When it Comes to Millennials, Bet the House on Las Vegas

By Brian Wise Sales Manager, Infor CX | November 25, 2018

Hospitality marketers are currently facing a more challenging landscape than ever when it comes to attracting and appealing to millennials. The methods used for generations past are proving to be irrelevant for this current audience, not just in where they are going, but why. A recent article from Gary Green, renowned casino expert and host of "Casino Rescue," depicts this conundrum as it relates to one of the most famous vacation destinations – Las Vegas.

Gary states, "A new breed of visitor is showing up (in Las Vegas) … to enjoy the good rooms, food, and shows but ? and this is where it hurt ? not to gamble." Because of that, Gary concludes ". . . Millennials are NOT flocking to casinos; nor should anyone with a grasp on reality expect them to … or spend a lot of money to attract them."

But, as famous baby boomer, Kevin Costner, said before setting off on his own construction spree in one of his signature roles: "If you build it, they will come." This same motto that inspired Kevin Costner's character can now be used to attract millennials – to Las Vegas, or any other destination.

It is first important to understand who the millennial traveler is. No one explains this better than Resonance Consultancy in their 2018 Report, The Future of US Millennial Travel, which concluded millennials ages 20 to 36 prefer urban locations, included amenities and an abundance of activity options.

Viva la Cities?

Per the report, over the next two years, millennials are just as likely to flock to a major metropolitan city (38 percent) as they are a beach resort (40 percent). According to World Travel Monitor, city trips soared by 82 percent between 2007 and 2014, with 2007 being the year when older millennials graduated college and entered the workforce.

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Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.