**5. Discussion**

Activities in the conducted research related to the process of creating a business model dedicated to spa enterprises involved the analysis of business models, both in terms of reviewing definitions and typology, as well as the concept of creating and transforming business models. The structures of business models proposed in literature and their implementation in descriptive and analytical dimensions were also examined. Empirical research consisted of conducting in-depth interviews among managers of the largest spa enterprises in Poland. The actual knowledge of business models among managers of the studied companies is negligible and fragmentary, as it usually refers to their abstract understanding, but without text or graphic representation of the related architecture structures of the model or the proposed services. Only 5 managers among 17 surveyed spa establishments declared knowledge and use of the business model in running a spa activity. The spa enterprises in Poland use the business model very rarely and only to the extent limited to certain elements of their activity, and not always with the awareness of the wide range of possibilities of its application.

In the case of one of the elements in the business model—the proposal of value for the customer—it was necessary to perform additional research of a quantitative nature. Their aim was to learn about the expectations of spa patients and potential patients and to create a value proposition that would be attractive to customers and enable the identification of additional customer segments.

Quantitative research conducted on a representative sample of the respondents also revealed the needs of spa patients and potential patients towards the spa facilities. It is worth mentioning that the key values for the customer of a spa enterprise are the provided healing, leisure and recreational services. In this respect, health services, which are at the same time consistent with the objectives of the majority of spa stays undertaken by the patients, are the leading ones. Moreover, based on the quantitative data gained, one can assume that there is a gap in expectations of current spa visitors and potential clients. In order to attract them, newly proposed values in a spa business model could address those needs, offering not only health improvements, but entertainment and activities that can be enjoyed by age group. This, however, does not come without risks. Those highly expected by potential clients values diverge from the needs of current customers, and when implemented, could discourage them from further use. The only common thread for both groups was the core of spa stays, that is, using natural resources (raw materials and climate) to improve health conditions.

In the course of literature and empirical research, revealing significant differences between managers in the approach to the objectives of conducting spa business, as well as the way of formulating the health resort offer and strategy of conducting business in the financial sphere, it was noted that an individual approach to business modeling in health resort enterprises is necessary. Therefore, the presented initial model, concerning the presentation of the spa enterprise in its generalized form, requires additional presentation in the form of several key variants (Figure 2).

In the case of modern health resort activities, it seems justified to use two main criteria of division of the business strategy and business model, and thus two perspectives of conducting activities, i.e.,:

	- insurers (financing the stay of spa patients from insurance funds),
	- individual and business recipients (self-financing the stay).
	- traditional form of a spa product (spa treatment),
	- a modern form of a spa product (mixed).

The dichotomous division of directions of activities in each of the criteria mentioned above indicates the dual nature of the business model. From the first perspective, the dual model assumes the adoption of a different cost structure in relation to the presented key customer groups.

In the case of contracts with insurers, it is assumed that costs will be minimized; the value will be built for the customer with low prices and mass availability of offered products and services (cost-driven). Whereas for other customers (individual and business), it suggests using a highly personalized offer of the spa, at the same time deriving from it a high income (value-driven).

From the second perspective, business models should clearly define a proposal of value for the customer, depending on whether they want to implement a traditional healing offer or a spa product is to be a mixed product, covering both traditional natural healing services and non-healing services (relaxation, recreation, cosmetic, sports).

However, it should be noted that the presented structure of the division of options for the necessary scenarios is still incomplete, as it lacks the purpose of tourist and healing activities. Health resorts, although they generally pursue both economic and social objectives, differ from one another in terms of the predominant objective of their business activity. Some focus their activities almost exclusively on achieving profit or acquiring new customers, while others try to achieve mainly social objectives, being satisfied with the income from the execution of contracts with the insurers. Therefore, it is proposed to modify the approach based on two criteria of division, introducing a third dimension of spa activities involving the domination of a specific objective.

Perspective III is therefore aimed at creating value for society, which uses the criterion of model division based on the dominant purpose of tourist and healing activity in the health resort, which may be first of all:


Perspective III is not exclusive, as is the case for perspectives I and II, as it can be applied simultaneously with the other two. Therefore, it is possible to integrate two perspectives at the same time (III and I and III and II). The existence of perspective III introduces changes in business models of the two previously discussed perspectives, because in some cases, e.g., domination of social objectives will require finding additional revenue streams, especially when the activity will be directed to the mixed form of a health resort product.

In the context of these three perspectives, the characteristics of the eight business model options have been summarized, depending on the used combination of perspectives and their variants. Their general perception is facilitated by the three-dimensional perspective of business models dedicated to health resort enterprises (Figure 3).

**Figure 3.** Three-dimensional scheme of a dual business model dedicated to health resort enterprises. Source: Own study.

#### **6. Conclusion**

In the summary of variants of the model dedicated to health resort enterprises presented in the paper, the possibility of using not only one variant at the same time, but at least two variants, was noticed. The criteria for their selection have also been defined. The observation of the studied spa facilities indicates that in general it will be determined by the desire to serve both extreme market segments or to achieve both objectives of tourist and healing activities. An important premise may also be a specific feature of a particular establishment, emphasizing its uniqueness, e.g., in terms of the uniqueness of the presence of raw materials at the disposal of the establishment (underground salt pits, thermal springs).

It should be noted that there are two limitations to the research. The first concerns the fact that research concerns the area of Polish health resorts and may not be representative of all health resorts in the world. It is therefore worth comparing research in other countries. The second limitation is the method of reaching respondents (spa tourists). It was assumed that in this group there is access to Internet communication, but not every spa tourist uses the Internet.

In the face of the phenomenon of overtourism, it is particularly important to choose the form of a model aimed at achieving both financial and social goals. Implementation of financial goals can only lead to a spa for excessive exploitation [11,54]. However, focusing solely on the implementation of social objectives is burdened with the risk of excessive tourist traffic. The business model of a spa company should take into account the sustainable development of business in the field of choosing the objectives of a spa activity. In the conducted research, the need to include in business models activities that protect spa areas against excessive pressure on tourism and the exploitation of natural resources was noticed. Unfortunately, it is currently only a voluntary gesture of only those managers who understand that excessive tourist load may cause a decline in the spa function.

Because this was the first attempt to specify business models and value proposals in spa tours, further research is needed and it could build upon findings from this paper. The presented case of Polish spas could be compared to business models used in other European countries or even on the global scale, on one hand in order to pick out the differences, but on the other hand to attempt modeling a generic business model of spa enterprises. It might also be beneficial to classify values proposed by other spas. Future studies could also be helpful to determine if introducing features that

are perceived as expected value by potential customers are also welcome, neutral or unacceptable for current spa patients. Furthermore, the developed methodology and tools used during research can be used to study business models in other kinds of touristic activities, such as heritage tourism, hospitality industry, or even partially in other businesses basd on supplying services.

**Author Contributions:** A.R.S. developed the whole paper—the methodology, introduction and conclusions, research, as well prepared the final contents of the article and proofread and revised it. M.N. supplemented the article with additional methodological explanations and a review of the literature.

**Funding:** This research received funding by the National Science Center in Poland.

**Acknowledgments:** This paper was published as part of the research project 'A business model for health resort enterprises' No. 2017/25/B/HS4/00301, supervised and financed by the National Science Center in Poland and as part of statutory research ROZ 1: BK-231/ROZ1/2018 (13/010/BK\_18/0029) at the Silesian University of Technology, Faculty of Organization and Management.

**Conflicts of Interest:** The authors declare no conflict of interest. The funders had no role in the design of the study; in the collection, analyses, or interpretation of data; in the writing of the manuscript, or in the decision to publish the results.
