If you had to audit a typical spa retailer, where do you think they’re leaving the most money on the table right now?
Have a question for our panel? Email us at editorial@kendrickcontent.com.
Angi Hess, Vice president/general manager
Spas and More!
Two locations in Sunset Hills, Missouri, and Overland Park, Kansas
Service after the sale beyond repair work and chemical/filter sales — We started offering a maintenance plan several years ago. We offer weekly, biweekly and monthly maintenance for hot tubs and swim spas. This has become a well-received service by our customers who travel often or do not have the time to spend on maintenance.
Retargeting and remarketing — We have often retargeted current customers when new products launch, such as the cold plunge tubs and infrared saunas. That has brought in additional sales as our customers continue to focus on health and well-being.
Cody Hendrickson, CEO
Innovo Spa
Three locations in Traverse City, Grand Rapids and Detroit, Michigan
I see retailers leaving money on the table regarding field service. There are many times a client wants to purchase on the day a technician is at their home, and retailers have not made it a priority to best prepare their service team to sell and satisfy their client’s needs. We often see that when we originally schedule a spring start-up, the client also wants to upgrade their cover, replace old pillows, purchase a new set of filters, etc. Being prepared to solve these problems quickly for your clients puts you in a position of authority when serving their needs. They will then rely on you for future hot tub needs and when looking to purchase new ones! These small solutions help to build client trust over time.
Michael Swartz, Owner / Co-owner
Heavenly Times Hot Tubs & Billiards / Arctic Spas Denver
Locations in Dillon and Wheat Ridge, Colorado
Many companies likely miss out on continued income after a spa sale by skimping on postsale service.
A lot of people sell the unit and walk away. We should focus on how we bundle service/maintenance plans right at the point of sale. Of course, the manufacturer warranty on a new spa immediately helps gain customer loyalty. However, retailers need to view this as the beginning of our service trial period.
Warranty issues can cause extra work and lost income, but they also present an opportunity to prove to the customer that we are the company they should continue working with after the warranty expires. In many cases, giving a little more during the warranty period can help us gain a lot more from continued service after the warranty period has ended. It can also lead to great word-of-mouth recommendations, resulting in additional sales and services.
Exceptional service, such as finding issues beyond what was reported or even offering a complimentary end-of-warranty checkup to help a customer find all issues before their period expires, goes a long way toward earning the long-term business associated with a hot tub sale.
Chet Lockwood, Owner
The Hot Tub Wherehouse
Two Bay Area locations in Santa Clara and Gilroy, California
Look in your “customer pantry” — your book of past business is where all the keys are for selling aftermarket items or reselling. These are presumably people who love you and have done business with you and want to do more business. Facilitate them!
Take a stroll through your database. Start back 10 years ago and start calling and emailing your customers. Not a mass email — just a quick personal phone call or email will discover cover sales, repairs and educational opportunities. Customers that we sold to 10 years ago are shocked and happy we took the time to call. Just five to 10 calls a day can generate thousands of dollars in sales per month.
