The IDEA Method - DMGT 748

The IDEA Method:
Developing a New Service

for a Luxury Hotel in a
Crowded Market
By: Shannon D. Simon
M.A. Design Management Final Project

DMGT 748 Winter 2015
Professor Regina Rowland
Figure 1. Photograph of hotel lobby. Authors image.
DMGT 748 M.A. Final Project
The IDEA Method: The Development of a New

Service for a Luxury Hotel in a Crowded Market
By: Shannon D. Simon
DEFINITION: Design
Management is the cultural, strategic and operational use of design

resources (internal and external) available to an organization, directed towards the creation
and attainment of business and organizational objectives.

Professor Peter McGrory, University of Art & Design Helsinki Taik
Final Project submitted to the faculty of the Design Management Program at the Savannah College of Art and Design on
March 11, 2015, in partial fulfillment of the requirements for the degree of Master of Arts in Design Management.
Abstract
Professor Peter McGrorys definition of Design Management perfectly sums up the general direction of my final
project. I worked with the Four Seasons Hotel in Shenzhen, Guangdong, China, to develop a new service that will
improve profitability in a chosen department. This was an entirely new venture for Four Seasons and, if all goes
according to plan, a profitable one at that!
Having learned that Four Seasons Spas are considered weak spots in that, financially, they could be improved
corporate wide, I decided to direct my attention to the development of a new service within the Spa structure the
Medical Spa Industry. To clarify, a Medical Spa is a cross between a Medical Clinic and a Day Spa. It is managed under
the supervision of a physician and allows for the use of non-invasive Aesthetic Enhancement Treatments such as
various forms of injections and laser treatments. I was interested in finding a way to integrate the Medical Spa concept
safely and effectively into a traditional hotel day spa. The benefits of combining the two concepts would be symbiotic:
improved profitability for the hotel through the sale of Aesthetic Enhancement Treatments and for the client, the
implementation of the desired Aesthetic Enhancement Treatment in the context of a luxurious user experience (i.e.,
the luxury hotel experience).
In the upcoming pages, I will reveal to you the framework of my project: who the stakeholders are; how they will be
affected; how I conducted my research; the limitations of my reach; and how it all came together.
Dedication
I would like to dedicate this project, first, to my husband, Franois. You are THE MAN. You always think of me first;
you always have something wise to say to keep me on track; you have the best sense of humor of anyone I have
ever known; you are so incredibly brave and strong; you cook the best risotto on planet Earth; and you are really
handsome, too (insert smile). Everyday I have known you has been the greatest adventure and it just gets better and
better. Thank you for being my better half. Je taime, je taime, je taime.
To my little guy, Mr. Barclay. The second you were born I knew there was something extraordinary about you. You
teach me every day how to approach life and learning with JOY! Your kindness, energy, and discipline; your selfmotivation and your smile are infectious and the world will learn so much from you. I love how you look out for others
and how you never, ever give up. I love you with every ounce of my being.
To my Tiny Tuck. As I have told so many people, when you were just 24 hours old, you locked eyes with me and I
understood that I would always be a step behind you. You march so confidently to the beat of your own drummer. You
are so smart and creative; the toughest, yet most empathetic, loving, and lovable little guy around. You are one of a
kind and I cannot wait to see who you will become. I absolutely love and adore you.
Acknowledgments
I would like to say a very special thank you to Four Seasons Hotels and Resorts for so
and over again by asking myself, what would Regina say? Your expertise; your attention
kindly allowing me to, once again, meddle in your affairs for academic purposes. Your
to detail; your passion for learning, teaching, and transmitting what you know; your ability
company holds an incredibly special place in my heart and I will always be grateful for the
to communicate and always be in a good mood; and your honesty are more inspiring than
opportunities you have provided me, both professionally and academically. Your teams are
you will ever know. I have enjoyed every second of working with you and I sincerely thank
among the wisest and most generous I have had the privilege of knowing and I thank each
you for everything.
and every member for their contribution to my efforts. I will never forget you.
To all of my classmates with whom I have crossed paths the past two years, thank you for
Thank you to Erika Rose and Josh Plotkin for being such awesome and awe-inspiring
sharing what you know and inspiring me to just simply be better. It was a great privilege to
people, designers, and teammates. Erika, I was very lucky to be in your group two times
know you.
while at SCAD. I hope we will always keep in touch. Josh, you made me laugh and kept me
on track with your encouraging, thorough, honest, and helpful feedback. I was a very lucky
Finally, to the three most important people in my world my husband, Franois, and my
girl this quarter. All the very, very best to both of you.
two love bugs, Barclay and Tucker thank you for being so incredibly patient with me; for
believing in me; and for loving me throughout this process. It was not always easy (i.e.,
Regina, you have, hands down, been THE driving force in my learning process here at
I was not always easy), but we did it! I ADORE you.
SCAD. You have challenged me repeatedly and I find myself questioning my process over
Table of Contents
Project Framing
Design Criteria For Prototype
70
Reframing 71
Subject of Study 8

Prototype Development & Testing
Problem Statement 8
Concept Development 74
Target Audience 8
Final Concept 80
Purpose of Project 8
Final Concept Testing 86
Scope of Study 8
Significance of Study 9
Project Positioning

Final Design To Market

Final Prototype 92

Opportunity Statement 11
Business Model Canvas
98
Business Plan 99
Positioning 12
Conclusion & Recommendations

Zag Steps 23

Conclusion 106
Value Proposition 24
Recommendations 107
Onliness Statement 24
References
Research Activities & Synthesis

Research Space 34
Research Methodology 35
Research Questions Matrix 36
Annotated Bibliography 110
List of Figures 115

List of Tables 117
Research Protocols 38
Appendices
Research Activities 44
Appendix B: Consent Forms
123
Data Maps 57
Appendix C: Research Protocol
125
Research Insights 64
Appendix D: Transcripts
136
Appendix E: The IDEA Method
138

Appendix F: Business Canvas SWOTs
Design Opportunities & Criteria, Reframing
166
Data Processing & Analysis
Research Findings At A Glance
55
65
Opportunities For Design Matrix
68
Opportunities For Design Map
69

Figure 2. Photograph of perfume bottle. Authors image.
Appendix A: Timeline 122
Appendix G: Working Wall
171
PROJECT FRAMING
Project Framing
Subject of Study
Endeavoring to redefine the notion of hotel spas, this study was an exploration of the
interest in developing a medical spa within a luxury hotel.
Problem Statement
In Shenzhen, luxury hotel spas offering facial treatments, massages, and other hand, foot,
and hair treatments are not profitable ventures. The reason is that the market is saturated
with Day Spas proposing inexpensive treatment options. Even the wealthiest of the
wealthy do not see why they would pay three times the price for a massage they could
(perceivably) receive in an independent Day Spa, said Four Seasons Shenzhen General
Manager, Mr. Aurthur Ho (A. Ho, personal communication, May, 2014).
So why did Four Seasons even bother to build a spa? Four Seasons corporate
development philosophy is simply that spas should be compulsory in luxury hotels. More
importantly, in order to be competitive with other five-star hotels in Shenzhen, notably Ritz
Carlton and Shangri-La, Four Seasons is obligated to have a spa.
For the moment, to better manage operational costs during the opening phase of the
hotel (defined as the first two years post opening), Four Seasons Hotel Shenzhen is
outsourcing the management of their spa to Il Colpo, a Hong Kong based hair salon that
has recently developed a line of skin care. Over the next year, Four Seasons would like to
find a long-term, profitable, and self-branded solution that would set them apart in the day
spa saturated market of Shenzhen.
Target Audience
The target audience for this project was Chinese women and men who indulge in noninvasive, beauty enhancing, anti-aging treatments, many of whom do not want to publicly
14
acknowledge their use of such products. They seek beauty at any price, but do not want to
sacrifice their anonymity. For the sake of this project, I will refer to this group as aesthetic
enhancement treatment users.
Another target audience is all Four Seasons Hotels and Resorts Spas. The use of Design
Thinking to solve a classic business problem is foreign to the company. According to
their current way of thinking, once the rules and boundaries of designing a medical spa
have been established, the concept could potentially be applied elsewhere. However,
it is important to keep in mind that each spa is different; each city has its specificities;
and each culture, its idiosyncrasies. Therefore, the copying of spa concepts is potentially
problematic. Design Thinking observing who the users are; asking pertinent questions;
sharing ideas; and collectively finding solutions with all involved shareholders could
foster the development of phenomenal, purpose built spas.
Purpose of Project
The focus and purpose of this project was twofold. First, I hoped to push the boundaries
that currently exist in Four Seasons Hotels and Resorts Spa concepts to introduce the
company to the Design Thinking method of solving a complex business problem. Second,
a hotel medical spa in China could be paradigm changing in a sense that typically, luxury
hotels specialize in traditional day spa concepts. Four Seasons Hotels and Resorts in
particular are not known for being innovative in spa development. The Four Seasons
Hotel Shenzhen Medical Spa has the potential to permanently change the way spa
developers and spa users view hotel spas.
Scope of Study
The scope of this project entailed reaching out to various levels of management within
Four Seasons (Operational Management and Spa Direction); experts in the field of
aesthetic enhancement treatments (Dermatologists and /or Plastic Surgeons); aesthetic

treatment users; and health spa users (defined as those who are against aesthetic
enhancement). I conducted research in three Southeastern Chinese cities: Shenzhen,
Hong Kong, and Guangzhou. The time frame of this project was ten weeks from January 5,
2015, until March 9, 2015.
In the beginning, I was not certain if I would be able to engage directly with medical
professionals and / or aesthetic enhancement treatment users during the administration
of aesthetic enhancement treatments. Due to the delicate nature of the subject matter,
respect for patient confidentiality and, in many cases, the patients desire for anonymity,
I realized it could prove to be difficult to get a first hand look at these procedures.
Ultimately, I was not able to do so.
Significance of Study
This study is significant to the field of Design Management because it has the potential to
revolutionize the way luxury hotel operators at Four Seasons Hotels and Resorts view the
solving of their complex business problems. This process book will walk you through the
steps that led me to this conclusion.
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PROJECT POSITIONING
Opportunity Statement
First and foremost, this study lent itself perfectly to the field of Design Management.
Chinese women are very discreet in their use of such treatments. They do not want
What appeared to be a business problem, spas are not profitable in Shenzhen, was
others to know that they have been enhanced and often organize the implementation of
more complicated in nature than the management of the Four Seasons Hotel Shenzhen
various treatments within the context of their own homes. This is where the opportunity
realized. Accustomed to solving their problems within the walls of their hotel, between
for Four Seasons became interesting. A five-star hotel with luxurious accommodations
the General Manager, the Hotel Manager, and the Director of Finance, the management of
and impeccable service, Four Seasons Hotel Shenzhen would be the perfect spot for
the Four Seasons Hotel Shenzhen accepted that they did not have the tools to solve their
discreet beauty seekers to hide away and be pampered for the time necessary to perform
own problem. Rather than continuing to ignore the problem and outsourcing their spa to
their desired treatments. Consequently, the marketing opportunities for Four Seasons to
a sub-par, Hong Kong based spa management company, they welcomed my proposal to
develop room and suite packages, spa & detox food menus, and retail merchandise to
develop a prototype of an implementation plan that, through previously undefined creative
name a few, were tremendous.
methods, would help them to develop the self-branded spa they originally hoped for.
On a personal level, this study offered me the opportunity to work with a company that
Four Seasons Hotel Shenzhen had a rare opportunity to respond to a growing need in
I know and love on a subject that I am not very familiar with, in a country that is culturally
Chinese society: the desire to be beautiful. I learned that Chinese women are very keen
very different from my own. This, in and of itself, pushed me well beyond boundaries
to enhance their natural beauty through the use of minimally invasive techniques such
I had previously encountered. Furthermore, Four Seasons came to see how well-fitted
as facial contouring (facial fillers); skin rejuvenation (laser treatments, chemical peels,
design thinking is to their philosophy and how it could be adapted to the development
microdermabrasion); body re-sculpting (body contouring, fat reduction); and other state-of-
of future properties. I am optimistic that this project will change the way Four Seasons
the-art techniques such as the liquid face lift, the thread lift, platelet rich plasma injections
approaches their business problems and could potentially lead to the restructuring of
(also known as the vampire face lift), stem cell injections, and many others. All of the
corporate design and development teams and the way they approach the construction of
aforementioned treatments can be performed in the context of a medical spa no surgery
new hotels as well as the renovation of existing hotels.
or anesthesia is required.
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Positioning
To determine our competitors, I first inquired about what is commonly referred to in hotel
lingo as the market comp set or competition set. Any and all hotels (chain hotels and
independent hotels) are eligible to call on a benchmark analyst who will, in turn, provide
necessary information about where they fall in their market. Because the blatant sharing
of crucial information such as occupancy rate, average daily room rate (ADR), and revenue
per available room (REV PAR) is illegal in order to prevent the monopolization of room
rates, the vast majority of luxury hotels in Shenzhen (and many cities worldwide) call upon
STR Global to calculate their competition set and benchmark standards. Created in 2008,
STR Global is an offshoot of Deloitte UK.
You will discover in the upcoming pages how I analyzed two categories of competitors:
DIRECT and INDIRECT. Direct competitors include the four other members of the
Figure 3. STR Global Report. Permission for use of image obtained by Four Seasons Hotel Shenzhen, January 22, 2015.
Shenzhen comp set aside from Four Seasons, while indirect competitors include midpriced day spas and inexpensive day spas in Shenzhen. The results of direct competitors
were important to determine what drives the market in Shenzhen. Mid-priced and lowpriced day spas were analyzed because, while completely different from luxury hotel spas
in a sense that their price points are much lower; their staff is often poorly trained or not
trained at all; their physical assets are not in the same caliber; and often they are not even
certified to perform the treatments proposed, these spas cannot be overlooked simply
because of their abundance in the Shenzhen market.
Figure 4. STR Global Report. Permission for use of image obtained by Four Seasons Hotel Shenzhen, January 22, 2015.
19
Positioning
DIRECT
COMPANY PROFILE
Competitor Analysis
20
Spa, The Ritz-Carlton Hotel, Shenzhen

Futian District, Shenzhen, Guangdong, China
The Ritz-Carlton hotel is a five-star hotel located
in the Futian Disctrict of Shenzhen, just down the
street from the Four Seasons Hotel Shenzhen (http://
www.ritzcarlton.com/en/Properties/Shenzhen/Default.
htm). They are especially known for their sense of
service and their buffet lunch in the all-day dining
restaurant. Their management primarily consists of
local Chinese hoteliers and therefore they lack the
European touch that many Chinese travelers are
looking for.
Table 1.
Competitor Analysis, the Ritz Carlton Hotel Shenzhen.
Retrived from: http://www.ritzcarlton.com/en/Properties/Shenzhen/Default.htm
Objectives:
What is their networks value?
Members:
What categories do they fall into?
Lessons:
What can they teach us for our network?
Leave behind the hustle and bustle

of Shenzhen and relax your mind,
body and spirit within the tranquility of
our spa hotel. Here at The Ritz-Carlton, Shenzhen, our serene luxury spa
promotes a sense of holistic wellness,
while restoring both inner and outer
beauty. (Ritz Carlton Hotel, Shenzhen, 2015).
Five-star hotels
Luxury hoteliers
Luxury service
Luxury day spa
Approach:
How do they create value?
Channel:
What is the entry point to their network?
Collaboration Opportunities:
Where or how do we overlap?
Like most hotel spas, the treatment

offering is extensive and the interior
design is luxurious
Massage beds are plush, linens are
sumptuous
Customer service is refined
There is a high-end retail offering
Reservations can be made by phone or

online (online link is accessible from the
home page)
Spa is open to in-house and outside
guests
They provide classic spa services (face,

hair, and body treatments) within the
context of a five-star hotel.
Ambiance and careful interior design

planning are essential in developing
a spa
Keep the spa menu simple with a few
traditional Chinese treatments
Positioning
DIRECT
Table 2.
Competitor Analysis, the St. Regis Hotel.
Retrieved from: http://www.starwoodhotels.com/stregis/property/overview/index.html?propertyID=3651
Objectives:
COMPANY PROFILE
Competitor Analysis
Spa, The St. Regis Hotel
Luohu District, Shenzhen, Guangdong, China
Well known for their views of Shenzhen and their
iconic building, the St. Regis Hotel is considered
to be Four Seasons strongest competitor. Part of
the luxury collection of Starwood Hotels, the St.
Regis is known for its beautiful day spa and its
proximity to the MixCity mall.
Members:
Lessons:
Five-star hotels
Luxury hoteliers
Luxury service
Luxury day spa
The creation of signature spa

treatments is a way of increasing
perceived value
Interior design (quality of linens,
materials used in spa design) is
essential
Give the spa a name
Make use of our outdoor / terrace
space
Approach:
Channel:
Refer to themselves as the Iridium

Spa
Importance on signature spa
treatments, building confidence in
their ability to differentiate
Strategically well placed near highend shopping
Situated on the 75th floor with nice
views of Shenzhen
Reservations can be made by phone or They provide classic spa services

online (the online link is not accessible (face, hair, and body treatments) within
from the home page)
the context of a five-star hotel.
guests

The IRIDIUM Spa:
The highest spa in Shenzhen, the
700-square-meter Iridium Spa is situated atop the 75th floor, with corresponding 180-degree views over the
vibrant city from the floor-to-ceiling
windows in each of its eight serene
treatment rooms, including five single
rooms and three couples suites. (St.
Regis Hotel, Shenzhen, 2015.)
21
Positioning
DIRECT
COMPANY PROFILE
Competitor Analysis
22
Table 3.
Competitor Analysis, Grand Hyatt Hotel.
Retrived from: http://shenzhen.grand.hyatt.com/en/hotel/home.html
Objectives:
Members:
Awaken to true beauty when you

experience the verdant gardens and
luxury service at the Shui Xiang spa,
the water village at Grand Hyatt
Shenzhen. (Grand Hyatt Hotel,
Shenzhen, 2015)
Five-star hotels
Luxury hoteliers
Luxury service
Luxury day spa
Approach:
Channel:
They have positioned themselves as

a resort spa within a bustling city.
They make great use of their outside
space, adding lush greenery, umbrellas, and lounge chairs / sofas for
guests to enjoy the South China sun.
They place great emphasis on their
use of water as therapy.
Reservations can be made by phone or We also have a lovely outside space

online (the online link is not accessible in an area that is less congested and
from the home page)
not as noisy.
They have their own website
guests
Spa, Grand Hyatt Hotel

Luohu District, Shenzhen, Guangdong, China
The Grand Hyatt Shenzhen is fabulously welllocated adjacent to the MixCity Mall. Widely
known as the food and beverage hotel, the
Grand Hyatt offers superb dining experiences: an
extensive buffet in the all-day dining restaurant, a
sophisticated Sichuan Chinese restaurant, and an
authentic Italian restaurant. They are not locally
known for their day spa.
Lessons:
Give the spa a name
Make use of our outdoor / terrace
space
Give the spa a theme (i.e. the Water
Spa as is the case for Shui Xiang)
We need to create a better website,
easily accessible from the home
page
Positioning: Competitor Analysis
DIRECT
Table 4.
Competitor Analysis, Shangri-La Hotel, Futian.
Objectives:
Members:
Lessons:
CHI, The Spa at Shangri-La is your

personal sanctuary where holistic
treatments are based on time honoured methods shared by many Asian
cultures. Luxurious yet down-to-earth,
CHI, The Spa provides you with a place
for personal peace and well-being.
Intuitive skilled therapists with a caring
touch rejuvenate the body and soothe
the senses. (Shangri-La Futian Hotel,
Shenzhen, 2015.)
Five-star hotels
Luxury hoteliers
Luxury service
Luxury day spa
Specialized interior design concepts

are essential so as not to have a
distinctly corporate look in the spa
(such as is the case with Shangri-La)
Onine access to the spa directly from
the home page is important
Give the spa a name
Approach:
Channel:
COMPANY PROFILE
Competitor Analysis
Spa, Shangri-La Hotel Futian
Futian District, Shenzhen, Guangdong, China
The Shangri-La Hotel Futian is the only Chinese
owned parent hotel company (luxury) in Shenzhen. It
is widely referred to as the wedding hotel because
of its giant ballroom that can accomodate up to
3,000 people. With its ostentatious interiors, it is
not known for stellar service, but definitely attracts
a wide audience. The philosophy is to attract guests
Retrieved from: http://www.shangri-la.com/en/shenzhen/futianshangrila/
Their value is not entirely clear from the Reservations can be made by phone or
online (link accessible from home page)
website

Their name, Chi, implies that they
guests
place an importance on the life force
They have developed some signature
spa treatments
We share a very similar address, Futian,

and therefore depend on reservations
made by phone or online (few walk-ins).
at all cost, lowering rates to increase volume. They

are also rated number 1 on TripAdvisor for hotels in
Shenzhen.
23
Positioning
INDIRECT
Table 5.
Competitor Analysis, the Ritz Carlton Hotel, Seoul.
Objectives:
Members:
Lessons:
Frequented by Koreas elite, The

Ritz-Carlton, Seoul is conveniently
situated among the fashionable shops,
cafes and luxury hotels in Gangnam,
an upscale neighborhood in the heart
of downtown Seoul, where business,
culture and entertainment thrive. (Ritz
Carlton, Seoul, 2015.)
Five-star hotels
Luxury hoteliers
Luxury service
They have partnered with a high-end

aesthetic enhancement treatment center entitled Possum Prestige, located
within their hotel
Possum Prestige sends its patients to
the Four Seasons to recover
They do not have their own health spa
Approach:
Channel:
They have a prime location and use

this to attract medical tourists
They have partnered with a high end
medical center they relinquish
responsibility for medical treatments,
but take responsibility for doing what
they do best which is pampering
guests
Room reservations can be made by

phone or online
Partnerships with American Express
travel and other elite travel agencies can
organize travel packages
One of the Ritz Carlton Seouls target

markets is wealthy Chinese men and
women who travel to Seoul to have
cosmetic procedures (medical tourism).
COMPANY PROFILE
Competitor Analysis
24
The Ritz-Carlton Hotel, Seoul
Retrieved from: http://www.ritzcarlton.com/en/Properties/Seoul/Default.htm
Gangnam District, Seoul, South Korea

While rated number 16 on TripAdvisor for hotels in
Seoul, the comments are very consistently in favor
of the exemplary level of service. Most importantly,
a significant percentage of their clientele, close to
20%, consists of Chinese guests who travel to Seoul
to receive aesthetic enhancement treatments.
Positioning
INDIRECT
Table 6.
Competitor Analysis, the Mid-Priced Day Spa.
Objectives:
Members:
Lessons:
This type of spa is convenient, wellpriced, and well-dispersed throughout

the city. It is not luxurious, but it is clean
and welcoming. Staff is semi-trained.
Mid-priced day spa

Sometimes associated with 3, perhaps
4-star hotels.
Not everyone is looking for a luxury

user experience.
Sometimes good enough is enough
which may limit our potential clientele.
Expectations for spas in China are low.
Prices are low and people tend to
think ALL spas should be low-priced
(therefore avoiding luxury spas).
Four Seasons need to find a nontypical niche (medical spa concept).
Approach:
Channel:
Promotions and incentives getting

more for less.
Membership programs.
Heavily present near residential areas,

easy for walk-ins.
Reservations can be made by phone.
Online information sometimes provided.
Word of mouth.
There is an expat clientele that uses

these spas because they are not familiar
with high-end spas.
COMPANY PROFILE
Competitor Analysis
The Mid-Priced Day Spa
Shenzhen, Guangdong, China
While I will not focus on one particular mid-priced
spa, this category of day spa is very widely known
in Shenzhen and will be a tough competitor for Four
Seasons simply because of its accessibility and
reasonably priced spa offering.
25
Positioning
INDIRECT
Table 7.
Competitor Analysis, the Low-Priced Day Spa.
Objectives:
Members:
Lessons:
The low-priced spa is on every

proverbial street corner, easily
accessible to all people, particularly
those with low or perceivably low
purchasing power. They are neither
clean, nor dirty, and offer little or
no service in terms of sensory
engagement. The staff is poorly trained
or not trained at all.
These spas function independently,

rarely as part of a chain.
This is exactly the model we do not

want to be.
Lack of permits and hygiene
regulations are not a good example.
Approach:
Channel:
They claim to offer the same service

(massages, facials, body treatments)
as higher end spas, but at much lower
prices.
Heavily present near residential areas,

easy for walk-ins.
Reservations can be made by phone.
Word of mouth.
We share SOME of the same potential

clients (purchasing power).
COMPANY PROFILE
Competitor Analysis
26
The Low-Priced Day Spa
Shenzhen, Guangdong, China

Low-priced spas in China are an enigma. While
the user experience is poor at best, the price
remains so competitive that it attracts a wide variety
of clients, from very wealthy according to local
standards, to not wealthy at all. It is thus a very
successful business model. The question for Four
Seasons is how can we turn the tides and show
people that wonderful experiences are worth paying
for, luring away the wealthy users of these spas?

EXPENSIVE
NICHE MARKET
Positioning
2 x 2 Axis Chart
Shenzhen Day Spa Market:
Four Seasons
target space
Mid-priced and low-priced day spas abound. High-end day spas situated within
five-star hotels are much less frequent. Medical spas are not yet present in the
market and because the startup and maintenance costs of a medical spa are
elevated, it is not likely that medical spa concepts will be found in the low cost
space. Herein lies the opportunity for Four Seasons to integrate medical spa
concepts within their traditional day spa.
DAY SPA
MEDICAL SPA
Impenetrable space due to the

cost of medical spa procedures
and licensing.
five-star hotels (comp set)

mid-priced day spas
low-priced day spas
MASS
MARKET
INEXPENSIVE
NICHE MARKET
Figure 5. 2x2 axis chart of Shenzhen Day Spa Market. Authors image.
27
Positioning
MASS MARKET
HEALTH
2 x 2 Axis Chart
Motivation For Spa Use:

Shenzhen is a relatively new, cosmopolitan city with 16M inhabitants hailing
from many corners of the world. Due to the increasing presence of Japanese
and Korean companies in Shenzhen, the number of Korean and Japanese
nationals who have moved to Shenzhen has increased exponentially in recent
years. With this comes the need for spas to adapt their business models to suit
a variety of Asian cultures.
Target space for Four
Seasons existing
somewhere between
health and beauty spa
in the luxury sphere.
LOW-PRICED
LUXURY
Chinese spa users

Japanese spa users
Korean spa users
Other spa users
BEAUTY
MASS
MARKET
28
NICHE MARKET
Figure 6. 2x2 axis chart of Motivation for Spa Use. Authors image.
Positioning
RESORT FEEL
GREEN SPACE
2 x 2 Axis Chart
Luxury Hotel Marketing Strategies in Shenzhen:
The Four Seasons Spa has access

to a lush outside space that could
be used as part of their spa. They
could choose to brand their spa
as the Spa of the Four Seasons
Hotel Shenzhen or personalize it
with an independent name.
Luxury hotel spas in Shenzhen have strong points that are used in their
respective marketing strategies. Some hotels claim that their high-rise spa
views are the reason for which their spa is unique. Other spas claim that their
access to the outside (a green space) provides guests with a resort-like feel
in an urban environment. Furthermore, some spas have unique names while
other spas refer to themselves as the Spa of the name of their hotel. This chart
shows where Four Seasons falls into the mix.
NO PERSONALIZATION
PERSONALIZED NAME
The Ritz-Carlton Hotel, Futian

The St. Regis Hotel
Grand Hyatt Hotel
Shangri-La Hotel, Futian
URBAN
FEEL
NO GREEN SPACE
Figure 7. 2x2 axis chart of marketing strategies.. Authors image.
URBAN FEEL
29
Zag Steps
We are a comprehensive
health and beauty spa
situated within a luxury,
five-star hotel in Shenzhen,
Guangdong, China.
Ensure proper licensing;

stay informed, trained, and
ahead of trends; promote,
promote, promote!
Development of a retail
offering & multiple use
packages.
Companies need to think like artists when theyre looking for new market
space, because new market space, or white space, is the secret to zagging.
(Neumeier, 2006, kindle locations 319-320).
A thorough review of the competitive landscape of various types of day spas
in Shenzhen reveals that none of Four Seasons competitors, neither direct
nor indirect, offers medical spa services. Therefore, their Zag can be
found in the white space that is the lack of medical spa services in hotel
days spas in Shenzhen.
Consistent customer
service & recognition;
use of highest quality
products & state-of-the-art
technology; expert technicians
& partnerships with renown
medical professionals;
high-end interiors &
amenities.
What it is like to feel
confident about the
quality of treatments they
are receiving; a sense of
anonymity and pride in
being taken care of inside
and out in the most
luxurious of environments.
In order to implement a medical spa in China, we must obtain the

authorization and permits necessary to import reputable pharmaceutical
products and implement treatments within the hotel spa. While tricky,
this is not impossible. Like any other permit obtained in China, the
Directly via our reservations

department; online through
the Four Seasons Hotels &
Resorts website; indirectly
through a host of luxury
travel agencies.
local importer.
The 17-Step Zag process addresses the strengths and potential pitfalls of our
development plan.
16.
How do you
extend success?
17.
How do you
protect your
portfolio?
We strive to be UNIQUE in
our market: a spa that
responds to the needs of
both health and beauty
seekers.
4.
What wave are
you riding?
17 Step ZAG
13.
How do
people engage
with you?
Launch strong with a

marketing campaign that
leverages suite & spa
packages; devise a list of
incentives (memberships &
coupons); invite influential
guests for treatments;
promote through
Chinese social
media.
12.
How do
you spread
the word?
11.
How do
you explain
yourself?
5.
Who shares the
brandscape?
6.
What makes you
the only?
10.
What do they
call you?
Four Seasons Health &

Beauty Center
Figure 8. Zag Steps. Authors image.
2.
What do
you do?
3.
What is
your vision?
15.
How do you
earn their
loyalty?
Where the desire for beauty

and the commitment to health
collide in a luxurious cocoon
of five-star service.
30
1.
Who are
you?
14.
What do they
experience?
hotel owners will need to apply with the Chinese Government. Once
authorization is obtained, products can be imported from Europe through a
We specialize in cosmetic
and wellness treatments
for the face, hair, and body.
9.
Who is
the enemy?
8.
Who loves
you?
7.
What should
you add or
subtract?
medical tourism
meditel concept
massage therapy &
pressure point therapy
for illness prevention
detoxing
beauty is not to be
jealous of, it is to be
attained
Ritz Carlton, Shenzhen
Shangri-La, Shenzhen
Grand Hyatt, Shenzhen
St. Regis, Shenzhen
Ritz Carlton, Seoul,
South Korea
We are the ONLY luxury

hotel in China that has a
self-branded, certified medical
spa offering non-invasive and
minimally invasive aesthetic
enhancement treatments
in addition to traditional
spa therapies.
Investment in hardware
is a must to ensure
guest safety (air extraction)
and heighten sensory appeal
Men and women
(visual, tactile, audio,
who wish to legally and
olfactory, gustative).
Chinese government
discreetly use aesthetic
regulations and
enhancement treatments
potentially the lack
in China; men and women
thereof; side effects of
who use spa treatments
aesthetic enhancement
as preventative and
treatments; South Korean
relaxation therapy.
meditel craze that attracts
numerous Chinese users.
Value Proposition
For medical and health spa users on their quest for beauty and well-being, who wish to
Unlike other luxury day spas that offer commonly found, traditional treatments, we have
be wrapped in a cocoon of luxury post-treatment, our bespoke and purpose built spa was
searched far and wide to bring you the best the market has to offer. You will not find
designed with you in mind.
another hotel spa in China that incorporates the impeccable service and amenities of a
five-star hotel with the medical expertise of a European Medical Spa.
We do this by providing you with a vast selection of state-of-the-art, minimally invasive

aesthetic enhancement treatments implemented by European medical experts.
Onliness Statement:
Furthermore, we are authorized users of the highest quality Swiss and French
We are the ONLY luxury hotel in China that has a self-branded, certified medical spa
pharmaceuticals and spa treatment products. Relax or recover with our signature facials,
offering non-invasive and minimally invasive aesthetic enhancement treatments in addition
massages, and detoxification & rejuvenation menus. All of our spa suites are conveniently
to traditional spa therapies.
located on the eighth floor, adjacent to the spa, so you never have to leave the comfort of
your sumptuous space!
31
RESEARCH ACTIVITIES
& SYNTHESIS
Ecosystem of Research Space

Buchanan (1992)
Johansson (2006)
Lecompte (1999)
Lockwood (2009)
Neumeier (2007)
Osterwalder (2010)
Prather (2009)
Rogers (2003)
Schenschul (1999)
Stone (2010)
Stone (2010)
Tufte (2001)
CONTEXT
DESIGN THINKING:
Design and
Opportunity
Babita (2012)
Chiu (2013)
Choe (2011)
de Maio (2014)
Hua (2013)
ISAPS (2014)
Kim (2012)
Kwaak (2013)
Lee (2013)
Standen (2013)
Stone (2013)
Willett (2013)
Zhao (2010)
CULTURE
BEAUTY INDUSTRY:
Theoretical Development
of Implementation
Plan
BUSINESS
PRACTICES
HOTEL PERSPECTIVE
Practical Application
of Implementation
Plan
Future
Users
MARKET
NON-USERS
Buford (2010)
Curtis (2013)
Divirglio (2014)
Four Seasons (2012)
Fraser (2013)
Gillian (2014)
Kessler (2015)
PRNewswire (2014)
Business Insider (2013)
FOUR SEASONS
PHILOSOPHY
CURRENT SPA
USERS
PSYCHOLOGY &
MOTIVATION
PRIMARY RESEARCH
34
Figure 9. Ecosystem Map of research space. Authors image.
Research Methodology
Explanation:
This project was largely a case study with a long-range ethnographic lens. Vital to the success of this project was the thorough
understanding of aesthetic enhancement treatment users. A case study allowed me to establish more concrete facts such as
precisely who aesthetic enhancement treatment users are and what treatments they use. Furthermore, I sought to understand
the benefits of these treatments and conversely, the dangers of short and longterm treatment use (physical and psychological).
On behalf of the hotel, it was essential that I provide answers that could be better summed up in the form of a case study (legal
ramifications and pharmaceutical importation).
The ethnographic lens was used to help me uncover the reasons for which aesthetic enhancement treatment users endorse
these types of treatments. Furthermore, I wanted to hone in on the NON-aesthetic enhancement treatment users and conversely,
briefly live in the skin of the aesthetic enhancement treatment user. I hoped to zoom in on what motivates and discourages them;
to determine what their ideal setting is; and how they like to be dealt with. This information was crucial for the design of the Four
Seasons Medical Spa and the hiring and training of hotel staff to ensure the understanding of their potential clients needs.
35
Research Questions Matrix

How might design management methods be applied to developing a strategy for luxury hotels to
integrate medical spa offers into their services and leverage the growing medical tourism industries?
What do medical
spa users need?
What do I need
to know?
Why do I need
to know this?
What do they care

about?
Are they open to new
treatments?
In-treatment and aftertreatment patient care?
To thoroughly
understand aesthetic
treatment users for the
benefit of the user and
Hotel Operations.
Where can I find

the data?
What type
of research
methods will I
use?
Whom do I
contact for
access?
When do I need
to collect this
data?
What will I be
taking away with
this data?
What might I be
missing?
Qualitative data
Quantitative data
Aesthetic
enhancement
treatment users
Medical professionals
secondary data
semi-structured
interview
survey
fly on the wall
observation
semi-structured
interview
survey
fly on the wall
observation
Wednesday, January
21, 2015
understanding
of motivations of
aesthetic treatment
user
global understanding
of spa industry
Concrete observation
of aesthetic treatment
use
Profitability?
Initial investment
costs?
Legal ramifications?
How to adapt staffing
and training?
To determine whether or
not the evolution from
day spa to medical spa
is worth while.
Qualitative data
Hotel Manager
Spa Director
Spa Manager
Semi-structured
interview (focus group)
Expert interviews
email questionnaire
fly on the wall
observation
Franois Simon
Shoshana Weinberg
Sophia Patel
Wednesday, January 21,

2015.
A more global understanding of the Spa industry and how to apply

it to the requirements of
a luxury hotel
Investor information (i.e.

how they would respond
to such a project)
What aesthetic
treatments best
fit the Chinese
market?
Which treatments are

used?
Average spend?
Legalities?
Permits?
Establish reliable
ground rules for
venturing into new
territory.
Determine design
possibiilities.
Qualitative data
Quantitative data
Focus group interviews

Secondary data
Spa director
Spa manager

Survey
Secondary research
Yoshiko Kondo
Sunny Yoon
Sabrina Wang
Sophia Patel
Shoshana Weinberg

2015.
Theoretical vs.
practical aspects of
combining medi-spa
and day spa
Influence of culture on
treatment preference
Vague legal and investor

information that may or
may not be disclosed
(cultural dilemma
What does
the design of
a medical spa
entail?
How to adapt existing

rooms and spa suites
How to adapt hotel
service to spa service
Qualitative data

treatment users
focus group interviews

expert interviews
fly on the wall
observation
Skin Central clinic

Sophia Patel
Shoshana Weinberg

2015.
Idea of how to develop

an eventual prototype
Knowledge to share
with hotel management
In-person viewing of a
medical spa
What are the

consequences
for the hotel?
Figure 10. Research questions matrix. Authors image.
36
What kind of
data will answer
this question?
To ensure the eventual

success of the Four
Seasons Medical Spa.
In-depth interview
Fly on the wall observation
Survey
Sophia Patel
Shoshana Weinberg
Yoshiko Kondo
Sunny Yoon
Sabrina Wang

2015.
Hotel Manager
Spa Director
Spa Manager
Semi-structured
interview (focus group)
Expert interviews
email questionnaire
fly on the wall
observation
Franois Simon
Shoshana Weinberg
Sophia Patel

2015.
A more global understanding of the Spa industry and how to apply

it to the requirements of
a luxury hotel
Investor information (i.e.

how they would respond
to such a project)
Qualitative data
Quantitative data

Secondary data
Spa director
Spa manager

Survey
Secondary research
Yoshiko Kondo
Sunny Yoon
Sabrina Wang
Sophia Patel
Shoshana Weinberg

2015.
How to produce better

design concepts for an
international community.
Access to a number
of members of various
Asian communities.
To minimize the
risks associated with
negative side effects (i.e.
customer complaints /
liabilities)
Qualitative data
Quantitative data

treatment users
Secondary data
focus group interviews

expert interviews
fly on the wall
observation
Skin Central clinic

Sophia Patel
Shoshana Weinberg

2015.
The risks involved in

branching out into the
medispa business and
how they could affect
a hotel.
First hand observation

of medical spa users
The plan will not work

if it deviates too far
from Four Seasons well
established philosophy.
Qualitative data
Quantitative data
Health and Day Spa

Users
Spa Professionals
In-depth interview
Fly on the wall
observation
Sophia Patel
Shoshana Weinberg
Yoshiko Kondo
Sunny Yoon
Sabrina Wang

2015.
Better knowledge of
how equipped and prepared Four Seasons is to
build new services.
First hand observation

of medical spa users
Who are the health spa

users?
Is one exclusive of the
other?
To make certain that an

important clientele is not
neglected in the process
of building a Medical
Spa.
Qualitative data
Quantitative data
How can health

and medi-spa
concepts be
mixed?
What needs to be
considered so as not to
negelct one of the user
groups
In order to not deviate

entirely from Four
Seasons philosophy
Qualitative data
How does
cultural identity
influence spa
needs?
Do spa needs differ from

one Asian country to
another?
Shenzhen is a
cosmopolitan city with
a number of Japanese,
Korean expatriates who
have strong purchasing
power.
What are the

negative effects
of medi-spa
treatments?
What are the side effects

and how can Four
Seasons design a plan
to prevent them?
How can the

hotel maintain
philosophical
integrity?
What is Four Seasons

philosophy in regards to
new services?
Who are the

non-users?
Health and Day Spa

Users
Spa Professionals
An idea of how not to

neglect the dominant
health spa user group
The ability to pinpoint

my survey at a reasonable cost.
Figure 10. Research questions matrix continued. Authors image.
37
Research Protocol
Informed Consent Form
For details, see Appendix C.

I,
voluntarily agree to participate in a kinesthetic modeling
session performed by a Graduate Student at the Savannah College of Art and Design. I understand
that this session is being conducted by Shannon D. Simon in order to identify the following
THE DEVELOPMENT OF A NEW SERVICE IN A LUXURY HOTEL IN A CROWDED MARKET
opportunities for design:
The following information provides an introduction to field research that will be conducted at Four
The opportunity to use design research techniques to develop a new service in a luxury hotel.
Seasons Hotel Hong Kong, Four Seasons Hotel Shenzhen, Four Seasons Hotel Guangzhou,
The opportunity to provide aesthetic enhancement treatment users with a luxurious hotel user
and Skin Central Hong Kong between January 14 and January 21, 2015. The research is being
experience.
conducted by Shannon D. Simon, a Design Management graduate student at the Savannah College of
Art and Design.
I understand that the evaluation method includes:
Purpose of Study
1. My participation in a 45 minute kinesthetic modeling session.
I am trying to determine if and how a luxury hotel spa be combined with the concept of a medical spa
to enhance the experience for medical spa users while improving profitability for the hotel?
My research will be guided by the following question:
How might design management methods be applied to developing a strategy for luxury hotels to
integrate medical spa offers into their services and leverage the growing medical tourism industries?
I grant permission for the session to be photographed and transcribed, and to be used
only by Shannon D. Simon for analysis of interview data. I grant permission for this data
generated from the above methodsto be used in an educational setting.
I understand that any identifiable information in regard to my name and/or company name
Data will be collected through:
will be removed from any material that is made available to those not directly involved in
In-depth interviews, semi-structured focus group interviews, fly on the wall observation, an email
this study.
questionnaire, and a survey.

That data may be made anonymous at the interviewees request.
Data will be stored on my laptop and on an external hard drive. Data will be kept until 2017 and
Signature
properly destroyed thereafter via deletion of all files related to this research.
CONTACT INFORMATION:
For any question or concerns, kindly contact me on +852 6461 7977 or by email on
ssimon22@student.scad.edu.
This project is being conducted through the Design Management department at the Savannah College
of Art and Design in Savannah, Georgia. For additional information please contact Professor Regina
Rowland on rrowland@scad.edu.
Figure 11. Consent form explanation. Authors image.
38
Figure 12. Consent form. Authors image.
Printed Name
Research Protocol
Field Notes
INTERVIEW PROTOCOL
Field Notes
FLY ON THE WALL OBSERVATION
The purpose of this interview protocol is to ensure that all interviews transpire in the same manner.
The protocol is intended for the following interviewees:
Operational Managers: Director of Operations, Senior Spa Director, and Spa Manager.
Focus Groups: Japanese Focus Group, Korean Focus Group, and Chinese Focus Group.
Date:
Interviewer:
Location:
Language:
Observer:
Event:
Date:
Time:
Notes:
Comments:
What do I hear?
Translator (if needed):

Interviewee:
Name:
Contact Information:
What do I see?
Introduction:
Introduce myself.
Explain and ask for signature of consent form. Give the interviewee a copy.
What do I smell?
Ask if interviewee would like to remain anonymous.

Explain the purpose of the interview.
Ask for permission to record the interview and to take interviewees photo.
Interviewer:
Ensure that I record the interview.
How do I feel?
Take observational notes.

Take a photo (if allowed).
Wrap up:
Summarize my understandings from the interview.
Thank the interviewee for their time.
Figure 13. Interview protocol. Authors image.
Figure 14. Protocol for fly on the wall observation. Authors image.
39
Research Protocol
Field Notes
IN-DEPTH EXPERT INTERVIEW
Field Notes
EMAIL QUESTIONNAIRE
DIRECTOR OF OPERATIONS (SHENZHEN):

1.
What are your expectations for the development of your spa?
2. Do you have any immediate development plans?
SPA MANAGER, GUANGZHOU, GUANGDONG, CHINA

1.
Describe your Spa. What types of treatments do you offer?
3. Why did you decide to outsource the spa?
2. Would you consider your Spa to be profitable? Explain.
4. What are your question marks for the spa at the moment?
3.
What are the bestselling treatments?
4.
How often do you implement new treatments?
5. Do you have a specific spa development budget?

6. Do your clients understand that the Spa is not run by Four Seasons?
7.
But isnt that a dangerous tactic in a sense that, if a problem arises, the guest is not going to be
5. Do your regular guests usually have a favorite treatment or are they willing to try new treatments? Do
your therapists advise the treatment?
thinking oh, yeah. its not a four seasons spa?

8. If you decide to open as a Four Seasons spa, what would be your staffing requirements?
6. Describe your clients (age, gender). Do you have regular guests?
9. What type of treatments do you envisage?
7.
10. Who runs the hair salon?
8. Are most of your guests hotel residents or do they come in from outside the hotel?
11. Would you keep it that way? Or would you integrate it into Four Seasons as well?
9.
What do you do to attract guests?
Do you offer Spa incentives?
12. Are you open to specialty therapies such as reflexology (which is widely respected in China), body
exfoliation, manicure, pedicure
13. But in the hair salon, I would imagine the stylists are allowed to give perms and dye hair? There
10. What is the average transaction price?

11. What would you change about your Spa? What would you improve?
must be some form of fume extraction?

14. Does Four Seasons advertise for Il Colpo? Do you promote their spa?
12. Are you familiar with the concept of Medical Spa?
15. Does Four Seasons train the Il Colpo staff ?
13. Would you consider integrating non-invasive treatments into your Spa? Why or why not?
16. What would you like to achieve by redoing the spa?
14. Do you ever have requests for non-invasive treatments such as Botox and fillers, microdermabrasion,
17. How much notice do you have to give Il Colpo to end a contract with them?
or lasers?
18. For my work, can you suggest any limitations or philosophies I should be aware of?
19. Do you have a good relationship with the owners and could you get their support to create a
bespoke, Four Seasons Spa?
20. Do the owners use the spa?
Figure 15. Protocol for expert interview, Director of Operations. Authors image.
40
Figure 16. Protocol for email questionnaire, Spa Manager, Guangzhou, Guangdong, China. Authors image.
Research Protocol
Field Notes
Field Notes
IN-DEPTH EXPERT INTERVIEW
SENIOR SPA DIRECTOR, ASIA (HONG KONG):
EMAIL QUESTIONNAIRE (FOLLOW-UP)
1.
Tell me about your position as Senior Spa Director?
2. Who is your biggest competitor?

3. Any big projects in the making?
1.
How does your treatment offering respond to the anti-aging trend?
4. What does this membership entail?

5. How much are the packages worth?
2. Do you find that your guests have a hard time talking about the medical enhancement treatments
they have had?
6. And how is this money allocated? Does it go directly to your bottom line?
3. So theyre willing to share their beauty secrets!
7.
4. How would you describe the Asian quest for beauty?
Are most of your guests hotel guests or outside guests?
8. You have an extensive collection of spa retail items. Is it easy to sell to your guests?
9. But you also sell jewelry, clothing, and accessories, not just facial creams?
5. You say your spa is positioned as a health spa, a haven of sorts to be pampered? What does this
do for your clients?
1.
Would you consider your Spa to be profitable? Explain.
2.
What are your bestselling treatments?
3.
Describe your clients (age, gender).
4. What do you do to attract guests?

10. So is this the way you sell treatments as well?
11. Do you know if your guests use non-invasive or minimally invasive medical spa treatments (botox,
7.
What would you change about Four Seasons Hotels and Resorts Spas?
fillers, lasers, etc.)?

12. What types of treatments have they had?
13. Have you ever considered implementing these types of treatments in Four Seasons Spas?
8. Compared to your competitors, what do you feel you do well? What needs to be improved?
9. Do you have any active development plans for your Spas over the next 2-5 years?
14. Thats a really interesting perspective. But what about profitability? Wouldnt you technically make
a lot more money off of a 10 minute botox treatment, followed by several days worth of specifically
designed, bespoke spa treatments?
15. Ah, good point. Arent you at least tempted to jump on the medi-spa train as a complement to your
industry? Look at whats happening in South Korea with the beauty enhancement treatments and
medical tourism.
16. It does seems that way. That more and more people seek to enhance parts of themselves. I would
imagine that spas are going to have to incorporate these treatments at one point or another.
Figure 17. Protocol for expert interview, Senior Spa Director, Asia. Authors image.
Figure 18. Protocol for email questionnaire, Senior Spa Director, Asia. Authors image.
41
Research Protocol
Field Notes
Field Notes
FOCUS GROUP INTERVIEW
JAPANESE FOCUS GROUP:
KOREAN FOCUS GROUP:

1.
1.
What is it that motivates you to use spas?
2. What types of treatments do you use?

3. What results do you hope to achieve?
4. Do you protect yourselves from the sun?
5. What do you most dread about aging?
6. How do you feel about minimally invasive treatments?
7.
What is your daily beauty regimen?
8. Do you pay close attention to what you eat?

9. Do you find that, more and more, Japanese women strive to look good?
10. Do you use laser hair removal treatments?
11. Do you use laser treatments to remove your spots and moles?
12. How does laser hair removal work?
13. Explain to me what it means to have your colon cleaned?
What is it that motivates you to use spas?

7.

9. Do you find that, more and more, Korean women strive to look good?
12. You say that celebrity culture influences Korean women, tell me about this.
13. What do you look for in a spa?
14. How does the notion of face contribute to decisions you make about your appearance?
14. Explain to me what a chiropractor therapist is?

15. When you go to a spa, what is it that attracts you?
16. Are coupons common in day spas in china & japan?
17. So, you sometimes take coupons and go have treatments with your friends?
18. In japan, do you use hotel spas or day spas?
19. Do you pay attention to price when you want to book a spa treatment?
20. Are you loyal to just one spa? Or do you like to try different spas?
Figure 19. Protocol for Japanese focus group. Authors image.
42
Figure 20. Protocol for Korean focus group. Authors image.
Research Protocol
Field Notes
Survey
SURVEY MONKEY SURVEY
1. What is your gender?
CHINESE FOCUS GROUP:

1.
Would you call yourselves spa users?
Female
Male
2. What is your age?

18 to 24

3. What are your expectations for each treatment?
6. How often do you use aesthetic treatments?
25 to 34
Once per week
35 to 44
Once per month
45 to 54
Once every 6 months
55 to 64
Once per year
65 to 74
From time to time
75 or older
5. What types of cosmetic products do you like to use?
3. Have you ever used non-invasive aesthetic treatments (lasers, injections and / or fillers)?
Not very often

Never
6. How do you feel about minimally invasive treatments? Have you ever used them?
7.

9. Do you find that, more and more, Chinese women strive to look good? Explain.
yes
7. On average, how much do you spend on a single aesthetic treatment?
no
$0 - $100
$100 - $500
4. If you answered yes to question 3, what type(s) of treatment(s) did you use?
$500 - $1000
Botox for Wrinkles
+$1000
Dermal Fillers (i.e. Restylane / Juvederm)
Other (please specify)
Stem Cell Injections

Laser Facial
8. How comfortable do you feel using aesthetic treatments?
Laser Hair Removal
Very. I would be happy to discuss treatments with anyone interested in trying.
Microdermabrasion
Sort of. I am happy with my treatments, but I dont really want other people to know.
Thermage

Not very. I will deny I use anti-aging treatments.
Mesotherapy
Vampire Therapy
9. What most motivates you to use aesthetic treatments? (open-ended question)
5. If you answered no to question 3, would you be willing to try one of the therapies mentioned in
10. Describe the experience surrounding your aesthetic treatments? (open-ended question)
question 4?
yes
no
maybe
2
Figure 21. Protocol for Chinese focus group. Authors image.
Figure 22. Protocol for survey. Authors image.
43
Research Activity
HOTEL OPERATIONS
Hotel spas suffer

because of the
number of cheap day
spas in Shenzhen.
44
Expert Interview
Name: Franois Simon
Occupation: Director of Operations, Four Seasons Hotel Shenzhen
If we decide to develop
a Four Seasons Spa, we
have a lot of renovation
work to do. Capital
budgets need to be
approved.
Hometown: Saint Brieuc, Brittany, France

Age: 42 years old
Franois has been with Four Seasons Hotels and Resorts for nearly twelve years.
He was hired to open the new property in Shenzhen because of his expertise
in the food and beverage industry; his profound knowledge of and ability to
implement Four Seasons culture; and his vision for project development. He is
Any ideas can

work as long as
they are ethically
accepted by Four
Seasons.
responsible for developing the Four Seasons Spa.
For interview details, see TRANSCRIPTS in Appendix D.
Figures 23 - 24. Photographs of Francois Simon and the Executive

Lounge at the Four Seasons Hotel Shenzhen. Authors images.
Four Seasons
spas are known for
their use of highend, predominantly
chemical free
products.
Our goal is to
be profitable and
UNIQUE in our
market.
Research Activity
HOTEL OPERATIONS
Its very hard to

turn the medi-spa
experience into a
luxury experience.
Expert Interview
Name: Shoshana Weinberg
Chinese guests are

hierarchical, they want
to speak to the boss.
When the spa director
recommends a product,
they purchase it.
Occupation: Senior Spa Director, Asia, Four Seasons Hotels and Resorts
Hometown: Silver Springs, Maryland
Age: 39 years old
Shoshana has been with Four Seasons Hotels and Resorts for five years. A career
spa developer, she was hired by the Four Seasons Hotel Hong Kong in 2010 to
develop their spa. The spa has become hugely successful and now boasts 42%
The Spa
membership is a
new program, but is
very successful.
The goal is to
keep people
coming back!
profitability. A veritable spa guru, Shoshanas pearls of spa wisdom have been
very helpful on this spa development journey. She will continue to play a major
role as the project moves forward.
Four Seasons should

focus on what it does
best: pampering
people.
For interview details, see TRANSCRIPTS in Appendix D.
Figures 25 - 26. Photographs of Shoshana Weinberg and the Spa

at Four Seasons Hotel Hong Kong. Authors images.
45
Research Activity
Japanese women
always protect their
skin from the sun.
We dont like to have
spots!
Focus Group
Name: Japanese Focus Group (Yoshiko Kondo Sumie Yanai Yumiko Okave
Keiko Karakisana Sachiko Watanabe Tomoko Koinuma)
Japanese women are

very against aesthetic
enhancement treatments.
They are afraid of the
negative side effects.
FOCUS GROUP
Occupation: Expat Wives living in Shenzhen, China

Home Country: Japan
Age Group: 30 - 45 years old
I wanted to focus on the needs and wants of Asian spa users and this lovely
group of Japanese ladies were willing to give me their valuable insight. The
Japanese notion of beauty and health is one in the same: beauty is a birthright
Many day spas in

Shenzhen offer free
coupons for guests to
try their spa.
and something to be maintained throughout ones life. To be healthy is

beautiful... this is the primary reason that they do not often partake in minimally
invasive aesthetic enhancement beauty treatments, however, they are strong
Japanese women love

laser hair removal and
laser spot removal.
users of body massage, facials, and other health oriented treatments. And
they LOVE luxury!
For interview details, see TRANSCRIPTS in Appendix C.
46
Figures 27 - 28. Photographs of the Japanese focus group and the

authors living room. Authors images.
Its very
expensive to
go to spas., but
Japanese women
love them.
Research Activity
We go to luxury spas
during vacation and
everyday spas with water
therapy on a regular
basis.
Focus Group
Name: Korean Focus Group (Sunny Yoon Eunah Bang)
Occupation: Expat Wives living in Shenzhen, China
Home Country: South Korea
Koreans love to look

good... they LOVE trends
and fashion! If it is popular
amongst our friends, we
are likely to try it.
FOCUS GROUP
Age Group: 37 and 45 years old, respectively

Korea has been called the Mecca of Aesthetic Enhancement by the Economist
(The Economist Online, Shanghai, 2012). Because Shenzhen has a high
concentration of Korean residents due to the number of Korean businesses, I was
very keen to learn more about how Korean women view aesthetic enhancement.
After a very entertaining hour with two beautiful Korean ladies, I have realized
We do not want
to be perceived
as poor and not
able to take care of
ourselves.
I have procedures
done every time I
go home to Korea.
Lasers, cosmetic
tattoos, botox...
that the notion of beauty varies widely from one Asian country to another. Eunah
Bang says that Korean ladies love trends! If my friend looks great, I want to know
Korean spas have

clay saunas. The clay
is very good for the
skin, circulation, and
detoxing.
who her doctor is! Aesthetic enhancement truly is part of their routine. They are
not afraid of the side effects and they approach the subject with much humor... as
long as the work looks natural!
Figures 29 - 30+++. Photographs of the Korean focus group and the
authors living room. Authors images.
47
Research Activity
None of us has
had any aesthetic
enhancement, but
maybe one day.
Focus Group
Name: Chinese Focus Group (Constance Tan Nikki Li Sabrina Wang Ivonne
Gutierrez who did not want to be photographed)
Occupation: Young professionals living in Shenzhen, China
FOCUS GROUP
Home Country: China and Columbia
48
We go to less
expensive,
neighborhood spas,
because luxury spas
are very expensive.
It is important to look
good.
Age Group: 20 to 27 years old, respectively

60% of aesthetic enhancement users in China are between the ages of
18 and 27, hence the reason I thought it was important to gather insight into
this delicate age group. What could motivate them to want to change their
appearance? After spending time with this group of young ladies, I learned that
being beautiful is considered essential for climbing the corporate ladder. None of
We love beauty
products from
Korea. BB cream
and CC cream are
the favorites.
In China, we go
have a facial before
buying new makeup.
The aesthetician
recommends the
makeup.
these ladies have had aesthetic enhancement, but none of them are opposed to
it either. All four of the ladies have regular massages (to de-stress) and facials (to
have beautiful skin). They also have daily beauty rituals to keep their skin bright.
Figures 31-32. Photographs of the Chinese focus group and the

lobby of the Four Seasons Hotel Shenzhen. Authors images.
2 of the 3 women
interviewed have
regular pressure
point massages.
Research Activity
Email Questionnaire
Name: Sophia Patel
Occupation: Spa Manager, Four Seasons Hotel Guangzhou
Location: Guangzhou, Guangdong, China
Some types of
medical therapies
can be performed
by trained
aestheticians.
The questions asked are as follows:

1. Describe your Spa. What types of treatments do you offer?
3. What are the bestselling treatments?
4. How often do you develop new treatments?
5. What is the favorite treatment of your regular guests? How often are they willing to try
new treatments? Do your therapists advise the treatment?
6. What is the average age and gender of your guests? How regularly do they return?
Clientele in
Guangzhou is 60%
male (business
travelers) and 40%
female.
Chinese guests love

water therapies! It is
necessary to have various
forms of water treatments
in a luxury spa: vichy
shower, jacuzzi, sauna,
and steam room.
65% of clientele
consists of in-house
guests, 20% are
members, and 15%
are walk-ins.
8. How would you describe your guests?

9. What types of spa incentives do you offer?
12. What do you think a Medical Spa is?
Memberships and
coupons are used
to attract guests.
14. How often do you have requests for non-invasive treatments such as Botox and fillers,
microdermabrasion, or lasers?
49
Research Activity
Fly on the Wall Observation
This observation took place at Skin Central Clinic in Central, Hong Kong. While my hope
Demeanor is
professional and
friendly, but not warm.
was to observe in the waiting room and then interview a physician, I only obtained
permission to observe. It was interesting to see the interactions of the nurses with patients
and to feel what it would be like to be a patient.
All nursing staff was

dressed in angel-skin
pink uniforms with long
hair pulled back into
sleek ponytails. They all
have natural makeup and
flawless skin.
Atmosphere was
comfortable and
warmly colored.
Lighting was dim and
felt planned.
Nursing staff
appears busy and
appointments tend
to last less than 10
minutes.
Informative brochures
and magazines are
found on tables and
shelves throughout
the waiting room.
50
Figures 33-35. Photographs of Skin Central in Hong Kong. Authors images.
Research Activity
Survey
My intent for this survey was to establish a baseline that would help quantify and support
data gathered through interviews and observations. I ran into several problems from the
start. First of all, I wanted to be able to define my survey audience. Ideally, I wanted to
target Asian men and women between the ages of 30 and 50 to determine who uses spa
treatments, the treatments they use, and the frequency at which they use them. Due to
budget constraints, I was not able to do as I had hoped.
My budget allowed for the survey to be distributed only to a wide audience of North
Americans. Of the one hundred people to respond, the slight majority of respondents was
female (55%). 25% of respondents were between the ages of 55 and 64. Only 10% of the
respondents had used some form of minimally invasive aesthetic enhancement treatments.
When asked to clarify which type of aesthetic enhancement treatments had been used,
nearly 19% of respondents chose Botox; nearly 19% of respondents chose dermal fillers;
and nearly 19% of respondents chose laser facials. The remaining 43% of respondents
chose a mix of laser hair removal, microdermabrasion, and mesotherapy.
While interesting to look at the figures that came from a random sampling of North
Americans, I did not take these results into consideration for my in-depth research. I was
Figure 36. Survey question 1. Authors image.
able to find the facts and figures I needed through secondary research.
51
Research Activity: Survey
Figure 38. Survey question 3. Authors image.
Figure 37. Survey question number 2. Authors image.
52
Figure 412 Survey question number 7. Authors image.
53

54
Data Processing & Analysis
Explanation:
Data for this project was collected and analyzed in various ways. It was collected through semi-structured focus group
interviews; in-depth expert interviews; fly on the wall observation; and a survey (omitted). To properly analyze the
data, I used a large working wall to visualize trends, themes, and opportunities.
In addition to Marty Neumeiers 17-Step Method to find the Four Seasons Zag and determine if the building of a
medical spa indeed fell into the spa markets white space (Neumeier, 2007), I also used various forms of mapping
and diagramming such as competitor analyses, 2 x 2 diagrams, an affinity diagram, influence diagrams, empathy maps,
and journey maps. I defined four user groups and from there, was able to design a series of personas representing
potential clients. Finally, I designed a business model canvas to convey how the traditional spa business model could
evolve into something more profitable and cutting edge.
55
Affinitizing
Affinitizing my data on a large working wall was an effective way of visualizing
the information and recognizing relationships and patterns. What started out as a
straightforward, linear thought process, working from left to right, quickly sprawled off the
originally designed space. Buckets of information started to form and ultimately sent my
project in a new direction.
To start, the wall space was divided into what I referred to as spheres. When facing the
wall, the left sphere contained information that delved into the theoretical possibilities of
building a medical spa. The right side of the working wall concentrated on the practical
application of the information I was gathering. Practical application refers to the ways in
which Four Seasons could realistically apply certain concepts to their own culture and
brand strategy.
I used color coding as a method of visually recognizing my research. Nine large, square
sheets of card stock represented my nine sub-questions. Discoveries, facts, insights,
and other research results were displayed on colored post-its. For example, secondary
research was posted in orange and yellow; in-depth interviews were noted in pink, blue,
and shades of green; observations were in red; insights were in fuchsia; and so forth.
Figures 46 - 49. Photographs of workng wall. Authors images.
56
Data Mapping
Table 8.
Affinity diagram.
Marketing
Needs
Retail
Development
Treatment
Offering
Development of spa
memberships and
room packages.
KOREAN beauty products

are loved by Chinese,
Korean, and Japanese
women
Detox & spa food menus

for room service and
spa cafe
Use of biologique recherche

products (HK and Guangzhou)
only retailer in Shenzhen
Traditional Chinese therapies:

reflexology, head massage,
pressure point massage
Increased revenue related

to increase in number
of treatments sold.
Prevention of sun exposure:

devlopment of chic
umbrellas, sun hats, sleeves,
to protect from sun
Body alignment therapies

(hips and shoulders)
Staffing
Needs
Physical
Design
Affinity Diagram:
There were a number of noteworthy points that kept coming up throughout
the process of affinitizing my information on my working wall. Once I
Laser hair removal
Spa receptionists, spa concierge

for everyday tasks and
bookkeeping
Music in the pool
Spa Director (PR profile)

for promoting and recruiting
new guests
Installation of a laser room
started to shift my notes around, I noticed that the categories for the
development of a spa were naturally hidden in the information. I uncovered
five themes: marketing; physical design & hardware; treatment menu;
retail development opportunities; and staffing & customer service. To the
right is a diagram of all recurring points. These points greatly influenced
the development of my user groups and personas in addition to the
Aestheticians, specialized
massage therapists for
traditional treatments
Make use of the outside

space for relaxation
Need for a spa caf with

unique spa menu
development of my prototype.
The goal is to keep people
coming back! (Shoshana,
Four Seasons HK)
Spa gift certificate
Hair moisturizing treatments
In-house spa nurse for

medi-spa and laser
treatments
FInd ways to render the

medi-spa experience
a luxury experience
(i.e. spa party)
Hair products: masks,

UV protectant sprays,
accessories
Minimally invasive aesthetic

enhancement treatments:
botox, facial fillers
Guest physician for medispa treatments
Building of a water room

complete with vichy shower,
jacuzzi, and steam room
impeccable service; highly

qualified technicians
Install fume evacuation unit

to allow for the building of
a mani / pedi room
Spa coupons for important

guests who have not yet
tried the spa
Alternative solutions for

children of families who
come on weekends and
wish to use the spa.
Medi-spa concept works
if we find ways to make
regular users out of
botox / filler users....
candles, chinese incense
spa robes & lounge wear;

swimwear
Traditional facials; laser

facials & spot removal
Cosmetic tattoos
Water therapies: sauna, steam

room, vichy shower, Moroccan
body exfoliation
Physician communication
is a top priority
Installation of a rhassoul
chamber
Rethink lighting, interior

design, massage beds, linens,
foot baths, salon chairs, and
overall ambiance
Clay body treatements:

Rhassoul chamber, clay
body wrap
57
Data Mapping
User Groups:
From insights that emerged from my interviews and survey, I was able to pinpoint three
user groups and then create personas for each user group. In the upcoming pages, I will
reveal to you the three user groups the beauty enthusiast, the natural beauty, and the
health seeker and each of their personas.
First, you will meet THE BEAUTY ENTHUSIASTS and learn about what motivates them. For
this study, beauty enthusiasts are of Asian descent and will do everything in their power
to be as beautiful as money can make them. They have had, more often than not, double
eyelid surgery to give their eyes an alert appearance. They have also had cheek and chin
implants to make certain their lovely faces are shaped like hearts. It is difficult to guess
their age because they regularly use botox and other cosmetic fillers to keep their skin
as fresh and taut as possible. Finally, they will do anything to be thin: highly disciplined
diets, regular exercise, and regular laser treatments to tighten and eliminate any visible fat
deposits.
Next, you will have the pleasure of meeting a NATURAL BEAUTY. Natural beauties do not
use invasive or minimally invasive aesthetic enhancement treatments as a means to stay
58
beautiful. They believe that Mother Nature gave them all they need to be beautiful, but
that beauty must be maintained, notably by eating well, resting the body, getting regular
massages and facials, and detoxifying the body through the use of various diets and water
therapies.
Finally, you will meet a HEALTH SEEKER. Health seekers are as straight-forward as their
title suggests. They strive to be healthy and because they have a certain purchasing
power, they are able to frequent luxury hotel day spas to exercise, to relax, to destress, and to keep their bodies in tip-top shape. Their needs are different from beauty
enthusiasts and natural beauties in a sense that they are not purely driven by vanity. They
want to feel as good as they look. They do not always have copious amounts of time to
spend on taking care of themselves, so it is a veritable pleasure for them to take time for
a regular foot massage, a head massage, a body wrap, a half an hour detoxing in a steam
room, or simply soaking in a green tea jacuzzi bath in a sumptuous spa. They also tend to
make use of the fitness centers luxury spas offer.
Data Mapping
What does he or she really
THINK AND FEEL?
PERSONA 1:
LILY SHUI BEAUTY ENTHUSIAST
Single, but hoping to find a husband very soon.
28 years old
Director of Public Relations for the Hurun Report
Makes $100K per year plus a bonus
Lives with her wealthy parents in Shenzhen
Plays the piano
Loves nail art, jewelry, and luxury handbags
Only drinks water (doesnt want to stain her teeth!)
Lily is a high maintenance, only child from a very
traditional, very wealthy Chinese family. She is well
educated and well traveled and her family is putting
I dont want people to think I cant

afford to take care of myself.
You need to be beautiful to get
ahead in life.
You dont want to look old.
She sees other peoples perfection

and wants to be like that.
HEAR?
SEE?
What is the customers
What does the customer
PAIN?
GAIN?
She is rarely satisfied with her looks.
What do people think of me?
eyelid surgery and a nose job, but has recently had
Injections bruise skin and face swells.
cheek and chin implants. She finally has the heart-
Skin is very sensitive and requires expert

attention.
include botox, cosmetic fillers, and laser treatments in
She sees her imperfections.
What does he or she
college, her family has encouraged her to have plastic
Four Seasons is opening a beauty center that will
Very few safe clinics in China for

minimally invasive treatments.
What does he or she
pressure on her to get married. Soon. Ever since
shaped face she wanted. She is thrilled to know that
I want to find a suitable

husband.
No one wants to marry a woman

after 27, unless she is very beautiful.
There is always something to improve.
surgery to perfect her looks. She started with double
I want to get a promotion.
Ability to be pampered post-treatment.

Reassurance that treatments are being
performed in a safe environment.
Wow, your skin is beautiful.
Whos your facialist?
I want to be a premium member
of your beauty center.
I feel important to be able to go to a

prestigious beauty center.
I dont have to travel to Korea anymore.
What does he or she
SAY AND DO?
addition to her favorite massages and facials. She will

be purchasing an annual membership.
Figure 50. Chinese Woman. Reprinted from Flickr, R. Tang, 2011. Retrieved from http://bit.ly/1yXk1cY. Creative
Commons Attribution-NonCommercial-NoDerivs 2.0 Generic by Ricky Tang
59
Data Mapping
PERSONA 2:
THINK AND FEEL?

Welcome back to Four Seasons, Mrs.
Kato.
Would you like to try our new water
therapy for stimulating circulation?
I want to look and feel my

best.
I dont trust inexpensive day
spas in China.
The pollution and smog in Shenzhen

is awful.
Kitchen is stocked with fruits, some
vegetables, vegetable powders,
vitamin supplements.
Food quality is often poor in China.
What does he or she
What does he or she
HEAR?
SEE?
PAIN?
GAIN?
Very expensive she would not

have to spend this much in Japan.
General mistrust of China and quality
of services.
A place where she can be a

member and have access to the spa
whenever she wishes.
Once per month
brightening facials.
Once per month
massages.
Purchases beauty
products often.
What does he or she
SAY AND DO?
Figure 51. Glowing Content. Reprinted from Flickr, J. Wheeler, 2011. Retrieved from http://bit.ly/1yQBUVX. Creative
Commons Attribution-NonCommercial-ShareAlike 2.0 Generic by James Wheeler.
60
High quality treatments and

European facial products
A place where she can have regular
massages and brightening facials
from highly trained therapists.
AKANE KATO NATURAL BEAUTY

45 years old
Married with two young boys
Stay-at-home mom
From Kyoto, Japan
Lives in Shenzhen, China
Loves to read, ride her bike, and be with her kids
Not afraid of aging
Akane is a luxury spas dream client. She believes
strongly that, to look and feel ones best, the body
must be taken care of through the use of regular
pressure point massages and detoxifying body
treatments to relieve stress and rid the body of toxins.
She also has monthly facials to keep her skin white
and bright! She stays out of the sun and always eats
healthy, well-balanced meals. Because she does
not always trust the green vegetables in China, she
orders a green powder from Japan with which she
makes daily green smoothies for an additional boost
of vitamins. While expensive, she chooses to be a
member of a luxury hotel spa because she trusts the
quality of the therapists and loves the sumptuous
environment. She also likes to purchase her facial
cleansers and creams, body lotions and scrubs from a
reputable spa.
Data Mapping
PERSONA 3:
THINK AND FEEL?
LEAH JIN BEAUTY ENTHUSIAST

Hard to tell what her age is, she doesnt talk about it
Originally from Seoul, South Korea
Married to Shen from Singapore
Mom to two young girls
Loves to shop and play tennis
Lives in a large house in Shenzhen
Has two live-in maids
Worries about aging
Leah is an outgoing, fun-loving, socialite who has been
living in Shenzhen for the past ten years. She is very
involved in the Parent Association at her childrens
school. She is also very dedicated to working with a
local charity that helps orphaned Chinese girls become
educated. Witty and funny, Leah is passionate about
looking beautiful. She is always up for trying the latest
trend in cosmetic enhancement... except surgery!
Botox check. Fillers yes, please. Cosmetic tattoos
done it. Once per week, Leah indulges in a pressure
point massage to relieve tension in her neck. After
all, a tight neck and shoulders equals a tight face with
fine lines! Now, all she needs is a beauty center in
Shenzhen where she can feel confident that her skin
will be well taken care of. Up to now, she has traveled
back and forth to Korea several times per year for
various aesthetic treatments. Finally, a place where she
can be comfortable!
I love a good trend!

You look amazing!
Where do you get your facials?
She looks FAB! Whos her

doctor?
Have you tried this?
Surrounded by beautiful friends.

Korea is the cosmetic mecca of
the world.
Bathroom is filled with beauty and
anti-aging products.
You HAVE to try this!

What does he or she
What does he or she
HEAR?
SEE?
PAIN?
GAIN?
Pollution in Shenzhen dries out hair

and skin.
Must travel to Korea for aesthetic
treatments.
Does not trust Chinese clinics.
Imports all her beauty products
from Korea and Hong Kong.
Once per week

massages.
Once per week manicure &
pedicure.
Facials several times per year.
Convenience of a trustworthy all-inone beauty center.

Made-to-measure treatments just for
her needs.
Gets to regularly indulge.
Botox every 6-8 months.

What does he or she
SAY AND DO?
Figure 52. M. Reprinted from Flickr, L. Chan, 2014. Retrieved from http://bit.ly/1HwKHqU. Creative
Commons Attribution-NonCommercial-ShareAlike 2.0 Generic by Luke Chan.
61
Data Mapping
PERSONA 4:
THINK
AND
FEEL?
Wants
to be
healthy
and fit.
You will need to travel again this
week.
You have a business meeting
tonight.
Travels a lot and does not

feel he spends enough time
working out.
Always stays in Four
Seasons hotels.
Five-star hotels
Great food
Flies from Shanghai to Shenzhen
twice per week
I must get up at 5:00 am.

I have a flight to catch.
What does he or she
What does he or she
HEAR?
SEE?
PAIN?
GAIN?
High stress level

Travels constantly
Environment always changing
Eats out often
I need time to relax.

I would like to go for a run,
but I did not bring my gym
bag.
Its late, I would like to go
for a massage after dinner.
What does he or she
SAY AND DO?
Figure 53. 2012-10-20 TT Business. Reprinted from Flickr, Eselsmann, 2012. Retrieved from http://bit.ly/1ziAfhj.
Creative Commons Attribution 2.0 Generic by Eselsmann.
62
Massage therapists who know

his needs
State of the art fitness center
Detox menus
A place to relax and rest
QUINTON HUI HEALTH SEEKER

42 years old
Executive Director of Sales and Marketing, Peugot
Asia
Divorced with one son
From Hong Kong
Living in China since 1998
Based in Shanghai, travels extensively
Marathon runner
Like many executives in Asia, Quintons life is exciting
and challenging, but often lonely and lacking the
sense of calm and restfulness he craves. He travels
extensively and always stays in five-star hotels. While
he loves being on the move, he often feels frustrated
that he does not have a lot of time to work out and
relax appropriately. This is why it is important for him
to find a hotel spa that can meet his needs one that
knows him and keeps his preferences in his profile. He
is willing to pay a premium price for a membership to
a spa that can provide him with access to a state-ofthe-art fitness center; a selection of various massages
including traditional Chinese medical therapies (i.e.
pressure point massages and reflexology); water
therapies; and gym or swim clothes if needed. He also
loves to try detox menus when available.
PHASES OF
THE JOURNEY
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Spa concierge needs to
anticipate, verify, and
empathize with needs of guests
PLANNING
anxious
content
rushed
TAKEAWAY:
Spa concierge needs emotional
intelligence to adapt to each
guests mood and expectations.
CUSTOMER CONTACT
looking forward to relaxing
grumpy and hungry
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Data Mapping
JOURNEY MAP: A DAY IN THE LIFE OF FELICIA, THE SPA CONCIERGE
TAKEAWAY:
Guests needs have been met; they
have hashtagged their friends;
they will be back! Felicia goes
home happy.
POST-TREATMENT
Figure 54. Journey map. Authors image.
63
Research Insights
Key Findings From Research:
Of 12 Asian women interviewed, ALL of them have had laser hair removal NONE of the
women consider laser hair removal to be a minimally invasive aesthetic enhancement
Seoul, South Korea is known as the Mecca of aesthetic enhancement treatments,

thereby attracting a vast Chinese clientele hence the rapid development of medical
tourism and meditels (medical hotels).
Korean beauty products are widely recognized by Asian women as superior products.
Young Chinese women between the ages of 18 and 25 represent the largest growing
age group of women who use aesthetic enhancement treatments and / or aesthetic
enhancement surgery.
The primary motivations for aesthetic enhancement in China are: wish to find a husband,
wish to get promoted, and wish to feel better about oneself.
Women are considered leftover women if not married at the age of 27 (Shengnu in
Chinese).
The aesthetic enhancement industry is a $4 Billion per year industry in China alone.
The top cosmetic surgeries in China are: eyelids (double eyelids), nose, jawline, and
height (leg elongation).
64
treatment (perception).
Of 12 Asian women interviewed, ALL of them (ages 20 - 45) are spa users in some
capacity.
Of 6 Japanese women interviewed, NONE of them are in favor of minimally invasive
aesthetic enhancement treatments (i.e. botox, fillers, laser facials, etc.) ALL of them are
distrustful of said procedures.
Of 2 Korean women interviewed, BOTH have had minimally invasive aesthetic
enhancement treatments and BOTH feel that it is not a big deal.
Of 4 young Chinese women interviewed, NONE have had aesthetic enhancement
treatments, but ALL feel that one day, maybe they will.
Water therapies are highly appreciate by all three Aisan cultures interviewed.
Mid-priced and low-priced day spas abound in China thereby skewing the perception of
what day spas should be.
Research Findings at a Glance

Perception Mapping:
BOTOX INJECTIONS
Four Seasons versus Asian Cultures

FACIAL FILLERS
LASER FACIALS &

MICRODERMABRASION
LASER HAIR
REMOVAL
JAPANESE WOMEN
KOREAN WOMEN
COSMETIC
TATTOOS
TRADITIONAL
FACIALS
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
AGAINST
IN FAVOR OF
CHINESE WOMEN
MASSAGES
FOUR SEASONS HK
SPA MANAGEMENT
FOUR SEASONS GZ
SPA MANAGEMENT
FOUR SEASONS SZ
HOTEL MANAGEMENT
WATER THERAPY
CLAY THERAPY
Figure 55. Perception map. Authors image.
65
DESIGN OPPORTUNITIES &

CRITERIA REFRAMING
Opportunities for Design Matrix
68
INSIGHTS
HOW MIGHT WE?
OPPORTUNITIES FOR DESIGN
Seoul, South Korea is known as the Mecca of aesthetic

enhancement treatments, thereby attracting a vast
Chinese clientele hence the rapid development of
medical tourism and meditels (medical hotels).
How might we become part of the meditel trend without

losing sight of Four Seasons reputation for and expertise
in being a place that pampers guests? In essence, how
can we make the medi-spa experience a
luxury experience?
We have an opportunity to take Four Seasons sense of

customer service to a new level.
Korean beauty products are widely recognized by Asian

women as superior products.
How might we position ourselves as a Four Seasons

spa, without reproducing the same model that exists in
Guangzhou and Hong Kong (i.e. using the
same products)?
We have an opportunity to differentiate and, perhaps, set

a new trend in Four Seasons Spa development practices.
The aesthetic enhancement industry is a $4 Billion per

year industry in China alone.
How might we attract some of these users?
We have an opportunity to design an experience that will

increase revenue in our hotel while setting a precedent
in the rapidly growing aesthetic enhancement industry.
Mid-priced and low-priced day spas abound in China

thereby skewing the perception of what day spas
should be.
How might we attract the wealthy sector of the clientele

that currently frequents these low to mid-priced spas?
We have an opportunity to differentiate in such a way as

to eliminate mass-market day spas as competition.
In Chinese and neighboring Asian cultures, spa needs

vary significantly.
To accommodate the vast number of Asian cultures

residing in Shenzhen, how might we design an
experience that meets the needs of as many
as possible?
We have an opportunity to meet the needs of a clientele

that does not currently use luxury day spas in China.
The thought process of management at the Four Seasons

Hotel Shenzhen is to look to other Four Seasons to
determine how to solve their own problems.
To enable said management to see their problem in a

new, personalized way, how might we work together to
create a problem solving path that sheds new light on
the problem?
Four Seasons has an opportunity to use a new method

of solving their problems that would enable them to
develop an innovative spa for their market rather than
recreating an existing concept.
Figure 56. Insights to opportunities. Authors image.
Opportunities for Design Map

Relationship Diagram:
This relationship map shows how co-existing relationships within one structure have the potential to become
symbiotic relationships, thereby strengthening the overall generation of revenue. Where Il Colpo Spa currently exists
on its own, only slightly dependent on Four Seasons marketing, food & beverage, and accommodations, a Four
Seasons Beauty Center would not only be dependent on, but an influencing factor in the ongoing growth of Four
Seasons Hotel Shenzhen marketing, food & beverage, and accommodations strategies.
Marketing
Marketing
Il Colpo
Spa
Four Seasons
Health & Beauty
Center
Food & Beverage
Accommodations
Food & Beverage
Accomodations
Figure 57. Relationship diagram. Authors image.
69
Design Criteria for Prototype

The Design Prototype should...
Be a living framework that can be customized to fit the spa problem as well as other business problems in the
future.
Collectively consider ALL departments in the hotel in order to determine how one can enhance the other.
Customize the Beauty Center by acknowledging the needs of ASIAN spa users, rather than copying an existing spa
model.
Respect Four Seasons customer service philosophies, but elevate them to a new standard adapted specifically to
the Beauty Center model.
Communicate, in clear and uncertain terms, a new direction for spa development in Asia.
Delve into the following topics for the development of the Beauty Center: treatment menu; marketing strategies;
staffing & training; retail development opportunities; and architecture & interior design concerns.
70
Reframing
Summary:
Throughout the research process, my project evolved into a focus on the less tangible
aspects of medical tourism, medical spa, and health spa concepts. What started as an
in-depth look at the treatments themselves, came to be an understanding of the faces
and personalities behind the treatments. I learned that Asian culture takes beauty
enhancement very seriously to the point where 18 year old girls are the fastest
growing group of aesthetic enhancement users in China alone. Why is that? It is because
competition in several Asian cultures has led to the need to get a head start in life. Being
beautiful is believed to be the only way to find a husband and to get a good job. [They]
see beauty as not something to be envied, but something to be attained. (Kim, 2012)
There is even some thought that artificial beauty is extraordinarily empowering for women
in traditionally male-dominated societies (Hua, 2013).
I came to understand that the prototype for this project would not be an implementation
plan for the development of ONLY a medical spa. My research revealed that aesthetic
enhancement treatments and health treatments do not have to be mutually exclusive of
each other. In fact, they can and must, in the case of the Four Seasons Hotel Shenzhen,
co-exist in the same space. Like the information from the study of both Japanese and
Korean user groups showed, beauty seekers are often health seekers and vice versa. We,
Four Seasons and I, would be overlooking an opportunity if we did not target both users.
Moreover, this project was ultimately not even about the development of a spa for
medical or for health purposes. It is was about the Management of Four Seasons and how
they deal with this sort of development problem. Rather than delving deeply into the
problem in search of a bespoke solution that would directly address their user groups,
they have a habit of looking for perceivably no-fail solutions that come from copying
other successful Four Seasons Hotels.
Through this process, I determined that my prototype would be the development of
an implementation plan that, through the use of creative methods, would enable Four
Seasons Hotel Shenzhen to tackle complex problems and in this specific case, develop the
Four Seasons Hotel Shenzhen Beauty Center.
71
Prototype Development
& Testing
Concept Development
Lateral thinking is...concerned with breaking out of the concept prisons of
old ideas. This leads to changes in attitude and approach; to looking in a
different way at things which have always been looked at in the same way.
Liberation from old ideas and the stimulation of new ones are twin aspects
of lateral thinking.
- Edward de Bono
Lateral thinking was the basis of my thought process for the development of a final
Shanghai Pudong, and Four Seasons Huangzhou) in addition to Ritz Carlton Shenzhen and
prototype. Having recently spoken to upper management at the Four Seasons Hotel
Grand Hyatt Shenzhen all in an effort to see what treatments are being used in these
Shenzhen, I learned that they are very keen to get their spa up and running. The idea
properties and ultimately, to recreate some version of what is already being done. The
of creating a Four Seasons Beauty Center instead of contracting a third party spa
timing for the development of an implementation plan using creative or lateral thinking
management company was approved by Excellence Group, the owners of the hotel. They
methods is just right.
are currently in the process of searching for a Spa Manager.

In the upcoming pages, I discuss four potential methods for developing an implementation
74
The problem is that the General Manager and the Hotel Manager were falling back into
plan. Each method was put to Edward de Bonos Plus, Minus, Interesting (PMI) test and
old habits. They wanted to move quickly and therefore contacted several Four Seasons
allotted a numeric score on a scale of -5 to +5 to determine which method would be
Spas in Asia (notably Four Seasons Guangzhou, Four Seasons Hong Kong, Four Seasons
developed.
Concept Development
Table 9.
PMI Index of concept 1.
Concept 1: Collective Brainstorming Sessions

The first idea was to gather a mixed group of Planning Committee members (General
PLUS
MINUS
INTERESTING
Manager, Director of Operations, Director of Marketing, Director of Food & Beverage,

Director of Rooms, Director of Engineering, and Director of Finance) in addition to a
spa concierge, a legal expert, and a spa development expert to hold a Brainstorming
and Working Wall Building session with post-it notes. The goal of the exercise was to
assemble thoughts and ideas stemming from a variety of perspectives to ultimately come
to a conclusion and be able to develop a strategic map for implementation of the plan.
Plethora of perspectives including ideas

from experienced spa
developers.
Verbal meeting of
minds.
Opinions are discussed on the spot
rather than being
pushed into emails.
Potential swarm creativity.
All design criteria
could be addressed.
+5
+3
+4
+3
+3
+3
Verbal process (not nec- -4 Group is not
essarily the best tactic
accustomed to
for Chinese culture).
depending on each
The notion of face in
other for developing
-5
Chinese culture (i.e. if
new services and
the General Manager is
could therefore be
present and expresses
surprised / relieved
one opinion, some memat how efficient it can
bers of the group may
be to share ideas with
not feel comfortable
others.
expressing a differing
opinion).
Technique of post-its
-2
/ brainstorming is not
entirely new.
Overall Score: +10
75
Concept Development
Table 10.
PMI Index for concept 2.
Concept 2: Collaboration through Mood Boarding

The second idea was to gather a mixed group of Planning Committee members (General
PLUS
MINUS
INTERESTING
-5
Homework required
For non-experts, there -4
may be a lack of self
confidence in researching their topic
Personal interest level -3
might be low
+5
Good spas engage
all the senses this
activity mimics the
important visual
aspect of the spa
experience
+4
Technique is very
unique for a traditional
hoteliers environment

Director of Rooms, Director of Engineering, and Director of Finance) in addition to a spa
development expert, and a spa concierge to host a series of Collaborative Mood Board
Building sessions. This activity would necessitate individual or group homework before
the session could begin. Each member of the committee would be required to think about
the given problem and then search for (via magazines, books, Internet, or the method
of his / her choice) a minimum number of images of spas, spa interiors, spa accessories,
and spa treatment information which he or she feels is inspiring and pertinent to the
development of the Four Seasons Shenzhen Beauty Center. Armed with information, each
member of the committee would be asked to share his or her findings by posting them on
a large white board. Once everyones information was posted, phase two, the discussion
and exchange process, could begin.

developers
Inspiration through
photographs and
graphic imagery
Visual process rather
than verbal process
Preliminary work is
performed individually
rather than collectively
(suitable for Chinese
culture)
All design criteria
could be addressed
+5
+4
+4
+3
+3
Overall Score: +16
76
Concept Development
Table 11.
Concept 3: Blueprinting
The third concept would require a mixed group of Planning Committee members (General
PLUS
MINUS
INTERESTING

Director of Rooms, Director of Engineering, and Director of Finance) in addition to a
random selection of respected managers, legal experts, and spa experts to participate
in, what I would call, Blueprinting. Upon arrival to the session, all members of the group
would discover a five foot by eight foot blueprint or outline of the spa space as it is
today: seven treatment rooms; a reception & retail space; a lounge area; an indoor and
an outdoor pool; an unexploited terrace area; male and female changing rooms; and
various hallways. On an adjacent white board, the group would discover a cornucopia of
preselected images and artifacts representing the following categories:
spa interiors (laminated images; fabric samples & textures)
spa ambiances (olfactory board with fragrance samples; images of lighting)

developers.
Collaboration through
team work rather
than emphasis on
individual work
All design criteria
could be explored
Opinions of various
cultures evoked
Highly VISUAL
+5
+3
+4
+3
+4
-3
Requires team members with minimum
knowledge of / experience with spa use
Success of collabora- -4
tion is dependent on
teams willingness to
fully participate and
share their ideas
Highly visual
experience, but in
fact engages all the
senses
Gives a complete
picture of what spa
development entails
Allows the team to
make a collective,
informed decision
regarding the spas
direction
+4
+5
+4
various spa treatments (laminated images of massages, facials, foot & hand treatments;
aesthetic enhancement before and after photographs)
people (images of spa attendants and therapists in uniform; expressions)
The group would be divided into two teams and each team would be asked to work
Overall Score: +25
together to create the perfect spa based on their personal needs and knowledge of
spas. The teams would then take turns sharing their ideas.
77
Concept Development
Table 12.
Concept 4: Kinesthetic Modeling

The final concept would involve the same mixed group of Planning Committee members
PLUS
MINUS
INTERESTING
-3
Visual and auditory
learners may not respond as positively to
this process as kinesthetic and tactile learners
Success of collaboration -4
is dependent on teams
willingness to fully participate and share their
ideas
Interesting culmination +4
of series of immersive
experiences
+5
Has the potential
to make evident
problems / solutions
not yet thought of
+5
Allows the team to
collaborate / trust
each other on a
level not previously
explored they
depend on each other
for the physical result
(General Manager, Director of Operations, Director of Marketing, Director of Food &

Beverage, Director of Rooms, Director of Engineering, and Director of Finance) in addition
to a random selection of respected managers, legal experts, and several spa experts.
Kinesthetic Modeling, the process of building the problem with household items seeing
the problem in a 3 dimensional form would help the group to envision the solution. John
Ward, a self-proclaimed pioneer of Kinesthetic Modeling (http://bit.ly/1KYYkvi) believes that
going to the senses and the body is what jumps people out of mental habits (Sibbet, 142).
Working around a large, round table, the group would be provided with items such as play
dough, water, string, dry pasta, wooden sticks, small rocks, marshmallows, rubber bands,
small clothes pins, paper clips, markers, and a large roll of paper. With these items, the
group would be asked to spend forty-five minutes, in silence, constructing the future spa.
Once the model was complete, the group would debrief for as long as necessary in order

developers.
Collaboration through
team work rather than
emphasis on individual work
All design criteria
could be explored
Opinions of various
cultures evoked
Learning through
DOING
+5
+3
+4
+3
+5
to define their next steps.
Overall Score: +27
78
Concept Development
Preliminary Concept Testing
Further to two lengthly discussions with Franois Simon, the Director of Operations at
the Four Seasons Hotel Shenzhen, at 2:00 pm on Thursday, February 12, 2015, and again
at 4:00 pm on Monday, February 16, 2015, I was able to construct a SWOT diagram of
important points that helped me define the final concept I would be testing.
Rethinking the Process

It was determined that the final concept needs to address the following:
Two to three of the aforementioned concepts could be effectively combined into one
workshop in order to expose the problem from a variety of angles.
The problem needs to be well defined and very specific from step one in order for the
team to have a precise idea of where the project is to take them (e.g., this project is
meant to result in a short-term, mid-term, and long-term development plan).
The ideal development phase needs to come before the reality phase.
The teams need to be chosen strategically, based on their professional competence and
potential contribution to the problem.
An interesting way of exploring

a problem from lots of different
perspectives
Method could be applied to other
problems
Team-building
Fosters communication in a culture that does not easily communicate as a team
Concept would work in pre-construction and renovation phases
STRENGTHS
OPPORTUNITIES
Concept of this nature would be a
first for Four Seasons
Has real potential to solve an
imminent problem
Has potential to foster the
development of original and
unique solutions
The length of time of the workshop needs to be considered and consolidated, if

necessary.
Time consuming
Foreign idea to traditional hoteliers
Skeptical as it differs greatly from
other training and problem solving
techniques currently used by Four
Seasons
WEAKNESSES
THREATS
Requires genuine willingness of
all team members
Could create frustration as the
concept points to what could be
rather than what is
Owners will not be willing to
reinvest large amounts of money
to renovate a structure that is
already brand new
Kinesthetic modeling elements need to be chosen based on the subject being

researched.
Figure 58. SWOT analysis of Francois Simons opinion. Authors image.
79
Final Concept
The IDEA Method: a Strategic Approach for Luxury Hotels to Solve Complex Problems Through a
Sequence of Immersion Experiences.
Imagine. Discover. Explore. Analyze. To enable hotel managers to solve their own problems with unique solutions rather than
continually looking to what works, this final concept involves combining parts of several of the aforementioned ideas into
one workshop. The plan is to provide an iterative framework of four steps within which hoteliers can observe the problem by
immersing themselves in the problem first mentally, then physically, and finally, manually, through doing before analyzing
the problem at length and developing a strategic map for implementation in step four. The workshop would require two days of
team work.
Phase One, Day One: IMAGINE
Phase Two, Day One: DISCOVER
Phase Three, Day Two: EXPLORE
Phase Four, Day Two: ANALYZE
During phase one, the team, chosen by the
To concretely DISCOVER the problem, the
The team is invited to a different meeting
During this final phase, the team should spend
General Manager, is united in a meeting style
group is invited to spend two hours immersing
room. This is important so as not to have
the time necessary to ANALYZE the problem
session. The facilitator reveals the problem
themselves in the concerned space. Depending
preconceived ideas from the previous meeting
from all angles and develop a plan for going
to the team in addition to the details of the
on the nature of the problem, the activity within
room. Upon arrival, the team discovers a large
forward making use of each and every team
events planned for the next two days. The
the context of the DISCOVER phase would
round table on which a copious selection of
members competences. Using The IDEA
facilitator then introduces the team to a 5 ft x
be defined accordingly by the facilitator in
household items (play dough, string, water,
Method Analysis template, the group facilitator
8 ft blueprint of the space in question. Next
collaboration with the General Manager. This
wooden sticks, marshmallows, dry pasta,
will frame and affinitize the ideas of the group.
to the blueprint is a series of mood boards
part of phase two would focus on independent
rubber bands, clothes pins, paper clips, small
A graphic recorder will work alongside the
prepared by the meeting facilitator. The mood
rather than collective thinking. Once an
rocks, markers, a roll of paper) has been
meeting facilitator to provide a strategic, visual
boards contain movable images and artifacts
impression of the space has been formed,
placed. The group is asked to EXPLORE the
map of points evoked in the discussion.
that represent aspects of the problem being
the group would then meet to discuss their
problem in silence through the process of
researched. Collectively, the team is asked
findings and re-contextualize the problem. The
Kinesthetic Modeling, the building of their
to IMAGINE the ideal solution to the problem
DISCOVER phase should last around three
solution based on what they learned in phases
using the mood boards. This exercise should
hours.
one and two. This phase should ideally last
1 2 3 4
take one to two hours including a lengthy
discussion and should take place on the same

day as the DISCOVER phase.
80
forty-five minutes.
Final Concept
Journey Map of the Process:
The following map represents the path of each team member. From the DISCOVER phase to the EXPLORE phase; from concrete
experiences to abstract experiences; from the first step of mental immersion to delineation; and from the activity of blueprinting
to the final brainstorming.
1 234
ABSTRACT
IMAGINE
empathize
hear
feel
ANALYZE
compromise
connect
daydream
smell
see
ideate
BLUEPRINTING
CONCRETE
EXPLORE
DISCOVER
PARTICIPATION
exchange
KINESTHETIC MODELING
re-define
construct
BRAINSTORMING
verbalize
conceptualize
define
MENTAL IMMERSION
contextualize
PHYSICAL IMMERSION
iterate
KINESTHETIC IMMERSION
IMPLEMENT
strategize
DELINEATION
Figure 59. IDEA Method journey map. Authors image.
81
Final Concept
The IDEA Method and the Four Seasons Hotel Shenzhen Beauty Center
As The IDEA Method is designed to apply to any and all development problems, it requires
customization to fit the spa development problem. The following pages map the process
with visuals and explanations.
Phase One, Day One: IMAGINE

The team arrives in a meeting room. The facilitator first explains the
problem in depth. The facilitator then presents a five foot by eight foot
blueprint of the spa space in addition to a series of spa mood boards
that were designed specifically for the meeting. The team is divided
into two groups that will work to design the ideal spa. Once the designs
are complete, both teams reunite around a round table to discuss their
results. The facilitator aids in the discussion process.
TAKE-AWAY:
The team walks away with a dreamy idea of what the spa could be.
They will be aware of the current structure of the spa, the potential
challenges of a re-design, and a rough idea of what needs to happen
next to proceed with the development of the Four Seasons Hotel
Shenzhen Beauty Center.
82
Figure 60. High resolution, professional photo of a blueprint.

Purchased from http://weebly.com. Royalty free.
Figure 61. High resolution, professional photo of spa ambiances.

Figure 62. High resolution, professional photo of a round table sketch.

Final Concept
Phase Two, Day One: DISCOVER

Each member of the team has an appointment in the spa to receive
the one-hour treatment of their choice. For one additional hour, either
before or after their chosen treatment, the team members are asked to
explore the spa and take notes of their impressions. They are invited to
observe colors, textures, lighting, smells, sounds, peoples expressions
and interactions, the quality of treatments, and any other element
deemed pertinent to the development of the Four Seasons Hotel
Shenzhen Beauty Center,
TAKE-AWAY:
The team comes away from this experience with a clear understanding
of the strengths and weaknesses of the current spa. They will have
formed an opinion about what works and what does not work; what is
already developed and what is lacking. They will be prepared to think
about what they learned on day one and to share their experiences on
day two.
Figure 63. Photograph of the reception and retail area of the current
Il Colpo Spa. Authors image. Photographed with permission.
Figure 65. Photograph of an Il Colpo massage table. Authors image. Photographed with permission.
Figure 64. Photograph of foot massage chair and foot bath. Authors image.
Photographed with permission.
Figure 66. Photograph of stairs leading to the indoor pool. Authors image.
Photographed with permission.
83
Final Concept
Phase Three, Day Two: EXPLORE

The team is invited to meet in a small conference room at the Four
Seasons Hotel Shenzhen. When they arrive in the room, they are
welcomed by the facilitator who proceeds to explain the rules of the
day. At this point, the facilitator defines the problem: Four Seasons
Hotel Shenzhen wishes to self-brand their spa rather than continuing
to sub-contract its management to Il Colpo. How might they create
a unique, luxurious, profitable haven for their guests? Once the
direction of the activity has been established, the facilitator unveils
a round table that contains various household items with which the
team will build, in silence, the answer to the question. The team is
encouraged to collaborate by taking notes on the paper that covers the
tabletop. The team has forty-five minutes to complete their respective
plans.
TAKE-AWAY:
Kinesthetic modeling helps the team to take a deeper look at the tiny
details of what the building of a luxury spa entails. Inspired by what
they imagined and discovered on day one, the team is able to formulate
their ideas for future development.
84
Figure 67. Kinesthetic Model from John Wards Workshop. Reprinted from
Flickr, R. Smith, 2008. Retrived from http://bit.ly/1AJ18NL. Creative Commons
Attribution-NonCommercial 2.0 Generic by Rachel Smith.
Figure 68. Photograph of materials needed for kinesthetic modeling.

Authors image.
Figure 69. Art Station. Reprinted from Flickr, T. Staab, 2011. Retrived from http://
bit.ly/1Er8WRx. Creative Commons Attribution NonCommercial NoDerivs 2.0
Generic by Tonya Staab.
Final Concept
Phase Four, Day Two: ANALYZE

Upon completion of the kinesthetic modeling session, the team is
asked to join the facilitator in a meeting room equipped with several
large white boards. Through the use of the IDEA Method template,
designed by the facilitator specifically for this debriefing and analysis
phase, the team will spend the time necessary to formulate a concrete
plan (short-term, mid-term, and long-term) for the development of the
Four Seasons Hotel Beauty Center. While the analysis is taking place, a
graphic recorder will record the events of the day so that the team has
a visual recording of their strategic plan.
TAKE-AWAY:
The team walks aways with a tangible plan for developing the Four
Seasons Hotel Shenzhen Beauty Center. They also have a strategic
map of their process to refer back to.
Figure 70. Panel 1 - ASI Agriculture Sustainability Symposium. Reprinted from Flickr,
N. White, 2009. Retrieved from http://bit.ly/1MDuAb2. Creative Commons Attribution
NonCommercial Share-Alike 2.0 Generic by Nancy White.
Figure 71. High resolution, professional photo of colored

pencils. Purchased from http://weebly.com. Royalty free.
Figure 72. High resolution, professional photo of people
with ideas. Purchased from http://weebly.com. Royalty free.
85
Final Concept
Prototype Final Testing
Here are some photographs that captured the session.
86
Figures 73-80. Photographs of Kinesthetic Modeling Session

on February 20, 2015. Authors images.
Final Concept
Prototype Final Testing
Phase three of the Idea Method, the kinesthetic modeling process, was tested with a team
of five people from the Four Seasons Hotel Shenzhen on February 20, 2015, at 3:00 pm in
suite 2800. This room was chosen because of its round table, natural light, and life-sized
space. The all-male team was chosen randomly by the Director of Operations, Franois
Simon, based on their availability during a period of high occupancy in the hotel. Franois
Simon was the only member of the team who had prior knowledge of the project before
participating in the kinesthetic modeling process. All members of the team were managers
and supervisors. Planned to last forty-five minutes, the activity naturally ended after thirtyseven minutes.
Upon arrival in the room, it was interesting to observe everyones curiosity. Four of the
team members immediately started sifting through the items on the table and asking
they did not seem frustrated by their inability to communicate verbally. As mentioned
previously, only one of the team members seemed to have a difficult time expressing his
ideas through modeling.
When they seemed satisfied with their work, they just stopped modeling and started
explaining their creations. As I had suspected, they had each worked meticulously to
propose innovative treatments including mud body wraps; a floating massage that
would take place in the pool after which the guest would be served a spa cocktail; an
outdoor massage space; a Chinese tea bath that would take place in a traditional wooden
bath tub; and an outdoor relaxation space. They also addressed the need for dim lighting,
natural scents, and soft music for the spa. They did not address interior design issues,
retail opportunities, marketing strategies, or staffing.
questions about the chosen items. I had purposely chosen a selection of household items
Insights
that could be used to represent elements found in a spa: tea-light candles; green moss;
I should have specified that the following issues needed to be addressed: interior
play dough; wooden sticks; cotton squares; water; a variety of small, porcelain bowls;
design, retail opportunities, marketing strategies, and staffing in addition to specialized
wooden figurines; and a potted orchid in addition to paper and markers.
or innovative treatments.
The team needs to be strategically chosen based on competence, not availability.
Once I had explained the rules of the activity to the team and defined the problem to them
(Four Seasons Hotel Shenzhen wishes to self-brand their spa rather than continuing to
Kinesthetic modeling is a good fit when the group is comprised of a variety of cultures
with language barriers.
sub-contract its management to Il Colpo. How might they create a unique, luxurious,
The session does not need to last longer than forty-five minutes.
profitable haven for their guests?), all team members, except one, seemed enthusiastic
Staging of the session is important.
to dive in. From the start, their ideas appeared to revolve around the development of
Important ideas and concepts can emerge from the imaginations of seemingly unrelated
innovative treatments. They jotted notes, in English and in Chinese, on the paper provided
to them, and took their time to sculpt elements and their tiny details. For the most part,
subjects.
Needs to be tested alongside phases one, two, and four.
87
Refined Design Criteria

The design prototype should:
be an open framework that can be customized to fit the spa problem as well as other business problems in the future;
collectively consider ALL departments in the hotel in order to determine how one can enhance the other;
customize the problem by considering the needs of all sorts of users, rather than copying an existing model;
respect the hotels customer service philosophies, while elevating them to a new standard adapted specifically to the
problem in question;
communicate, in clear and uncertain terms, a new direction for the problem;
leave room for the facilitator to encourage the team to consider the problem as a whole (e.g., treatment menus; marketing
strategies; staffing & training; retail development opportunities; and architecture & interior design concerns).
88
FINAL DESIGN TO MARKET
Final Prototype
Introduction
Does the IDEA Method Meet All Design Criteria?
As previously discussed, the IDEA Method is an open strategic approach that enables
The IDEA Method must:
luxury hotels to solve complex problems through a sequence of immersion experiences.

Open implies that the concept can be adapted and applied to a number of business and
development dilemmas. IDEA is an acronym for Imagine, Discover, Explore, and Analyze.
The final prototype for the IDEA Method is a PLAYBOOK that, upon acceptation of the
concept by the General Manager, will be delivered for use as a preparatory and in-process
tool. However, in order to work with the hotel, the concept and facilitation process must be
accepted and therefore, a series of steps needs to happen:
1. initial contact is made with the General Manager;
2. the IDEA Method is exposed in a short, but captivating video pitch;
3. the General Managers interest level is high he agrees to meet with the facilitator;
4. the meeting happens and the General Manager agrees to give the method a try;
5. the IDEA Method handbook is distributed for use.
In the upcoming final prototype and business plan sections, you will discover the IDEA
Method playbook; the Consulting Firm behind the playbook; and how the concept is to be
branded, marketed, distributed, and utilized.
92
be an open framework that can be customized to fit the spa

problem as well as other business problems in the future;
collectively consider ALL departments in the hotel in order to
determine how one can enhance the other;
customize the problem by considering the needs of all sorts of
users, rather than copying an existing model;
respect the hotels customer service philosophies, while elevating
them to a new standard adapted specifically to the problem in
question;
communicate, in clear and uncertain terms, a new direction for the
problem;
leave room for the facilitator to encourage the team to consider
the problem as a whole (e.g., treatment menus; marketing strategies; staffing & training; retail development opportunities; and
architecture & interior design concerns).
Figure 81. Design criteria rating system. Authors images.
Final Prototype
The IDEA Method Handbook
Loosely inspired by beloved activity books of the authors childhood, the IDEA Method
playbook is meant to be a user guide, a sketchbook, a journal, and most important, a visual
archive for each and every idea that springs forth from the immersion experiences of the
IDEA method process. The user will refer to the playbook, first, for instructions, and many
times thereafter with various observations, ideas, suggestions, and solutions.
For full playbook details, see Appendix E.
I DE A
idealogie strategies
Figures 82 - 83. Excerpts from the IDEA Method playbook.
Authors images.
93
Final Prototype
Idealogie Strategies
Idealogie Strategies was created to be the official business backbone of the IDEA Method
and its team of facilitators. Conveniently located in the cosmopolitan city of Shenzhen
in Southern China, Idealogie Strategies is a boutique Consulting Firm that specializes
in luxury hotels. We use our trademarked method, the IDEA Method, founded in Visual
Thinking and Design Strategy, to help you identify your complex business problems and
develop them, from the inception of simple ideas to their implementation. No matter
where you are in your process, the pre-construction phase or the renovation phase, the
IDEA Method and its unique use of experience immersion techniques will help you see
your problems with fresh eyes and not just work through them, but beyond them. The
development process is limitless and your business is taken to new levels when you work
with our experts at Idealogie Strategies. Let us show you how to be a pioneer in your
industry.
Problems are only
opportunities in
work clothes.
- Henry J. Kaiser
Shannon Simon
Managing Director & Facilitator

30 Jing Shan Villas,
1007 Nanhai Boulevard
Shekou, Nanshan, Shenzhen
P.R. China 518067
+86 155 0757 9074
+852 6461 7977
sdsimon@me.com
Figures 84-85. Idealogie Strategies business card, recto and

verso. Authors images.
94
Final Prototype
Logo Development
Idealogie Strategies is our business name and the IDEA Method is the process we use, therefore the IDEA Method
logo will appear alongside the Idealogie Strategies logo. The Idealogie Strategies logo can stand on its own. On
business cards and letterhead, the Idealogie Strategies logo will be printed and letter-pressed.
When the logo appears on a warm gray background such as the business card, Idealogie will be printed in white and
letter-pressed while Strategies will only be letter-pressed. When the logo appears on letterhead, both parts will be
printed in two shades of warm gray and letter-pressed. All body copy will be printed in PMS warm gray 11.
The IDEA Method logo colors are white and daffodil.
Figures 86 - 89. Logos for Idealogie Strategies and the IDEA Method.
Authors images.
I D E A
I DE A
ImagineDiscoverExploreAnalyze
95
Final Prototype
Visual Language
We have very specific colors to make our communications powerful and consistent. The primary base colors for our
brand consist of PMS warm grey 7 (warm taupe) and PMS white. Regulating our primary colors allows the consumer
to recognize our brand instantly as well as instinctively. These colors are used for business cards and marketing
materials in addition to any brand-ware we will eventually develop such as gift boxes or bags, stationary items,
umbrellas, and tee-shirts.
In addition to the primary color palette, a secondary color palette has been chosen to illustrate the personality of
Idealogie Strategies in specific circumstances, notably through the development of specific methods, marketing
support, and web design. The secondary palette is made up of PMS warm grey 11 (dark taupe) and Daffodil yellow.
Controlling the colors we use is a very visible way of bringing consistency to our brand.
White
PMS Warm
Grey 7
C
M
Y
K
C
M
Y
K
0
0
0
0
R 0
G 0
B 0
Figures 90 - 93. Logo colors for Idealogie Strategies and the IDEA Method.
Authors images.
96
42.689
39.185
41.303
3.058
R 150
G 143
B 139
Daffodil
C
M
Y
K
0.366
17.652
100
0
R 255
G 207
B 2
PMS Warm
Grey 11
C
M
Y
K
50.582
47.044
48.859
11.713
R 127
G 119
B 115
Final Prototype
Main Navigation
Home
News
Method
About
Our Work
Search
Slideshow
How Does It Work?
Search
Idealogie Strategies communicates through
Social
Highlight Blocks
two primary channels: by word of mouth

and via the internet. The development of
an informative website with strong visual
1
appeal is essential. The website will contain
News & Events
About Us
Method
information about the Idealogie Strategies
Our Work
team, the IDEA Method and its process,

successful cases, and contact information.
The site will feature large, vivid photographs
and make use of scrolling rather than
clicking. The overall feel will be high-end,

sophisticated, and contemporary, much like
Imagine
the hotels we hope to attract as clients.
Featured
IDEA METHOD
Event
Calendar
IDEA METHOD
Article
Explore
The news & events section will contain

information regarding events at which Idealogie
Strategies will be present in addition to our
travel schedule and latest press information.
Figure 94. Idealogie Strategies site map adapted from template purchased
from http://uxkits.com/. Reprinted with permission.
IDEA METHOD
Team
Bio
Project
Thank you
External Website
Discover
Contact
IDEA METHOD
Analyze
Each phase of the IDEA Method will have its

own descriptive page including details of the
process and photographs.
Design researchers, facilitators, and

collaborators associated with Idealogie
Strategies will each have their own biography.
Links to each luxury hotel with which we have

worked will be provided.
97
Business Model Canvas

Four Seasons
Hotel Beauty
Center
Summary
Idealogie
Strategies
To clarify, I chose to combine two concepts, the Four Seasons Hotel

Shenzhen Beauty Center and Idealogie Strategies into one canvas.
While clearly its own business model, Idealogie Strategies is defined
as the path that will enable Four Seasons Management to develop
the implementation plan for their Beauty Center. While my research
Key Partners
FS
Marketing
Aestheticians
Key Activites
Value Propositions
Ensure
luxury guest
experiences
Certified aesthetic treatments
Only luxury
hotel in
Shenzhen
with aesthetic
enhancement
options
Method designed around

immersion
experiences
Telephones
communication
Telephone
communication
Design reStep by step search to fully

understand
approach to
problem and
solving complex problems customize approach
Purpose built
spa with an
international
clientele in
mind
Unique strategic map for

analysis
Face to face
contact
Face to face
contact
Traditional
Chinese water
elements
Facilitator
has ten years
experience in
luxury hotels
pointed to the advantages of such a center, it is of the utmost

importance that Four Seasons develop their own conclusions. The
IDEA Method designed by Idealogie Strategies will serve that purpose.
Through a series of SWOT Analyses of each building block of the

business model canvas, it was determined that both the Four Seasons
FS
Human
Resources
Dermatologists
FS
Finance &
Legal
Body workers
Hotel Shenzhen Beauty Center and Idealogie Strategies are LongTail Business Models (Osterwalder & Pigneur, 2010), relying heavily
on niche markets (Key Partners, Value Proposition, and Customer
Segments). The Four Seasons Hotel Shenzhen Beauty Center appeals
FS
Food &
Beverage
Four Seasons
Hotel
Shenzhen
to Medical Tourists, a market yet to be explored in Shenzhen, in

addition to luxury health and beauty spa users. Their goal is to be
profitable through the sale of a limited number of high cost health
FS
Rooms
Division
Key Resources
Aesthetic
Treatments
enhancement
developed for
within a luxury
Asian users
hotel
TM method
Any luxury
hotel
Green space
in an urban
environment
Process
designed
specifically for
hotels
Customer Relationships
Holistic
approach
incorporating
myriad competences
Customer Segments
Luxury treatment users
Luxury hotels
Aesthetic
enhancement
treatment
users
Channels
FS corporate
website
Word of
mouth
Spa magazines
Website
Social media
Social media
and beauty treatments. This will help them to ensure the luxurious
experience expected by Four Seasons guests. Similarly, Idealogie
Supplies for
treatments
Pharmaceuticals for
Laundry
service
Staff (i.e.
aestheticians,
therapists,
receptionists,
manager)
Fees for
primary
facilitator
Contracted
staff (graphic
facilitator,
design
researcher)
Website
maintenance
Meeting
supplies
Cost Structure
Strategies IDEA Method is to be marketed as an in-depth, high value

strategic analysis that will enable luxury hotels to be pioneers in their
markets.
Purchase of
retail goods
For full details, see SWOTs in Appendix F.
98
Figure 95. Business model canvas. Authors image.
Revenue Streams
Spa memberships
Retail sales
Treatment
sales
Spa packages
Gift certifi cates
Facilitation
fees
Design and
consulting
fees
The Building of
IDEALOGIE STRATEGIES
2
L P LA
NNING
EXE
TIV
E
SU
M
M
AR
COMPANY BACKGROUND
Idealogie Strategies was founded as a response
to a widespread problem in the luxury hotel
industry the notion that the answer to complex business problems can easily and efciently
be found by looking to other successful hotels as models for implementation strategies.
We realized that the design process was being
entirely omitted and that end results were often maladapted to original problems and more
important, opportunities and thus, essential user
groups, were being overlooked in the development process. We designed a method, the
IDEA Method, that would: engage the service
philosophies of the hotel; include team members
from multiple sectors within the hotel; and utilize
visual and creative thinking as a means of nding
unique and innovative solutions.
IN
G
AN
5
AL
YS
IS
A
N
K
AR
M
ET
BA
CK
GR
CO
P
M
N
TIO
SERVICE DESCRIP
1
EXECUTIVE SUMMARY
Founded by Shannon Simon in 2015, Idealogie Strategies is
a boutique Consulting Firm that specializes in luxury hotels.
Conveniently located in the Shekou District of Nanshan in
Shenzhen, China, a fteen minute drive from the luxury hotel
district of Futian, Idealogie Strategies was born from extensive
research and a repeated observation that luxury hotels do not
often spend the time necessary to thoroughly explore their
business problems and seek solutions that will set them apart
from industry standards. Instead, they look to other successful
hotels as models for solutions a process that often results
in luxurious, yet homogeneous service offerings rather than
differentiated or improved service offerings.
Facilitators from Idealogie Strategies use a trademarked method,
the IDEA Method, to help luxury hotels pinpoint their problems
and develop them, from the inception of simple ideas to their
ND
ATEMENT
N ST
OU
7
2
Y
STRATEG
MISSION STATEMENT
At Idealogie Strategies, we are passionate about
helping luxury hotels nd innovative solutions
to their complex business problems. We believe
that Design Research and Strategy is the most
benecial way of inspiring teams to see their
ideas through from inception to implementation.
O
SSI
MI
OR
G
AN
IZ
CU
AT
IO
CIA
AN
FIN
being used by luxury hotel chains as a holistic means of team

building, problem solving, and creative thinking facilitation.
Idealogie Strategies is the result of Shannon Simons passion
uniqueness.
connecting, and creating based on information

gained through a sequence of immersion
experiences (mental, physical, and kinesthetic)

and leads to the development of original and
bespoke solutions which have the potential to

reach previously unexplored user groups.
7
ORGANIZATION
To start, the Idealogie Strategies team consists of
a Head Facilitator and a contracted Graphic Facilitator who works with the Head Facilitator during
phase four on day two of the IDEA method process. The Head Facilitator is also the Managing
Director of the company and is responsible for:
sales and marketing;
nancial planning;
all design research and preliminary preparation
of IDEA Method sessions;
meeting facilitation.
Idealogie Strategies goal for scal year 2015 /

2016 is to obtain contracts with six hotels of the
same or varying brands. Several elements need
to be evaluated and rened this rst year: the
length of time necessary for proper research and
facilitation; cost; and interest.
Mid-term goal: Idealogie Strategies hopes to

expand its clientele by word of mouth and by
having a well-referenced website. Idealogie Strategies will hire if necessary.
Long-term goal: Idealogie Strategies hopes to
develop new methods as new problems are uncovered and perhaps become available to other
industries outside the hotel industry.
The Managing Director will occasionally work

with a professional web designer and graphic
designer to make certain the website and all marketing materials are well-designed, sophisticated,
and user-friendly.
8
FINANCIAL PLANNING
KEY POINTS
Estimated start-up capital needed is USD $15 000 which includes website design & develop-
are uniquely qualied to help luxury hotels nd their path to
method. This method fosters learning,
COMPANY STRATEGY
having held positions such as Assistant Artistic Director, Brand

& Head Facilitator, Shannon Simon, and her collaborators
offers the facilitation services of a trademarked
Short-term goal: Due to its start-up nature and

limited stafng, Idealogie Strategies will accept
work on a case by case basis until nancial security has been obtained. Because a sound relationship has already been established with Four
Seasons Hotels and Resorts, Idealogie Strategies
will work to strengthen the relationship by liaising with their corporate ofce to pinpoint situations that could benet from the use of the IDEA
Method.
Average cost per session is estimated at USD $5 000, including preliminary research, prepa-
Manager, and Retail Development Manager, Managing Director
SERVICE DESCRIPTION
Idealogie Strategies is a Consulting Firm that
MARKETING ANALYSIS
for the service industry. With ten years of experience as an
Operational Manager with Four Seasons Hotels and Resorts,
Idealogie Strategies is unique in the Shenzhen

market. There is no other consulting rm that
specializes in the this type of service. Furthermore, the luxury hotel industry in Shenzhen is
rapidly expanding due to the construction of a
number of sister hotels for existing brands (Four
Seasons, Ritz Carlton, Shangri-la). With 16 M
inhabitants, Shenzhen is ourishing economically
and growing steadily every year, Shenzhens GDP
for 2014 was approximately 8%, down one point
from 2013, yet one point higher than Chinas
national overall GDP of 7% ( ).
implementation. The IDEA Method, with roots in Visual Thinking

and Design Strategy, is currently the only process of its type
ration, two-day facilitation, and the cost of a graphic facilitator.

ment, branding, illustration, and printing costs.
The variable cost per session is USD $500 and the break-even point to recover start-up costs
is the sale of three sessions.
Forecasted revenues for scal year 2015 / 2016 are USD $30 000.
Forecasted operating prot for scal year 2015 / 2016 is estimated to be USD $12 500.
Figure 96. Business plan infographic. Authors image.
Business Plan
Executive Summary
Founded by Shannon Simon in 2015, Idealogie Strategies is a boutique Consulting Firm
that specializes in luxury hotels. Conveniently located in the Shekou District of Nanshan in
Shenzhen, China, a fifteen minute drive from the luxury hotel district of Futian, Idealogie
Strategy is the most beneficial way of inspiring teams to see their ideas through from
inception to implementation.
Company Background
Strategies was born from extensive research and a repeated observation that luxury hotels
Idealogie Strategies was founded as a response to a widespread problem in the luxury
do not often spend the time necessary to thoroughly explore their business problems and
hotel industry the notion that the answer to complex business problems can easily and
seek solutions that will set them apart from industry standards. Instead, they look to other
efficiently be found by looking to other successful hotels as models for implementation
successful hotels as models for solutions a process that often results in luxurious, yet
strategies. We realized that the design process was being entirely omitted and that end
homogeneous service offerings rather than differentiated or improved service offerings.
results were often maladapted to original problems and more important, opportunities
and thus, essential user groups, were being overlooked in the development process. We
Facilitators from Idealogie Strategies use a trademarked method, the IDEA Method, to
designed a method, the IDEA Method, that would: engage the service philosophies of the
help luxury hotels pinpoint their problems and develop them, from the inception of simple
hotel; include team members from multiple sectors within the hotel; and utilize visual and
ideas to their implementation. The IDEA Method, with roots in Visual Thinking and Design
creative thinking as a means of finding unique and innovative solutions.
Strategy, is currently the only process of its type being used by luxury hotel chains as a
holistic means of team building, problem solving, and creative thinking facilitation.
Service Description
Idealogie Strategies is the result of Shannon Simons passion for the luxury service
Idealogie Strategies is a Consulting Firm that offers the facilitation services of a
industry. With ten years of experience as an Operational Manager with Four Seasons
trademarked method. This method fosters learning, connecting, and creating based on
Hotels and Resorts, having held positions such as Assistant Artistic Director, Brand
information gained through a sequence of immersion experiences (mental, physical, and
Manager, and Retail Development Manager, Managing Director & Head Facilitator,
kinesthetic) and leads to the development of original and bespoke solutions which have
Shannon Simon, and her collaborators are uniquely qualified to help luxury hotels find their
the potential to reach previously unexplored user groups.
path to uniqueness.
Marketing Analysis
100
Mission Statement
Idealogie Strategies is unique in the Shenzhen market. There is no other consulting
At Idealogie Strategies, we are passionate about helping luxury hotels find innovative
firm that specializes in the this type of service. Furthermore, the luxury hotel industry in
solutions to their complex business problems. We believe that Design Research and
Shenzhen is rapidly expanding due to the construction of a number of sister hotels for
Business Plan
existing brands (Four Seasons, Ritz Carlton, Shangri-la). With 16 M inhabitants, Shenzhen
company and is responsible for:
is flourishing economically and growing steadily every year, Shenzhens GDP for 2014 was
sales and marketing;
approximately 8%, down one point from 2013, yet one point higher than Chinas national
financial planning;
overall GDP of 7% (http://cnnmon.ie/1hIx89x ).
all design research and preliminary preparation of IDEA Method sessions;

meeting facilitation.
Idealogie Strategies goal for fiscal year 2015 / 2016 is to obtain contracts with six hotels
of the same or varying brands. Several elements need to be evaluated and refined the first
The Managing Director will occasionally work with a professional web designer and
year: the length of time necessary for proper research and facilitation; cost; and interest.
graphic designer to make certain the website and all marketing materials are welldesigned, sophisticated, and user-friendly. The designers will be hired on a contractual
Company Strategy
Short-term goal: Due to its start-up nature and limited staffing, Idealogie Strategies will
accept work on a case by case basis until financial security has been obtained. Because
a sound relationship has already been established with Four Seasons Hotels and Resorts,
Idealogie Strategies will work to strengthen the relationship by liaising with their corporate
basis. Office hours are 9:00 - 18:00, Monday through Friday.
Financial Planning
Average cost per session is estimated at USD $5 000, including preliminary research,
preparation, two-day facilitation, and the cost of a graphic facilitator.
office to pinpoint situations that could benefit from the use of the IDEA Method.
Estimated start-up capital needed is USD $15 000 which includes website design & development, branding, illustration, and printing costs.
Mid-term goal: Idealogie Strategies hopes to expand its clientele by word of mouth and by
The variable cost per session is USD $500 and the break-even point to recover start-up
costs is the sale of three sessions.
having a well-referenced website. Idealogie Strategies will hire if necessary.

Long-term goal: Idealogie Strategies hopes to develop new methods as new problems are
Forecasted revenues for fiscal year 2015 / 2016 are USD $30 000.
uncovered and perhaps become available to other industries outside the hotel industry.
Forecasted operating profit for fiscal year 2015 / 2016 is estimated to be USD $12 500.
Organization
To start, the Idealogie Strategies team consists of a Head Facilitator and a contracted
Graphic Facilitator who works with the Head Facilitator during phase four on day two
of the IDEA method process. The Head Facilitator is also the Managing Director of the
101
Business Plan
Idealogie Strategies SWOT Analysis
The strengths, weaknesses, opportunities, and threats to Idealogie Strategies were
determined as a means of fine-tuning the business plan and envisioning what the future
of the company will look like. While the initial goal was to be a niche-oriented specialist
in problem solving through the use of design strategy for luxury hotels, there is some
indication that the IDEA Method could also be applied to other business sectors. An
international school in Shekou, Shenzhen, has inquired about how the Method functions
One of a kind method for the

luxury hotel industry
Engaging and service oriented
Head facilitator has a thorough
understanding of the financial
and operational expectations of
traditional hoteliers
Fosters design of innovative
solutions
Fledgling company
Method is time consuming and
requires mid-term commitment of
hotel management
General misunderstanding of
creative methods in traditional
hotel environments
and how it could be applied for use in an academic environment.
STRENGTHS
The Managing Director and Head Facilitator at Idealogie Strategies is currently looking
WEAKNESSES
THREATS
OPPORTUNITIES
into this possibility and trying to determine if it would be an advantage or disadvantage

to the long-term health of the company for hotels and other companies to co-habit the
same space. The topic will be researched and a decision will be made to either adapt the
IDEA Method to all businesses or to use the IDEA Method only in hotels and design a new
method for other business sectors.
Work with Four Seasons Hotels

and Resorts Corporate office in
Singapore
IDEA Method appeals to businesses other than hotels a
local international school is interested in trying this method with
its teaching staff
Grow the business and develop
new methods and strategies for
problem solving
Cheaper and faster methods of

problem solving
Familiar tactics & old routines
Chinese companies that copy
the method and apply it to a
broader sector of hotels and / or
businesses
Figure 97. SWOT analysis of the business model canvas.. Authors image.
102
CONCLUSION &
RECOMMENDATIONS
Conclusion
From Spa Development to Idealogie Strategies
In April 2014, I had an idea to help the newly opened Four Seasons Hotel Shenzhen in
Shenzhen, China, evaluate the feasibility and interest of building a medical spa within
the context of their day spa through the application of design management methods.
What started, through secondary research, as an exploration of the day spa market in
Shenzhen in addition to the medical spa industry in Shenzhen and elsewhere in Asia, led
me to center my research around the question: how might design management methods
be applied to developing a strategy for luxury hotels to integrate medical spa offers into
their services and leverage the growing medical tourism industries? My focus at that time
was largely minimally invasive aesthetic enhancement treatments, aesthetic enhancement
treatment users, and medical tourism, in general.
It is interesting to note that during the primary research phase, I started to realize that the
treatments themselves and the physicians who implement these treatments were, more
with problems and development strategies in a way that omits the Design Research
process and skips directly to the development process simply by looking to other Four
Seasons Hotels and copying existing models. My prototype needed to address this
particular problem. I had to find a way to help the Management at the Four Seasons Hotel
Shenzhen think about their spa development problem in a brand new way an unearth
the same information that I had uncovered about day spa and medical spa users in my
research process.
The IDEA Method, and thus Idealogie Strategies, was born of the need to address the
following criteria:
I needed an open framework that could be customized to fit the spa problem as well as
other business problems in the future.
I needed to collectively consider ALL departments in the hotel in order to determine how
one could enhance the other.
or less, irrelevant. It was the psychology behind the perception of beauty and, moreover,
the fact that a host of user groups were being overlooked in Four Seasons development
process that was important. I realized that the line between the desire to be beautiful
and the desire to be healthy was very fine and that the perception varies drastically from
one culture to another. After much analysis, it occurred to me that Four Seasons had
an opportunity to appeal to both beauty seekers and health seekers in the context of a
Beauty Center. My attention then shifted to the question of HOW to get Four Seasons to
think along this vein. Ah ha!
With nearly ten years experience in various positions at Four Seasons, I started to put
together the pieces of a giant puzzle. I noticed that Four Seasons has a pattern of dealing
106
I needed to ensure the group would customize the problem by considering the needs of
all sorts of users, rather than copying an existing model.
The method needed to respect the hotels customer service philosophies, while elevating them to a new standard adapted specifically to the problem in question.
The method needed to communicate, in clear and uncertain terms, a new direction for
the problem.
The method needed to leave room for the facilitator to encourage the team to consider
the problem as a whole (e.g., treatment menus; marketing strategies; staffing & training;
retail development opportunities; and architecture & interior design concerns).
Recommendations
Whats Next
First and foremost, the IDEA Method needs to be tested in full with the Four Seasons Hotel
Shenzhen. While the feedback from preliminary testing with the hotel was very positive,
there are, without a doubt, improvements that can be made. The immersion process, the
timing, and the actual implementation of the plan devised during the process will be good
indicators of how to adapt the method to future problems.
Once thorough testing, assessment, and refinement has been accomplished, Idealogie
Strategies will be better able to develop their website and playbook for facilitation
purposes. The ultimate goal is to pitch the IDEA Method to the Four Seasons Hotels and
Resorts Corporate office in Singapore. With the approval and endorsement of the Four
Seasons Hotel Shenzhen, the follow-up plan is to develop a short, yet highly effective
video pitch that will be emailed to the Senior Vice President of Human Resources. Ideally,
the IDEA Method would be applied to projects in the Four Seasons pipeline (e.g., hotels
that are soon to be in construction and hotels that are currently being renovated).
107
REFERENCES
Annotated Bibliography:
Babita. (2012). Anti-aging tour package in Korea targets wealthy Chinese. Retrieved from
http://luxurylaunches.com/travel/antiaging_tour_package_in_korea_targets_wealthy_chinese.php
Summary: Babita discuses the desires of wealthy Chinese who come to Korea for plastic
surgery. This source was helpful because it led me to look further into the Medical Tourism
industry. It made me wonder about wealthy Chinese tourists who are willing to spend
thousands of Chinese Yuan to travel to Korea for aesthetic enhancement procedures. I
decided to look into how to attract these tourists to a Chinese destination rather than a
Korean destination.
Buchanan, R. (1992). Wicked problems in design thinking. Design Issues, 8 (2), 521.
Summary: The idea that design problems are often wicked in nature suggests that
solutions are neither linear nor definite. The nature of the design solution and the business
itself are ever-changing thus creating new additions to the original problem. I often refer
to this artcle because of its importance in determining which Design Strategy is pertinent
to the problem at hand. Determining whether or not a problem is wicked is necessary for
defining the scope of the problem before the research process begins.
Buford, G.A. (2010). Beauty and business: Practice, profits, and productivity, performance
and profitability. New York, NY: Morgan James Publishing.
Summary: The beauty industry is a fickle one and Buford and House present various ideas
for the efficient management of a beauty business, not least of which is the effective use of
social media. I found this book useful because of my prior lack of knowledge concerning
the spa and beauty industries. The book provided useful information about the financial
functioning of a spa.
Chiu, D. (2013). In China, leftover women get plastic surgery. Retrieved from http://www.
thedailybeast.com/articles/2013/08/04/in-china-leftover-women-get-plastic-surgery.html
Summary: Chiu discusses the surgeries that are performed most often in China, their
costs, and how if women are not married at the age of 27, they are considered leftovers,
women that will have to be taken care of by the government at some point in their lives. I
was baffled by the assumption that Chinese women are considered to be leftovers if not
married at the age of 27. This article was essential in that it sent me down a path to understand why, despite the stigma, Chinese women are not getting married until much later
110
and furthermore, why they feel the need to proceed with aesthetic enhancement procedures of various types.
Choe, C-H. (2011). In South Korea, plastic surgery comes out of the closet. Retrieved from
http://www.nytimes.com/2011/11/04/world/asia/in-south-korea-plastic-surgery-comes-out-ofthe-closet.html?pagewanted=all&_r=2&
Summary: In South Korea, contests are held where the prize is the plastic surgery of ones
choice. This article helped me to understand the rationale behind certain procedures and
supported data I had collected in a focus group interview. This article was important simply
because of its support of data I had previously collected in the primary research phase.
Curtis, J.R., Back, A.L., Ford, D.W., Downey, L., Shannon, S.E., Doorenbos, A.Z. Kross, E.K.,
Reinke, L.F., Feemster, L.C., Edlund, B., Arnold, R.W., OConnor, K., Engelberg, R.A. (2013).
Journal of the American Medical Association effect of communication skills training for
residents and nurse practitioners on quality of communication with patients with serious
illness. Retrieved from http://jama.jamanetwork.com/article.aspx?articleid=1787407
Summary: A group of physicians and experts discuss the importance of patient communication, the trust between a patient and a physician, and how important these relationships
are for the quality of procedures.
de Bono, E. (1970). Lateral thinking: creativity step by step. New York, NY: Harper & Row
Publishers.
Summary: Edward de Bono discusses the concept of lateral thinking as opposed to
vertical thinking which is largely believed to correspond to the thinking pattern of business
minded people. By encouraging subjects to think laterally, one is encouraging them to
think about problems in new or creative ways. This book served as a source of inspiration
for defining my final prototype. My purpose was to create a method that would foster
lateral thinking in a group of vertical thinkers.
de Maio, M., & Rzany, B. (2014). Injectable fillers in aesthetic medicine (2nd ed.). New York,
NY: Springer Publishing.
Summary: Intended for medical personnel, de Maio and Rzany define in detail the hows
and whys of injectable facial fillers in addition to potential side effects. I found this book
useful in trying to understand the procedural aspect of cosmetic enhancement, particularly
when I discovered it was going to be difficult to observe these types of procedures.
Divirglio, A. (2012). Wealthy chinese splurge on $88,000 Korean anti-aging tour at
Ritz-Carlton Korea. Retrived from http://www.bornrich.com/wealthy-chinese-splurge88000-korean-anti-aging-tour-ritz-carlton-korea.html

Summary: Divirglio discusses an important scenario that is becoming more and more
la mode in wealthy Chinese societal circles luxury medical tourism. In this case, the
surgery clinic, Possum Prestige, operates independently of, but is found within the Ritz
Carlton Hotel Seoul. This article was inspiring because it proved that the concept of a
medical spa could indeed be successfully combined with a luxury hotel. It also made me
think of the possibility of the Four Seasons Hotel Shenzhen partnering with a local (legal)
medical clinic.
understand peoples inherent reasons for altering their faces. Hua includes myriad case
studies that helped me to realize that the desire to be beautiful and the wish to enhance
oneself aesthetically is much more complex than just a simple question of vanity. Hua
argues that the ability to decide how one looks is an incredibly empowering way of confronting todays societal pressures. I adored this book because it gave me full insight into
certain aesthetic enhancement procedures and the psychology of those who partake in
said procedures.
Four Seasons newletter: q&a with general manager, Rainer Stampfer. (2012, April 26).
Retrived from http://pudong.enewsletters.fourseasons.com/2012/04/26/qa-with-general-manager-rainer-stampfer/
Summary: Rainer Stampfer is spearheading spa development projects for Four Seasons
Asia. I was curious to see what he thought about what spas should be in Asia. His vision is
very traditional. This article backed up what I had discussed with the Spa managers.
International Society of Aesthetic Plastic Surgeons survey on aesthetic procedures

performed in 2013. (2014, July 24). Retrieved from http://www.isaps.org/news/isaps-globalstatistics
Summary: The most important data I gathered from this publication was a simple statistic:
that China has gone from being in the top 30 countries of most cosmetic procedures
performed per year in 2009 to being in the top 3 in 2013. As I suspected from information
I had gathered in primary and secondary research, the desire to enhance oneself in China
is growing exponentially along with the ability / means to do so.
Fraser, L. & Ormiston, A. (2013). Understanding financial statements (10th ed.). Boston, MA:
Pearson Education, Inc.
Summary: Fraser and Ormiston give a clear cut explanation of the components of
traditional accounting statements (applicable worldwide) and how to effectively decipher
Profit and Loss statements. I found myself referring to this book when I was putting
together basic financial information for the Idealogie Strategies business plan.
Gillian, T., Sekeres, M.A. (2014). Can doctors be taught how to talk to patients. Retrieved
from http://well.blogs.nytimes.com/2014/02/27/can-doctors-be-taught-how-to-talk-to-patients/?_r=0
Summary: Merging the concepts of medical spa and luxury hotel involves much more
consideration than just physical design improvements or the offering of a new list of
treatments. Bringing a physician into the staffing of a hotel spa entails ensuring that the
physician has a notion of how to speak to people so as not to inadvertently provoke a
customer service problem. Because I was not able to ethically research the attitudes and
behavioral patterns of aesthetic dermatologists, I found the need to search for articles that
have been published on this subject. This further emphasizes the need to physicians to be
aware of customer services standards.
Hua, W. (2013). Buying beauty: cosmetic surgery in China. Hong Kong: Hong Kong University Press.
Summary: This book, published as Wen Huas doctoral thesis, is a fascinating exploration
of Chinese society and how aesthetic enhancement is perceived. This book helped me
Johansson, F. (2006). The medici effect: What elephants & epidemics can teach us about
innovation. Boston, MA: Harvard Business School Publishing.
Summary: This book is an exploration of the idea that combining disciplines in business
can produce out of the ordinary, innovative changes that lead to multi-disciplinary
and cross-disiplinary expansion. This book theoretically confirms the notion that two
businesses a luxury hotel and a medical spa could be combined to obtain optimum
results.
Kessler, Kim. (2015). Sparkle with the new diamond youth facial at the spa at Four Seasons
Hotel Los Angeles: the diamond youth facial launches in time for Hollywoods awards season. Retrived from http://press.fourseasons.com/losangeles/hotel-news/2015/sparkle-withthe-new-diamond-youth-facial-at-the-spa-at-four-seasons-hotel-los-angeles-at-beverly-hills/
Summary: This facial has come up a few times during my expert interviews with Four Seasons management. This is the closest Four Seasons has come to offering a minimally invasive aesthetic enhancement treatment. This article was helpful because I needed another
Four Seasons opinion. I had interviewed the Senior Spa Director for Asia, who is very pro
natural anti-aging, but I was interested to read that the Four Seasons Los Angeles seems
to be catching on to the aesthetic enhancement trend.
KIm, V. (2012). Welcome to the plastic surgery capital of the world: why the Korean plastic
surgery tourism boom is only going to get bigger. Retrieved from http://travel.cnn.com/
111

seoul/visit/ideals-beauty-plastic-surgery-capital-world-389581
Summary: This article follows Lucy, a young Chinese graduate student who has come
from China to South Korea to have plastic surgery. She discusses why she has come to
South Korea rather than staying in China. I was intrigued by this article because, yet again,
it confirmed that Chinese people are willing to travel to have aesthetic enhancement. This
suggested to me that they have a growing purchasing power in addition the desire to be
beautiful.
Kwaak, J. (2013). Making a case for cosmetic surgery. Retrieved from http://blogs.wsj.com/
korearealtime/2013/06/05/making-a-case-for-cosmetic-surgery/
Summary: Kwaaks puts a new spin on the psychology of cosmetic surgery decisions in
South Korea. He states that it is not just about vanity and changing the physical appearance, but that peoples lives are radically improved after surgery. I enjoyed this article
because, despite my personal opinions surrounding aesthetic enhancement, I feel a sense
of relief that some people do this to genuinely feel better about themselves. Contrary to
what I may have thought, these procedures do seem to boost self esteem.
LeCompte, M. & Schensul J. (1999). Designing and conducting ethnographic research.
Walnut Creek, CA: AltaMira Press.
Summary: Designing and Conducting Ethnographic Research is a comprehensive guide to
the proper development of an ethnographic study. It is a highly useful tool for those who
wish to use qualitative research methods to better define populations. This book is incredibly
helpful in determining which route to take when defining a study. It helped me think about the
interview and observation processes.
Lee, D., Makinen, J. (2013). Chinas shengnu, or leftover women, face intense pressure to
marry Chinese parents, and even the government, are wringing their hands over young,
educated, urban women who are taking their time finding a husband. Retrieved from
http://articles.latimes.com/2013/jul/13/world/la-fg-china-leftover-women-20130714
Summary: Young Chinese women are becoming more and more educated and thus more
and more independent, yet traditional Chinese values do not align with the modern societal values. Women over the age of 27 have thus been derogatorily named Shengnu or
leftovers suggesting that they are inferior in some way. This is driving the rapidly growing
need to get plastic surgery in order to be beautiful and find a husband. In all honesty, this
article disgusts me, but it marked me and helped me to define my interview questions.
Lockwood, T. (2009). Design thinking: Integrating innovation, customer experience, and
brand value. New York, NY: Allworth Press.
112
Summary: This book emphasizes the ever-important idea of thinking in new ways - how
to see a problem from all angles and draw conclusions only once the angles have been
explored alongside one another. Important discoveries often come from looking deeper
than just at the big picture.
Martin, R. (2009). The design of business: why design thinking is the next competitive advantage. Boston, MA: Harvard Business Press.
Summary: The book provides valuable insight into design thinking and how it relates
to business problems. I enjoy this book and instinctively agree that design thinking is a
phenomenal motor for success. While I believe the term design thinking has become an
often misunderstood buzz phrase, my experience in China has shown that even rote learners are much better able to innovate when shown the path to design thinking.
Meditels provide high-quality Korean medical care and a resort-like space to foreign
patients. (2014, May 6). Retrieved from http://www.prnewswire.com/news-releases/meditels-provide-high-quality-korean-medical-care-and-a-resort-like-space-to-foreign-patients-258223261.html
Summary: This article made reference to meditels. It was the first I had read of this phenomenon. I found it useful because it provided support for data I had collected that pointed me in the direction of the development of the Four Seasons Beauty Center.
Neumeier, M. (2007). ZAG: The number one strategy of high performance brands.
Berkeley, CA: New Riders.
Summary: Neumeiers unique 17-Step ZAG method is a wonderful tool for honing in on
the pros, cons, and elements to be defined in a new business venture. He believes that
companies need to think like artists to find their white space or opportunities.
Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for
visionaries, game changers, and challengers. Hoboken, NJ: John Wiley & Son, Inc.
Summary: Osterwalder and Pigneur present an extraordinary way of looking at business
models through the development of the Business Model Canvas that can vary greatly
from how a company views itself and how the company should be structured to maximize
growth potential. It took me a while to absorb what Osterwalder & Pigneur are trying to
say. The business model canvas is complex, but once it is understood, the concept is
an extraordinary way to define short, mid, and long-term company goals in addition to
marketing and financial strategies. I discover something new each time I review this book.

Plastic surgery is catching on around the world. (2013, January 30). Retrived from
http://www.businessinsider.com/plastic-surgery-is-catching-on-2013-1#ixzz3P2LXRvPX
Summary: From this Economist article posted on the Business Insider website, I
discovered an interesting table with a statistical breakdown of cosmetic procedures
performed per 1,000 people, by country, South Korea is first in the world followed by the
United States in fourth place.
Prather, C. (2009). Managers guide to fostering innovation and creativity in teams. New
York, NY: McGraw Hill Professional.
Summary: Prather discusses the necessity to listen to the ideas of teams - not to think for
them, but to give them the tools necessary for innovating from within. Some of the most
valuable information for innovation can be pulled from the experiences of team members.
Rogers, E. M. (2003). Diffusion of innovations. New York, NY: Free Press.
Summary: Rogers explores the ways in which ideas can lead to innovations and how
information is spread through various channels. It is an essential book for understanding
the how innovations can be successful or unsuccessful depending on how the information
surrounding the innovation is communicated. I found myself referring to this book to
gather information about how trends spread (e.g., early and late adopters). This is currently
happening in China with aesthetic enhancement. The trend is rapidly growing becuase of
early adopters. It made me wonder if marketing can influence the late adopters and if so, is
this ethical where cosmetic procedures are concerned?
Schensul, S., Schensul J. & LeCompte, M. (1999). Essential ethnographic methods:
Observations, interviews and questionnaires. Walnut Creek, CA: AltaMira Press.
Summary: Schensul, Schensul, and LeCompte break down the data collection methods
used in qualitative research. I find this book particularly useful in determining the ethics of
certain procedures and how to design them appropriately.
Sibbet, D. (2010). Visual meetings: how graphics, sticky notes, and idea mapping can
transform group productivity. Hoboken, NJ: John Wiley & Sons, Inc.
Summary: This book is a wonderful guide to how to present information simply, but
efficiently to groups of people.
Standen, C. (2013). South Korean parents are making their kids get plastic surgery.
Retrieved from http://www.vice.com/en_uk/read/south-korean-parents-are-making-theirkids-get-plastic-surgery
Summary: A shocking article about how parents encourage their daughters to have
various types of surgery, notable double eyelid surgery, to find a husband, or simply, to
look good on the wedding day. This article supports my research into the rationale that
drives these types of surgery, notably in young girls.
Stone, T.L. (2010). Managing the design process - concept development: An essential
manual for the working designer. Beverly, MA: Rockport Publishers.
Summary: Stone gives an highly visual, case-study based account of how Design
Managers compile data an present it to their clients. The book outlines the utmost
importance of the relationship with the client. I like to refer to this book because of the
myriad case studies offered.
Stone, T.L. (2010). Managing the design process - implementing design: An essential
manual for the working designer. Beverly, MA: Rockport Publishers.
Summary: This book is an in-depth exploration of how designers complete their projects
with clients expectations in mind.
Stone, Z. (2013). The K-Pop plastic surgery obsession. Retrieved from http://www.
theatlantic.com/health/archive/2013/05/the-k-pop-plastic-surgery-obsession/276215/
Summary: The recurring statistic, one in five Korean women, comes up in this article. The
article was interesting as Stone discusses, at length, with a group of young girls, who
hope to have surgery, about their idea of what beauty is. I am baffled by how seemingly
obsessed Koreans are by Pop culture. Even in a focus group interview, the subjects
brought up how much they love a trend and pop culture. They seem very comfortable
following what celebrities are doing.
Tufte, E. (2001). The visual display of quantitative information (2nd ed.). Cheshire, CT:
Graphics Press.
Summary: Tuftes book is a fascinating and beautifully well designed explanation of
how data, theoretical and practical, should be designed for maximum comprehension. It
indirectly served as a useful tool during the analysis process of my data. I often refer to
this book for visual inspiration as to how to give my charts and diagrams visual clarity.
Willet, M. (2013). Koreas plastic surgery obsession is a glimpse into the future.
Retrieved from http://www.businessinsider.com/korea-is-obsessed-with-plastic-surgery2013-5?op=1#ixzz3P2JzPNF4
113

Summary: In this article, Willet suggests that Korean women are very comfortable with
plastic surguery and cosmetic enhancement. I confirmed this in a focus group interview
with two Korean women.
Zhao, M., and Zhu, K. (2010). The PRC: plastic republic of China. Retrieved from http://abcnews.go.com/International/china-largest-number-plastic-surgeries-asia/story?id=11494095
Summary: Young women and their parents use their life savings to pay for surgeries that
will help them get a better start in life. This is widely considered an acceptable investment
in ones future equally as important as an education. I found this article to be important
because it further supports the notion that aesthetic enhancement is on the rise in China, not only because of an increase in financial means, but because the role of women is
changing in Chinese culture. Women are increasingly well-educated and better able to vie
for important positions in the workplace. Beauty is a means to better oneself.
114
List of Figures
Figure 1. Photograph of hotel lobby 1
Figure 22. Survey protocol 43
Figure 2. Photograph of perfume bottle 11
Figure 23. Photograph of Francois Simon 44
Figure 3. STR Global report 19
Figure 24. Photograph of executive lounge 44
Figure 4. STR Global report 19
Figure 25. Photograph of Shoshana Weinberg 45
Figure 5. 2x2 Axis chart 27
Figure 26. Photograph of the spa of Four Seasons Hotel Hong Kong
45
Figure 6. 2x2 Axis chart 28
Figure 27. Photograph of Japanese focus group
46
Figure 7. 2 x 2 Axis Chart 29
Figure 28. Photograph of authors living room
46
Figure 8. Zag steps 30
Figure 29. Photograph of Korean focus group
47
Figure 9. Ecosystem of research space 34
Figure 30. Photograph of authors living room
47
Figure 10. Research questions matrix 36.37
Figure 31. Photograph of Chinese focus group
48
Figure 11. Consent form explanation 38
Figure 32. Photograph of lobby of Four Seasons Hotel Shenzhen
48
Figure 12. Consent form 38
Figures 33-35. Photographs of Skin Central 50
Figure 13. Interview protocol 39
Figures 36-45. Survey questions 1-10 51.52.53.54
Figure 14. Protocol for fly on the wall observation
Figures 46-49. Working wall 56
39
Figure 15. Protocol for expert interview 40
Figure 50. Photograph Chinese woman 59
Figure 16. Email questionnaire protocol 40
Figure 51. Photograph glowing content. 60
Figure 17. Expert interview protocol 41
Figure 52. Photograph of M. 61
Figure 18. Email questionnaire 41
Figure 53. Photograph 2012-10-20-TT Business 62
Figure 19. Japanese focus group protocol 42
Figure 54. Journey map 63
Figure 20. Korean focus group protocol 42
Figure 55. Perception map 65
Figure 21. Chinese focus group protocol 43
Figure 56. Insights to opportunity map 68
115
List of Figures
116
Figure 57. Relationship diagram 69
Figures 90-93. Logo colors for Idealogie Strategies
96
Figure 58. SWOT of Francois Simons opinion
79
Figure 94. Idealogie Strategies site map 97
Figure 59. IDEA Method journey map 81
Figure 95. Business model canvas 98
Figure 60. High resolution photograph of blueprint
82
Figure 96. Business plan infographic 99
Figure 61. High resolution photograph of spa ambiances
82
Figure 97. SWOT analysis of business model canvas
Figure 62. High resolution photograph of round table sketches
82
Figure A1. Timeline 120
Figure 63. Photograph of Four Seasons spa reception
83
Figures B1-14. Signed consent forms 121.122
Figure 64. Photograph of Four Seasons spa reception
83
Figures B15-16. Evato regular license consent 122
Figure 65. Photograph of Il Colpo massage tables
83
Figures D1-3. Transcript of interview with Francois Simon
136
Figure 66. Photograph of stairs leading to Four Seasons spa
83
Figures D4-7. Transcript of interview with Shoshana Weinberg
136
Figure 67. Kinesthetic modeling by John Ward
84
Figures D8-11. Email questionnaire with responses from Sophia Patel
136
Figure. 68 Photograph of kinesthetic modeling materials
84
Figures D12-15. Transcript of Japanese focus group interview
136
Figure 69. Art station 84
Figures D16-18. Transcript of Korean focus group interview
137
Figure 70. Panel 1-ASI 85
Figures D19-21. Transcript of Chinese focus group interview
137
Figure 71. High resolution photograph of colored pencils
85
Figures D22-25. Handwritten observation notes 137
Figure 72. High resolution photograph of people with ideas
85
Figures D26-27. Email questionnaire with Shoshana Weinberg
Figures 73-80. Photographs of kinesthetic modeling session
86
Figures E1-27. IDEA Method playbook 138-164
102
137
Figure 81. Design criteria rating system 92
Figures F1-9. SWOT Analyses of business model canvas
Figures 82-83. Excerpts from IDEA Method playbook
93
Figures G1-8. Working wall weeks 2-9 171
Figures 84-85. Idealogie Strategies business card, recto verso
94
Figures 86-89. Logos for Idealogie Strategies and IDEA Method
95
166-170
List of Tables
Table 1. Competitor analysis, Ritz Carlton, Shenzhen 20
Table 2. Competitor analysis, St. Regis Hotel 21
Table 3. Competitor analysis, Grand Hyatt Hotel 22
Table 4. Competitor analysis, Shangri-La, Futian, Hotel 23
Table 5. Competitor analysis, Ritz Carlton Seoul, South Korea 24
Table 6. Competitor analysis, mid-priced day spas 25
Table 7. Competitor analysis, low-priced day spas 26
Table 8. Affinity diagram 51
Table 9. PMI index of concept 1 75
117
Appendices
Appendix A: Timeline
completed tasks
incomplete tasks
Unit 1: Project Planning
January 12
January 19
January 26
February 2
February 9
Unit 1
Unit 2
Unit 3
Unit 4
Unit 5
Unit 6
finish project proposal
design research protocol
consumer survey (USA)
Unit 2 / 3: Primary Research

refine working wall
expert interview: Director of Operations, FS Shenzhen
M T W T F S S
M T W T F S S
email questionnaire: Spa Manager, FS Guangzhou
focus group: Japanese women
market analyses
M T W T F S S

filling in the research gaps
opportunities and design criteria

submit for peer review
Unit 5: Midterm
M T W T F S S
refine working wall
initial concept exploration
submit PB for peer review & grading
Unit 6: Exploration
M T W T F S S
refine working wall
reframing & prototyping
Unit 7: Prototype Validation
M T W T F S S
refine working wall
refining and assessing
Unit 8: Prototype Validation
M T W T F S S
refine working wall
final prototyping
Unit 9 / 10: Final Steps

business model canvas
business implementation plan
finish final process book
submit for final grading
Figure A1. Timeline. Authors image.
Unit 10
refine working wall

recapping personas
March 9
Unit 9
Unit 4: Research Synthesis
March 2
document findings
submit findings for peer review
Unit 8
fly on the wall observation: Skin Central, Hong Kong
focus group: Chinese women
Unit 7
expert interview: Senior Spa Director, Asia, FS Hong Kong
focus group: Korean women
February 16 February 23
M T W T F S S
refine working wall
submit for review & grading
120
January 5
M T W T F S S
M T W T F S S
Appendix B: Signed Consent Forms
Figures B1-10. Signed consent forms. Authors images.
121
Appendix B: Signed Consent Forms
Figures B11-14. Signed consent forms. Authors images.
License Certicate
License Certicate
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Appendix C: Informed Consent Form

THE DEVELOPMENT OF A NEW SERVICE IN A LUXURY HOTEL IN A CROWDED MARKET
The following information provides an introduction to field research that will be conducted at Four Seasons Hotel Hong Kong, Four Seasons Hotel Shenzhen, Four Seasons Hotel
Guangzhou, and Skin Central Hong Kong between January 14 and January 21, 2015. The research is being conducted by Shannon D. Simon, a Design Management graduate student at
the Savannah College of Art and Design.
Purpose of Study
I am trying to determine if and how a luxury hotel spa be combined with the concept of a medical spa to enhance the experience for medical spa users while improving profitability for the
hotel?
My research will be guided by the following question:
How might design management methods be applied to developing a strategy for luxury hotels to integrate medical spa offers into their services and leverage the growing medical tourism
industries?
Data will be collected through:
In-depth interviews, semi-structured focus group interviews, fly on the wall observation, an email questionnaire, and a survey.
That data may be made anonymous at the interviewees request.
Data will be stored on my laptop and on an external hard drive. Data will be kept until 2017 and properly destroyed thereafter via deletion of all files related to this research.
CONTACT INFORMATION:
For any question or concerns, kindly contact me on +852 6461 7977 or by email on
ssimon22@student.scad.edu.
This project is being conducted through the Design Management department at the Savannah College of Art and Design in Savannah, Georgia. For additional information please contact
Professor Regina Rowland on rrowland@scad.edu.
123
Appendix C: Informed Consent Form

,voluntarily agree to participate in a kinesthetic modeling session performed by a Graduate Student at the Savannah College of Art and Design. I
I,
understand that this session is being conducted by Shannon D. Simon in order to identify the following opportunities for design:

The opportunity to use design research techniques to develop a new service in a luxury hotel.
The opportunity to provide aesthetic enhancement treatment users with a luxurious hotel user experience.
I understand that the evaluation method includes:

1. My participation in a 45 minute kinesthetic modeling session.
I grant permission for the session to be photographed and transcribed, and to be used
only by Shannon D. Simon for analysis of interview data. I grant permission for this data
generated from the above methodsto be used in an educational setting.
I understand that any identifiable information in regard to my name and/or company name
will be removed from any material that is made available to those not directly involved in
this study.
Signature Printed Name
124
Appendix C: Interview Protocol

The purpose of this interview protocol is to ensure that all interviews transpire in the same
manner.
Introduction:
Introduce myself.
The protocol is intended for the following interviewees:
Explain and ask for signature of consent form. Give the interviewee a copy.
Operational Managers: Director of Operations, Senior Spa Director, and Spa Manager.
Ask if interviewee would like to remain anonymous.
Focus Groups: Japanese Focus Group, Korean Focus Group, and Chinese Focus
Explain the purpose of the interview.
Group.
Date:
Ask for permission to record the interview and to take interviewees photo.
Interviewer:
Interviewer:
Ensure that I record the interview.
Location:
Take observational notes.
Language:
Take a photo (if allowed).
Translator (if needed):

Interviewee:
Wrap up:
Summarize my understandings from the interview.
Name:
Thank the interviewee for their time.
Contact Information:
125
Appendix C: Expert Interview

DIRECTOR OF OPERATIONS (SHENZHEN):
14. Does Four Seasons advertise for Il Colpo? Do you promote their spa?
1. What are your expectations for the development of your spa?
15. Does Four Seasons train the Il Colpo staff? What type of training do you offer?
2. Do you have any immediate development plans?
16. What would you like to achieve by redoing the spa?
3. Why did you decide to outsource the spa?
17. How much notice do you have to give Il Colpo to end a contract with them?
4. What are your question marks for the spa at the moment?
18. For my work, can you suggest any limitations or philosophies I should be aware of?
5. Do you have a specific spa development budget?
19. Do you have a good relationship with the owners and could you get their support to
6. Do your clients understand that the Spa is not run by Four Seasons?
7. But isnt that a dangerous tactic in a sense that, if a problem arises, the guest is not
going to be thinking oh, yeah. its not a four seasons spa? How do you handle that?
8. If you decide to open as a Four Seasons spa, what would be your staffing
requirements?
9. What type of treatments do you envisage?
10. Who runs the hair salon?
11. Would you keep it that way? Or would you integrate it into Four Seasons as well?
12. Are you open to specialty therapies such as reflexology (which is widely respected in
China), body exfoliation, manicure, pedicure If so, what kind?
13. But in the hair salon, I would imagine the stylists are allowed to give perms and dye
hair? There must be some form of fume extraction?
126
create a bespoke, Four Seasons Spa?

20. Do the owners use the spa?
Appendix C: Expert Interview

technically make a lot more money off of a 10 minute botox treatment, followed by
several days worth of specifically designed, bespoke spa treatments?
1. Tell me about your position as Senior Spa Director?

2. Who is your biggest competitor?
3. Any big projects in the making?
4. What does this membership entail?
5. How much are the packages worth?
6. And how is this money allocated? Does it go directly to your bottom line?
7. Are most of your guests hotel guests or outside guests?
8. You have an extensive collection of spa retail items. Is it easy to sell to your guests?
15. Ah, good point. Arent you at least tempted to jump on the medi-spa train as a
complement to your industry? Look at whats happening in South Korea with the
beauty enhancement treatments and medical tourism.
16. It does seems that way. That more and more people seek to enhance parts of
themselves. I would imagine that spas are going to have to incorporate these
treatments at one point or another.
17. How does your treatment offering respond to the anti-aging trend?
18. Do you find that your guests have a hard time talking about the medical enhancement
treatments they have had?
9. But you also sell jewelry, clothing, and accessories, not just facial creams?
19. So theyre willing to share their beauty secrets!
10. So is this the way you sell treatments as well?
20. How would you describe the Asian quest for beauty?
11. Do you know if your guests use non-invasive or minimally invasive medical spa
21. You say your spa is positioned as a health spa, a haven of sorts to be pampered? What
treatments (botox, fillers, lasers, etc.)?
does this do for your clients?
12. What types of treatments have they had?

13. Have you ever considered implementing these types of treatments in Four Seasons
Spas?
14. Thats a really interesting perspective. But what about profitability? Wouldnt you
127
Appendix C: Email Follow-Up

1.
Would you consider your Spa to be profitable? Explain.
2. What are your bestselling treatments?

3.
Describe your clients (age, gender).

7. What would you change about Four Seasons Hotels and Resorts Spas?
8. Compared to your competitors, what do you feel you do well? What needs to be
improved?
9. Do you have any active development plans for your Spas over the next 2-5 years?
128
Appendix C: Email Questionnaire

SPA MANAGER, GUANGZHOU, GUANGDONG, CHINA
1. Describe your Spa. What types of treatments do you offer?
3. What are the bestselling treatments?
4. How often do you implement new treatments?
5. Do your regular guests usually have a favorite treatment or are they willing to try new
treatments? Do your therapists advise the treatment?
9. Do you offer Spa incentives?

12. Are you familiar with the concept of Medical Spa?
14. Do you ever have requests for non-invasive treatments such as Botox and fillers,
microdermabrasion, or lasers?
6. Describe your clients (age, gender). Do you have regular guests?

129
Appendix C: Focus Group

JAPANESE FOCUS GROUP:
17. So, you sometimes take coupons and go have treatments with your friends?
1. What is it that motivates you to use spas?
18. In japan, do you use hotel spas or day spas?
19. Do you pay attention to price when you want to book a spa treatment?
20. Are you loyal to just one spa? Or do you like to try different spas?

7. What is your daily beauty regimen?
9. Do you find that, more and more, Japanese women strive to look good?
12. How does laser hair removal work?
13. Explain to me what it means to have your colon cleaned?
14. Explain to me what a chiropractor therapist is?
16. Are coupons common in day spas in china & japan?
130

KOREAN FOCUS GROUP:
1. What is it that motivates you to use spas?
9. Do you find that, more and more, Korean women strive to look good?
12. You say that celebrity culture influences Korean women, tell me about this.
13. What do you look for in a spa?
14. How does the notion of face contribute to decisions you make about your appearance?
131

CHINESE FOCUS GROUP:
1. Would you call yourselves spa users?
3. What are your expectations for each treatment?
5. What types of cosmetic products do you like to use?
6. How do you feel about minimally invasive treatments? Have you ever used them?
9. Do you find that, more and more, Chinese women strive to look good? Explain.
132
Appendix C: Fly on the Wall Observation

FLY ON THE WALL OBSERVATION
Observer:
Event:
Date:
Time:
Notes:
Comments:
What do I hear?
What do I see?
What do I smell?
How do I feel?
133
Appendix C: Survey Monkey Survey

1. What is your gender?
Laser Hair Removal
Female
Microdermabrasion
Male
Thermage
Mesotherapy
Vampire Therapy
2. What is your age?
18 to 24
25 to 34
35 to 44
5. If you answered no to question 3, would you be willing to try one of the therapies
45 to 54
mentioned in question 4?
55 to 64
yes
65 to 74
no
75 or older
3. Have you ever used non-invasive aesthetic treatments (lasers, injections and / or
fillers)?
yes
no
maybe
6. How often do you use aesthetic treatments?

Once per week
Once per month
Once every 6 months
Once per year
From time to time
4. If you answered yes to question 3, what type(s) of treatment(s) did you use?
Not very often
Botox for Wrinkles
Never
Dermal Fillers (i.e. Restylane / Juvederm)
134
Stem Cell Injections
7. On average, how much do you spend on a single aesthetic treatment?
Laser Facial
$0 - $100
Appendix C: Survey Monkey Survey

$100 - $500
$500 - $1000
+$1000
8. How comfortable do you feel using aesthetic treatments?

Very. I would be happy to discuss treatments with anyone interested in trying.
Sort of. I am happy with my treatments, but I dont really want other people to know.
Not very. I will deny I use anti-aging treatments.
9. What most motivates you to use aesthetic treatments? (open-ended question)

10. Describe the experience surrounding your aesthetic treatments? (open-ended
question)
135
Figures D1-3. Transcript of interview with Francois Simon. Authors images.
Figures D8-11. Response of email questionnaire with Sophia Patel. Authors images.
136
Figures D4-7. Transcript of interview with Shoshana Weinberg. Authors images.
Figures D12-15. Transcript of interview with Japanese focus group. Authors images.
Figures D16-18. Transcript of interview with Korean focus group. Authors images.
Figures D22-25. Handwritten notes of fly on the wall observation. Authors images.
Figures D19-21. Transcript of interview with Chinese focus group. Authors images.
Figures D26-27. Email questionnaire responses of Shoshana Weinberg. Authors images.
137
Appendix E
Figure E1. IDEA Method playbook. Authors image.
138
Appendix E
139
Appendix E
140
Appendix E
141
Appendix E
142
Appendix E
143
Appendix E
144
Appendix E
145
Appendix E
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Appendix E
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Appendix E
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Appendix E
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Appendix E
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Appendix E
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Appendix E
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Appendix E
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Appendix F
SWOT Analyses for the Business Model Canvas
Building Block 1: (CS) Customer Segments

Customer segments remain
constant
Fosters loyalty and future development
STRENGTHS
OPPORTUNITIES
Four Seasons Shenzhen has the
opportunity to collaborate with
other FS hotels.
IDEA Method: could eventually
be adapted to other sectors of
the hotel industry
166
Figures F1-F2. SWOT Analysis of Business Model Canvas.

Authors image.
Building Block 2: (VP) Value Proposition
Not alot of room for developing

new customer segments
Niche market focus which naturally excludes a large portion of
the spa user market
WEAKNESSES
THREATS
Other luxury hotels could adopt
the same Beauty Center model
as FS Shenzhen thus aligning
themselves as direct competitors
IDEA Method: could be used
once and not re-used (as intended) for other problems
Four Seasons Hotel Shenzhen

Beauty Center is unique in the
market
No other luxury hotel spa offers
aesthetic enhancement treatments
Appeals to an international clientele
IDEA Method: first visual problem
solving method used by Four
Seasons
STRENGTHS
OPPORTUNITIES
Four Seasons Shenzhen Beauty
Center model could be applied to
other Four Seasons Hotels
IDEA Method: can evolve into
types of problem solving methods
Only appeals to customers with

very specific needs
Customers must have high purchase power
IDEA Method: only targets luxury
hotels
WEAKNESSES
THREATS
Cheaper day spas
Cheaper (albeit uncertified) aesthetic enhancement clinics
IDEA Method: Quicker methods
of solving problems that fit into
hotel schedules
Appendix F
Building Block 3: (CH) Channels

Four Seasons Shenzhen Beauty
Center is reliant on Four Seasons
Corporate website
Exposure to high-end spa magazines which naturally position the
spa as a leader in the market
IDEA Method: once endorsed by
Four Seasons, has potential to
STRENGTHS
OPPORTUNITIES
Has the opportunity to appeal
to a number of expatriates living
and working in Shenzhen
IDEA Method: once endorsed by
Four Seasons, has potential to
develop relationships with other
luxury hotel brands
IDEA Method is not limited to
website advertising
Figures F3-F4. SWOT analyses of business model canvas. Authors

image.
Building Block 4: (CR) Customer Relationships

Channels are limited to internet
and word of mouth
Only those searching the Four
Seasons website or those with
access to high end spa magazines will discover the Beauty
Center
WEAKNESSES
THREATS
Spas that advertise more widely
Cheaper spas and clinics
IDEA Method: traditional methods
used by luxury hotels
Four Seasons client database

Four Seasons marketing to push
sales in Beauty Center
Spa packages sold along with
rooms
IDEA Method: clientele developed through successful relationships with individual hotels
STRENGTHS
OPPORTUNITIES
Opportunity to find new ways of
communicating with potential
guests
IDEA Method: opportunity to
develop partnerships for wider
visibility
Knowledge of Beauty Center is

limited to Four Seasons guests
Only those with direct contact
with Four Seasons Shenzhen will
learn about Beauty Center
IDEA Method: risk of not being
used because the concept is not
well known
WEAKNESSES
THREATS
Inability to reach large sectors of
spa users
IDEA Method: risk of becoming
diluted if the concept reaches
beyond luxury hotels
167
Appendix F
Building Block 5: (RS) Revenue Streams

Beauty center has a wide variety
of revenue streams
Revenue streams can continually
evolve
IDEA Method: straightforward
business model with limited overhead (cost)
STRENGTHS
OPPORTUNITIES
Opportunity to develop new
treatments, explore new lines of
retail
Opportunity to develop a food &
beverage outlet
develop new ways of reaching
hoteliers and developing additional revenue streams
168
Figures F5-F6. SWOT analyses of business model canvas.

Authors image.
Building Block 6: (KR) Key Resources
Limited number of customers

who have access to Beauty Center treatments and retail lines
Must frequent hotel in some
capacity to have knowledge of
Beauty Center offerings
IDEA Method: limited number of
revenue streams
WEAKNESSES
THREATS
Cost of treatments and retail
products will be too high for average user
IDEA Method: cost of a two day
problem solving method in addition to the cost of taking staff out
of operations for two days will
deter luxury hotels from embarking on the journey
Unique experience for Shenzhen

market
Appeals to luxury health and
beauty seekers
Appeals to an international clientele with emphasis on traditional
Asian techniques
IDEA Method: unlike other training and problem solving methods
traditionally used by hotels
STRENGTHS
OPPORTUNITIES
Expand business model and develop new treatements
IDEA Method: develop off shoot
methods that appeal to other
sorts of problems in the luxury
hotel industry
Limited clientele
IDEA Method: limited clientele
WEAKNESSES
THREATS
Less costly spas
IDEA Method: less costly and
time consuming methods
Appendix F
Building Block 7: (KA) Key Activities

High end experiences that
cannot be found in other spas in
Shenzhen
IDEA Method: bespoke method
adapted to the needs of the hotel
in question
STRENGTHS
OPPORTUNITIES
Develop a relationship with
Aesthetic enhancement centers
in Shenzhen to send their clients
to Four Seasons Shenzhen for
recovery
customize the method to suit the
specific needs and constraints of
each hotel
Figures F7-F8. SWOT analyses of business model canvas.

Authors image.
Building Block 8: (KP) Key Partnerships
Mass market users (vast majority

of spa users in Shenzhen) will
not be interested in the Beauty
Center experience
IDEA Method: hotels with low
staffing and high occupancy (high
REV PAR) will not be interested
in a high cost, time consuming
method of solving problems
WEAKNESSES
THREATS
Mass market day spas
Low cost options
Convenient options
IDEA Method: hotels decide to
continue to solve their own
problems in ways that have
worked before
Access to all departments in the

hotel to help promote the Beauty
Center
IDEA Method: if successful with
one Four Seasons Hotel, will be
viewed as potentially successful
with other hotels
STRENGTHS
OPPORTUNITIES
Develop relationships with legal
and certified aesthetic enhancement clinics in Shenzhen (to be
defined)
Become known as the choice
hotel for Chinese medical tourists who would normally travel to
Seoul, South Korea
IDEA Method: Develop relationships with other luxury hotel
chains
Dependent on other departments

for promotion and advertising
IDEA Method: what works for one
hotel might not work for another
hotel
WEAKNESSES
THREATS
Sale of spa packages and treatments is not a priority for other
departments in the hotel
Other hotels that imitate the
Beauty Center concept
IDEA Method: other methods that
claim to do the same thing in less
time for less money
169
Appendix F
Building Block 9: (CS) Cost Structure

High cost to ensure luxury experience
IDEA Method: low overhead
IDEA Method: cost is primarily
intellectual rather than tangible
IDEA Method: contracted staff
only needs to be paid when sessions are booked
STRENGTHS
OPPORTUNITIES
Potential to negotiate rates based
on volume of sales
Potential to partner with brands
for retail merchandise on a consignment basis
Branding opportunities for Four
Seasons to develop a line of retail
IDEA Method: costs are easily
controllable
170
Figure F9. SWOT analysis of business model canvas.

Authors image.
High costs need to be covered

by high price of treatments
IDEA Method: facilitator fees
need to be ensured by the consistent booking of sessions
IDEA Method: website and advertising costs are fixed costs whether or not sessions are booked.
WEAKNESSES
THREATS
High cost whether or not treatments are booked
IDEA Method: development of
new methods incurs new costs
Appendix G: Working Wall
WEEK 2
WEEK 3
WEEK 4
WEEK 5
WEEK 6
WEEK 7
WEEK 8
WEEK 9
171

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The IDEA Method:

Developing a New Service

M.A. Design Management Final Project

DMGT 748 M.A. Final Project

The IDEA Method: The Development of a New

Management is the cultural, strategic and operational use of design

DMGT 748 M.A. Final Project

DMGT 748 M.A. Final Project

DMGT 748 M.A. Final Project

you for everything.

I was not always easy), but we did it! I ADORE you.

Design Criteria For Prototype

Prototype Development & Testing

Final Design To Market

Business Model Canvas

Conclusion & Recommendations

Research Activities & Synthesis

Annotated Bibliography 110

List of Figures 115

Appendix B: Consent Forms

Appendix C: Research Protocol

Appendix E: The IDEA Method

Data Processing & Analysis

Research Findings At A Glance

Opportunities For Design Matrix

Opportunities For Design Map

Appendix A: Timeline 122

Appendix G: Working Wall

DMGT 748 M.A. Final Project

DMGT 748 M.A. Final Project

aesthetic enhancement treatments (Dermatologists and /or Plastic Surgeons); aesthetic

DMGT 748 M.A. Final Project

develop a prototype of an implementation plan that, through previously undefined creative

name a few, were tremendous.

aforementioned treatments can be performed in the context of a medical spa no surgery

new hotels as well as the renovation of existing hotels.

DMGT 748 M.A. Final Project

DMGT 748 M.A. Final Project

Spa, The Ritz-Carlton Hotel, Shenzhen

Retrived from: http://www.ritzcarlton.com/en/Properties/Shenzhen/Default.htm

Leave behind the hustle and bustle

Like most hotel spas, the treatment

Reservations can be made by phone or

They provide classic spa services (face,

Ambiance and careful interior design

DMGT 748 M.A. Final Project

Retrieved from: http://www.starwoodhotels.com/stregis/property/overview/index.html?propertyID=3651

The creation of signature spa

Refer to themselves as the Iridium

Reservations can be made by phone or They provide classic spa services

What is their networks value?

What categories do they fall into?

What is the entry point to their network?

What can they teach us for our network?

Where or how do we overlap?

DMGT 748 M.A. Final Project

Retrived from: http://shenzhen.grand.hyatt.com/en/hotel/home.html

Awaken to true beauty when you

They have positioned themselves as

Reservations can be made by phone or We also have a lovely outside space

Spa, Grand Hyatt Hotel

DMGT 748 M.A. Final Project

Positioning: Competitor Analysis