Hotel Business Review: Week of Jun 27, 2016

Christopher  Bolger
  • Insurance
  • Adopting a Risk Mindset in Hotel Management
  • A good corporate culture of safety and risk management starts at the top and spreads to all staff until it is woven into the fabric of the hotel’s daily activities. An effective safety program holds everyone from executives to housekeeping staff accountable for implementation and execution of clearly defined safety procedures. Hotel staff need to be proactively thinking and talking about safety – immediately wiping up spills, reporting pot holes in the parking lot and cutting off bar guests who’ve had one too many, among other things. By creating and implementing a top-notch safety program and holding employees accountable to it, hotels can significantly reduce their risk exposure and save millions of dollars in avoidable claims or potential reputational damage. Read on...

Scott Acton
  • Architecture & Design
  • Engaging the Millennial Consumer through a Multi-Sensory Approach
  • Millennials have become the fastest growing consumer segment in the hospitality industry. Therefore, changes in quality and experiences provided in hotels across the nation are essential in ensuring greater competitiveness and overall success. Millennials, who are heavily reliant on technology and seek non-traditional features in services provided, are looking for a different approach to hospitality; with immersive lifestyle experiences their main priority, resulting in a rising demand for special visual imagery and more comprehensive sensual engagement. Accordingly, it is necessary for the hospitality industry to adjust to this new trend in consumer preferences, demanding that hotels put substantial effort into creating a new environment, appealing to consumers’ five senses. Read on...

Ken Edwards
  • Executive Leadership
  • Lessons on Leadership and Management
  • As hospitality industry executives, being an effective leader is essential for running our companies successfully and promoting a positive work environment for higher productivity and lower attrition rates among our employees. We learn about, and encounter, effective leadership skills from a variety of avenues such as books/articles, first hand experience, education classes, peer discussions, etc. What we don’t hear as much about is how important strong management skills are to the organization. For any business to really thrive, consideration of both skill sets is necessary, especially in hospitality. Read on...

Mark  Heymann
  • Guest Service / Customer Experience Mgmt
  • Engaging Millennials with Accessibility and Consistency
  • The millennial generation is the most socially aware and feedback-driven yet. To attract and engage this cohort, hoteliers must rethink their success metrics, tying them to a higher level of social responsibility. They must be willing to share more information, more freely, with their workers than ever before. And, they must provide frequent feedback, inviting employees and guests to do the same. For managers who are accustomed to holding information close to the vest, this will require nothing less than a mindset change. Read on...

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JUNE: Sales & Marketing: The Rise of the Millennials

Laurence Bernstein

Fundamentally, the difference between a “Good Brand” and a “Great Brand” is the ability of the organization, through its products, people and communications to engage on an emotional level. “Good Brands”, and most successful brands are good brands, deliver promised services consistently and achieve high satisfaction ratings. “Great Brands” do exactly the same thing, but achieve off-the-charts satisfaction ratings because they have connected at a deeper level. On a more prosaic level, a visit to the marketing and revenue management teams “Good Brand Inc.” is an immersion into complaints about OTAs and commodity pricing pressures (discounts); a visit to the same group at “Great Brand Inc.” is an eye opening exposure to sustained margins, direct bookings, and eye-watering occupancy figures! Read on...

Kevin   Fliess

Hotels have spent the last decade trying to come to terms with a changing technology landscape that upended not only their sales and marketing strategies, but their operational processes, too. Now they face an even greater shift - one that will change their sales and marketing culture for years to come - the rise of the Millennial generation, and with that, the emergence of Millennial meeting and event planners. In parallel with a rapid increase in Millennial leisure travelers, this new generation of young adults increasingly comprises the largest age group attending meetings & events, which are very often planned by a Millennial. Read on...

Dorothy Dowling

Today’s millennial traveler is dominating the way that hospitality marketing professionals showcase their products to the consumer. Many of the changes and innovations being seen in the hospitality industry today feature a distinct focus on the millennial. And it’s no wonder – millennials comprise a vast segment of the traveling public and it’s expected that they will continue to use their discretionary income on travel experiences in the coming years. Best Western Hotels & Resorts is not unlike others in this regard, and we have implemented several strategies to ensure we are evaluating the evolving needs of millennials. Read on...

Erich Zuri

In under a decade 50% of all travelers will be between the ages of 44 and 28. Travel for meetings, conferences, and knowledge sharing will undoubtedly play a role. Millennials will also be front and center in planning and hosting business gatherings, and Gen X and Boomers will also continue to be strongly in the mix. This generational mash-up, and the intersecting meteoric rise in technology, poses new and interesting challenges and opportunities for marketing hotels globally. Hotels need to create forward looking, fresh ways to engage with planners -- especially online -- tipping tradition on its head and straddling generations more creatively. Read on...

Coming Up In The July Online Hotel Business Review


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Feature Focus
Hotel Spa: Front and Center
The Spa/Wellness movement that exploded a few years back continues to reverberate and expand. Once considered to be an "add on" (which was often relegated to an unused space in the hotel basement), spas are now front and center within the hospitality industry, and hotel management is realizing just how much a luxurious spa can contribute to the bottom line. Room rates are higher. Bar tabs are higher. Food checks are higher. In addition, guests now frequently choose a hotel based on its available spa services, so having a spa within the facility can provide significant financial returns. Plus, guests are using those services in new and novel ways. Some guests are requesting treatments upon arrival (as a way to counter jetlag or to kickstart productivity) and they are often booking their sessions through a hotel app. Some hotels are even offering free massages upon check-in as an inducement to stay. Still other guests are building their entire travel and vacation plans around exotic spa and wellness experiences and of those, thermal hot springs are currently very popular. More and more people are seeking out thermal hot springs as an affordable, social and naturally therapeutic spa experience. Honeymooning couples are seeking out spa packages designed just for them. Couples massages, aromatherapy treatments and nutritious cooking classes make for a romantic and healthy honeymoon they can both enjoy together. Other leading spas are offering stress management courses, classes in meditation and yoga, anti-aging treatments, and spa services designed specifically for men. The July issue of the Hotel Business Review will report on all these trends and developments and examine how hotel spas are integrating them into their operations.