Hotel Business Review: Week of Oct 27, 2014

Peter  McApline
  • Guest Service / Customer Experience Mgmt
  • The Future Business Success of Hotels Lies in Understanding and Applying Energy
  • As unlikely as it seems, with hotel groups focusing on technology to enhance the guest experience, the time will come when the major area of competition is the energetic feel of the guest experience. This change is inevitable because the human energy field is the only untouched area left for hotels to explore. This article is in two parts and states five scientific principles, which hoteliers must know in order to create an energetic Heart-Based Hospitality guest experience. When applied, the guest experience can be transformed to new levels. The first hotel group to apply them will have a major advantage. Read on...

Mmatsatsi Ramawela
  • Revenue Management
  • Revenue Management: A Critical Skill for Sub-Saharan Africa’s Burgeoning Hospitality Sector
  • Impressive occupancy rates and increasing hotel revenues in cities such as Abuja in Nigeria, Luanda in Angola, Accra in Ghana and Cape Town in South Africa have had a strong influence on hotel investor sentiment and overall confidence about sub Saharan Africa as a key investment destination. Now, more than ever, regional hotel brands and international operators are flexing their muscles and seeking to expand their footprint across the region. But, do we have the requisite skills in specialist areas such as revenue management? And, is the talent pool in this field large enough to accommodate the region’s burgeoning hospitality sector in the long-term? Read on...

Andrew Hoog
  • Mobile Technology
  • Eliminating an Inhospitable ‘Guest’
  • Smartphones and tablets are powerful devices, made more powerful through the worldwide proliferation of apps. With millions of apps available for Android and iOS devices, and with apps for every interest (personal and professional), there is a corresponding increase of the risks posed by so-called "leaky apps": Apps that may function properly, but, because of certain flaws or coding errors, can be exploited by hackers and cyber criminals. Educating individuals and businesses about these risks must be a priority. Aware of this challenge, and equipped with the right resources to identify and isolate leaky apps, hoteliers can solve this problem. Read on...

S. Lakshmi Narasimhan
  • Revenue Management
  • Are You Optimizing Your Repairs and Maintenance Dollars?
  • While a new hotel is most likely to have minimum repairs and maintenance in its initial three to five years, the property operation and maintenance department has its work cut out to lay out a strategy and prepare for the future years when warranty periods run out, assets get older while ensuring that the guest is served well at all times. It is not for the faint of heart and requires an intuitive understanding of machines, process and people. That should not prevent an engineer from being generally cheerful while going about his obviously onerous duties. The owners will be looking to him to maintain asset efficiency while keeping expenses down in the Profit and Loss Statement. Read on...

OCTOBER: New Developments and Best Practices on Maximizing Revenue Management

Breffni Noone

In this era of “big data” revenue managers have access to more data than ever before. However, before rushing to add yet another data source into the mix, revenue managers need to critically evaluate its capacity to provide incremental value over and above existing data sources. They also need to need to carefully consider the level at which to leverage that data source, whether for tactical pricing decisions, or as a support for more strategic revenue management-related decisions. In this article, I take a look at some of the new data sources that are receiving attention in the hotel industry, and use them to demonstrate that “more” may not always be better. Read on...

Jesse  Ostrum

Information is the currency of all organizations. How you handle access to that information within your organization is what determines if you are an innovative leader in your industry or simply another member. Initiating a Revenue Management culture that provides free-flowing information across departmental lines is the key. Data, information and knowledge can no longer be kept isolated by department and used on a “need to know” basis. Marketing, Sales, Operations, Guest Services…all elements of hospitality are tied together and Revenue Management can work with all departments to better guide the organization through the ever changing competitive landscape. Read on...

David Hogan

As our world becomes more and more connected, the terms used to describe “Cloud-Based” computing seem to blur into abstraction. In this article, I'll clarify the terms "Cloud computing" versus "Software as a Service," often referred to as SaaS. In some ways, it's like describing two sides of the same coin. However, there are some clear distinctions, along with risks and rewards, to keep in mind. So… what is the difference between Cloud Computing and SaaS? Is there a difference? Read on...

Paul  van Meerendonk

To say that the world has changed in the past ten years is an understatement. A decade ago, mobile phones were still primarily used to make phone calls, a ‘tablet’ was something you took for a headache and ‘TripAdvisor’ was only in its infancy. Even more dramatic is the change we’ve seen in how hotel rooms are booked: from traditional channels to online travel agencies to making reservations from the palm of your hand. Armed with more options for booking and research than ever before, plus the ability to share their experiences in real-time; consumers are in control and it’s crucially important to attract the right guest at the right time for the best rate. Read on...

Coming Up In The November Online Hotel Business Review


Feature Focus
Hotel Sales & Marketing: The Heart of the Matter
Of all the areas of a hotel’s operation, perhaps none are as crucial, challenging and dynamic as the Sales and Marketing department. In their rapidly evolving world, change is the only constant, driven by technological innovations and the variable demands and expectations of a diverse traveling public. These professionals occupy a vast, multi-channel universe and it is incumbent on them to choose wisely when determining where and how marketing dollars are to be spent to generate revenue from all their multiple constituencies – individuals, corporate guests, groups and wholesalers. Complicated decisions are made and complex plans are devised, based on answers produced from intricate questions – What is the proper balance between Direct vs. Indirect Channel Sales? What kinds of resources are to be devoted to a comprehensive digital marketing program (website, email, social, blog, text and online advertising) on multiple channels (desktop, tablet and smart phone)? What are the elements driving local market conditions and how can local people be attracted and the local competition bested? How does an operation research, analyze and partner with group business generators, meeting planners, wholesalers, incentive travel companies, corporate travel departments, and franchise-sponsored marketing programs? How can effective sales incentive programs be implemented and how can a strategic marketing campaign be deployed? How are new sales leads prospected, qualified, sold and closed? The November Hotel Business Review will examine some of these critical issues and explore what some sales and marketing professionals are doing to address them.