A new wrinkle: Dysport — a quicker, cheaper, longer-lasting Botox alternative — hits the market

Attention aging baby boomers, 60ish single gentlemen, high-powered CEOs and laid-off professionals preparing for job interviews: The wait is over. Dysport, the new botulinum toxin product touted as a quicker, cheaper and longer-lasting way to banish wrinkles, has arrived.

''People are excited. This is long-awaited,'' says Dr. Leslie Baumann, a Miami Beach dermatologist and University of Miami researcher who took part in the clinical trials that won Dysport its Food and Drug Administration approval.

''I'm doing this for me,'' said Laurie Kaye Davis, two months short of 50, who sat in Baumann's chair for the injections on Wednesday, the first day the drug was available. She's in for a redo of injections between her eyebrows she got as part of Baumann's trials.

''When those frown lines go away, it just brightens your whole face,'' Davis said.

The new product hits the market at a good time — as boomers near senior-citizen status, with many of them still trying to look their best to become, or stay, employed.

''I just got it yesterday and I did two women and a man today,'' said Dr. Jacob D. Steiger, a facial plastic surgeon in Delray Beach. “I get a lot of baby boomers. I get women in their 50s who are preparing for job interviews, and I get men in their 50s and early 60s who are trying to stay in the workforce.

“One patient is a man in his 60s, retired, single, very active in the social scene. He's very interested in how he looks.''

Baumann, who uses Dysport as well as its existing rival, Botox, also treats actors, sports figures and business executives. About 20 percent of her patients are men.

Are patients put off by the stern ''black box'' warning the FDA is requiring in the packaging — a black-bordered paragraph that warns about swallowing and breathing problems that can be life-threatening, even fatal?

''I'm not concerned,'' Davis said. “I really studied this during the trials. And I trust the University of Miami.''

To be sure, the FDA goes on to say it “has not identified any definitive serious adverse event reports when the product is used cosmetically.''

Dr. Peter Lurie, director of health research for the public interest group Public Citizen, whose petition persuaded the FDA to issue the warning, says the chief danger from Botox products is in ''off-label'' use not studied by the FDA. Some doctors have tried it, for example, to relieve muscle spasms in cerebral palsy patients with adverse results, Lurie says.

Another serious problem occurred in 2004 when an Oakland Park doctor injected himself and three others with a too-pure form of botulinum toxin — far stronger than the cosmetic type. All four became paralyzed and slipped into comas from botulism poisoning, although they later recovered.

Both Dysport, made by Ipsen Biopharm of the United Kingdom and distributed by Medicis, of Scottsdale, Ariz., and Botox, made by Allergan of Irvine, Calif., must carry the black-box warning.

Baumann says Dysport, which won FDA approval in April, and Botox, which has been on the market since 2000, are fairly similar in effect. But Botox needs seven to 10 days to work, she says, while Dysport does its smoothing thing in two to three days. She believes Dysport will last four to six weeks longer than the six-month span of Botox.

Price competition should be a plus, too: Three frown-line injections of Botox is $350, Baumann says, and Dysport should be about 25 percent less.

Patient Davis says she may try to persuade her husband, Steve, 53, a Miami Beach lawyer, to try Dysport.

''I got him to use face creams,'' she said. “But I don't know how much of a metrosexual I can make him.''

 

Spa Industry Connections: SpaFinder Releases Research on Industry Strengths

Showing how the spa industry is weathering the difficult economy of 2008 and 2009, SpaFinder has released a new survey focusing on marketing and personnel efforts.

SpaFinder, a leading spa and salon marketing and research company, has released the findings of new surveys designed to illuminate how day and resort/hotel spas are performing in the tough economy, as well as which marketing tactics each sector is focusing on to weather the downturn in 2009.

The findings provide hard evidence that despite the ongoing recession, the industry has proven relatively resilient: a majority of day spas (51%) actually reported revenue gains in 2008 over 2007, and while the resort/hotel category was more impacted (with 54% of resort spas reporting revenue declines in 2008), 46% still reported gains.

The research also provides a window into which precise marketing strategies spas are focusing on in 2009, and the findings are clear: the industry will put a significantly increased emphasis on deals/specials and Internet marketing in the year ahead, with traditional advertising (print, TV, and direct marketing) facing significant cuts.

"The spa industry’s ongoing, aggressive focus on deals has been an extremely savvy move, meeting the demand of stressed consumers who need spas more than ever—but only if the price is right," said Susie Ellis, SpaFinder’s president. "And with marketing budgets under more intense scrutiny, the significantly increased focus on targeted, measurable Internet marketing, rather than traditional media, comes as no surprise."

Additionally, preliminary ‘09 data currently being amassed at SpaFinder Research indicates day spas should continue to outperform resort/hotel spas across 2009—and within the ‘stay’ spa category, urban hotel spas will perform best. Ellis noted, ‘As more consumers forego travel and seek breaks closer to home, the ‘daycation’ has moved from a trendy buzzword to reality. Urban hotel spas will lead the resort spa category, as they’re uniquely poised to attract the day spa consumer. Given recent research that the wider U.S. hotel industry’s revenue-per-room is down 17%, we’re finding welcome evidence that a spa component is providing much-needed revenue for hotels—particularly in larger markets.’

SpaFinder’s Spa Performance and Strategies in the Economy surveys were conducted with more than 500 spas in February 2009.

Key findings include:

Financial Performance and Staffing Plans:

  • 51% of day spas clocked revenue gains in ‘08 over ‘07, reporting relatively strong performance across each sales channel (with treatments strongest, followed by gift certificates, and retail). Comparing January 2009 to January 2008, 57% of day spas maintained or increased treatment sales.
  • While 54% of resort/hotel spas reported revenue declines in ‘08, their spa facilities are generating a rippling profit-effect. The significantly largest bloc of respondents reported that guests using the spa spend more in other areas of the resort than non-spa guests—with more than half reporting that spa-users now spend more than 15% more than non-spa guests.
  • Day spas’ strength is reflected in their staffing plans: 60% report they’ll maintain staff levels in ‘09, with roughly 20% reporting they will increase—and 20% cut—personnel. Not surprisingly, resort/hotel spas plan somewhat larger cuts: 55% will stand firm on staff in 2009 and 5% plan increases, but 38% plan cuts.

The Deal Weapon in the Recession:

  • Day and ‘stay’ spas strongly concur that deals and value-added discounts represent one of their top two marketing strategies for 2009.
  • 66% of day spas plan to increase deals/unique promotions in ‘09 over ‘08, with 30% maintaining at the current level, and only 3% planning any decrease. Dedicated ‘deals’ trump wholesale treatment price decreases: only 14% of day spas plan to decrease treatment prices in 2009.
  • Similarly, 76% of resort/hotel spas plan to increase deals/promotions in 2009, with 22% maintaining at the current level, and virtually 0% planning any declines. Resort/hotel operators report that discounts are far and away the No. 1 way to attract new customers.

Internet Marketing Crucial for Spas in ‘09:

  • Day and ‘stay’ spas further concurred that Internet marketing is poised to make serious gains against traditional advertising this year.
  • More than four out of five spas are upping, or standing firm, on their Web marketing spend in ’09, while roughly half plan to slash traditional advertising.
  • 82% of day spas plan to increase or maintain their online marketing spend (i.e., display ads, listings with industry Web sites, etc.) in ‘09, with 42% planning significant increases. But only 12% plan to increase their traditional advertising (print magazines, newspaper or TV), while 47% plan to make cuts.
  • Similarly, 83% of resort/hotel spas plan to increase/maintain their online marketing budgets, with 43% planning significant increases, while only 20% plan any increases for traditional advertising, and 44% are planning cuts.

Learn more

SpaFinder’s Spa Performance and Strategies in the Economy surveys provide further data on particular strategies being undertaken by the industry in 2009. For more information, go to www.spafinder.com.

About SpaFinder, Inc.

One of the world’s largest spa media, marketing and gifting companies, SpaFinder, Inc. connects millions of wellness-focused consumers with thousands of spas worldwide. SpaFinder’s media properties include the award-winning Spafinder.com, the Spa Enthusiast newsletter and the annual worldwide spa directory, Global SpaFinder. Spa Finder Gift Certificates and its new gift division, Spa & Salon Wish, offer spa gift certificates and cards that are redeemable at a combined network of more than 8,000 spas and salons worldwide and available at thousands of retail outlets. The company’s software division innovates new solutions that help spas build and streamline their businesses, including the popular SpaBooker online booking system. SpaFinder Europe and SpaFinder Japan offer regional spa marketing and gifting programs, including localized, native-language Web sites. Founded in 1986, the privately held company is headquartered in Manhattan.

 
 
 


 
 

Worldwide Spa Conferences for Business Owners and Beauty Professionals

Whether you are opening a new spa and looking for industry information, or are an out of work spa professional looking to make valuable industry connections - there is a good reason for everyone in the industry - business owner and aesthetic professional alike -  to attend a conference.

Here is a list of some of the more reputable ones around the globe from now until the end of 2010.

Healthcare Travel
Exhibition & Congress 2009
June 28-30, 2009
Fairmont Hotel-Raffles Convention Centre
Singapore
www.healthcaretravel-singapore.com

XVII World Congress of Aesthetic Medicine
July 17-19, 2009
Vancouver Convention and Exhibition Centre
Vancouver, British Columbia, Canada
www.aestheticmedicine2009.com

International Conference & Exhibition
Modernization of Chinese Medicine & Health Products
August 13-17, 2009
Hong Kong Convention and Exhibition Centre
www.hktdc.com

Health & Beauty Fair Ensemble’09
August 15-16, 2009
The Oberoi Grand Hotel, Kolkata

VITA SPA 09
SPA Expo & Medical SPA Conference
September 4-5, 2009
www.VitaSpaWeb.com

    
Beyond Beauty Paris
September 13-16, 2009
Porte de Versailles. Paris, France
www.BeyondBeautyParis.com

     
World Medical Tourism Conference
September 16 –18, 2009.
Phuket, Thailand
www.sosmedicaltourism.com

     
European Congress on Anti-Aging
& Aesthetic Medicine
October 15-17, 2009
Congress Centre, Mainz
Frankfurt, Germany
www.Anti-AgingEvents.com

     
MedHealth & Wellness 2009
19-21 October 2009
Oman International Exhibition Centre
Muscat, Sultanate of Oman
www.omanexpo.com

     
Plastic Surgery 2009
October 23-27, 2009
Seattle, WA
www.plasticsurgery.org/

     
1st MedHealth & Wellness Exhibition
October 19-21 2009
Oman International Exhibition Centre
Sultanate of Oman
melwin@omanexpo.com

MedExpo
October 19-22, 2009
Amman, Jordan
MIDDLE EAST
www.me-medexpo.com

     
2nd Annual World Medical Tourism & Global Health Congress™
October 26-28, 2009
Los Angeles, California
Hyatt Century Plaza
www.medicaltourismcongress.com
     

INTERNATIONAL ANTI-AGING SHOW - TORONTO
November 6-7-8, 2009
International Centre
6900 Airport Road
Mississauga, ON
Canada
www.theantiagingshow.com
     

Dubai Congress on Anti-Aging & Aesthetic Medicine (DCAAAM)
November 8-9, 2009
Dubai World Trade Centre
Dubai, UAE
www.anti-agingevents.com
     

Medifest '09
December 11-13, 2009
Pragati Maidan, New Delhi, India
www.vantagemedifest.com

How Employee Attitude Problems Affect Your Spa Business - Even When its a Rare or Temporary Problem

Do employee attitude problems affect your entire spa? 

Think about whenever you have a splinter or sliver in your hand or foot.  Your average splinter is tiny – so small that in many cases, you cannot even see it.

Yet, it hurts and if you ignore, it gets worse!  Why?  Part of the reason is that we usually get splinters in our hands or feet – areas that we use the most out of our entire external bodies.  Part of the reason also is, though, that our feet and hands have more creases, bends, joints and connection points than any other part of our body.  So when you get a splinter, chances are that the splinter will be constantly irritating the region it has entered, and while it is small it is also sharp.  If you do not take the time to remove it, it is a near constant source of irritation and the constant irritation makes it feel much bigger, jagged and painful than it actually is.

Attitude problems affect organizations the same way – and are especially painful in any service industry including spa management.  If one employee is struggling with an attitude issue, their approach to management, work and customers will be noticed and affect virtually everyone they come in contact with.  This will have ripple effects and soon, that one employee, if left unchecked will in some way be influencing the work and approach of virtually any employee in the spa – whether they have to work with them or not.

Let’s suppose Andrea, a spa employee, has a fight with her husband and comes to work distraught and angry.  As part of her bad day, she snaps at a co-worker, who sulks until they forget the exchange and that affects how they are doing their work.  Andrea also makes it clear to customers that she is distracted, even irate and their experience at the spa is much less than they anticipated or expected – bad for business.  Eventually, the problem reaches the ears of management and they have to stop what they are doing to go address the issue with Andrea.  By just one employee having a poor attitude, at every facet of the spa is affected.  Left unchecked, these types of problems can lead to decreased morale, business-wide and larger problems down the lined as customers start to talk about what a great facility the spa is, but that the “staff is less than enthusiastic.”

Paying Your Spa Staff: A Rundown of Fixed Pay Structures for Aesthetic Employees

Fixed Pay Structure is a pay structure that does not fluctuate with revenue.  What that means is that no matter how much or little revenue your spa brings in, your employees under a fixed pay structure, will be paid the same amount.  Just about every employee will have a base line fixed pay level, but employees who are totally fixed pay only receive payment based on that agreement. 

There are three types of fixed pay arrangements:

Hourly

This is by far the most popular in the spa industry.  Essentially, this type of arrangement is an agreement between the spa and the employee that the spa will pay a certain hourly wage and will guarantee either full-time or part-time hours per week.  Part-time includes any hours per week up to 40 hours per week.  Full-time comprises 40 hours per week or more.  Also included in a fixed pay structure is overtime.  Overtime consists of paying an extra amount on a fixed scale for any hours that go over 40 hours a week.  Overtime structures depend on the owner/manager, but generally, overtime hours are by law time plus one half.

The overtime equation is the following:

Base Rate of Pay through 40 Hours per week + Half of that Base Rate

So if you pay your front desk personnel $10 an hour, you would pay them $15 per hour once they past the 40 hour per week threshold.  Overtime allows employees to be compensated for their time commitment with additional pay as a reward for their dedication.  Often, overtime is a key incentive that spa uses during peak customer traffic times.

The benefit of hourly wages is that you only pay for services that are provided.  If an employee does not work, they do not get paid.  The downside is if you have a lot of overtime to include every week.

Salary

A salary structure is an arrangement when the spa agrees to pay the employee a set amount based on 40 hours or more per week regardless of overtime put in by the employee.  Salaried employees are guaranteed the same amount of money regardless of whether they work the time or not.  At the same time, they do not get overtime and are expected to put in as much time as necessary to fulfill their job duties.Most salary jobs are given to management positions or jobs where that are not dependant on customer production.  By customer production we mean any job that relies on customers buying a service or product.  Salaried employees also usually have more responsibilities in a global sense than hourly employees.The downside to salaries are mostly employee morale.  Since salaried employees usually work more hours per week, they also tend to make more as a base amount.  It is important to put into your pay structure some sort of bonus system for salaried employees as it acts like a year round incentive.

Flat Fees for Services

These types of arrangements are typically paid to personnel needed for the delivery of specific services, such as the company that does your payroll or your computer consultant.  Usually, flat fee structures are based on a monthly retainer and then hourly charges are tacked on for any service levels that exceed your service agreements.  These types of arrangements work very well for certain functions that need to be farmed out, such as your janitorial services or trash pickup, but are not good for employees that are used on a daily basis.The benefit of flat fee arrangements is that you pay according to need.  Any hourly charges are usually charges that are extra from your usual service agreement.  The detriment of these types of arrangements are the same as the benefit – you are expected to pay it per your service agreement, whether you use it or not.

So when should you opt for using a flat pay structure? 

That depends on what your goals are in terms of remuneration, employee development and the types of jobs you have to hire staff.  Typically, the more baseline the employee role, the more likely they will have a flat hourly wage (with or without incentives).

The overall benefits of a fixed pay structure are the following:

  • The pay structure does not fluctuate according to revenue volume
  • It is easier to plan for in terms of weekly expenses
  • Promotion ladders are easy to define
  • It gives you control over hours and employees
  • It is widely accepted for certain levels of jobs
  • It is easily tracked and verified
  • Accounting and taxes, even with overtime are easy to document
  • You can adjust an employees hours to meet revenue intake
  • Overtime is an incentive instead of a burden

There can be disadvantages to fixed pay structures.  These include:

  • You are required to pay for hours worked, regardless of revenue
  • Overtime can add up quickly
  • During times when revenue is down, cutting hours can affect morale
  • Generally, hourly wage earners are less educated than salaried wage earners
  • Bonuses tend to be drawn directly out of company coffers and are not based on increased sales
  • Workers tend to work as hard as they are paid
  • Salaried overtime can lead to resentment if pay does not keep up with time investments