Getting customers interested in your store is a little like trying to coax more liveliness out of your cat — you need catnip. The herb mix’s essential oil, nepetalactone, sparks a natural, euphoric lift the moment a cat catches the scent.
That’s the same reaction every spa retailer hopes to trigger when someone steps into their showroom: an effortless sense of excitement.
Although couched in different terms, that was the major throughline from this year's retail panel at the International Pool Spa Patio Expo in Las Vegas, Nev. There was no mention of catnip, but the discussion was all about triggering a mild, natural high when customers walk through the door. And while retailers are looking for a light, playful vibe in their stores, achieving it takes some serious work.
As Mario Maichel, senior manager at Watkins Wellness, puts it, “Every building, either helps you or hurts you, and you have to be that brutal about it.” From how you lay out your showroom floor to how you handle price shoppers, train your staff, adopt technology, and test new products, every choice either compounds value or erodes it.
What follows distills the panel’s best thinking into a practical, action-oriented guide you can apply with catlike quickness.
1 | SHOWROOM STRATEGY — MANAGE ATTENTION, NOT JUST SPACE
Store design was an early focus, with Maichel stressing that showroom layout is a living experiment, not a one-time setup. “There isn’t one answer,” he says. “You lay the store out one way for a month, track your door counts, conversion rates, and ASPs — then try something else. The answer is what works for your team.”
He explains that dealers tend to default to static layouts that prioritize convenience rather than engagement. “Hot tubs in rows become very commoditized. They all look similar, the sea of acrylic, and it becomes hard for someone to make a decision.”
Instead, Maichel recommends grouping products into pods, which naturally create mini environments that feel intentional and encourage side- by-side comparison. “Pods work really well,” he says. “They let you manage how customers move through the space and what they focus on.”
And perhaps most importantly, he says, retailers must manage attention. “Don’t put your expensive stuff where customers can see the parking lot or the highway behind it. Put easy-to-sell, lean-margin items there. Save the premium products for no-distraction zones — think Vegas: no windows, no lights, no distractions.”
By engineering what customers see and experience, Maichel says, retailers can guide the buying journey. Every fixture, view, and sightline either amplifies or detracts from value perception. And in retail, perception drives purchase.
PRACTICAL MOVES:
- Test a pods layout vs. rows for 30 days each; track conversion and ASP.
- Create a high-end no-distraction zone (no windows, controlled lighting, clean sightlines).
- Position entry-level items near windows or visually busy areas.
2 | SELLING BEYOND THE PRICE TAG
When it comes to price-sensitive customers, the key is understanding intent — knowing which customers are worth engaging, and how deep to go.
Maichel urges dealers to start with purpose. “We have to pick our battles,” he says. “Sometimes it’s okay to release a customer. But for the ones worth keeping, dig deeper. Why do they want this product in their life? What problem are they trying to solve?” He adds that even simple transactions reveal something bigger if you listen closely. “A filter is about cleaning water, but why do they want clean water? So they can hot tub, swim more, spend more time with their kids.”
Ronak Shah, CEO at Galaxy Home Recreation, takes a similar approach. “We always turn it back to the customer,” he explains. “‘Are you just looking to get by, or are you looking for a long-term solution so you can actually enjoy your experience?’ And those people who are just looking to get by... we release them.”
For Linde Barfuss, sales representative at BioGuard, the decision comes down to partnership. “Some customers are long-term partners,” she says. “Others will always be tire-kickers. We’re here to add value and expertise. If someone is only chasing price, they’re probably not your customer.”
Together, they agree: Not every lead deserves pursuit, but every interaction deserves intention. The key is to qualify the “why,” then decide whether to go consultative — or, as Maichel puts it, to “bless and release.”
3 | WHEN THEY WALK THROUGH THE DOOR
Once a shopper steps inside, the work shifts from attraction to connection. Maichel reminds dealers to recognize what that moment means. “If they’re in your building,” he says, “they’ve already decided something’s worth showing up for. They could’ve bought it on their phone in the parking lot, but they didn’t. Don’t devalue that — lean into what you’re great at.”
Barfuss adds the first impression often starts long before they step through the door. “It’s cringey, but listen to your recorded calls,” she advises. “Someone might call asking for a specific algaecide, and the employee just says, ‘Nope, we don’t have it.’ Instead, train them to say, ‘Bring in a water sample, and we’ll test it to find what works best.’ That’s how you convert a call into a relationship.”
PRACTICAL MOVES:
- Review sample recorded calls monthly with staff.
- Replace yes/no answers with invitations (“Bring a sample ...”).
- Teach staff to bridge from the item to the experience the customer wants.
4 | CONSULTATIVE SELLING — ONE QUESTION THAT OPENS THE CONVERSATION
Shah explains how one small script change transformed his team’s interactions. “We had to find a question that opened people up,” he says. “Now we ask, ‘Are you happy with your water?’ It’s simple, but it sparks conversation. ‘Is your water clean?’ only gives you a yes or no.”
That shift turns transactions into dialogue. “Once they answer, you can ask, ‘What does happy look like for you — appearance, feel, less time?’ Then, you can tie your recommendations to ownership outcomes, not just ingredients.”
RETAIL SCRIPTS THAT SERVE:
- Start with “Are you happy with your water?”
- Follow with “What does ‘happy’ look like for you?”
- Connect solutions to experience and enjoyment, not chemistry.
5 | PEOPLE, TRAINING, CULTURE AND INCENTIVES
For Shah, the biggest lesson of his career is that people outweigh products. “Earlier on, I focused on product, pricing, and marketing,” he says. “What I should’ve focused on more was people. We interview every single day, even if we’re fully staffed. One person alone in a store doesn’t work. There’s no energy, no competition.”
Barfuss took that further. “If your associates aren’t trained, they’re embarrassing to be around,” she says. “Work with your reps, set language, practice scripts, track numbers, and celebrate wins. You sold a pallet of algaecide? Reward it.”
Maichel adds a reminder: “Tell your reps what you want from them. If you’re expecting them to magically know what you need, good luck.”
PRACTICAL MOVES:
- Always be interviewing; avoid one-person shifts.
- Add clear spiffs and team incentives; celebrate wins weekly.
- Create a 12-month training plan with reps; rehearse sales language and review metrics.
6 | THE 30-DAY LIFT — WHAT TO DO WHEN YOU NEED
When sales need a short-term bump, Maichel advises starting with the obvious. “Mine your base. Go back through the last 36 months for any leads you haven’t closed. Set goals — how many calls, texts, or visits per day. You’ve already paid for those leads.”
He also encourages firsthand experience. “In the next three days, everybody needs to hot tub, sauna, cold plunge, or swim. If you can’t tell someone how it feels, this job is just painful.”
Shah suggests tightening measurable levers. “Look at closing ratios and average selling price, then add-ons. Those are the most immediate wins.”
His team’s best example came during a slow January. “We ran a Friends and Family Sale with no ad spend. Everyone called their leads from the past year. We tracked every call and text, only made calls after 5 p.m., and focused on setting appointments. That accountability made it our most effective event.”
Barfuss adds that while you can’t stage a full warehouse sale in 30 days, planning one pays off. “It takes four to six months, but the dealers bringing those events back are killing it. Get your reps involved, secure co-op funds, even a third-party marketer if you need to.”
Maichel gives a practical caution. “If something is having a birthday in your store, you have a problem. Don’t keep paying rent on dead inventory — have a yard sale, warehouse sale, whatever it takes. Turn it into cash.”
7 | TECH THAT ACTUALLY MOVES THE NEEDLE
Maichel is blunt: “A piece of technology you don’t use is just a liability you’re paying for.” Start with behavior, then layer on tools. His must-haves: a CRM, SMS capability, and some way to track leads and sales, even if it’s Excel.
Shah cautions against feature fatigue. “Most people use 20% of what they pay for. A CRM’s job is simple — collect customer info, schedule follow-ups, remarket.”
True adoption, Maichel adds, depends on change management. He recommends the ADKAR model: Awareness, Desire, Knowledge, Ability, Reinforcement. “If you can’t get each step to an eight out of 10, you’ll fail. Most leaders decide in the back room, announce it, and walk away. That’s not change.”
Barfuss urges retailers to start with the data they already possess. “If you test water and use a POS, you have two amazing databases. Use them for marketing and coaching and, one day, for selling the business itself.”
PRACTICAL MOVES:
- Pick the simplest CRM you’ll actually use; add SMS.
- Train to ADKAR; reinforce usage weekly.
- Activate water test and POS databases for segmented remarketing.
8 | TESTING NEW TRENDS WITHOUT OVERSTOCKING
Shah describes how his team now introduces new categories. “We built
a checklist — marketing and website, warehouse handling, service parts, training, signage. Everyone signs off before we buy.”
Barfuss agrees that small-batch testing protects profit. “Don’t bring in a pallet of something new. Start with 10 cases, give them to your best service customers, follow up, train your staff, track results. If it works, scale it.”
Maichel’s take is to experience it yourself. “Get it on your hot tub, play with it, try to break it. Don’t decide for the customer. Do you want to go to a restaurant where the waiter only lets you order half the menu because they assume what you’d like?”
PRACTICAL MOVES:
- Run every new SKU through a checklist covering marketing, ops, and training.
- Pilot small with loyal customers; measure results before scaling.
- Require employee experience with new products; document talking points.
9 | USING YOUR DATA TO COACH AND IMPROVE PERFORMANCE
Barfuss shares a deceptively simple habit that drives accountability. “Make every associate select their name when they do the water analysis. If someone’s doing 30% selling 30% more, what’s happening? Re-train.”
She suggests looping in reps to analyze trends and strategize next steps. “It won’t happen overnight, but within a year, you’ll see major improvement.”
PRACTICAL MOVES:
- Attribute water tests and tickets to each associate.
- Review weekly: tests-to-treatment conversions, add-on rates, average ticket.
- Coach with specifics and reward visible progress.
10 | THE “STOP DOING” LIST
Barfuss doesn’t hesitate. “Stop deciding what customers can afford. My biggest pet peeve is when someone says, ‘We don’t sell borates because customers can’t afford it.’ You’re making that decision for them. Offer a $5 bonus per bucket — you’ll sell piles of it.”
Maichel’s addition: “Stop accepting average. Good enough is not good enough. Customers judge every detail — signage, uniforms, lighting. The less they know about the product, the more they judge it by the space it’s sold in. You want to sell more? Have a sexier story. Look at Apple, clean, consistent, beautiful.”
Shah rounds it out. “Stop pitching. People don’t buy like that. Teach your salespeople to have real conversations. Play music. Offer something to drink. Create an environment where people feel good.”
11 | COMPETITIVE AWARENESS AND STORE PRIDE
Barfuss encourages dealers to look outward and inward at once. “Know your competition,” she says. “Where do you like to shop, and why? Apply that to your store. A little paint won’t hurt you. You’re a high-end retailer — stand tall and make your showroom reflect that.”
She also suggests having friends or family mystery-shop the store. “What does it smell like? What’s their first impression? Let them be brutally honest.”
Maichel adds a thought exercise. “Pretend everyone in town sells the exact same thing. How do you win if you can’t lean on the product? Start with who you are and why people should buy from you — then layer in your unique advantages.”
THE LAST MEOW
To summarize the panel’s message in terms a cat would understand, you need metaphorical catnip to catalyze your customers’ innate desires for play — in order to get them to pounce. Small retail changes can trigger big jumps in sales.
It may be just a matter of refining what you’re already doing. Success in retail isn’t born from one big idea, but from hundreds of small, disciplined choices made every day. Make each of these choices with finicky feline appraisal, and you’ll soon find yourself sitting in the catbird seat.
This article first appeared in the January 2026 issue of AQUA Magazine — the top resource for retailers, builders and service pros in the pool and spa industry. Subscriptions to the print magazine are free to all industry professionals. Click here to subscribe.
