious, but value does not necessarily mean lowest price,” Belcourt says. “It means reliability, service, efficiency and confidence in the company behind the product.”

Much of that equation now starts with running costs. 

“Energy efficiency and ease of ownership are major priorities today,” Belcourt says. 

Busy customers — especially those with vacation or high-value homes — also expect the spa to look after itself, through automated water care, chemical dispensers and UV or ozone systems. 

“Everyday life is so busy for our customers; they do not want to spend lots of time figuring out how to use and take care of their hot tub,” Clark says. “If I can turn on my toaster with a phone app and adjust my thermostat for my house while across town, the expectation is that these things need to be part of the hot tub, too.”

What big-box stores can’t deliver 

When a spa is a few clicks away, a local retailer’s edge isn’t always the product — it’s everything around it.

“On the delivery side of things, I’m sure a lot of brick-and-mortar retailers were terrified when all these various online retailers started selling hot tubs,” Blaser says. “But the number of folks we convert every year who have had a hot tub drop in their driveway with zero ability to move it or wire it or do anything else is pretty astounding.”

That’s where a local dealer earns the sale.

“[Local dealers can] get the spa where you want it, set up a lifter, wire the tub, get it filled and do an orientation,” Blaser says. “That’s the difference between a happy hot tub owner who will probably own one the rest of their life and the one who tells all their friends hot tubs are a nightmare and they’d never own one again.”

The advantage extends past delivery day; the retailers who simplify ownership keep the customer. 

“The companies that remove friction tend to build the strongest long-term customer relationships,” Belcourt says. Much of that friction is water care, where buyers want guidance and ongoing support, so the experience feels manageable, she says.

 Some buyers would rather hand off maintenance entirely. 

“Many of our customers also prefer that we take care of the periodic tasks like cleaning filters, conditioning the spa cover and draining and refilling the spa,” Clark says. “I can wash and detail my own car, but the detail shop doing it for me has an appeal. Many of our customers feel similarly.”

Looking forward to buyer trends 

The buyer’s evolution isn’t over. As wellness priorities shift and purchasing habits change, retailers will need to keep adapting alongside their customers.

Varnon believes more purchases will move online, and the customer base will continue trending younger as wellness becomes a lifelong priority. 

“I think over time hot tubs will be considered more of a necessity for healthy living,” she says.

For dealers, the challenge will be balancing digital convenience with the personalized service that builds long-term loyalty. While the buying process evolves, the core motivation remains the same: improving quality of life. What has changed is the level of experience consumers expect along the way.

“Today’s customer is looking for more than a product,” Belcourt says. “They’re looking for an experience and a trusted long-term relationship with the retailer. In our industry, customers are investing in how they want to feel at home. The retailers who understand that emotional component — while still delivering strong service and reliability — are the ones who will continue to grow.”

From the first showroom visit to the final installation, success is built on relationships, trust and expertise. Customers don’t just buy a hot tub, swim spa or sauna — they invest in a lifestyle, and they want confidence they’re making the right decision. That confidence often comes from a knowledgeable salesperson, a trusted service technician or a retailer who answers their questions and guides them through the buying process.

While the foundation of the industry remains unchanged, the way consumers shop has evolved dramatically.

Now, customers research products online, compare reviews after dinner, submit inquiries late at night and expect answers almost immediately. Retailers are challenged to deliver the same personalized experience they’ve always provided while keeping pace with an increasingly digital marketplace.

That shift has sparked growing interest in artificial intelligence.

Jake Ricks, vice president of marketing and customer experience at Bullfrog Spas is among the industry leaders already incorporating AI into his duties. “AI is critical to my work,” Ricks says. “It’s speeding up everything from writing to analysis to strategic planning.”

Beyond his responsibilities, Ricks says Bullfrog is using AI across marketing and customer-facing departments to improve efficiency.

It’s not a magic bullet … The risks need to be well-understood, but it is certainly going to be a big part of the future.”

Jake Ricks, Bullfrog Spas

“It’s not a magic bullet, though, and the risks need to be well-understood, but it is certainly going to be a big part of the future of work,” he says.

Those risks can include inaccurate information, poor customer experiences and content that feels generic or inauthentic.

The question for spa retailers is no longer whether AI can help their business; instead, it’s where AI belongs, where it delivers real value and where the human element should remain firmly in place.

Winning the race to respond

One of the most practical uses for AI is helping retailers respond to customers faster.

Shoppers expect businesses to be available when they’re ready to engage, not necessarily when the showroom is open.

“As consumers, we’re trained by Amazon to want something now, and we want to be able to purchase stuff on our timetable, not on another business’s timetable,” says Lance Walbecq, founder of Sauna Spa AI, an AI automation company that helps spa, sauna and wellness businesses improve customer communication, capture leads and streamline operations.

For that reason, Walbecq believes AI’s greatest value is helping retailers make sure no opportunity goes unnoticed. AI can provide a system that helps retailers capture opportunities instead of letting them slip through the cracks. “Let’s never miss a phone call. Let’s never miss somebody that hits your website,” he says.

Tyler Pelletier, co-founder of SpaSurge, a digital marketing agency focused on helping spa and backyard leisure retailers, agrees. “When a lead comes in, we tell everybody you want to contact that lead within five minutes,” Pelletier says. “The first person to reach the lead has a much higher chance of turning that lead into a sale.”

AI-powered text messaging, chat tools, call scheduling and voice assistants can help acknowledge inquiries, answer basic questions and schedule appointments while employees are unavailable. For retailers competing in crowded markets, those seemingly small interactions can create a significant advantage.

“You can adopt this AI technology and use it to your advantage early and get ahead of everybody, or you can continue chasing the opportunities,” Walbecq says.

Augment, don’t replace

While AI excels at speed and efficiency, all three experts caution against expecting it to replace people.

One of the most common misconceptions surrounding AI is that it can automate the entire customer experience.

Pelletier has spent years testing AI voice technology and said the tools still have limitations.

“There are awkward pauses. Weird social cues. It doesn’t understand interruptions,” he says.

Although voice assistants are improving, Pelletier believes retailers should view AI as a supplement to human interaction, not a substitute. “If you try to replace a human sales rep with AI, you’re probably going to have some issues,” he says. “You want to use AI alongside a human.”

Walbecq, who helps build AI voice assistants, agrees that the technology isn’t perfect, but expects it to become increasingly natural over time. He believes some engagement is better than none when retailers aren’t immediately available. 

“Would I rather, as a consumer, feel some form of engagement than zero engagement? Yes, I would,” he says.

People still want to deal with people. AI can help the business owner build a better net. Then you have the ability to [have] that human interaction.”

Lance Walbecq, Sauna Spa AI

For many retailers, AI’s greatest value is not replacing human interaction, but ensuring potential customers receive an immediate response rather than being sent to voicemail.

“People still want to deal with people,” Walbecq says. “AI can help the business owner build a better net. Then you have the ability to [have] that human interaction.”

Best uses may be behind the scenes

Retailers are increasingly using AI to draft emails, summarize meetings, create action items, organize information and analyze customer interactions.

Pelletier points to AI-powered sales analytics as one of the most practical applications. “It’ll listen to all the phone calls and grade the conversation from A to F with notes on what [sales reps] could improve on next time,” he says.

For retailers managing multiple salespeople or locations, that type of coaching can provide valuable insights without requiring managers to listen to every call.

AI can also act as a training resource. Pelletier, who previously owned his own spa dealership, recalls spending hours studying sales books and training programs to help respond to customers. “If I was dealing with a sales objection consistently that I couldn’t overcome, I’d read Zig Ziglar books or go back through Jordan Belfort training,” he said. “Today, salespeople can simply ask AI how those experts might respond to a specific objection, and you get an answer in five minutes,” Pelletier says.

Ricks has also seen businesses use emerging AI coding tools to create simple internal applications and websites and automate processes that previously required expensive outside resources and technical expertise.

“I’ve seen people build some really cool simple apps using Anthropic’s Claude Code tools to basically replicate business systems that previously would have been cost prohibitive,” Ricks says. “Need an inventory system, a service scheduling system or a simple CRM? You can build it yourself with a Claude Code subscription.”

Marketing: Powerful, but proceed carefully

Marketing is often the first place retailers experiment with AI, and it can be one of the most productive applications when used correctly.

AI can generate social media posts, email campaigns, blog articles, advertising concepts and website copy in seconds. The challenge is ensuring the content still sounds authentic and reflects the brand.

“If you just throw in, ‘Write me a sales email,’ it’s not going to put out anything good that’s going to generate results,” Pelletier says.

The quality of AI output is heavily influenced by the quality of the instructions it receives. “The key to successful AI content creation is using the proper prompts,” he adds. “Prompting is everything.”

Ricks has observed similar results. “I’ve seen businesses use AI tools to create ads more quickly and efficiently,” he says. “But you do have to be careful so they look and sound real.”

That caution is important because poorly executed AI content can damage credibility. “A bad AI ad can be worse than a bad traditional ad,” Ricks says.

Consumers may not always recognize AI-generated content, but they often recognize content that feels generic, repetitive or disconnected from the brand. Still, neither believes retailers should avoid AI altogether.

“If you’re careful, it can really augment your creative capabilities and productivity,” Ricks says.

The most effective marketers are using AI as a creative assistant, not a creative director. Technology can assist strategy, but it cannot replace it.

In the end, the retailers who thrive won’t be the ones that automate every interaction. They’ll be the ones that embrace AI thoughtfully to respond faster, operate more efficiently and free up time for the human connections and interactions that matter most.

Retailers’ instincts may tell them to chase more customers, but examining business operations can reveal a more immediate opportunity: increasing revenue from existing customers.

Hidden revenue isn’t about new products or more traffic — it’s about capturing more value from the interactions, services and relationships retailers already have.

From service calls and water care to accessories and valet programs, overlooked revenue streams are quietly shaping the industry’s top performers.

Sometimes the real opportunity is already inside the business.”

Crystal Lengua, Cover Valet

“Sometimes the real opportunity is already inside the business,” says Crystal Lengua, Cover Valet’s vice president of Canadian operations.

Too often, retailers assume revenue growth must come from more traffic, ad spend or leads, Lengua says. 

“It is in the customer you already sold, the lead you already generated, the service call you already booked, the accessory conversation you almost had and the ownership pain point nobody turned into a solution,” she says. “That is what hidden revenue really is.”

As it turns out, the question isn’t where to find more revenue; it’s how much is already being left on the table. Much of it comes from areas retailers interact with every day but rarely treat as revenue drivers.

Common autopilot revenue drains 

In many spa retail operations, some of the most profitable revenue streams quietly fall into “autopilot” mode, particularly water care, accessories, follow-up and service interactions. 

These areas are often treated as routine transactions rather than strategic touchpoints, leading to missed opportunities for repeat sales and higher ticket averages. 

While these categories may feel “routine” and “operational,” Lengua says, they are among the most consistent and margin-friendly areas when managed strategically. 

Hesitation from staff, especially around making helpful recommendations, can further limit revenue potential. Without training and best practices, retailers may underperform in areas that should easily offer repeat business.  

The issue isn’t demand; it’s a lack of systems to capture more value from each customer over time, Lengua explains. 

Water care is a prime example. A dedicated water-testing area in the showroom engages customers, creating repeat visits and consistent product sales. 

“Water care gives retailers repeat touchpoints, educational opportunities and a reason to stay relevant in the customer’s ownership journey,” Lengua says. “If you are not actively building a system around water care replenishment, guidance and return visits, you are likely underperforming in an area that should be far more dependable.”

Consider the value of add-ons early

While water care builds long-term consistency, accessories offer one of the fastest ways to increase revenue at the point of sale. Retailers focused only on closing the spa sale are missing add-ons that increase total ticket value.

Rob Anderson, vice president of Olympic Hot Tub, has seen firsthand how add-ons — not just base units — drive profitability. The obvious ones are steps, lifters and water care systems, he says.  

“In terms of the showroom, it’s all about the aftermarket add-ons,” he says. “It’s easy to overlook the value of any accessory that can be added to a hot tub.”

These additions don’t just enhance the customer’s experience; they are often higher-margin sales that immediately increase average ticket value.

“All of these other things can add up and can add back much-needed margin, which I think is what we’re all really after these days — how can we maintain margins when there’s increasing costs on everything?” he says. “For us, it’s all the add-on things that we do in the showrooms that really move the needle on average sales price on each ticket.” 

Upsell without the pressure 

The key to increasing accessory sales isn’t pushing more products; it’s reframing how they’re introduced.

During the sales process, walking customers through the showroom to see products that support daily use can help make accessory upsells more natural. A customer has arthritis? A cover lifter will support easy operation, while steps offer access and safety. 

But waiting until the end to introduce accessories is when customers may feel “financially defensive,” Lengua says. 

“When you anchor the conversation in ease, convenience, safety and longevity, it feels consultative rather than transactional,” she says. 

For Norm Coburn, owner of New England Spas in Natick, Massachusetts, maximizing revenue starts at the counter. 

“I think sometimes employees feel shy about selling,” he says. “We [as retailers] should try to [train] them that it’s OK to make suggestions that the customer will find helpful, rather than us coming across as pushy.”

Coburn’s team begins each interaction by pulling up customer history, allowing staff to identify patterns — when filters were last replaced, what products customers typically use and where there may be gaps. That shift from transaction to consultation has helped increase average ticket value organically while improving the customer experience.

The guiding question: How can the customer’s daily hot tub use be made easier, safer or more enjoyable?

When the answer is clear, the sale often follows.

Framing it as “This will make your spa easier to use, easier to maintain or more enjoyable long term” will win customers over more easily, Lengua says. 

Operational changes to increase hidden revenue streams 

While showroom strategies play a key role, some of the biggest gains come from operational shifts, particularly in the service department.

“Too many retailers still view service as a support function when it should be treated as a strategic revenue channel,” Lengua says. 

Service teams, she explains, are uniquely positioned to identify future revenue opportunities — spotting aging components, recurring maintenance challenges and upgrade potential long before sales staff can.

That can include recommending replacements, suggesting upgrades or introducing service plans before issues become urgent.

Recurring service plans, sometimes called valet service, in particular, can turn one-time service visits into predictable revenue. Instead of relying on one-off calls, retailers can build steady income while consistently engaging with customers.

“Hidden revenue tends to increase when retailers get better at connecting the business internally,” Lengua says. 

Anderson agrees. 

Everyone wants to do a lot in service, but they don’t necessarily run it as its own business.”

Rob Anderson, Olympic Hot Tub

“Everyone wants to do a lot in service, but they don’t necessarily run it as its own business,” he says.

At Olympic Hot Tub, service operates with its own P&L, creating clear visibility into revenue, costs and profitability.

While that structure requires effort, it allows service to be managed with the same discipline as retail by tracking performance, controlling costs and identifying growth opportunities.

“It takes marketing, structure for the teams and a lot of managing parts and inventory like you would with showroom products,” Anderson says.

Refurbished tubs as a moneymaker 

Refurbished hot tubs can be a strong revenue stream, but only with clear processes and consistent standards.

As Anderson notes, there is a “definite market for preowned spas,” with some units even able to “rival, if not exceed,” the margins of new models when sourced and priced correctly. 

At Olympic Hot Tub, that success is driven by structured processes, from trade-in evaluations to refurbishment standards and warranty backing. That ensures that the spa is “working 100%,” Anderson says. 

Lengua echoes that the category can either be a high-margin acquisition tool or an operational drain, depending on execution. When managed well, refurbished spas not only monetize trade-ins but also create accessible entry points, drive upgrade cycles and keep more customers in a retailer’s ecosystem.

“A strong trade-in culture helps retailers unlock customers who might not have upgraded otherwise,” she says. 

Make the numbers visible

For Olympic Hot Tub, sharing performance metrics with team members — service, valet, delivery — has incentivized them to work harder to improve sales. 

“They knew how much money they were bringing in as a department but didn’t know what the bottom line looked like,” Anderson says.

Sharing revenue, cost of goods, gross profit and expenses gives teams a clearer understanding of how their actions impact the business.

“They really appreciate knowing what that is and knowing that they can and do have an impact on it,” Anderson says.

Coburn’s team builds accountability through consistent communication at monthly team meetings, where peer-driven learning includes shared performance metrics. Top performers share what’s working, helping raise the collective standard.

That visibility helps employees understand how their actions directly impact revenue. As Lengua emphasizes: “What gets measured gets noticed. Data is still king.” 

Find the opportunity that already exists 

Many retailers have an overlooked profit center they can focus on immediately that can generate revenue. 

Reengaging prior leads, service customers, inactive owners and lapsed chemical buyers can unlock immediate opportunities. These customers already know your brand and many still need water care, accessories, service or upgrades.

“The acquisition cost has already happened,” Lengua says. “The relationship already exists. The awareness is already there. In most cases, the issue is not whether the opportunity exists. It is whether the retailer has built a system to go after it consistently.” 

In many cases, the next dollar isn’t coming from a new customer — it’s coming from better systems, better follow-up and opportunities that are happening every day.

Turning that interest into sales is retailers’ ongoing challenge. The category hasn’t disappeared, but it has shifted. Now, retailers are working to convert curiosity into real, sustained demand.

What retailers are seeing now

Customers are price-sensitive, says Sky Matula, president of The Hot Tub Store, with six locations in Northern California. “There’s interest in the category, but less interest in the category over $5,000,” he says. “The majority of the products available in the industry are priced over that.”

That gap between interest and purchase is one of the category’s biggest hurdles.

Beyond price, retailers also report hesitation around health concerns, space requirements and questions about long-term use.

Major brands were slower to enter the market, given the due diligence required to design and engineer a quality product, which they’ve now done, Matula says. In the meantime, retailers were left without a flagship product to sell during the early, peak demand.

David Townley, owner of Townley Pool and Spa in Little Rock, Arkansas, and a newly opened location in Conway, Arkansas, says there is still a fair amount of buzz on social media and influencer sites. “People are very curious about them, and everybody wants to see one and touch it,” he says, noting that sales are still relatively limited, although trending upward.

Townley acknowledges the price point issue but says that when his clients decide they want a cold tub, they want that cold tub (with some creative financing).

Who’s actually buying

Demographics vary by region, age and income. While elite athletes were the core early buyers, today’s customers are more mainstream: wellness enthusiasts, biohackers and longevity seekers. “They’ve been encouraged by the athletes and feel they can get a health benefit without the extreme training regimens and meal plans,” Townley says.

In most markets, the typical buyer is already invested in wellness, often adding a cold plunge to an existing sauna or spa setup rather than purchasing it as a stand-alone product.

Cold plunge buyers tend to be slightly younger than traditional hot tub customers, Matula says, largely due to price. “Hot tubs can skew older, while cold plunge [buyers are] more mid-40s to mid-60s,” he adds.

In his market, however, affordability limits younger buyers. Most customers are in their late 50s and early 60s, often building out a full at-home wellness setup. “It’s their private retreat, their peaceful getaway,” he says.

Why they’re buying

Commitment to wellness is the primary sales driver, Townley says. Offering both short- and long-term advantages, cold plunges are commonly associated with benefits such as improved circulation, increased metabolism, reduced inflammation, migraine recovery and, through the endorphin rush, elevated mood. Enthusiasts report that the energized feeling can last five or six hours.

Retailers say that firsthand experience — and the hourslong sense of clarity that follows — is often what converts curiosity into serious interest.

Matula has noted a recent uptick in podcasts and articles debating the wellness benefits of cold plunging, creating some confusion. A 2023 study published in the scientific journal Biology found that short-term cold-water immersion may improve mood, with participants reporting increased alertness and reduced stress after exposure. However, the back-and-forth in popular media has muddied the message for some consumers. He adds that, personally, “I’ve experienced some really amazing benefits to it.”

How retailers are selling cold plunges

Marketing cold plunges requires more effort than traditional spa products. Retailers agree: If potential customers have heard about cold tubs, they’ve already Googled them, and their social media feeds are an ongoing source of information.

By the time customers walk into the showroom, many have already researched cold plunges online, making the in-store experience less about awareness and more about validation.

Word of mouth may be the most effective “social” channel of all. Mitchell’s demographic in St. George skews older and more cautious, and younger residents are interested but often priced out. He says some older customers hesitate due to concerns about how sudden cold exposure could impact heart health, even as younger people encourage them to try it.

“The generation that can’t buy it understands it,” Mitchell says. “What we could be seeing down the road is a second surge, because the next generation is being more proactive than reactive.”

Education remains critical, but for many customers, it’s less about learning what a cold plunge is and more about understanding whether it’s worth the investment. Those who experience a cold plunge firsthand often become the product’s strongest advocates.

Matula recently hosted his sales team from all six showrooms for a hands-on session with plunge tubs (and their other products), so that knowledge and enthusiasm carry through in every pitch.

Townley has partnered with local gyms that don’t have cold tubs on-site. “We’ve dipped some of their personnel, so they’ve been able to go out and speak about it,” he says.

Mitchell has also changed his floor strategy: The cold tub now sits front and center in the St. George showroom, so customers must pass it on the way to hot tubs or saunas. He keeps one filled (to be seen and touched) and one empty (to climb in and size up). He’s also planted the brand in the community’s active outdoor culture, sponsoring marathons and appearing at product sign-ups with running groups.

Where contrast therapy fits in

Cold plunges have been around since Roman times, Townley says, and they’ll remain a fixture in serious self-care routines. What’s changing isn’t the concept — it’s how the product is positioned. Retailers are increasingly moving away from selling cold plunges as stand-alone purchases and instead presenting them as part of a broader wellness system.

“What we’re all learning, and what experts are finding, is the benefit of temperature contrast therapy — [alternating] hot and cold,” Matula says. 

In many cases, that shift is making the category easier to sell. Customers who may hesitate to invest in a cold plunge on its own are more receptive when it’s framed as part of a hot-and-cold routine tied to recovery, performance and long-term wellness.

The hype may have cooled, but for retailers who can reposition cold plunges within that larger experience, the category still has room to grow.

From Trend to Product Line

Major spa brands have expanded their product lines to include cold plunge tubs, offered as stand-alone units or as part of contrast therapy systems.

Caldera Spas
Emerge Cold Plunge
calderaspas.com

Hot Spring Spas
Vigor Cold Plunge
hotspring.com
 
Jacuzzi
Kodiak Cold Plunge
jacuzzi.com
 
MAAX Spas
MAAX Chiller Cold Plunge Tub
maaxspas.com
 
MasterSpas
Michael Phelps Chilly GOAT Cold Tub
masterspas.com
 
Passion Spas
Passion Ice Baths
passionicebaths.com
 
Sundance Spas
Kodiak Cold Plunge
sundancespas.com

A product line shifts. A strategy evolves. A partnership ends — but expectations don’t.

A retailer looks around and realizes the business may need more options, more flexibility or a simpler path forward. By the time the decision is made, the internal debate is often already over.

What comes next is harder.

Changing a product lineup isn’t just about what goes on the floor or what leaves. It’s about whether customers still trust the business when it’s over.

When the shift isn’t just  about product 

For Michael Piazzaroli, CEO of Mike’s Factory Direct, the decision began with a simple conversation. After years of supply chain limits, he and his sales manager kept coming back to the same idea: The business needed more resilience.

“We always said we needed to be more diversified and not have all our eggs in one basket,” Piazzaroli says. 

For 12 years, his company operated in an exclusive partnership. Then came the shift. He brought on another line as a backup, what he called a “Plan B and maybe even a Plan C, just in case.” Not long after bringing on a second line, his original manufacturer ended the relationship — cutting off both the sales agreement and service support.

This wasn’t just a retailer changing what it sold; it was a retailer changing what it sold while also losing access to the manufacturer-backed service support.

Suddenly, the business had to demonstrate it could continue supporting years of prior sales.

Protecting the customer relationship

Piazzaroli did not frame the problem in terms of product. He framed it in terms of obligation. 

“Our biggest priority was just maintaining our 12-year commitment to our local customers in our community,” he says. “Our first thought was that we have to take care of the clients that we’ve been servicing for over a decade and make sure that they weren’t left in the lurch.”

Some of that work was messy, expensive and, at times, made little short-term business sense.

“We found creative ways to support as many as we possibly could,” Piazzaroli says. “If it was something simple and easy, we took care of our customers, even though it probably wasn’t the profitable thing to do, but it was the right thing to do.” 

Different paths, same priority

Norm Coburn, president of New England Spas, has seen lineup changes play out differently over the years — sometimes driven by performance, and other times by decisions outside his control.

In one instance, a shift in brand mix led to the end of a manufacturer relationship and raised immediate concerns about how existing customers would be supported.

What followed could have created the same kind of customer support gap Piazzaroli faced. Instead, Coburn pushed back.

When he was told the split would mean no more parts for his existing customers, his response was immediate:

“Well, that doesn’t make a whole lot of sense,” he said. “They’re my customers, and I want to make sure that they’re cared for.” 

Coburn insisted on continuing to fulfill warranty obligations and stay on as a service center. 

In the end, he worked it out so his store could provide aftermarket parts and service to customers from that line long after the sales relationship ended. 

The two situations played out differently.

Piazzaroli changed his lineup and lost both sales and service backing, but he still worked to care for those customers as best he could.

“The customers are the ultimate boss,” Piazzaroli says.

Coburn changed his lineup and worked to preserve service continuity, succeeding in a way that allowed the transition to happen with less customer disruption.

“The most important thing in any transition is that we get to take care of our customers,” Coburn says. 

Going from decision to action

Once the decision was made, both men moved quickly from strategy to execution. 

“I went to the office the next day, and I sat my sales manager down,” Piazzaroli says. “We put together a strategy for liquidating all of the inventory we had and all of our showroom displays, and from there, we had a plan forward.” 

Coburn, facing less disruption, concentrated on tightening his existing floor.

“We had to get rid of what we had,” he says. “We had floor models and inventory, so it was really business as usual.” 

He used incentives and price breaks to move product quickly. 

Getting the team up to speed

The next challenge was internal. 

This is where lineup changes stop being abstract and start hitting the sales floor. Customers ask different questions, and staff have to explain new products with confidence. 

“We’ve always embraced whatever training we can get, whether it’s from the factory or independently,” Coburn says. 

For his team, narrowing to a single brand had an upside. 

“There was a little more depth of product knowledge that the salespeople gained as a result of having a single brand focus,” he says.

Piazzaroli took a more aggressive approach. He flew staff to factories, leaned into training opportunities and used weekly meetings to keep the team aligned. 

“We didn’t hope it would work,” he says. “We made sure it did.”

Letting the customer experience do the talking

Neither retailer made a formal announcement about the change. 

“We didn’t feel it was necessary or relevant,” Coburn says. “We didn’t really have to change our marketing approach.” 

Instead, he focused on consistency — continuing to emphasize the store’s identity over any specific brand.

Piazzaroli took a similar approach. 

“We didn’t start blasting, ‘Holy heck, here’s what happened,’ ” he says. “We told customers the truth and kind of handled them on a case-by-case basis as they came in.”

Building trust beyond the brand

In both cases, the same principle emerged: When a lineup changes, the story customers hear should not be about the manufacturer; it should be about the retailer.

“Even before [customers] purchase from us, we talk about how who you buy your hot tub from is just as important, or more than, which hot tub you end up buying,” Piazzaroli says. 

Coburn sees the same dynamic play out over time. Customers return and ask a simple question: “OK, what should I buy now?” 

Trust, in both cases, is tied to the retailer, not the manufacturer.

What can’t be controlled

Piazzaroli could not preserve every aspect of service continuity because restricted access to parts and warranty claims meant some customers couldn’t be supported in the same way. 

“We made sure our customers were taken care of, [but] in some cases, we had to let some go,” he says. 

Coburn, by contrast, maintained service continuity and even addressed practical customer issues — including electrical differences between brands — by working with a trusted electrician to reduce costs. 

Measuring the outcome

Despite the disruption, neither retailer viewed the shift as a reinvention.

“We had a plan, and we put that plan in place,” Piazzaroli says. 

Within six to nine months, his business had fully transitioned. 

The result: “2025 was our first full year, and we were awarded Best New Dealer of the Year,” Piazzaroli says. 

Coburn’s path was quieter but equally steady. 

“It’s great to give customers a choice, but it’s also helpful at times to say, ‘We carry this [brand] because X, Y and Z, and that’s why you should have it, too.”

Why the relationship still matters most

Taken together, their experiences point to a clear sequence: protect existing customers first, move inventory quickly, retrain the team and reposition the business around the store’s identity — not the manufacturer.  

Customers may accept a new floor, a different recommendation and even some transition turbulence.

What they will not tolerate is the feeling that the business they trusted has stopped being dependable.

“Have trust and faith in how good a business you run, regardless of what logo you represent,” Piazzaroli says.

Here’s a look at what successful hot tub retailers do between that first hello and the signed contract.

Snagging leads

Striking while interest is high plays a big role in lead conversion. Whether that’s online, in person or over the phone, it’s all about following the customer’s lead. 

On Great Bay Spa & Sauna’s website, customers aren’t forced to input both phone and email — they can choose one or the other, giving them the power to decide how they want to be contacted. 

Within five minutes of an online inquiry, a team member connects with that customer. Often, that may mean texting. Jessica Steneri, sales manager at Great Bay Spa & Sauna, says her team has “leaned into texting” as a lead connection technique, especially for online inquiries. 

“Walking into a store or answering the phone is scary to people, so a text message is a little bit less intrusive,” she says. “You’re more likely to get an answer from someone today [with texting].” 

Steneri adds that her team also follows up calls with a text message. A typical lead flow may start with a call in the morning, then a text and by the end of the day, if there’s no response, a sales rep will email. Her team uses Birdeye and SimpleChat for customer management systems to help keep communications organized so employees can tag team as needed. 

At Seven Seas Pools & Spas in Pennsylvania, there’s a dedicated online sales employee who responds to customer online inquiries within 60 seconds. All leads go directly to that employee’s phone, and he’s trained on every aspect of the website, so if he’s not near a computer, he can comfortably answer any customer questions about the website content. 

Ron Perkins, owner of Seven Seas, built that role intentionally. Rather than dividing digital leads among multiple salespeople, he created a dedicated in-house position focused solely on online traffic. The team tracks response times monthly, treating speed as a measurable performance standard, not just a goal. That structure ensures online prospects receive the same consistency and care as walk-in shoppers.

Online inquiries typically require patience before an in-person visit. 

Perkins has found online prospects need about 10 touchpoints via text before considering an invite into the showroom or a phone call. 

Being too eager to connect in person can scare off potential customers, Perkins says. 

“It shuts the conversation down,” he says. “They’re not there yet. If they were, they would have shown up at your store.”

For walk-ins, experts recommend letting the customer lead the way. A quick greeting and introduction before browsing gets them comfortable with shopping, says Westin Runnels, regional manager of Southern Leisure Spas & Wellness in San Antonio, Texas.

“Letting the customer browse takes some of the pressure off the interaction,” Runnels says. “Our goal is to help establish a welcome and comfortable atmosphere.”

Educating without overwhelming 

Sometimes, potential customers don’t realize the variety of hot tubs available. Helping them discover what they need versus selling them what they don’t lets them walk away feeling more confident that they’re working with the right retailer. 

“The biggest thing I ask our team to do when someone comes in is to make sure they know we’re a resource,” Steneri says. “We want you to feel educated before you make a decision.” 

When a customer enters a showroom, they’ve typically researched what they think they want to buy.

I let the customer’s curiosity guide the discussion. I remind myself that silence is valuable. Rather than overexplaining, I create space for the customer to ask questions naturally.”

Westin Runnels, Southern Leisure Spas & Wellness

“I let the customer’s curiosity guide the discussion,” Runnels says. “I remind myself that silence is valuable. Rather than overexplaining, I create space for the customer to ask questions naturally. I’m always happy to answer anything they want to know, but I let them lead with what matters most to them.” 

So, how do you balance educating the customer without overwhelming them? Steneri says it’s about making the experience more like a consultation. 

“You know you like a hot tub. Great. What’s your goal for the hot tub?” she says. “You humanize it a bit more when you ask, ‘What are you doing for pain management? What are you doing to take care of yourself?’ It makes people stop and think.”

While accessory shopping is fun, it’s not important to add those details into the early sales conversation, Steneri says, because it can potentially overwhelm customers and lead to analysis paralysis. Instead, show the customer one or two models based on their initial feedback, she says.  

Active listening plays a huge role in successfully leading customers to the perfect spa fit. Once a salesperson has identified the pain point — whether it’s literal pain or simply a need to relax and connect with family — it’s easier to narrow down options. 

“We’ve really had to retrain our brains to get back to how we identify why they’re here,” Perkins says of the exploratory stage of selling. “We’re going for what reasons they’re here first. Why are they thinking about a hot tub, sauna or pool?” 

When prospects ask about maintenance, Perkins says preparation matters. Train sales staff to confidently explain maintenance. 

He emphasizes simplifying internal training so staff can clearly present one primary maintenance system rather than overwhelming customers with multiple chemical options. Clean internal processes translate to cleaner presentations.

Perkins also lets prospective customers know they can keep learning well after purchase. He invites them back to his store for weekly water testing, where his team can continue to educate buyers, so they feel confident in their purchase

Handling objections 

In sales, customer objections can be as long as laundry lists. 

“It’s more expensive than I thought.” 

“We don’t have a concrete pad yet.” 

“I don’t know an electrician.” 

“Will it fit?” 

One way to reframe price concerns? Help the customer see the full investment over time and remind them they’ll be taken care of, Runnels says.

“There is real value in being able to come home after a long day to unwind,” he says. “Just as important is the consistent performance and reliability of a quality-built hot tub. A customer’s hard-earned money is not going to just a hot tub; it’s going to consistent performance, comfort and premium customer care.”

Having connections with electricians and concrete workers removes friction and eliminates easy objections, Perkins says.

“When you can encompass everything that’s needed in the project, you’re always going to sell more,” Perkins says, especially if the competition isn’t offering it. “With that usually comes a bigger price tag. People are looking for ease.”

Knowing what the objections are and solving them before they show up is key to success.”

Ron Perkins, Seven Seas Pools & Spas

To eliminate those objections before they stall a sale, Perkins staffs certified electricians. That allows his team to provide up-front electrical pricing instead of sending customers out to collect quotes. For retailers without in-house crews, he recommends building trusted partnerships and negotiating rates ahead of time so pricing is clear before installation day.

“Knowing what the objections are and solving them before they show up is key to success,” he says.

Perkins also believes in showcasing several price points. Filling the most expensive models on the sales floor is an easy upsell. 

“It’s easier for them to see the benefits because they can experience it,” he explains. 

Wet tests often help customers move up in series, especially when financing is discussed. During after-hours wet tests, he’s had customers soak and decide in as little as 10 minutes. 

But the first person who speaks loses, Perkins jokes. In those moments, patience matters. When the customer is relaxed, he encourages salespeople to let the customer offer their insights first. 

At his Cranberry Township location, customers can experience a private room where they wander into a “backyard” and stargaze at faux stars twinkling in the ceiling while crickets chirp nearby. 

“They can close the doors, and it’s like they’re in their backyard,” Perkins says. “You’re creating a comfortable environment.”

Steneri adds it’s important to remember wet tests should be promoted regardless of sale size. 

“Whether you’re [planning on] spending $5,000 or $50,000, we offer it to everyone,” she says. 

Appointments aren’t required for wet soaks at her stores. For a customer who may have extra time on a random Friday, it’s an opportunity for them to take a soak without pressure. Her team also always has coffee, tea, water and other beverages on hand. It’s all about customer comfort, Steneri says, noting they close the door and let prospects have their privacy. 

“We get a lot of giggles and people say, ‘Wow, this is really helpful. I didn’t think I would have the opportunity to do this,’ ” she says. “It’s like test-driving a vehicle. We have disposable bathing suits and towels, and it’s ready at any given time.” 

The big finish 

Once a customer decides, it’s time for the sales team to connect them with an equally impressive delivery team. This part of the process is where retailers can earn high praise, positive reviews and future referrals. 

With the size of his company, Perkins realizes he’s lucky to have a dedicated service manager who handles everything. For smaller retailers, one simple way to create a five-star experience is to provide a contact sheet. 

Perkins gives customers a detailed point-of-contact sheet listing every department — delivery, service and store management — along with direct phone numbers. That prevents customers from getting passed between departments or stuck in voicemail loops.

He also collects site photos before delivery through a dedicated email channel so his team can identify potential installation challenges in advance. Electrical panels, yard access and pad placement are reviewed beforehand to avoid surprises on delivery day.

Additionally, having on-hand reputable contacts for other hot tub install needs — such as concrete or electrical — further simplifies the process for the customer. The fewer bumps to install day, the better, Perkins says. 

“If they can compare it to other services they’re getting at their home, and you far exceeded what the other services were, you make it easy for them to talk about it,” he says. 

A “seamless process” will also make it easier for the customer to leave positive feedback and provide future referrals. 

Perkins sends a gift of lush, monogrammed towels to customers as a thank you. Tucked inside the box are also referral cards. He says the customer’s initials offer a personal touch, but he also has his company’s logo on them because it’s built-in branding. That same box also offers a $500 store credit for referrals, too. 

“Don’t be cheap on it,” Perkins says of customer gifts. “Get a nice towel. Send something to them that they’re going to want to use.” 

And if a sale doesn’t go through? It often comes back to the exploratory phase.  

“You have to make it easy for them to say yes,” Perkins says.  

For many retailers, the sales process is about more than closing a deal. Runnels says the journey from first inquiry to final installation is where the real reward lies.

“When a customer walks into the showroom, I see it as an opportunity to help them find exactly what they’re looking for, or even better, what they’ve imagined for their backyard oasis,” he says. “Going from the doorbell chime at the showroom to the doorbell chime at the customer’s home for their spa delivery brings me a lot of joy.”

You thought you had the customer. The conversations were strong. The rapport was there. And then, … silence. Or worse, they bought from someone else.

Instead of shrugging and moving on, more retailers are examining those losses. A sales postmortem isn’t about blame; it’s about learning why a deal didn’t close — and what can be improved next time.

Tracking the loss

Juan Pablo Alzate, hot tub consultant at DFW Hot Tubs in Texas, takes a hands-on approach to lost sales.

As the company’s only consultant, Alzate built a CRM in Excel to monitor prospects and outcomes. 

“It is very important to not just track them but also put in the notes about why they said no,” he says.

He marks whether a lead is sold, still communicating or declined and documents what they bought or why they walked away.

Until a hot tub is delivered to their home, he still sees an opportunity.

“I want to salvage it as much as I can,” he says. “I’ll ask, ‘What kind of spa did you end up going with? What kind of deal are they offering you?’ and I’ll see if I can beat that deal.”

If there was a strong connection, he may even follow up after a competitor’s spa is installed. Sometimes they’re thrilled with their purchase, but sometimes they aren’t — and they’ll ask him for advice.

“If you’re walking into a hot tub store, you’re most likely interested in some capacity,” he says. “I have to take advantage of that and explore [the interest].”

Alzate doesn’t analyze those losses in isolation.

“I gather once a month with management,” he says. “We talk about the [lost-sale rate] and what is really affecting it, and we adjust to what is going on.”

Based on his experience and analysis, Alzate says price is only one piece of the equation.

“You’re competing with their desire, their money and how soon they want it,” he says. “You can’t always have all three of those aspects right there.”

At Spas and More! in Missouri, Angi Hess looks at lost sales from a marketing perspective as well.

After a purchase — or a decision not to buy — customers complete forms noting how they heard about the company. Over time, those responses influence where marketing dollars go.

If platforms consistently generate high-quality buyers, the team increases investment there. If others generate traffic but few sales, they adjust the approach.

Asking why

For Cole Taylor, vice president at Southern Leisure Spas & Wellness in Texas, not all lost sales are worth dissecting. 

Sometimes customers decide to build a pool instead, travel or delay a purchase. 

“I don’t really let those bother me, and I don’t typically ask too many questions,” he says.

But when a customer chooses another hot tub retailer, that’s worth examining.

“Typically, it’s always price,” Taylor says.

Still, he digs deeper. Did they prefer a feature? Was it messaging? Was it urgency?

“Sometimes we didn’t communicate clearly enough that we had an option for them that fit what they were looking for, and we focused on the wrong thing,” Taylor says. “Or sometimes we figure out that we have a gap in our offering.”

If enough customers cite the same feature or price range, that signals something larger.

“If you start seeing 20 or 30 customers a year saying, ‘Yeah, they had this, I liked it better than what you have,’ you start [considering if you] need something [similar],” Taylor says.

He’s also adjusted closing behavior. After noticing competitors were more aggressive in asking for the sale, his team shifted from assuming customers would return to creating more urgency before they walked out the door.

Hess takes a slightly different approach.

“One of the things we focus on here in the showrooms is making friends, telling stories, building a relationship, finding out what fits them best [without being] aggressive or offensive and making the person comfortable with their purchase,” she says.

For Hess, reflection doesn’t necessarily mean pushing harder. Instead, it’s about evaluating whether customers felt understood before they left.

Structured follow-up 

At Pool to Spa Services in Washington state, Jacob Specht approaches lost sales through long-term follow-up rather than direct interrogation.

“It can be tricky to track when a lead is truly ‘lost’ to a competitor,” Specht says. “Most of the time, they just disappear and we stop hearing from them.”

Instead of pushing for immediate feedback, his team places prospects into a structured three-step email sequence before transitioning them into broader promotional messaging. The goal is to stay present without creating pressure.

“We take a very no-pressure approach to sales,” Specht says. “Instead of competing on price, we sell the value that purchasing a spa from us comes with.”

For Specht, analyzing losses isn’t always about asking customers why they walked away — it’s about refining messaging and reinforcing value over time.

Internal reflection and coaching

At The Hot Tub Store in California, lost sales trigger deeper internal conversations. 

“They are never truly lost in our eyes,” says Sky Matula, president and CEO. “Those people are always invited to come to us for water care products if they bought another hot tub, and they are still in our CRM for marketing of other large-ticket items.”

Sales reps work on leads for 30 days before marking them as lost, but they remain in the marketing system unless they opt out. 

When a competitor wins the deal, Matula tries to learn what influenced the decision.

“Anytime we get the opportunity to [see] gaps [where] we could provide a better experience, it’s a good thing,” Matula says. “None of us is perfect, and it’s rarely because of the way an individual [employee] acted. If a reason for not buying had to do with an individual’s actions, there would definitely be coaching involved.”

Anytime we get the opportunity to [see] gaps [where] we could provide a better experience, it’s a good thing.”

Sky Matula, The Hot Tub Store

His team holds a daily 15-minute sales huddle to discuss lost sales and identify opportunities for improvement.

“We track closing ratios,” Matula says. “If a seller is losing deals, we provide team and one-on-one coaching. We examine sent emails, text threads and recorded phone conversations to see what could be improved. We constantly coach on how to help people choose to buy from us. It’s extremely important to ask for the sale.”

For Matula, this analysis is about growth and resilience, not criticism.

“We coach on ‘The Four Agreements’: don’t assume, be impeccable with your words, do your personal best and don’t take it personally,” Matula says. “We can’t help everyone. Our goal is to help improve people’s lives with our products. If they choose not to do that for themselves, it’s a bummer, and we’ll do our best to help the next person.”

When losing is the right outcome

In some cases, losing the deal may actually protect the business.

“Sometimes we actually don’t want certain people as customers,” Matula says. “If someone is being difficult before they buy, it’s an indication that the customer experience and relationship with our company is not going to be a good one. We’d prefer they buy from someone else.”

Other times, the issue isn’t the customer — it’s timing. Some customers simply aren’t ready, financially or emotionally, to invest in a wellness product. The key, retailers say, is distinguishing between controllable losses — poor communication, missed urgency or unclear messaging — and uncontrollable ones, such as budget shifts or lifestyle changes.

“You have to have thick skin sometimes for these types of things,” Alzate says.

For Hess, reframing a lost sale often means shifting from closing to nurturing.

“If it’s somebody who’s gathering information, they may have a question,” she says. “[It’s about] making them feel comfortable enough to come back to you to answer a question … and contact you again.”

Not every “no” is permanent; sometimes it’s simply “not yet.”

The brand’s story stretches from a small fiberglass shop in El Cajon, California, to a global product line sold through a network of independent retailers across North America and beyond. It’s a story about where Caldera Spas came from, how Watkins Wellness grew and transformed it and where the brand is headed next.

Where it started: A fiberglass shop and a vision

Caldera Spas traces its origins to 1976, when a small El Cajon operation called Custom Fiber Engineering was doing contract fiberglass work with a handful of spa molds in the mix. David Ingram, one of the brand’s earliest owners, got involved in the late 1970s when the business was on the verge of collapse. He negotiated with creditors, assumed full control and set about figuring out how to build and sell hot tubs.

In the beginning, Ingram loaded spa shells into a double-decker trailer and drove routes through the western United States — up the California coast, into Sacramento and Nevada, east through Arizona. He called on pool builders and early spa retailers, selling the idea that a portable, high-quality spa was something consumers genuinely wanted.

“I didn’t come home until they were sold,” Ingram says.

From the beginning, the team focused on building spas that felt comfortable, not just products that looked good on a showroom floor. Engineers refined seat contours and jet placement to create more intentional hydrotherapy. That philosophy eventually became the foundation of the Caldera Spas brand identity: comfort, design and performance.

“I’m a hot-tubber, and I believe in them,” says Ingram, now 75 and still active with skiing and golf. “Pure Comfort and Hot Tub Circuit Therapy are still with us today, and they’ve really been cornerstones of the Caldera Spas brand.”

The Watkins era: Building something bigger

By the early 1990s, Caldera Spas had grown into a profitable, recognizable brand. Ingram began thinking about succession and ultimately concluded that the right next chapter was a merger with Watkins Manufacturing, already one of the industry’s largest producers. The acquisition was completed in 1999, and with it Caldera Spas gained access to engineering resources, distribution infrastructure and manufacturing scale that the independent company could never have built alone.

For Watkins, the acquisition was equally strategic. Caldera Spas brought a highly styled product line and a loyal dealer base — exactly what the company needed to become a truly multibrand organization.

“Our vision for Caldera Spas was always very simple,” says Steve Hammock, former president of Watkins Manufacturing who retired in 2022. “We needed a standalone brand, and we believed that through our leadership and strategic agility Caldera Spas could be a top-five brand in the world. That was always our goal.”

Watkins invested in new factories, expanded marketing capabilities and brought on talent that became, in Hammock’s words, “a force multiplier.” The dealer network grew. Purchasing power improved. And Caldera Spas’ distinct identity — premium positioning, comfort-first design and high-quality fit and finish — was preserved and amplified rather than absorbed.

“Caldera Spas has been a growth engine for us,” says Matt Teague, director of new business development at Watkins Wellness. “When I bring somebody into the factory and walk them up to one of our hot tubs, the fit and finish tell the story. That attention to detail has always been part of what makes this brand special.”

Comfort, design, performance: A brand built to last

At its core, Caldera Spas has always stood for three things: comfort, design and performance. Steve Stigers, president at Watkins Wellness, says that is not just a tagline but a product philosophy that the Watkins team continues to invest in with each generation of spas. “Every element is thoroughly thought out to deliver an exceptional consumer experience,” Stigers says.

“When you sit in a Caldera seat, it’s curved and contoured and the jets are perfectly placed,” says Rachel Ertman, brand manager for Caldera Spas at Watkins Wellness. “And with design, they’re beautiful. This is something that’s going to be in your backyard for years and years. And for performance, our hot tubs deliver a powerful massage and are ready when you are.”

Recent innovations from Watkins Wellness have extended that commitment into water care and technology. The FreshWater IQ Salt System, Smart Monitoring, the new dosing system and an IoT platform give owners a more automated water care experience.

“This whole pursuit is about having water that’s fresher, gentler and more natural — so that you’re able to get out better than you got in,” says Scott Iverson, senior sales training manager at Watkins Wellness. “So you can go be a better dad. So you can be the mom who’s juggling 12 things and give your four-year-old the thing they crave the most, which is your attention.”

The dealer network: A family built over decades

For a brand sold exclusively through independent retailers, the dealer relationship is everything. And for Caldera Spas, those relationships trace back to the earliest days of the company.

“Those early dealers weren’t just customers,” Ingram says. “They helped us survive.” Early partnerships formed the foundation of what would become the Caldera dealer network. Over time that network expanded, but the emphasis on long-term relationships remained.

“It always impresses me when I go to dealer conferences and see many of the dealers who have been with us since the Watkins acquisition,” Stigers says. “It’s truly become a family.”

That culture of partnership is something the Watkins Wellness team continues to emphasize. Dealers aren’t just sales channels. They’re the face of the brand to every consumer who walks into a showroom.

“We’re a relationship business,” Teague says. “We build hot tubs, but we also build relationships. It’s really the culture of the dealer group and the camaraderie between dealers that makes Caldera Spas a special brand.”

As the company approaches its 50th anniversary, Watkins leaders say that success is shared with the dealers who helped build the brand.

“This is something we did not do on our own,” Ertman says. “We did this with our amazing dealer network.”

The next 50 years

As Caldera Spas reaches its 50th anniversary, Watkins Wellness leaders say the focus remains on product development and supporting the dealer network that built the brand.

“We’re going to continue to invest and innovate,” Stigers says. “And with our dealer partners, we believe the brand can keep growing.”

Iverson says the company’s long-term philosophy is grounded in steady improvement — showing up every day, fixing mistakes when they happen and continuing to refine the product and the ownership experience.

That consistency is part of why the brand has endured.

“Caldera was one of the original companies in this industry,” Hammock says. “It’s a credit to their resilience that the brand has continued to grow and evolve over time.”

Ingram says the company’s success always depended on the people around it — from the engineers shaping the first shells to the dealers willing to take a chance on a young manufacturer and, later, Watkins picking up the mantle.

“I couldn’t be prouder of all the people from the beginning, in the middle and to the end,” he says.

The Caldera Spas logo includes a butterfly — half gray, half orange — meant to represent transformation and renewal.

“It’s pretty thrilling to be part of something that has a very clear purpose,” Iverson says. “This is about helping people come to life.”

In the fall of 1978, Joe King was in southern England, studying business marketing management and trying to imagine a future that didn’t automatically lead to his family’s company in Minnesota.

Back home, his father, Lloyd King, had spent years in the swimming pool construction and service business, inventing solutions when he couldn’t find what he needed. As the early spa market formed, Lloyd identified a gap: There wasn’t a properly sized bromine feeder built specifically for hot tubs and smaller spas.

After Great Lakes Chemical Company told him it would buy 20,000 units if he built them, Lloyd moved forward, financing the tooling with a second mortgage on the family home.

And then, “They nullified the deal,” Joe King says. “They said, ‘We think hot tubs are going to be a fad.’ ”

From England, Joe didn’t immediately grasp the full weight of the situation. His parents flew overseas to see him, and what followed was not a dramatic ultimatum but a steady, persistent conversation, particularly from his mother.

“My mother — she’s got great sales ability — put a close on me,” King says.

“I really didn’t want to do it,” he says. He had envisioned working for a large corporation, gaining structured experience and building a career on his own terms. But once he understood what was at stake, the decision shifted. He agreed to give them a year after finishing college.

King Technology was founded in 1979.

‘You sell them, I’ll make them’

When King came home, there was no polished business plan waiting for him. The office was in the basement of the family home — one desk, two chairs, one phone. The product existed, but there was no marketing infrastructure, no distribution network and very little cash.

“I said, ‘So how is this going to work?’ ” King remembers asking his father. “And he said, ‘Well, you sell them, I’ll make them.’ ”

There would be no salary. “We really don’t have any cash flow yet,” King recalls being told. Instead, they worked out a different arrangement. King wanted a car and a credit card — the tools he needed to get in front of customers.

“I always loved Porsches,” he says, but knowing that was out of reach, he went for the next best thing: a midnight blue Mazda RX-7. His proposal to his father was simple: “If you lease that car for me, and get me a credit card, I’ll hit the road.”

Within weeks, he was driving west.

Learning the market one city at a time

King’s early sales strategy was equal parts improvisation and endurance. He would enter a city, find a phone booth, flip to the Yellow Pages under “hot tubs” and tear out the relevant pages. From there, he studied a gas station map, plotted addresses and built a circular route to visit dealers.

The bromine feeder he was selling was not yet an industry staple. Dealers were still assembling hot tubs in backyards, building decks around them and learning the category as they went. King needed to explain not just what the feeder was, but why it mattered.

In Denver, he met Linda Gentry, a bromine distributor who ordered 100 units, which confirmed that someone in the market understood the need.

From there, he moved through Utah, New Mexico and into California. In Los Angeles, he stayed with a high school friend for two months, sleeping on a couch while working up and down dealership hot spots like Beach Boulevard, where hot tub dealers seemed to open weekly. The approach paid off; he secured roughly 250 orders and called home to Minnesota to tell his father, “You would not believe this — crank up the presses.”

The road was exhausting and clarifying in equal measure. Cold calls forced him to ask better questions. “Cold calling is some of the best training,” King says. Gradually, he began to understand not just how to sell a product, but how dealers thought about inventory, margins and repeat sales.

From dealer add-on to engineered system

One of the early inflection points came with PWP, a major California distributor.

When King first presented the product to master buyer Don Cotton, the response was direct: Create demand first. “You create the market, and then we’ll bring it in,” King recalls him saying.

So King returned to the field and did exactly that, building dealer orders across PWP territories. Weeks later, Cotton called back with an order for 100 units at each of PWP’s locations — roughly 800 in total. Before relaying the numbers, Lloyd delivered Cotton’s first message to his son: “Well done, young man,” King remembers.

The order exposed a new challenge because demand now exceeded production capacity. It was time to head home. The sales strategy had proven itself; scaling the operation was next.

Back in Minnesota, King’s role expanded quickly. He was no longer just making calls; he was helping shape the product, the packaging and the broader strategy.

The original bromine feeder solved a specific problem, but King began to recognize its limitations. “It was kind of a one-trick pony,” he says. The long-term value lay not only in the feeder, but in the chemical sales that followed.

That led to the creation of the “Hot Kit,” a bundled system that included the feeder, bromine and instructions — everything a dealer needed to deliver a functioning sanitation setup from day one.

King Technology was no longer simply selling a component; it was positioning itself as a systems company.

Meanwhile, the industry was changing. By the mid-1980s, manufacturers were producing portable spas instead of just shells.

“There was a market shift,” King says. “It was moving from what was happening in the backyard to what was happening in the factory.”

“I’ve got to start calling on these factories,” he recalls thinking.

Manufacturers resisted. Adding sanitation systems increased cost, and many believed consumers could manage water care manually. King heard the objection repeatedly — that people could simply throw chemicals in by hand.

For him, sanitation was not an accessory; it determined whether the customer enjoyed owning a hot tub.

“Can you imagine buying a car that doesn’t have a gas tank?” he asks.

King Technology began developing integrated delivery systems designed for factory-produced spas, improving installation and consistency while protecting proprietary technology. Innovation became central to the company’s identity. “He would say to me, ‘Let’s focus on the things that are impossible,’ ” King says of his father’s influence.

That philosophy carried into formulation work. Rather than competing purely on commodity chlorine, the company invested in differentiated chemistry and eventually secured EPA registrations for multiple products.

FROG is born

As the company expanded its integrated systems and chemistry portfolio, it found a more refined identity. The FROG brand became the public face of that effort.

The name stood out because it was memorable and disarming in a category often defined by technical terminology. It made sanitation feel less clinical and more approachable for spa owners.

Gradually, FROG became closely associated with the company’s mission statement: “Water treatment rock n’ roll through radical invention, unique delivery and Star Wars ingredients.”

The phrasing signals a willingness to be different, highlights the emphasis on developing products others had not attempted, explores how the chemistry actually gets into the spa and captures the commitment to differentiated chemistry rather than commodity formulations.

Only later did the name take on an additional layer of meaning inside the company. Mary King, Joe’s wife, pointed out that FROG could also stand for “Fully Rely On God” — which resonated with King’s deep personal faith.

For King, the phrase captured something that had been true long before it was articulated. Building the company required him to fully rely on God, not only in moments of crisis but in daily decisions about risk, hiring and direction.

Leadership, faith and a different kind of succession

The ownership transition from Lloyd to Joe did not unfold according to a careful plan.

“There was no planning to bring me into the business, and there was no planning for the exit either. Zero,” King says.

When Lloyd stepped away, responsibility shifted quickly and without much structure. The strain — operational and personal — landed squarely on Joe and Mary and left a lasting impression.

Faith has long been part of King’s life and business decisions. He recalls praying with Don Cotton during early distributor meetings, long before the company was stable. He speaks of key hires and turning points not as coincidence, but as provision. Reflecting on CEO Mike Noer’s arrival decades later, King says, “We would say he was brought here by the Lord because it was the perfect timing.”

For King, responsibility is tied to stewardship, which, to him, means recognizing that the business is entrusted to you by God, not something to treat casually.

He often returns to a lesson from his uncle, also a business owner, who paid cash for personal postage stamps rather than charging them to the company. A small act, but to King, it reinforced something larger: Stewardship shows up in details. Leadership is watched. Integrity compounds.

Those convictions informed how he approached the next transition.

When his sons, Alex and Carson, began considering the business, King was determined it would look different. Structure replaced improvisation. Preparation replaced assumption.

Both sons gained outside experience and earned advancement elsewhere before joining the company, bringing with them structured corporate experience that Joe had once wanted but never received. Neither stepped directly from school into the family business. Each spent years building credibility in other organizations before returning.

In succession planning conversations, the family was candid about the responsibility ahead. The company was no longer a basement operation; it was an innovation-driven manufacturer integrated into an estimated 50% of factory-built hot tubs across the industry. They did not assume they were ready. They wanted to be.

In 2024, Joe stepped away from day-to-day operations and now operates primarily at the board and strategic level, , while Carson serves as vice president of operations and Alex as vice president of sales, with Mike Noer and other experienced executives.

“We are a company that’s innovating water wellness and enriching lives,” King says. “It’s become a significant brand in our industry.”

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