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JULY: Hotel Spa: Front and Center

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 MORE

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 MORE

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 MORE

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 MORE

Coming Up In The August Online Hotel Business Review


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Feature Focus
Food & Beverage: Going Casual
According to industry tracker PKF Hospitality Research, food and beverage sales represent the second- largest source of revenue for full-service hotels behind rooms. Given its financial importance, hotel operators are constantly adapting and evolving their F&B operations in order to remain current with industry trends and to meet (and exceed) guest expectations. Recent food developments which continue to proliferate include the farm-to-table movement; customized menus for those who are vegan, vegetarian, paleo or gluten-free; the appearance of smaller dishes on tasting menus; and creatively- prepared comfort foods served in more casual settings. In fact, there is a growing emphasis in the entire industry on more casual food operations. Customers are eschewing the typical breakfast-lunch- dinner/appetizer-entrée-dessert model in favor of "fast-casual" menus and service (think Panera, Chipotle or Cosi as examples). Even better if these menus are also available throughout the property, especially in social-gathering areas like the lobby, pool or bar. Some hotels are also experimenting with "pop-up" restaurants - a temporary dining option with edgy menus and design served in unexpected locations (like rooftops or lobbies) - as a way to keep things energetic and fresh. Another trend which applies to both food and wine is the option to purchase food and beverages in multiple sizes. Some operations are giving their customers the opportunity to choose - a three ounce pour of wine or a nine-ounce pour; a six-ounce filet or a twelve-ounce - the customers decide their portion size and pay accordingly. The August issue of the Hotel Business Review will document all these trends and challenges in the food and beverage sector, and report on what some leading hotels are doing to enhance this area of their business.