Spa

Case Solution for Evoe Spring Spa: A Positioning Dilemma
Complete Case details are given below :
Case Name :      Evoe Spring Spa: A Positioning Dilemma
Authors :           Ashita Aggarwal Sharma, Renuka Kamath, Sunil Rao
Source :             Ivey Publishing
Case ID :            W13570
Discipline :        Entrepreneurship
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-founders study the market and their competitors and conduct qualitative consumer research. In the end, they must choose from three viable positioning concepts.
 
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Case Solution for ARISE: A Destination-for-a-Day Spa
Complete Case details are given below :
Case Name :      ARISE: A Destination-for-a-Day Spa
Authors :           Michael Beer, Lynda St. Clair
Source :             HBS Brief Cases
Case ID :            913521
Discipline :        Human Resource Management
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A new Dallas-based health and beauty spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging employees to act as “personal wellness coaches” (PWCs) with high commitment and broad responsibilities, the leadership intended to provide a level of client service that would justify premium rates. However, the system is not working. Issues include: tips are lower than expected, reducing expected compensation; scheduling issues create bottlenecks; and the level of commitment varies among PWCs. The result is a high employee turnover rate, and departing employees take an average of 35% of their client base with them when they go. Now, with financials for the spa’s second year completed, the VP of spa operations, the VP of business operations, and the CEO must evaluate what is and what isn’t working.
 
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