Despite the recent adversity that has challenged the entire lodging industry in every facet of its operation, the relentless march of digital innovation continues unabated. Part of this is driven by the need to outperform the competition so hoteliers can promote their operations to digitally-savvy Millennial travelers, and part of it is driven by the desire to continuously find new ways to enhance the guest experience. In that regard, hotel apps that provide mobile check-in/out, room access, room service, and the capacity to control in-room lights, curtains, temperature, and television programming from a guest's personal device is fast becoming standard. Soon, new features such as voice control, facial recognition, smart rooms, and the use of A.I. for things like virtual hotel tours may be on the horizon. The January Hotel Business Review will report on how some hotels are integrating new mobile technologies into their operations to offer their guests an impressive, next level experience.

As important as social media has been to hotels as a way to engage guests and drive direct bookings, it is becoming even more essential for hotels to implement a comprehensive social media strategy. All the major platforms have users numbering in the hundreds of millions - and in some cases, billions of users - so it is imperative for hotels to have an established presence on those massive channels. The goals of social media outreach are relatively clear-cut - identify and interact with current and prospective guests; create a brand voice that resonates with your target demographic; promote products, services, special offers, and contests; and acquire market data to support your business analytics. This is accomplished by creating imaginative and shareable content in order to give your brand maximum visibility, generate bookings, and keep guests interacting with your business throughout the entire customer journey. The February Hotel Business Review will document how some hotels are successfully executing social media strategies for the benefit of their operations.

Of all the areas within hotel operations that experienced enormous challenges due to the pandemic, perhaps Human Resources faced the greatest disruption. Massive layoffs, employee safety concerns, a transition to work from home, and virtual onboarding and training. These issues were in addition to the perennial challenges of worker recruitment and retention. However, there are signs of recovery in HR departments as they integrate new policies and procedures in order to adapt to the New Normal. One of the biggest changes has been the large-scale adoption of digital tools and increased mobile device usage for frontline workers. This ability to have real-time, two-way communication with every employee will help to identify workplace problems immediately, aid in training and development,  maximize productivity, boost morale, promote safety protocols, and help to build a stronger, more inclusive corporate culture. The March Hotel Business Review will explore what some HR professionals are doing to address these and other employment-related issues in their respective departments.  

Frontline staff have been the real heroes in the hotel industry during the global health crisis. They were the ones tasked with enforcing mask mandates and other health protocols, and explaining to guests which services were temporarily unavailable - all while putting their own health at risk daily. However, now that the pandemic is waning, guests are expecting the return of some hotel amenities to which they are accustomed. At the top of their wish list is the return of breakfast, especially in limited-service hotels that usually provide a complimentary hot breakfast. Guests have expressed a dissatisfaction with the reduced variety and quality they have been receiving, and it's clear they expect this service to resume. Also important to guests is the return of health and wellness facilities, and more flexible cancellation policies. The April issue of the Hotel Business Review will examine what some hotels are doing to enhance guest services during the transition to a more normal operation.

A recent study found that 72% of global travelers are inclined to make sustainable travel choices, and are more likely to book an accommodation if they know it is eco-friendly. Obviously, hotels must take action to address these issues-not only because it's a moral imperative but because it makes good business sense. One leading hotel chain recently committed to only buying furniture from reclaimed wood. Another replaced their mini-fridges and coffee machines in each room and instead, provide them in a communal area to reduce electricity usage. One hotel chain collects their food waste and converts it into biofuel, and another became the first to make use of environmental blockchain technology to offset its carbon footprint. Guests can spend their credits on initiatives that "develop, protect and conserve natural ecosystems." The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable, eco-friendly practices into their operations.  

As the hotel industry transitions to a more familiar position, it is still necessary for hotels to emphasize in their marketing the health protocols they have implemented to ensure guest safety and wellness. Above all, guests need to be reassured that every precaution is being taken to safeguard their well-being. Additionally, there are other marketing strategies that hotels can implement as a way to boost their business. For example, neighborhood marketing is a tactic that relies heavily on appealing to local audiences. Incentives targeting locals can fulfill the craving that some people have for time away from home, but aren't ready to hop on a plane. Another viable strategy is to promote experiences in nature. After being stuck inside for so long, many people are looking for hotels to help them re-connect with the great outdoors. The June Hotel Business Review will focus on the marketing strategies that some hotels are adopting and how they are benefiting from them.

In the aftermath of the global health crisis, there is a newfound appreciation for the need to be fit - both in body and mind - and hotels that provide a spa or wellness clinic will reap the rewards. What are clients seeking? Better health, fitness, nutrition, appearance, sleep and mindfulness. It is no longer sufficient for spas to only offer massages or facials; clients are demanding more for the benefit of their overall well-being. For example, a medical spa might offer services such as botox, dermal fillers, body sculpting, and microdermabrasion. Other spas are emphasizing the importance of preventative therapeutics and are using technologies such as body scanners to evaluate their clients' health. Some spas are enlisting osteopaths, naturopaths, fitness coaches, yoga masters, even psychologists, to promote vitality, stress management, and emotional balance. The July issue of the Hotel Business Review will report on these and other advancements, and document how some hotel spas are integrating them into their operations.

In the wake of the devastation that disrupted every aspect of their operations, the hotel food & beverage industry is proceeding with cautious optimism and a measure of hope as it re-emerges from the pandemic's darker days. It is also bringing forward all the lessons learned from the challenges that were faced, and integrating them into their current, day-to-day operations. For example, new digital interfaces that minimize physical contact, including tableside ordering systems and QR code menus. Here to stay are also features such as packaged room service meals and cocktails; on-property, quick-service food options; a greater emphasis on outdoor dining and pop-up restaurants; gourmet home meal kits; live-streamed cooking classes; and virtual wine-tastings. Still, some challenges remain, such as coping with a persistent labor shortage and maintaining scrupulous sanitation standards. The August issue of the Hotel Business Review will report on what some leading hotels are doing to integrate these changes into their F&B operations as they rebound with a remarkable resiliency.

There is some welcome good news in the Hotel Group Meetings sector. There seems to be a resurgence in activity - across all sectors and all sizes - from small board meetings to large in-person groups. However, hotels must remain flexible and proactive, as they seek to provide venues and programs that are productive, comfortable, and safe to all parties. One major development is the expansion of outdoor meeting activities. This trend not only serves to meet regulatory health standards, but it also promotes an environment of well-being. According to a recent study from WorldHealth.net, spending just 29 minutes outdoors can result in a 45% increase in productivity; and 63% of employees reportedly felt invigorated after being in fresh air. Combined with guided physical activities and healthy food and beverage offerings, a sense of wellness and productivity are established. The September Hotel Business Review will report on what some hotels are doing to accommodate the revitalization of group meeting business in their operations.

Traditionally, hotels have employed a room-centric revenue model. The primary focus was on pricing strategies that could generate the most revenue from the sale of rooms. However, the pandemic has forced hoteliers to look beyond room revenue exclusively, and to maximize all available revenue streams. How is this accomplished? By re-imagining the use and function of every square foot of a hotel property, and how revenue is generated from it. For example, some hotels are rethinking their spaces for different uses - offering rooms for private day meetings, or offering suites for private dinners. Other hotels with meeting spaces are moving beyond daytime conferences and events, and figuring out how to book those spaces in the evenings, on holidays and weekends, for such things as exhibitions, workshops, rehearsals and pop-ups. Still other hotels are leasing work spaces or parking spaces to businesses in their local market. The October issue of the Hotel Business Review will report on how some leading hotels are re-inventing their revenue management strategies.

Hotels are still very concerned about adhering to all required sanitation protocols but as the crisis wanes, they are also being relied upon to provide a space to escape and retreat in comfort. To satisfy this need, many new design trends are emerging. One such trend seeks to cultivate an environment that is comparable to the warmth and coziness  a traveler might have in their home. Lobbies are being reconfigured to resemble a family living room. For example, one leading hotel chain provides an off-lobby common area where four separate video game stations and two video games tables are furnished - all free of charge to play. Another trend is to replace traditional business centers with co-working spaces  where the lines between working and social interaction are often blurred. Finally, recognizing the impact of social media, hotels are designing specific areas to facilitate picture perfect moments (think Instagram). These are just some of the architecture and design subjects that will be covered in the November issue of the Hotel Business Review.

The pandemic provoked more than a global health crisis. It also disrupted world economies, financial markets and social systems on a massive scale. Naturally, there are legal consequences associated with this kind of severe business disruption and the issues will be litigated for years to come. In the hotel industry, there are several issues that are currently germane. One issue pertains to the legal obligations hotels have to re-hire employees who were laid off due to the pandemic. Lawsuits have been filed by former employees who claim that certain promises were made to them when they were furloughed, and they are suing hotels for breach of implied contract. Another major issue involves hotels suing their insurance companies for failing to cover their business losses due to the pandemic. Still other hotels have brought lawsuits against local governments for the strict restrictions that were placed on their businesses, chiefly restaurants and bars. These are just a few of the legal issues that will be addressed in the December issue of the Hotel Business Review.