Selling Experiences through Content Marketing: A Case Study

By Susan Tinnish Advisory Group Chair, Vistage | June 09, 2019

This article was co-authored by Sapna Mehta Mangal, Associate Professor, School of Hospitality Management, Kendall College at National Louis University

When travelers are first researching, they hunt for an inspiring experience; they are not focused on booking a hotel room. Potential guests are seeking "experiences" when they consider upcoming travel They're motivated by the prospect of experiences which align with their personal interests. Travelers want to experience a destination not simply visit a place. As a result, marketing efforts need to be pitched accordingly, and content marketing is the ideal way to appeal to potential guests and existing customers.

Content marketing is more than a buzzword. Content marketing is a marketing strategy revolving around the creation, publication, and distribution of unique content to a hotel's target audience to drive new traffic and create loyal, sticky customers. Content marketing takes advantage of traditional channels, digital platforms, thought leadership strategies and newer techniques (user-generated content) and tools (video, augmented reality, virtual reality).

Consider the following situation:

Mr. John Smith was reflecting on the operations of his hotel in his executive suite on the 20th floor. Overlooking the calm waters of Lake Michigan, his downtown 200-room, independent, boutique hotel was not meeting the city-wide room division key performance indicators. His feeling of isolation in the age of technology and his position as a General Manager were both daunting. The reputation of his property bewildered him. His sales and marketing team were over budget this past year but the traction and the net gain in profits over the year was dismal. Group sales and meeting books were impacted significantly. The property was not top of mind for many organizations or consumers.

Moreover, the sales and marketing team efforts did not translate into room sales. He had just attended a day-long leadership workshop and was especially struck by the content marketing seminar. He knew as a leader he had to intervene to make the difference. He left the workshop wondering:

  •        Does content marketing make sense for our property?
  •        How would content marketing fit into our overall marketing plan?
  •        What tools could I use to highlight content that would showcase the strongest elements of our boutique hotel?
  •        How can guests and influencers play a role in creating content for us?

Shuffling through his workshop file, Mr. Smith stumbled upon a definition of content marketing put forth by the Content Marketing Institute which defines it as:

"…a strategic marketing approach focused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly-defined audience – and, ultimately, to drive profitable customer action." 

It's the creation and distribution of valuable information, such as videos, blog posts, and e-newsletters, as marketing tools to attract and retain customers. Content marketing is part of an overall strategic marketing strategy. Content marketing supports digital marketing campaigns. Ultimately, the goal of content marketing is to showcase a property's unique assets, story, and brand.

He concluded from the definition that he was on the right trajectory to shake up things for his property. He started wondering though, what aspects of content marketing would align with his property's ability to gain ground on the marketing front. Some of the benefits discussed at the workshop crossed his mind. Revisiting the customer online purchase journey to influence potential guests' buying decision was what needed to be examined first and foremost. Continuing to rely on OTAs to achieve an uptick in brand augmentation seemed like a step in the right direction. Being an independent property, he realized it was vital for him to build a positive reputation through fostering trust and credibility with current and potential guests.

Moreover, the website needed more eyeballs, engagement and an uptick in its inbound traffic and down tick in bounce rates, finally the outbound email marketing needed to achieve a higher click through rates, especially after a slow start to Q1. Further engaging guests through pull strategies was warranted. His mind was working overtime with ideas needing investigation.

Benefits

As he learned in the workshop, content marketing offers several benefits – several which were appropriate to the property.

  • Support Customers' Online Purchases

In today's internet-empowered world, travelers conduct online research as part of their decision-making process. According to Expedia, consumers visit an average of 38 sites. Content marketing remains a key way to connect and engage with customers as part of their online research. While price is an initial parameter of research, customers are also using online information to inspire them and create the desired experience. Creative content helps hotels to stand out and provide the necessary inspiration. Consumers are increasingly buying because of a brand's relevance to their needs at the moment.

  • Build a Positive Reputation

Great content builds a positive brand reputation. That reputation includes building trust with their leads, prospects, and guests. Building trust helps a property attract more customers and build hotel sales, occupancy, and revenue. As content marketing provides consumers with useful or interesting information, rather than selling to them, this builds trust and credibility in the hotel/brand. Another attribute of great content is that when guests or consumers read content, they develop an opinion of the hotel. If the content encountered is truly engaging, educational and valuable, consumers will start to think the positively about the hotel/brand.

  • Head off OTAs

Content marketing gives guests and potential guests a reason to interact with the hotel rather than other channels, including OTAs. Creating and managing content properly can drive more inbound traffic to the hotel's website. Content marketing supports engagement with consumers opting in to receive push notification. This reinforces the need for a high-quality database of subscribers.

  • Promote Thought Leadership

Consistently publishing content across various (and appropriate) platforms creates a reputation as a thought leader. Content can be on a hotel's own channels and also published on third-party publications or with influencers.

  • Sell More Event Space

Content marketing is not reserved for B2C marketing but can also support B2B marketing. Meeting and event planners areconstantly evaluating trends, seeking current information about event planning issues, and creating experiences for their groups and clients. They have unique needs which a hotel, its destination, and its amenities can offer to support the goals and objectives of the meeting or conference.

  • Drive Business Results

Content marketing can drive quality traffic and result in higher conversion rates. Compelling content marketing is what consumers want to read, watch, or listen to. Content marketing has a great ROI - three times as many leads generated - compared to traditional marketing.

  • Increase SEO

Strong hotel SEO helps a hotel's website rank higher in online search results. By regularly publishing relevant content to the website, this increases the site's SEO and makes the hotel more visible in online searches.

Steps to Implement Content Marketing

Mr. Smith took out his notebook and started jotting down notes. He planned to discuss aspects of content marketing with his sales and marketing team on Monday morning. In his notebook, he included steps he would like his executive team to take in order to implement content marketing successfully. He highlighted the following steps in his notebook:

  • Establish budget and staffing

Content marketing is a long-term commitment and requires consistent attention to realize results. A strategy will be shaped by resources (people and budget) and also the baseline of where a hotel is starting.

  • Develop a strategy

Regardless of resources, all content marketing initiatives require an underlying strategy. A properly crafted strategy forms a clear and holistic vision of marketing and the role of content marketing as part of the overall strategy. According to Content Marketing Institute, 75% of B2C marketers who said their organization is more successful this year compared with one year ago cite having a written content marketing strategy as the top reason. Strategy drives specific actions and also includes a measurement plan to track results.

A content marketing strategy should include: 

- Goals

- Points of differentiation

- Target audience

- Brand story

- Content distribution approach

- Measurement plan

  • Plan an editorial calendar with high-quality content

Focus on quality and consistency rather than quantity. Aim for aspirational, comprehensive, informative, educational, inspiring content which is well thought out and written for the specific audience. Gain the attention and interest of guests by demonstrating the hotel or brand understands, cares and values them.

  • Create content

Ensure the content benefits from any paid ads or keywords, uses strong emotive words, and includes a good brand story. Scripting and professional writing is important. Leverage a broad topic by creating multiple posts or touchpoints. And take a broad topic and segment it into specific content for the appropriate target audiences.

Content Marketing Tools to Employ

For the next quarter, Mr. Smith knew he had to get his Director of Sales and Marketing on board and recommend the DOSM use relevant content marketing tools from the marketing tool box to elevate the hotel brand. During the workshop, Mr. Smith became aware of a variety of tools to consider using in content marketing including: email campaigns, online magazines/blogs, podcasts, video (on-site tv shows, webisodes, short films or documentaries),virtual reality, infographics, physical assets on property, user-generated content (UGC), and influencer-generated content (journalists, food bloggers, travel bloggers, and those with a significant social media following including average" consumers with a great following).

Putting it into Action 

The purpose of content marketing is to educate, empower, or entertain. Content marketing should fill a void, meet a need, or solve a problem for a potential guest. As Neil Patel stated, "It's a lot easier to trust a company whose content showed you how to get something done successfully."

Mr. Smith wanted to coach his DOSM to employ specific steps. He felt it was important to:

Optimize the Website's SEO:

Often the fastest way to entice new guests is to be a top hit through search. Ensure the hotel has an established search engine optimization (SEO) strategy which ensures it appears on the first page of a search. Post new content on the website to keep organic searches fresh and strong.

Target Specific Audiences:

Break down content to focus on very specific niches. Consider what travelers will be attracted to the hotel (adventure, outdoor, foodie, cultural, visiting friends and relatives, history buff, health, and wellness, etc.). Focus specific content on the right traveler. As appropriate consider content for:

  • Families: family-friendly attractions, free attractions (Chicago Cultural Center's beautiful Tiffany glass ceiling, free walking tours), what to do with the family during different times of the year (in winter, in fall, when it rains…), vacationing with teenagers
  • Couples: splurge experiences, romantic views of the city, romantic restaurants
  • Solo travelers: restaurants with communal tables, events to meet other people like the Adler After Dark atthe Adler Planetarium, tour options (guided Kayak tour, architectural tours, etc.), sports events
  • Business travelers: ride sharing options, weather, business amenities, work-out options, running paths
  • Meeting planners: trends affecting group business, hotel support to create the experiences planners and attendees desire, concierge options, local attractions, other venues.
  • Group business: how to get to McCormick Place, the airport, restaurants, theater and museum options, sports events

Promote Unique Experiences:

Content should be entertaining, educational, and informative. Content should promote the hotel very lightly. Offer a perspective that only the hotel can offer. Some ideas for the hotel could include content on:

  • Best restaurants in the area. Chicago is a foodie town and good content helps guests find the hidden treasures. "Best"could include staff picks, ethnic selections, street food, or a general list.
  • Best practices for successful meetings and conferences.
  • How to stay healthy while traveling with walking or running paths along the lake, local health clubs open to guests, or the hotel's own amenities.
  • A chef's recipes if the hotel features a restaurant.
  • History of the hotel's building.
  • Where to taste craft beer or special cocktails.
  • City highlights.
  • Amenities: In-room amenities, on-property amenities (like roof top bar, special communal areas, happy hours, free bikes)
  • How to use the bike share system or public transportation (in Chicago the "el")
  • Hotel specials
  • All relevant hotel details (amenities, the local area, transportation, maps, etc.)

Leverage Events:

Use special events featured in the destination to create content: Feature content referencing Chicago's many neighborhood festivals or large events. For example, Gleneagles Hotel in Perthshire is famous for its three championship golf courses. When the hotel was the host of the 2014 Ryder Cup, it created video content before, during, and after the event. Look at a variety of events, large and small, including:

  •        Art fairs/shows
  •        Neighborhood festivals
  •        Special museum exhibits
  •        Theater productions (larger downtown theaters and neighborhood theaters)
  •        Annual events (Air and Water Show, Lollapalooza, Pitchfork, Jazz Festival, Taste of Chicago)

 Leverage the Destination:

Go deep in content. Provide information beyond the many and usual aspects of Chicago (The Art Institute or deep-dish pizza). Highlight more unknown and unique aspects of Chicago including:

  • Local neighborhoods: Develop content about The Gold Coast or Streeterville where the hotel is located.
  • Other neighborhoods: Encourage guests to venture beyond the Loop and the Magnificent Mile and see other Chicago neighborhoods including Wicker Park, Pilsen, Chinatown, Wrigleyville, Bronzeville or Boystown.
  • History: Place the hotel in the historical context of Chicago. Give details about how George Streeter founded Streeterville where the hotel is located.
  • Museums: Explore the treasures of lesser known Chicago museums like the Oriental Institute Museum, Pritzker Military Library, Clarke House Museum or the Glessner House Museum.
  • Parks: Chicago boasts over 550 parks – help visitors discover hidden or neighborhood gems.
  • Culture: Focus on different cultural experiences to attract the right audience to your property. Perhaps its opera, ballet, art, improv comedy or street murals.

Use Images:

A study by TripAdvisor found hotels and B&B pages with at least one photo on their website (compared to properties with none) boosted customer engagement levels by 138%.

  • Highlight Chicago's architecture, natural resources (parks, lakefront). For example, show sunrise views from the hotel of the lake – seasonal views, weather-influenced views (ice, storms, wind), time-lapsed videos, etc.
  • Ensure the text and images seamlessly tell the story

Include a Clear Call-to-Action (CTA):

Allow guest to take action after they are done reading/viewing the content online. Motivate a customer, guiding them to the next step (booking a hotel room, viewing hotel amenities, making a purchase, getting more information or contacting the sales team). Make it clear to the reader/user within the content what additional options they have.

Cultivate Relationships and Link Building:

Actively work to build relationships with sites which would realistically link to the hotel. The hotel can contribute to external resources. Generally, when contributing to external publications as a guest blogger, an opportunity exists to link back to the website. Quick relationships can be built with:

  • Convention & Visitor Bureaus
  • Travel-specific sites like Thrillist, an online media website covering food, drink, travel, and entertainment or The Crazy Tourist, a travel resource covering destinations all around the world.

Plan for Proactive and Reactive Content Marketing:

Interact with the different guest segments to learn more about their needs. Structure of the marketing team so staff can interact with guests consistently. This means being responsive to Tweets, responding to comments or likes. Position the hotel/brand with a distinctly human touch and friendly voice; don't rely on scripts to respond to guests on social media. One major airline has seven people generating content and 38 people responding to customers' comments. Staff accordingly to manage both sides of the interaction – the hotel must be prepared to respond to guests as well as generate original content.

Conclusion

As John Smith saw the sun setting in the west, he felt excited about what lay ahead for his property. He felt confident his property would gain traction in the competitive marketplace. As he walked towards his office door and switched off his light, he had to remind himself his property was in the business of serving people. The challenge the sales and marketing team would face is providing his current and potential guests with a memorable experience both online and offline. He also realized serving the guest needed to pervade all content marketing efforts.

Using content marketing to foster engagement, no doubt, would increase his boutique hotel brand equity online and by using content marketing strategies he was confident the property could appeal to the right audience. The content produced could have the power to motivate his highly-engaged potential guests on their path-to-purchase. This will lead to more direct booking conversions. He grinned to himself as he walked towards the elevator.

 

Ms. Mangal This article was co-authored by Sapna Mehta Mangal. Sapna Mehta Mangal, an Associate Professor in the Kendall College of Culinary Arts and Hospitality Management brings more than two decades of international hospitality and teaching experience to National Louis University, Chicago. She earned a M.S. in Hotel and Restaurant Management with a minor in Marketing in 1994 at University of North Texas. She returned to Singapore as a Program Manager for an Irvine, California-based multi-national, Hospitality Marketing Concepts. Pan Pacific Kuala Lumpur, Pan Pacific Singapore, Omni Marco Polo Singapore, Djakarta Hilton, and the Shanghai Hilton were some of her consulting projects. She received her MBA from University of Houston Clear Lake with a Management Information Systems concentration. She joined Kendall College's School of Hospitality Management in 2004 and has taught hospitality marketing, digital marketing and information management, strategic management, services marketing, hospitality marketing management, service operations management and Kendall Integrated Senior Project (Capstone). Prior to joining Kendall's faculty, she taught Management Information Systems at Sam Houston State University College of Business Administration in Huntsville, Texas.  

Dr. Tinnish Sue Tinnish, Ph.D., is a seasoned hospitality professional who has been writing for HotelExecutive since 2013. She has a diverse background in hospitality and business with specific skills in leadership, formulating strategy, managing change, building teams, and delivering on strategic and tactical projects. Dr. Tinnish has been selected to serve as a Vistage leader (Chair). Since 1957, Vistage has been helping CEOs improve and grow their businesses. Fundamental to Vistage's success is the convening of non-competing peer advisory boards where business leaders can gain different perspectives and seek clarity to their pressing issues, decisions and challenges. Sue will be assembling a group in Chicago – which she hopes will include representation of the hotel sector. Prior to her work coaching and working with CEOs though Vistage, Dr. Tinnish worked as a Strategist at Minding Your Business (MYB). MYB works to develop relevant, meaningful and sustainable approaches to strategic planning, branding, marketing / communications strategies, customer/member initiatives, plus helping organizations engage with their audiences through re-engineered meetings and events. Their primary customer base is hospitality organizations, associations, destination marketing organizations with a smattering of corporate clients. Dr. Tinnish can be contacted at 847-404-7325 or Sue.Tinnish@vistagechair.com Please visit http://www.vistage.com for more information. Extended Biography

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8. GOOD SAMARITAN CONTENT AND COMPLAINT PROCEDURES POLICY

A. Policy

We have provided opportunities for you to contribute Content to our Site. It is our policy, however, not to allow any Content which may constitute intellectual property infringement; violations of federal, state, or local law; obscene or defamatory material, or may otherwise be unacceptable or inappropriate. Upon learning of such Content, we will attempt, and you hereby give HotelExecutive the right, to delete, edit, remove, disable, change, or restrict access to or the availability of the Content, which in our sole discretion, is otherwise unacceptable or objectionable. We may or may not notify you about what action we take with respect to the disputed Content. The provisions of this section are intended to implement this policy but are not in any way intended to impose a contractual obligation upon us to undertake, or refrain from undertaking, any particular course of conduct.

B. Complaint Procedures

If you believe that another user or other third party has posted Content which violates this policy or specifically the USE RESTRICTIONS in Section 3 above, you may notify HotelExecutive via e-mail at editor@HotelExecutive . In order to allow HotelExecutive to respond effectively, please provide HotelExecutive with as much information as possible in your correspondence, including: (1) the nature of the right infringed or violated (including any applicable registration numbers of the federally-registered intellectual property allegedly infringed), if applicable, or the unacceptable or inappropriate Content; (2) all facts which lead you to believe that a right has been violated or infringed, if applicable; (3) the precise location where the offending Content is located; (4) any grounds to believe that the party or user which posted the Content was not authorized to do so or did not have a valid defense (including the defense of fair use), if applicable; (5) if known, the identity of the party or user who posted the infringing, offending, or inappropriate Content; and (6) in the case of alleged copyright infringement claims, information sufficient to identify the work and your claims to ownership.

C. Indemnification/Waiver of Certain Rights

By contacting HotelExecutive and complaining of an alleged violation, you agree that the substance of your complaint shall constitute a representation made under the pains and penalties of perjury pursuant to the laws of the State of California. In addition, you agree, at your own expense, to defend and indemnify HotelExecutive and hold HotelExecutive harmless against all claims which may be asserted against HotelExecutive, and all losses incurred, as a result of your complaint and/or our response to it.

D. Waiver of Claims and Remedies

We expect all users of our Site to take responsibility for their own actions and cannot and do not assume liability for any acts of third parties which take place at our Site. By utilizing the Good Samaritan procedures set forth herein, you waive any and all claims or remedies which you might otherwise be able to assert against hotelexecutive under any theory of law (including, but not limited to, intellectual property laws) that arise out of or relate in any way to the content at hotelexecutive or our response, or failure to respond, to a complaint.

E. Investigation/Liability Limitation

You agree that we have the right, but not the obligation, to investigate any complaint received. By reserving this right, we do not undertake any responsibility in fact to investigate complaints or to remove, edit, disable or restrict access to or the availability of Content. We will not act on complaints that we believe, in our sole discretion, to be deficient, incomplete, or otherwise questionable. If you believe that Content remains on HotelExecutive which violates your rights, Your sole and exclusive remedy shall be against the user or other party responsible for said content, not against HotelExecutive. your sole and exclusive remedy against HotelExecutive shall be to terminate your use of HotelExecutive and service.

Digital Millennium Copyright Act Compliance. As set forth in Subsection (b), you must contact our agent if you believe that a work protected by a U.S. Copyright which you own has been posted on our Site without authorization or that our Site, in some material way, contributes to its infringement. It is our policy in appropriate circumstances, if possible, to terminate the access rights of repeat infringers and other users who use HotelExecutive in an inappropriate or objectionable manner.

9. COOPERATION WITH LAW ENFORCEMENT

HotelExecutive reserves the right to fully cooperate with any law enforcement authorities or court order requesting or directing HotelExecutive to disclose the identity or other information regarding any user or member alleged by any governmental entity to be using HotelExecutive or any Content or materials available in, at, through or in association with HotelExecutive in violation of any law or regulation, or in violation of this Agreement, including, without limitation, the posting of e-mail messages, or publishing or otherwise making available any such materials. By accepting this agreement you waive and hold harmless HotelExecutive from any claims resulting from any action by HotelExecutive during, or as a result of, its investigations, and from any actions taken as a consequence of investigations by either HotelExecutive or law enforcement authorities

10. APPLICABLE LAWS, VENUE, JURISDICTION & MANDATORY ARBITRATION

If any provision(s) of this Agreement is held by a court of competent jurisdiction to be contrary to law, then such provision(s) shall be construed, as nearly as possible, to reflect the intentions of the parties with the other provisions remaining in full force and effect. HotelExecutive's failure to exercise or enforce any right or provision of this Agreement shall not constitute a waiver of such right or provision unless acknowledged and agreed to by HotelExecutive in writing. The section titles in this Agreement are solely used for the convenience of the parties and have no legal or contractual significance. This Agreement may be assigned in whole or in part by HotelExecutive. This Agreement may not be assigned in any manner by you without the express, prior written permission of HotelExecutive.

Any and all disputes or controversies of any kind, including but not limited to any performance, duty, obligation or liability arising under or related to this Agreement which are not first resolved informally, shall be determined by binding arbitration in San Francisco, California, in accordance with the rules of the American Arbitration Association. The final award in any such arbitration proceeding shall be subject to entry as a judgment by any court or competent jurisdiction, provided that such judgment does not conflict with the terms and provisions hereof. The jurisdiction of the arbiter (or arbiters) with respect to legal matters shall be limited only by the statutory and common law of the State of California and the United States.

Notwithstanding the foregoing, any and all disputes, which the parties cannot informally resolve, regarding the scope of issues or matter with the jurisdiction of the arbitrator, shall be resolved by a separate dispute resolution process whereby HotelExecutive, in its sole discretion shall elect the dispute to be resolved by either (1) a court of competent jurisdiction in the State of California or (2) a panel of three new arbitrators.

This Agreement shall be governed by and construed in accordance with the laws of the State of California notwithstanding any conflict of laws provisions. You and HotelExecutive agree that the venue for all legal disputes, controversies, actions of any kind arising under or related to this Agreement shall be San Francisco, California. You and HotelExecutive further agree that in case of any litigation regarding this Agreement, you irrevocably and unconditionally (i) consent to submit to the exclusive jurisdiction of the state and federal courts in the County of San Francisco, California for any litigation or dispute arising out of or relating to this Agreement, (ii) agree not to commence any litigation arising out of or relating to this Agreement except in the California Courts, (iii) agree not to plead or claim that such litigation brought therein has been brought in an inconvenient forum, and (iv) agree the California Courts represent the exclusive jurisdiction for all litigation relating to this Agreement.

11. MEMBERSHIP FEES

Hotel Business Review Subscriptions

If you choose to purchase a subscription, member subscription payments can be made in U.S. Dollars, as well as a variety of international currencies. Membership terms are Annual Recurring, and Monthly Recurring. The Annual Recurring subscription is an annual commitment and subscribers will be charged each consecutive billing cycle. Annual Recurring subscriptions can be cancelled after the first billing cycle and within 30-days of the billing date for a full refund. Monthly Recurring subscriptions are ongoing and subscribers will be charged each consecutive monthly billing cycle. Monthly Recurring subscriptions can be cancelled after the first month and within 7 days of the monthly billing cycle for a full refund.

12. PAYMENT AUTHORIZATION

Payment for the services provided to you in, at, through or in association with HotelExecutive may be made by automatic credit card, debit card, direct debit, bankwire or Paypal and other approved payment means offered in, at, through or in association with HotelExecutive, and you hereby authorize HotelExecutive and its agents to transact such payments on your behalf.

You hereby authorize HotelExecutive's Internet Payment Service Provider to charge your credit card to pay for your membership to HotelExecutive. You further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card for any and all purchases of products, services in association with HotelExecutive. You agree to be personally liable for all charges incurred by you in association with your access or other use of any content provided by HotelExecutive or any third party in association with HotelExecutive. You acknowledge and agree that your liability for all such charges shall continue after termination of your access or any type of membership arrangement with HotelExecutive.

In the event that you have chosen to have your membership automatically rebilled, unless and until you notify HotelExecutive that you wish to cancel or terminate your membership to HotelExecutive, you hereby agree and authorize HotelExecutive's Internet Payment Service Provider to automatically renew your membership to HotelExecutive on a continuing basis and to charge your credit card (or other payment means you have selected) to pay for the ongoing cost of your membership. You hereby further authorize HotelExecutive's Internet Payment Service Provider to charge your credit card (or other approved payment means you have selected) for any and all purchases of products, services and entertainment provided to in, at, through or in association with HotelExecutive.

13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.

Hotel Newswire Headlines Feed  

Sridhar Laveti
Bruce Seigel
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Lisa Cain
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Gaurav Varma
Coming up in July 2019...

Hotel Spa: Pursuing Distinction

The Wellness Movement continues to evolve and hotel spas continue to innovate in order to keep pace. Fueled by intense competition within the industry, hotel spas are seeking creative ways to differentiate themselves in the market. An increasing number of customers are searching for very specific, niche treatments that address their particular health concerns and, as a result, some leading spas have achieved distinction by offering only one specialized treatment. Meditation and mindfulness practices are becoming increasingly mainstream as are alternative treatments and therapies, such as Ayurvedic therapies, Reiki, energy work and salt therapy. Some spas specialize in stress management and offer lifestyle coaching sessions as part of their program. Other spas are fully embracing new technologies as a way to differentiate themselves, such as providing wearable devices that track health and fitness biomarkers, or robots programmed with artificial intelligence to control spa environments, or virtual reality add-ons that transport guests to relaxing places around the world. Some spas have chosen to specialize in medical procedures such as liposuction, laser skin therapy, phototherapy facials, Botox and facial fillers, acupuncture and permanent hair removal, in addition to cosmetic body shaping procedures and teeth whitening treatments. Similarly, other spas are offering comprehensive health check-ups and counseling services for those who are interested in disease prevention treatments. Finally, as hotel spas continue to become more diverse, accessible and specialized, there is a growing demand for health professionals with a specific area of expertise. There is a proliferation of top class, quality wellness practitioners who make a name for themselves by offering their services around the globe, including athletes, chefs, doctors, physical trainers and weight loss specialists. The July issue of the Hotel Business Review will report on these trends and developments and examine how some hotel spas are integrating them into their operations.