With over 90 spas nationwide, Woodhouse Spas, the luxury day spa franchise, has built an impressive system of driven, dedicated entrepreneurs. In addition to its well-developed business model, Woodhouse boasts an impressive culture that draws franchisees in and keeps them engaged. Just as Woodhouse is dedicated to providing only the best experience to its guests, franchisees receive a similar commitment to excellence.
“This is a sophisticated, high-performing, high-expectation group of people who put the guest experience first and foremost in everything they do,” said Ariel Clay, chief operating officer. “They’re always seeking ways to make the Woodhouse experience even better for their guests, not just delivering on their expectations but exceeding them.”
“We all want to bring the best-in-class, luxury, high-quality experience, but we want it to be wrapped in a warm, welcoming and personalized environment, too,” said Lisa O’Brien, vice president of franchise operations. “There is a culture of excellence. At the end of the day, every single one of us is working to ensure our brand reputation is the best out there.”
Woodhouse is known for its elevated atmosphere, bringing the day spa experience and world-class hospitality to local markets rather than keeping it confined to major cities.
As a part of this mission, the entire Woodhouse system — from spa-level team members to corporate leadership — is intensely focused on maintaining quality and making improvements wherever possible. No matter which location a guest visits, they can rely on the same great Woodhouse experience each time.
While some franchise systems promote a culture of support and collaboration, the Woodhouse system lives it.
“Franchisees are very supportive of each other, not competitive with each other like I’ve seen in other systems,” Clay said. “They’re highly engaged, highly supportive and always ready to help one another out.”
Clay notes that, because Woodhouse franchisees are generally very experienced entrepreneurs with business acumen and strong strategic skills, this support is even more impactful.
Woodhouse also hosts an annual conference and a smaller, more intimate owner’s retreat to further promote these connections, encouraging franchisees to connect, share best practices and learn from each other to promote the performance of spas throughout the system.
A culture of support among franchisees allows for connection and improvement at the spa level, but the Woodhouse Spas leadership team’s approach to support and execution truly sets the standard.
“I’ve seen many franchise systems where entrepreneurs join the system because they don’t have the skills or knowledge they need to build a successful business, and they think the franchisor will do that for them,” Clay said. “A lot of people think that owning a franchise means investing your money, opening your doors and sitting back. That’s just not true.”
While the Woodhouse leadership team cannot run each franchisee’s business for them, they understand that entrepreneurs invest in the model for support, and they happily provide that scaffolding. This, coupled with the support and encouragement of fellow franchisees, cultivates a franchise environment that truly does provide the differentiators the franchise model is known for.
“This shines in the way leaders interact with their teams. Everyone says they’re collaborative, but it’s different when you actually are,” O’Brien said. “Every single one of us in the Woodhouse system has skin in the game. We work so hard to ensure our support structure is everything it needs to be because, if it isn’t full-circle, or if there’s a kink in the link anywhere from the corporate team to the owner to the owner’s team to the guest, we won’t be delivering the perfection and excellence that we’re looking for.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/woodhouse-spas.
Woodhouse Spas
SPONSORED
The luxury day spa franchise embraces a culture of reciprocal support, with team members at all levels committed to maintaining the brand’s reputation and the best possible guest experience.
With over 90 spas nationwide, Woodhouse Spas, the luxury day spa franchise, has built an impressive system of driven, dedicated entrepreneurs. In addition to its well-developed business model, Woodhouse boasts an impressive culture that draws franchisees in and keeps them engaged. Just as Woodhouse is dedicated to providing only the best experience to its guests, franchisees receive a similar commitment to excellence.
“This is a sophisticated, high-performing, high-expectation group of people who put the guest experience first and foremost in everything they do,” said Ariel Clay, chief operating officer. “They’re always seeking ways to make the Woodhouse experience even better for their guests, not just delivering on their expectations but exceeding them.”
“We all want to bring the best-in-class, luxury, high-quality experience, but we want it to be wrapped in a warm, welcoming and personalized environment, too,” said Lisa O’Brien, vice president of franchise operations. “There is a culture of excellence. At the end of the day, every single one of us is working to ensure our brand reputation is the best out there.”
Woodhouse is known for its elevated atmosphere, bringing the day spa experience and world-class hospitality to local markets rather than keeping it confined to major cities.
As a part of this mission, the entire Woodhouse system — from spa-level team members to corporate leadership — is intensely focused on maintaining quality and making improvements wherever possible. No matter which location a guest visits, they can rely on the same great Woodhouse experience each time.
While some franchise systems promote a culture of support and collaboration, the Woodhouse system lives it.
“Franchisees are very supportive of each other, not competitive with each other like I’ve seen in other systems,” Clay said. “They’re highly engaged, highly supportive and always ready to help one another out.”
Clay notes that, because Woodhouse franchisees are generally very experienced entrepreneurs with business acumen and strong strategic skills, this support is even more impactful.
Woodhouse also hosts an annual conference and a smaller, more intimate owner’s retreat to further promote these connections, encouraging franchisees to connect, share best practices and learn from each other to promote the performance of spas throughout the system.
A culture of support among franchisees allows for connection and improvement at the spa level, but the Woodhouse Spas leadership team’s approach to support and execution truly sets the standard.
“I’ve seen many franchise systems where entrepreneurs join the system because they don’t have the skills or knowledge they need to build a successful business, and they think the franchisor will do that for them,” Clay said. “A lot of people think that owning a franchise means investing your money, opening your doors and sitting back. That’s just not true.”
While the Woodhouse leadership team cannot run each franchisee’s business for them, they understand that entrepreneurs invest in the model for support, and they happily provide that scaffolding. This, coupled with the support and encouragement of fellow franchisees, cultivates a franchise environment that truly does provide the differentiators the franchise model is known for.
“This shines in the way leaders interact with their teams. Everyone says they’re collaborative, but it’s different when you actually are,” O’Brien said. “Every single one of us in the Woodhouse system has skin in the game. We work so hard to ensure our support structure is everything it needs to be because, if it isn’t full-circle, or if there’s a kink in the link anywhere from the corporate team to the owner to the owner’s team to the guest, we won’t be delivering the perfection and excellence that we’re looking for.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/woodhouse-spas.
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