Hoteliers who lowered their room rates in an attempt to boost occupancy during the recent recession are finding that their actions are now acting as obstacles to their recovery. For future periods of soft demand, it is of the utmost importance to always align any tactics employed to the larger revenue management strategy of the hotel. There is a now an overwhelming acceptance in the industry that in order to truly maximize revenue in a coherent and effective way over the long term, revenue managers, and the discipline of revenue management itself, should fundamentally move beyond traditional, tactical revenue management, to embracing a strategic revenue management focus. READ MORE

The field of market price intelligence is powering a new era of revenue management in the hotel industry. At a time when the strategic importance of responsive rate management has never been greater, hoteliers are finding that monitoring hundreds -- or thousands -- of websites for the most accurate data is a monumental task that grows in complexity each day. Revenue and general managers must abandon inward-looking cost-plus rate models in favor of more rigorous outward-focused knowledge-based strategies such as price intelligence. This article reviews price intelligence as a best practice. READ MORE

When businesses are going through hard times it's natural to look for ways to cut costs. But sadly all too often the things that get dropped are those that are essential for long-term prosperity and growth - marketing and training. Making cuts in these areas could certainly save a few dollars in the short-term, but it won't be long before the cracks appear. There are many reasons why hoteliers may be tempted to cut back on training. The commonest excuse I hear is " Well, what if I invest in their training and they decide to leave?" But what if you don't invest in their training and they decide to stay? Investing in training has so many benefits both directly and indirectly. READ MORE

Shockingly, a business's customers are not its #1 priority. Customer satisfaction is 1B because employee engagement has to be 1A. I've heard gasps and observed loaded glances exchanged across boardrooms when I've made this assertion. After all, it's the customers who pay the bills and no one doubts the importance of maintaining their satisfaction. But I'll say it again: employees are a company's #1 asset. Without engaged employees, you'll never get extraordinary customer satisfaction. READ MORE

Spa marketing now focuses on regional returns. Times have changed as destination spas prepare for a new strategy. “Invite the locals back to your business” states Bill Di Stanisloa from GreenSpa 101. Regional Marketing begins with knowing everything about your spa as it pertains to your location, its products and the benefit each guest will receive while experiencing a visit. Excite all spa employees by making them part of the marketing program. peak to your local guests and find out why they chose your business over another. Your spa should reflect your indigenous attributes regardless of any popular treatment or trend. READ MORE