Massage Envy Spa Turns Data into a Competitive Advantage

The national franchisor uses customer data to maintain a consistent brand experience across more than 1,000 locations.
Customer Experience

In today's hyper-connected-always-on world, there's a growing demand for massage services. The employment of massage therapists is expected to increase 23 percent between 2012 and 2022, according to the U.S. Department of Labor (the average occupation growth rate is 11 percent). As customer demand rises, companies like Massage Envy Spa are focusing on the customer experience to stay ahead of the competition.

Headquartered in Scottsdale, Ariz., Massage Envy Spa operates more than 1,000 franchises in 49 states with about 1.5 million members. 1to1 Media spoke with Aaron Meyers, vice president of operations, about how the company user customer feedback to help its franchises maintain a consistent brand and customer experience.

1to1 Media:What's your customer experience philosophy?

Aaron Meyers:
We're in the business of touch and wellness. We want to provide our members with experiences that make their lives better and so we're always listening to their feedback. We already had a customer service solution but we switched because we wanted a more flexible solution and InMoment's cloud-based platform provides features that we didn't have like text analytics and recommendation settings for social media. What its tool does is enable us to stay in touch with our customers and respond as an organization.

How do you collect customer feedback?

AM:We email our customers. It's the only method that we utilize because our returns are high enough that we haven't had to use other methods. We email our customers after the service and we keep the questionnaire less than two minutes. We've actually removed questions to focus on the core issues of our business. We also try to only send one email per month. Additionally, the fact that the survey is optimized for mobile is powerful. Our customers want to give us feedback, but in a way that's convenient to them. And our efforts have paid off; we've seen a 20 percent increase in response rates since we implemented these changes [such as removing extraneous questions] last year.

What types of insights are you looking for?

AM:We want to know things like which services do our members like best/least and what else would they like us to offer? Also, what helps them decide to become a member and what would discourage them from continuing their membership? From the time they park their cars in our lot to walking out of our centers, we want to know at each touch point what drives them to be members.

What KPIs do you use to measure customer satisfaction?

AM:The main metric that we focus on is the Net Promoter Score. We also monitor what people are saying about us on social media, of course, and we encourage our members to share their great experiences online [such as by including social sharing buttons for Facebook, Twitter and Google+ on each franchise's website].

How do you leverage your customers' feedback? Do you have a process in place for sharing the feedback with different departments?

AM:The customer feedback we receive drives much of the decisions we make in our organization. Every quarter we review the data with all the departments including franchise and real estate development. The way a center is designed, for example, could be impacted by what customers are saying.

We also review these metrics with every franchisee as part of the onboarding process and on a regular basis. In April, we'll be holding our annual franchise conference and all 2,500 attendees will have to attend a course about our brand experience where we'll be discussing more customer data. It's important that every franchise understands that we're a company that listens and responds to its customers.