Hotel Business Review: Week of Jul 07, 2014

Janet  Gerhard
  • Guest Service / Customer Experience Mgmt
  • Branding Guest Recovery Efforts
  • As Peter Drucker once said, "Marketing … is the whole business seen from the point of view of its final result, that is, from the customer's point of view. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise." While viewed most often as a necessary evil, guest recovery, when done correctly, is an additional opportunity to build loyalty. True service recovery is defined as "... a situation in which a consumer has experienced a problem which has been satisfactory resolved, and where the consumer subsequently rates their satisfaction to be equal to or greater than that in which no problem had occurred." In today’s highly competitive marketplace, having an authentic recovery interaction is paramount as guests’ expectations continue to evolve. Read on...

Ken Hutcheson
  • Maintenance
  • Mini Gardens and Specialized Landscaping
  • In the ever growing hospitality industry, first impressions are critical for establishing and maintaining a competitive edge. Each property has its own unique twists and turns that can be used to create an appealing look and feel for the property. In the article “Mini gardens and specialized landscaping,” U.S. Lawns President Ken Hutcheson discusses how every landscape can be used to create an attractive space that transports guests to a different place, whether you want to create small, intimate spaces, highlight a particular feature, or maximize a difficult-to-tame sloping property. Read on...

Kelly McGuire, PhD
  • Revenue Management
  • Demystifying Price Optimization
  • Most revenue management experts agree that in order to continue to drive revenue and profits in a changing marketplace, the hotel revenue management discipline must evolve from revenue management to price optimization. As hotels make this important shift, it is crucial that executives understand what price optimization is, how it relates to revenue management, and what advantages will be gained from this approach. In this article, I’ll briefly describe how pricing in hospitality and travel has evolved over the past few decades, then I’ll define price optimization and describe why it is important for hotels to leverage this approach. Read on...

Jerry Schmits
  • Eco-Friendly Practices
  • Wringing Out Revenue From Retroactive Rebates
  • Hotels have it tough in the energy game. Unlike retail stores or office buildings, hotels run 24/7 in order to serve guests at all hours. Not only that, but hotels continue to add perks to sweeten the pot for prospective customers. Now hotels must not only offer comfortable rooms, but heated swimming pools, spas, top-notch health centers, 24-hour restaurants, and more. These additional features, along with the hotel industry’s doors-always-open business model, guzzle energy and leave hotel owners paying astronomical utility bills. In fact, hotels and motels spend an average of $2,196 per available room each year on energy, which equates to a total of 6 percent of all hotel operating costs. This is no small number, and for that reason, hotels should be constantly seeking ways to reduce energy consumption and regain lost revenue.The best way to achieve this goal is to improve energy efficiency from energy sucking systems. These improvements not only reduce energy consumption as a whole, but are often eligible for rebates or tax incentives. Read on...

JULY: Hotel Spa: The Expanding Wellness Movement

Trent  Munday

Today’s hotel spa can be either a great profit centre or an essential amenity that is just another cost centre. Either one is fine. The key is in understanding what role your spa plays for your hotel, then finding the right help to bring that spa to life and ensure that the finished product fits with the overall objective. Read on...

Eileen  Mockus

What makes a hotel or spa experience special? What sets a property apart, attracts guests and inspires loyalty? Increased awareness of the benefits of clean and green living means that more and more consumers are seeking the organic label –on the food they eat, on the clothing they wear and on the bedding and bath linens they choose. And these aware, informed consumers expect the same high standards (or even higher) at a hotel or spa as those they set for their own homes. Read on...

Jeremy  Gilley

Even when a property has a built-in amenity like a prolific hot springs that pumps over three million gallons of water a day, creating a successful health and wellness program doesn’t just happen. In 2008, with the opening of the Spa of the Rockies at Glenwood Hot Springs, the Colorado resort fully embraced its roots as a center for natural health and well-being. Since then, “helping our guests feel better,” is a company motto that is embraced property-wide, at the pool, spa and lodge. Two services in particular, the Zents™ Scent Journey and the new Spa of the Rockies foot ritual are prime examples of how complimentary add-ons are engaging health and wellness consumers and increasing the bottom line. Read on...

Emily  McConnell

In today’s culture it is easy to become far removed from Earth’s natural elements. With a fast-paced society and high tech gadgets, we tend to make time for everyone and everything but ourselves which causes an increased risk for illness and a more stressful lifestyle. With the expansion of the wellness movement in hotels and spas, earthing emerges as one of the new spa trends. Read on...

Coming Up In The August Online Hotel Business Review


Feature Focus
Food and Beverage: Investing to Keep Pace
After five harrowing years of recession and uncertain recovery, revenues in the hotel industry (including food and beverage) have finally surpassed the previous peak year of 2007. Profits are once again on the rise and are expected to advance for the foreseeable future. The consequence of this situation means that hotel operators now have the funds to invest in their food and beverage operations in order to keep pace with rapidly changing industry trends and the evolving tastes of their hotel guests. One of the most prominent recent trends is the “Locavore Movement” which relies heavily on local sources to supply products to the hotel restaurant. In addition to fresh produce, meats and herbs, some operators are engaging local craft breweries, distilleries, bakers, coffee roasters and more to enhance their food and beverage options, and to give their operation a local identity. This effort is designed to increasingly attract local patrons, as well as traveling hotel guests. Some hotels are also introducing menus that cater to both the calorie and the ingredient conscious. Gluten-free, low-cal and low-carb menu items prepared with fresh, seasonal ingredients are available to more fitness-minded guests. Another trend is placing greater emphasis on “comfort” and “street” foods which are being offered in more casual settings. The idea is to allow chefs to create their own versions of these classic recipes, with the understanding that the general public seems to be eschewing more formal dining options. Finally, because the hotel lobby is becoming the social epicenter of its operation – a space which both guests and locals can enjoy – more diverse and expanded food and beverage options are available there. The August issue of the Hotel Business Review will report on all the recent trends and challenges in the food and beverage sector, and document what some leading hotels are doing to augment this area of their business.