Library Archives

 
Didi Lutz

Blogs (traditionally called Web Logs): A fairly recent type of medium, created at will for sharing news, opinions and information. Hotels are slowly beginning to realize the importance of these authoritarian online outlets that are taking the Internet by storm with postings of accurate and sometimes very inaccurate information. The worst of it is, blogs are most times not objective and heavily biased sources of news, but since they are so widespread they become an alarming concern. It is no surprise why PR professionals should keep this emerging type of media on their radar screens to protect the branding and image of their clients. Read on...

Didi Lutz

From my experience, the saying "any publicity is great publicity" does not hold true. Unless you want your hotel to be at the mercy of the media, investing in strategic public relations is the best way to go. We have elaborated on the subject of public relations quite extensively over the last three years, and discussed the best ways to tailor a plan that fits your property, how to protect against potential crises, how to host events, and of course we have talked about ways to choose the best professional to represent your hotel and company. But what about broadcast PR? While I think that for long term branding purposes print placements may work better, depending on your property, there is quite a lot that can be accomplished with a television spot. Read on...

Didi Lutz

Integrated Marketing Communications, or IMC, is a strategic management process that encourages the blending of Advertising, Public Relations, Sales Promotion and all aspects of the traditional Marketing mix. As we gallop and conquer the digital information age, IMC has become an effective way to communicate across various industries and is particulary successful within the hospitality industry. Read on...

Kurt A. Broadhag

In the traditional health club business model gyms either succeed or fail based upon membership numbers. Smart gym owners realize the importance of providing a service that satisfies their customers and view the facility maintenance as an integral component in customer satisfaction. This train of thought is right in line with many current surveys. Studies show that prospective clients rank maintenance and upkeep of a fitness center second in terms of their decision-making process, just below facility location and convenience. Studies also show that current members place even more of an importance on facility cleanliness, ranking it #1 in customer satisfaction. Since the hospitality industry places such great emphasis on providing guests with the best possible customer service it is easy to see the connection of facility maintenance within the hotels fitness center. Read on...

Jim Poad

When you consider the number of washers, dryers, vacuums, lighting fixtures, elevators, and other electronic devices needed to run a hotel, it's no wonder electric bills have become a towering expense for operators. Indeed, the hotel industry uses 69 billion kilowatts of electricity a year, at a cost of $5.3 billion annually, according to the U.S. Energy Information Administration, making it one of the highest expenditures for hotel franchisees. It's also one of the most overlooked expenses of running a hotel. Hotel operators are most concerned with buying amenities that ensure a pleasant stay for their customers, and increase return business. They excel at purchasing appliances, wall decor, furniture, carpeting, even restaurant equipment. But when tasked with finding the best rate for their electric needs, since it doesn't directly affect the customer experience, the job tends to fall to the wayside. Read on...

Jim Poad

The "No Vacancy" sign is the hotel operator's best friend. No matter where it's shining-from the top of Maine to the tip of Florida; from the Hudson River to the Grand Canyon; or from the Seattle Space Needle to the San Diego Zoo - the neon light signals a strong industry. It also indicates a stable economy. The more rooms that are booked means more cars on the road, and more people traveling on planes and trains. And it means restaurants, shops, and amusement centers packed full with visitors. But there's an underlying component that, if not addressed, can limit an operator's end profit. A crucial element here is energy costs. Read on...

Jim Poad

Many hotel operators calculate their energy usage in a vacuum. The singular focus on achieving the highest possible 'heads-to-beds' rate leaves little time for tracking energy usage. Some hotel managers commit to tracking this data but without the thorough understanding of how these usage rates vary across multiple site locations. Others have no idea how their rates compare to those of competitors in the hotel marketplace. This offers little insight into what their organization is doing well, or, more importantly, where they can improve. The result: Exorbitant energy costs negatively offset the profits from strong heads-to-beds rates, leaving operators to wonder where they went wrong. And if they don't figure it out soon, their business-and their bottom line-will pay. Literally. Read on...

Jim Poad

Small hotel franchisees and independent hotel operators concerns are the same as larger chains, in that they must pay employees, stock inventory, buy furnishings, and deal with heads-to-beds issues. Also like larger hotels, smaller operators have little time to manage the costs of the one thing hotels couldn't be without: utilities. But unlike larger establishments, they often don't have the capital to spend on full-service solutions that manage utility expenditures. That's about to change. Some energy management companies are providing a solution that gets smaller operators in on the ground floor of energy management. In fact it's so easy to use, all they need is a fax machine or a scanner. Read on...

Steven Marx

The hot topic at every hotel conference over the last year has been "financing"; i.e., how to get it! It is clear that the credit crisis has now infiltrated and affected literally every industry that requires real estate financing, from residential to hospitality. So what hope do we boutique hotel developers have if more "conventional" hotels are running into trouble? Well, with a lot of ingenuity, collaboration, talent, friends in high places, a compelling project, and, of course, at least a "sliver" equity capability, boutique hotels can be developed. Read on...

Roger G. Hill

One of the biggest challenges to break into the international market is recognizing, preparing for, and embracing the differences between the hospitality industry in the U.S. and other countries around the globe. Distinguishing the differences among these different cultures is vital and recognizing and adapting to the needs will place you way ahead of the pack as you go global. Read on...

Jeff Guaracino

Considering the state of travel industry and changing travel patterns, is not a surprise to anyone that 2008 is optimistically predicted to be relatively flat. In some markets hotel general managers say they are being asked by corporate headquarters to lower their already budgeted occupancy levels. As the economy dips, hotels and others within the hospitality industry are again turning their attention to what may be this year's shining star, the gay and lesbian traveler. They are loyal, resilient and as a group, they have more discretionary income when compared to other groups, almost $800 billion. More, historically, they continue to travel even in tough economic times, even after 9/11. Read on...

Jason Ferrara

So what exactly is the difference between a passive jobseeker and an active jobseeker? Active jobseekers are those who are consistently applying for positions networking constantly and vigorously sending out their resumes. According to a recent CareerBuilder.com survey, 23 percent of hospitality workers identify themselves as active jobseekers. So what does all this mean to you, the hotel employer? In short, passive jobseekers make up a significant part of potential candidates, and therefore, are a critical component to your recruitment program. Read on...

Elaine Oksner

Occupancy numbers appear to be disturbingly lower than usual for this current off season. No doubt that this is due, at least in part, to rising prices across the board, the inevitable reaction to soaring fuel costs. Many of our guests, both the individual travelers and the corporate meeting planners, are finding the need to do some serious belt-tightening. Even our wealthy travelers are reconsidering their vacation plans. What that means to the hotels and resorts is that we need to sell more to the people who are already in our properties. We must encourage everyone on staff to find all the opportunities to "cross sell" our facilities and motivate our guests to spend, spend, spend, beyond just paying the basic room rate. Read on...

Didi Lutz

Hopefully, it will be the only part of your strategic Public Relations plan that you will never have to execute: a crisis plan is often times the most important part of the communications strategy. A crisis is usually referred to as an event that can affect a property in a negative way. This can be anything from a fire, to a guest relations issue, a computer glitch, or it can result from a renovation, a management change, new ownership, etc. The effects of a crisis can be short term or long term, and many times the damage can be irreversible. When a crisis is handled poorly, it affects your reputation, brand management, and most of all your credibility- and when credibility is badly damaged, the affects can be fatal to your business. Read on...

Roberta Nedry

What happens when seafood smells fishy? Or when the smell of French fries shows up where French fries are not being served? Why do guest or even employee noses curl up or curl down when certain smells are encountered? The smells that surround us affect our well-being throughout our lives and hospitality leaders have a "scent-sational" opportunity to guide the impact of smell in guest service delivery and impact. Read on...

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Coming up in June 2019...

Sales & Marketing: Selling Experiences

There are innumerable strategies that Hotel Sales and Marketing Directors employ to find, engage and entice guests to their property, and those strategies are constantly evolving. A breakthrough technology, pioneering platform, or even a simple algorithm update can cause new trends to emerge and upend the best laid plans. Sales and marketing departments must remain agile so they can adapt to the ever changing digital landscape. As an example, the popularity of virtual reality is on the rise, as 360 interactive technologies become more mainstream. Chatbots and artificial intelligence are also poised to become the next big things, as they take guest personalization to a whole new level. But one sales and marketing trend that is currently resulting in major benefits for hotels is experiential marketing - the effort to deliver an experience to potential guests. Mainly this is accomplished through the creative use of video and images, and by utilizing what has become known as User Generated Content. By sharing actual personal content (videos and pictures) from satisfied guests who have experienced the delights of a property, prospective guests can more easily imagine themselves having the same experience. Similarly, Hotel Generated Content is equally important. Hotels are more than beds and effective video presentations can tell a compelling story - a story about what makes the hotel appealing and unique. A video walk-through of rooms is essential, as are video tours in different areas of a hotel. The goal is to highlight what makes the property exceptional, but also to show real people having real fun - an experience that prospective guests can have too. The June Hotel Business Review will report on some of these issues and strategies, and examine how some sales and marketing professionals are integrating them into their operations.