PCI Compliance – Why spas, hotels and resorts can no longer ignore it! – By Frank Pitsikalis, ResortSuite Founder & CEO ResortSuite

Years ago, a merchant’s crime threats were limited to an armed delinquent or a shoplifter. Today you can add the cyber thief to that list. This thief is looking for a more profitable payoff, your customer’s/guest’s payment card information. He or she is much more savvy and capable of doing more harm to your business than just emptying your hotel’s front desk float or spa’s cash register. This breed of thief can cost you thousands of dollars, your reputation, and the ability to accept payment cards.
Since January 2005 more than 245 million databases containing sensitive and personal information have been involved in security breaches in the US alone (PrivacyRights.org). In 2007, the number of attacks on payment card processing doubled from 2006, a trend that we don’t see diminishing. According to Visa Inc., 80% of all identified compromises occurred at Level 4Merchants’ – businesses that process less than 1 million payment card transactions each year. And if you thought the hotel, resort, spa or hospitality industries were at all exempt from that, think again. Upwards of 55% of credit card fraud comes from the hospitality industry (The PCI Compliance Process for Hotels, American Hotel & Lodging Association).

The Payment Industry’s Response
In 2006, the major credit card companies joined together to form The Payment Card Industry Data Security Standard (PCI DSS or PCI). PCI was established to eliminate the risk and mistreatment of cardholder data, enhance payment account data security, and to ultimately protect the cardholder. In 2007, the PCI compliance grace period ended and became mandatory.

The Implications of PCI Non-Compliance
All business operations accepting credit and debit cards must adopt processes to protect sensitive customer payment information and have no choice but to comply with PCI. Non-compliance puts the operation at great risk, leaving the business and its customers/guests vulnerable. Operations face fines of up to $500,000, increased card processing fees (or worse), the loss of the ability to accept payment cards, bad publicity, and brand devaluation. The consequences are serious, from monetary to business-ceasing.

Hospitality Industry’s Responsibility
Unfortunately, spa, leisure, hotel and resort operations are lagging behind other industries. The clock is ticking and the hospitality industry needs to embrace the requirements set forth to comply with PCI. At the core of this situation is the abundance of legacy software systems still being used in spas, hotels and resorts. Although the responsibility to comply with PCI isn’t all about technology, software undoubtedly plays a large role. Most of the archaic systems used don’t have the ability to properly encrypt and secure sensitive card holder information or to properly relay encrypted information to your selected credit card processor. And because of software architecture limitations in these systems, they cannot ever be updated to meet PCI standards. Your software could be hindering you from compliance and putting your operation, customers, and guests at great risk.

What Spas, Hotels, Resorts and Leisure Operations Need to Do
PCI compliance is the responsibility of the merchant, the hotel, the spa, not the software vendors – the onus is on you – you need to make it your business to find out whether your software system(s) meet or are at least undergoing the process necessary to meet PA DSS (Payment Application Data Security Standard – the certification for software developers [if you are using a custom application, then you are also responsible for making the application meet the PCI DSS requirements]). All applications must be PA-DSS compliant by July 1, 2010 (Visa Inc.) A listing of certified applications can be found on visa’s website. However, there are some simple things you can do to quickly evaluate whether your software is meeting even the most fundamental PA DSS (formerly called PABP) criteria.

• Are users automatically logged off after a maximum 10 – 15 minutes (max) of inactivity?

• Is all card holder data in folios, receipts and reports masked with maximum 4 – 6 digits appearing?

• Is card holder data masked or encrypted within the database?

• Is track data or card verification codes encrypted within the database?

PCI compliance is a serious business matter that should be approached at the top of your organization. Business processes and guidelines concerning the delicate handling of sensitive customer data and information should be put into place and should be incorporated into your corporate culture. Your software vendors should be engaged to help you understand how and where sensitive data is stored, processed, transmitted and eliminated.

If your current solution is not compliant, you should begin investigating alternative solutions as soon as possible. Make sure that your new solution(s) provider is well versed in the world of PCI and how it will impact your business. They obviously need to be compliant or should be well down the path to being compliant; otherwise, don’t even consider them as a potential software partner.

For more information on where to begin your PCI compliance, visit the PCI website or, call your credit card processor, which is always a great place to start.

PCI compliance may seem overwhelming at first, with all those acronyms and technical jargon. However, once you engage the right partners and familiarize yourself with the tools and processes, you will be better for it and the benefits will outweigh the work and resources invested. Protect your customer’s/guest’s sensitive data and in turn protect your operation. You can no longer afford to sit idle. PCI compliance is your responsibility!

Frank Pitsikalis,
ResortSuite Founder & CEO

This article is provided for information purposes only and the contents hereof are subject to change without notice. This article is not warranted to be error-free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions or merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this article and no contractual obligations are formed either directly or indirectly by this article. This article may be freely copied and distributed provided that it is not modified in any way and is distributed only in its entirety.

Spa, Spa Business

Know your competition. Whether you are playing a baseball game, building a business or trying to please your clients, knowing your competition is an essential key to success. In the spa industry, many owners, managers and professionals are spending too much time competing against each other. Instead, it’s time to join hands and marketing brains while banding together to take on the true competition—big-box stores selling over-the-counter skin care. Too many people in the industry are letting the mainstream media and marketing executives tell the story of professional skin care, and they are sending a misleading message that consumers can achieve the same or better results from an over-the-counter skin care product compared to a spa product.

Case in point, one over-the-counter line has recently introduced an expensive, high-end product to be sold in big-box stores, positioning it as an alternative to dermatologist-prescribed product offerings. However, it forgot to include one important value in the pricing: the guidance of a licensed, trained professional. This is where the spa industry can soar.

The opportunity is immense for spas to develop brand loyalty by fulfilling clients’ desires for long-lasting results through professional guidance. Spas already have a viable and loyal audience at their doorsteps. Statistics from the International SPA Association (ISPA) show one in four Americans have been to a spa, and there are more than 32 million active spa-goers. They are coming through your doors regularly. You are touching them, and yet allowing them to walk out the door empty-handed, leaving your clients to buy products elsewhere.

How do you educate and instill in clients’ minds that every time you touch them you are there as a professional to guide them through their important lifestyle and skin care choices? It’s all in the training. Give your staff a new vernacular, one unified message to send. And teach them to listen.
Share the knowledge

Spa owners, managers and estheticians have to tell the story and share the knowledge—it’s absolutely your responsibility as a spa professional. You are the people with the essential licenses, training and expertise. When consumers are provided with good information, they will make wise choices. This means, as a spa industry leader, you have the awesome responsibility of keeping your staff up to speed on the latest developments, products and their benefits, and in turn, the best ways to communicate this knowledge consistently and accurately to clients.

Nearly every spa professional educates on what products they use. For example, an esthetician may explain to a client why vitamin C is great for the skin, then simply let them leave without purchasing a vitamin Cproduct. The client then goes to her neighbor-hood drug or big-box store, reads a few labels and buys something with vitamin C in it. Most likely, the product—as well as the money and time spent—will disappoint her. This was the spa’s mistake. The esthetician educated the client, but she didn’t take that education to the next step by leading the client toward an effective product purchase.

Think of it this way: Treatments, products and guidance should be viewed as one seamless education experience for your clients. In one visit, this one-stop shopping mentality enables clients to receive the proper service, products, education and guidance to keep their skin maintenance and care going at home.
Putting the big-box theory to the test

With every dollar counting right now, you need to help your clients make educated decisions. Understand it is more cost-effective for clients to buy a product they can use for six months with great results than spending a little less, using the product for two weeks and then throwing it away because they don’t know how to use it.

Spa professionals owe it to their clients to share this knowledge and empower them to make the right decisions. When they end up at a big-box store, who’s there to prescribe the best products for their skin type? Who’s telling them what they do and don’t need? Honestly, besides the kid who’s standing behind the checkout counter, do customers even have the opportunity to talk with another human being during this process, which can directly affect their health and self-esteem?

Think of how cost-effective it is to have a professional recommendation with each product. When you help a client, consider that the coaching and professional recommendation is essentially free, and your client has the opportunity to better understand professional products are not more expensive than those found at drugstores and big-box stores.

Again, those outlets are your real competition—not other spa professionals. Focus your energy on figuring out how to educate clients on the benefit of a professional recommendation.
Learning to listen

Almost all spa professionals have likely witnessed firsthand the value of listening to clients. The power of the professional recommendation in the eyes of the client is enormous. These women and men look to personal trainers, life coaches, supervised weight loss programs and various support groups to master lifestyle changes that would lead to long-lasting, visible results. They value the training, tips, techniques, product suggestions and, most importantly, the consistent moral support they received from these professionals, and they credit these experts with encouraging them to stick with a program long enough to see results. With all of the knowledge and wonderful advice you share, it’s also important to take time to listen. Your clients are your best source of knowledge.

Spa professionals have many gifts for clients. These gifts are built by using education to help people achieve amazing skin, improved self-esteem and a healthier lifestyle. Only the spa community has the knowledge and personal connections to create these life-changing gifts and priceless. Embrace that responsibility and share your wealth of knowledge with clients today.

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Mitchells Salon & Day Spa

* 8118 Montgomery Rd
* Cincinnati, OH 45236
* (513) 793-0900

Annual Revenue: $12,000,000
About Mitchells Salon & Day Spa

Mitchell’s Salon & Day Spa is the largest privately owned local salon and day spa in the greater Cincinnati area. With five locations city wide, we’re uniquely qualified to cater to your every beauty and spa need. Our size has enabled us to build an educational network which is unparalleled, offering both in-salon and big city workshops with the top names in national and international hair design. In turn, we draw a caliber of designers with the highest artistry and passion for their craft. The same holds true for our spa personnel, whose mastery will bring you to a state of heavenly comfort and tranquility. We were voted best pedicure in the city four times running and our facials receive rave reviews. And, though we may be large, we have used our size to design a space that allows for both privacy and intimacy. Our individualized salon stations and separate spa wings ensure your personal care and comfort.
Mitchells Salon & Day Spa Executives

* Deborah Mitchell-Buyniski [Founder and President]
* Laurel Smoke [Editor-In-Chief of Salon Today]
* Christi Burnett [Vice President, Operations]
* Sherry Williams [Vice President of Operations]
* Vivian Moore [Managing Vice President]

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Mirabella Salon and Day Spa recognized

Merrimack’s Mirabella Salon and Day Spa, owned by Lisa Dunning, recently was named one of the 200 fastest-growing salons in North America by Salon Today magazine, a top business publication for salon and spa owners.

The magazine’s 12th annual Salon Today 200 profiled the selected salons in its January 2009 issue. The 200 salons were selected from applications submitted by Salon Today readers, who represent the 25,000 top-producing salons and spas in the country. The magazine honored the applicants who posted the highest increases in gross sales between 2006 and 2007.

Mirabella Salon and Day Spa opened in March 2005.
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Hotel Spas: Therapy for Tough Times

By Robert Mandelbaum and Gabrielle Lerner

With economic forecasts for employment and income declining, professional and personal travel budgets tightening, and consumer confidence sinking, the outlook for 2009 may seem dreary. During challenging times like these, the spa industry has the potential to be buoyant. However, it is not invincible. The dynamics of the spa industry enable it to persevere longer than other industries for several reasons: a large portion of its consumers are affluent, an increase in stress can further emphasize the importance of staying healthy, and in difficult times people tend to seek out experiences rather than material objects. Yet during such economic times, the spa industry inevitably suffers as consumers re-prioritize and cut back on luxuries.

By examining the results presented in the 2008 edition of Trends in the Hotel Spa Industry produced by PKF Consulting and PKF Hospitality Research, operators and owners will hopefully be able to adjust their business model and identify areas of growth as we journey through this protracted recessionary period. The report analyzes 2007 financial performance data of 116 spas operated by hotels located throughout the United States. Comparisons are also made to the 2006 performance of the same hotel spas. In aggregate, the 116 hotels that voluntarily submitted their data for the survey averaged 405 guest rooms in size and achieved an occupancy of 70.8 percent and average daily room rate of $257.14, which translated to a 7.4 percent increase in Revenue Per Available Room (RevPAR) as compared to 2006 RevPAR. Both urban and resort hotel spas were included in the research, while day spas, medical spas, destination spas, and hotel spas that independently lease space were excluded.

Revenues

For the hotels that participated in our Spa Trends survey, spa department sales represented 3.9 percent of total hotel revenue in 2007. Although this number may seem understated in comparison to rooms or food and beverage revenue, a spa’s indirect impact on hotel image, average daily rate, occupancy, and group bookings is noteworthy. As expected, the spa sales to total hotel revenue ratio was higher for resort hotels (4.9 percent) versus urban hotels (2.4 percent). At a resort the spa treatment may be the main focus of a guest’s stay, while programs in urban spas are usually scheduled around the guest’s business or social schedule.

Total department revenue for the spas in the survey grew 5.0 percent from 2006 to 2007, slightly less than the 5.5 percent increase in total hotel revenue achieved by all hotels in PKF’s 2008 Trends in the Hotel Industry report. Since the number of occupied rooms for the representative sample remained relatively flat (0.2 percent decline), the rise in spa revenue was likely due to an increase in price for spa services, increase in number of services utilized per hotel guest, or a stronger mix of local patronage. Recent research has shown that although consumers are tightening their belts, they are still traveling albeit with a different mindset and expectation of services. People require value and a heightened level of experience; spas can meet that need by providing promotional packages, special offers, and discounts.

At 55.6 percent of total revenue, massage continued to be the greatest source of revenue for hotel spas. Skin care and body work (18.8 percent) and salon services (10.7 percent) also contributed significantly to spa sales. Retail sales, at 10.3 percent of total spa department revenue, enjoyed the greatest growth (8.8 percent) among all sources for revenue. Clothing and merchandise sales were generally greater in spas over 6,000 square feet or for those generating more than $3 million in revenue. Our data indicates this trend will continue as consumers are increasingly incorporating spa products into their daily routine. Retail revenue represented approximately 12.1 percent of total treatment revenue and cost of goods sold represented 56.7 percent of total retail revenue. Retail sales can be a powerful tool for improving bottom line profit. As such, spas should create or enhance retail space that provides a variety of clothing and merchandise, as well as dedicate management to control inventory levels and purchase orders.

For comparability reasons, membership fee revenue was excluded from our analysis of total spa department revenue. However, these fees made up 6.4 percent of total revenue for those spas reporting this line item and increased in 2007 as compared to 2006 by 12.2 percent. Due to the unstable economy, PKF-HR is forecasting a decline in hotel occupancy for the upcoming year. With fewer hotel guests, hotel spas may need to promote local participation via membership and daily use fees as a means of augmenting their revenue. Spas should be portrayed as an opportunity for non-hotel guests to escape from the pressures of urban life, to relax, and to be refreshed in mind and body.

Urban spas experienced a significant decline in daily use fees in 2007. However, when combined with the growth of fees at resort spas, the total sample enjoyed a 4.6 percent increase in daily use fees during 2007. The decline in urban locations may be the result of new marketing strategies that waive daily use fees in order to entice spa-goers.

Expenses

Like all departments within a hotel, labor related costs are the biggest operating expense for spas, representing 57.2 percent of department revenue in 2007. Included in this amount are the costs associated with leased or contracted personnel. Labor costs in urban hotel spas tend to be somewhat higher than in resort spas. Urban hotel spas have lower revenues and inconsistent demand for services making scheduling more complicated.

From 2006 to 2007, spa department labor costs for the hotels in the survey increased by 6.6 percent. The increase in labor costs were driven in part by the mounting burden of benefits which is reflected in the 8.7 percent growth in payroll related expenses.

Outside of growing labor costs, spa managers were effective in containing department operating expenses. Non-labor related costs actually declined 0.5 percent from 2006 to 2007 with the greatest savings achieved by controlling operating supplies (12.6 percent). This reduction is significant because this is an expense that can be managed to positively impact net profit. The industry should keep enforcing best management practices and cost controls so that employees take responsibility for their work and consumption.

The Bottom Line – Profit

The average departmental profit margin for the spas in the survey sample was 24.1 percent in 2007 with more operating efficiency exhibited by resort spas. It is important to note that hotel departmental profit margins are calculated before deductions for administrative and general, marketing, maintenance, and utility expenses. For comparison purposes and as a test of reasonableness, the average profit margin for all other operated departments in PKF’s Trends survey was 29.4 percent. The lower profit ratio for the spas can be attributed to the high costs of payroll, which in challenging times should be re-evaluated.

From 2006 to 2007, hotel spa department profits grew 5.8 percent with 12.3 percent growth in urban spas and 4.6 percent in resort spas. While a healthy rise over the previous year, it was less than the 6.7 growth rate for total hotel operated department income, which demonstrates the evolving spa industry still has room to improve.

Looking forward

As U.S. hotels are forecast to struggle with declines in occupancy, ADR, and revenue, we believe there is an opportunity for spa operators to capitalize on operational and competitive advantages. Labor costs curb profitability, but efficient scheduling can contribute to controlling costs. Hotel spas are an important amenity to all market segments and should be leveraged with regards to meetings, conventions, and other special events. Innovative marketing can also be created to promote the spa as a “staycation,” thereby providing a refuge for local residents.

We cannot ignore the current economic situation and yet there are still benefits to be gained from a spa’s operation – not only in terms of its impact to the bottom line, but as a contribution to our state of mind and outlook for the future.

Robert Mandelbaum is Director of Research Information Services in the Atlanta office of PKF Hospitality Research. Gabrielle Lerner is an Associate in the Los Angeles office of PKF Consulting. To purchase a copy of the 2008 Trends in the Hotel Spa Industry, please visit www.pkfc.com/store. This article was published in the February 2009 edition of Lodging.

CONTACT

Robert Mandelbaum
Director of Research Division
Email: robert.mandelbaum@pkfc.com

ORGANIZATION

Hospitality NetPKF Hospitality Research
http://www.pkfc.com
3475 Lenox Road | Suite 720
USA – Atlanta, GA 30326
Phone: (404) 842-1150
Fax: (404) 842-1165
Email: robert.mandelbaum@pkfc.com

Hotel Spas, Spa Business, Spa Professionals Hotel Spas

A New Soul
Some of the most valuable insights can come from painstaking decisions, as Nicole Cober Blake learned when she laid off her assistant at Soul Day Spa and Salon in Washington, D.C., at the beginning of the year. Faced with a stifled credit line and 2008 sales of $489,000, Blake decided to funnel the equivalent of her assistant’s salary, or about $35,000, back into the business.

Before the recession, Blake says she never felt the need to interact face-to-face with customers. But without her “right hand” to answer phones, check in guests and help run the day-to-day operations, Blake was now at the salon all day, every day. Little did she know how much she had been missed by her 10-employee staff and her customers.

“For whatever reason, we were missing a great deal of calls. Now I’m better able to monitor timeliness and quality of service,” says Blake, noting a 20 percent drop in customer complaints within a month of her daily presence. “I feel so much more connected to the business and I’m a lot happier, ironically, then I was before.” Revenues also rose 10 percent in January, compared with the same month last year.

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Andover spa owner cited for practicing medicine without a license

The owner and operator of an Andover spa last week entered into a diversion agreement with the Kansas State Board of Healing Arts Board, following an investigation into whether she practiced medicine without a license.

Stacy Truesdell owns TA LLC, which does business as True Aesthetics Premier Laser and Medical Spa.

The board investigated allegations of instances occurring in October and November 2008. The board alleges Truesdell performed medical procedures without the supervision of a licensed practitioner of the healing arts and gave the impression she was appropriately trained and able to practice healing arts. Both are violations of Kansas law.

Procedures in the investigation included: Botox injections, laser hair removal treatments and laser surgery.

However, the board says it received no reports of any clients being injured as a result of the procedures performed.

The healing arts board says Truesdell cooperated fully with the inquiries, including providing documents in response to two administrative subpoenas and discussing the matter with board’s representatives.

Because of Truesdell’s corporation, the board agreed to forego any litigation as long as the terms of the agreement are met. The diversion agreement specifies:

• Truesdell will no longer perform Botox injections.

• TA LLC can’t employ anyone to perform Botox injections.

• Truesdell will no longer perform laser treatments.

• TA LLC will no longer employ anyone to perform laser treatments.

• Truesdell will cooperate with the board and its investigators concerning any subsequent investigations.

• TA, LLC will not use the term “medical” in any manner, including, signage and letterhead.

These stipulations, the board says, are subject to change should Truesdell become licensed.

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Recession Hits Luxury Spa Business Across Countries

Like most other industries, the spa business is being affected by the downturn in the global economy. Susan Harmsworth, chief executive of Espa, a company based in Britain, reports that since October, 20 of her company’s spa projects had been either postponed or canceled.

On a recent visit to Manhattan, Ms. Harmsworth discussed the spa business and its prospects.

Q. How long have you been in the spa industry?

A. I’ve been in the spa business since 1970. I started a design consultancy to five-star hotels in 1988. I launched Espa, the brand, in 1993.

Q. How big is your operation?

A. We’re working in 55 countries, we have 45 projects under construction, we have about 20 gone on hold in this climate, we have about 70 spas we manage globally now, and we have about 200 spas that we supply products, treatments, training to.

Our revenues are probably around £20 million for the year ending April 1, 2009. That’s product and services, fees for management, design and recruitment. This doesn’t include revenue from each spa individually.

Q. Which hotel brands do you work with and what is your business arrangement with them?

A. We do all the One & Only hotels and all the Leela hotels in India. We do most Peninsulas, a lot of Ritz-Carltons, we work with Mandarin Oriental, Four Seasons, Bulgari. We have an operating contract for a period of usually about 15 years, and we get a base fee and a percentage on turnover and profit.

Q. Why did you sell 40 percent of Espa to Istithmar World Capital, a private equity arm of Dubai World, last year?

A. The spa industry isn’t as profitable as people think, and to manufacture very high-quality products is also expensive. It’s not like mass toiletries. So we built the infrastructure of our company and our team and our global presence very slowly and very solidly. When Istithmar approached us, we felt that the opportunity to maximize that a little bit quicker would make it much easier.

Q. How is the recession affecting Espa’s business?

A. We decided to go out and see all our clients, because our clients are huge international developers. We wanted to work out which sites were literally happening. The sites that were in planning that are on hold while they refinance are Kazakhstan, Costa Rica, Dubai, Macao, Las Vegas.

The recession is the worst I’ve ever seen because it’s so totally global. There’s not a market that hasn’t been affected. I don’t have a client that’s not affected.

Clever developers are doing the design phases of everything, of the whole resort, and then they’re waiting because they think all bids from construction companies will go down. They may wait for another year or two. Projects have been canceled altogether because they can’t be financed or the company’s gone down. We have 10 projects that are on hold temporarily, there are probably 10 that have gone permanently, but then we gained others in December, in London, Marrakesh, Paris and another in Las Vegas. And 11 spas are opening in 2009.

Q. What are the trends now in the spa business?

A. More people are going to spas in groups. There’s an increase in male treatments, a lot of our city spas are 45 percent men. We’re seeing the medi-spa. In the States, it does noninvasive procedures including fillers, microdermabrasion, Botox. We’re seeing a big increase in spa cuisine.

Q. What treatment do you recommend for stressed-out Americans?

A. What I recommend is they don’t do this thing of running in for a 50-minute massage and then running out back to the office, which does them no good whatsoever. What we’ve found in the United States is that once somebody has felt the physiological advantage of using a steam room or heated jet pool, having a little sleep with an herbal tea, having a massage and having another little sleep, they just feel so totally different that they start then to think in a different way. You’ve got to try and slow people down and ground them.

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Silhouettes Salon and Day Spa

Bellingham salon to host March benefit for the inbound elderly

Each week, The Bellingham Herald takes a look closer at a construction project or checks in with a business in Whatcom County. This week: Silhouettes Salon and Day Spa.

WHATS NEW

Silhouettes Salon and Day Spa – located on Telegraph Road since 1987 – is planning a benefit next month to raise money for the inbound handicapped and the elderly. On March 27, Silhouettes will donate money earned from 10 a.m. to noon to the Whatcom Volunteer Center for programs where volunteers shop for groceries and do chores around the house for people who are homebound due to illness or injury.

The salon also will accept donations and raffle off spa packages for the charity. In the past, Silhouettes raised about $3,000 per year for various local organizations like The Boys & Girls Club, Opportunity Council and Lydia Place, said Mary Jo Gran, who owns the salon with Cheryl Christian and Gina Green.

Gran and Christian, both Whatcom County locals, bought the salon they worked at from the previous owner in 1987. They kept the name, Silhouettes, but added a spa to the space later.

WHAT IT DOES

Silhouettes is a full-service salon offering customers a wide spectrum of spa treatments like acrylic nails, manicures and pedicures, facials, massages therapy, body wraps, hair cuts, styling and coloring.

OWNERSHIP

Gran left a career as a doctor’s office nurse to open Silhouettes with Christian.

“I just decided I wanted to do something new,” Gran said of her choice to leave the medical field. “I got too attached to patients. They get sick and die and it was really just a hard thing … and I loved the beauty industry.”

Two years after opening, she and Christian moved their business a block away to its current location on Telegraph Road near Animal Emergency Care, where it’s been ever since.

Green bought into the business two years ago after graduating spa school in Vancouver, B.C.

EMPLOYEES

19 women work at the facility.

CLAIM TO FAME

Silhouettes certainly has staying power. The salon has been in business for more than 20 years in Whatcom County,

Green thinks that Silhouettes’ convenient spot just off the freeway helps lure customers from up and down the Interstate 5 corridor, from Sedro-Woolley to White Rock, B.C.

The salon also found a way to increase its retail sales by adding a new facial product line to its selection two years ago. Last year retail sales were about $12,000 – an increase of about 75 percent, Green said.

“We’ve been holding steady,” Green said. “It’s tough out there but … women will go and get their hair done regardless of how tough times are. I think people still want to feel good and have stress relief from the spa.”

SOURCES: Co-owners Mary Jo Gran and Gina Green

SILHOUETTES SALON AND DAY SPA

321 Telegraph Rd.

Bellingham, WA 98226

734-0246

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