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FEBRUARY Social Media: Social Listening Tools |
Monday February 17, 2020 |
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Influencer Marketing Under the Spotlight
By Lance Concannon, EMEA Marketing Director, Meltwater Social
Over the past decade the unstoppable rise of social media has impacted almost every industry in some way, but the hospitality business has been especially affected. Online customer reviews, real-time feedback through social channels, and the rise of travel-influencers are just a few of the side effects from social media that have had a profound effect on hospitality. But social never stands still and, for marketers in all industries, a process of constant evolution and learning is necessary in order to stay in ahead of the game and take full advantage of the opportunities presented by the channel.
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| TRENDING THIS WEEK |
Best Western Captures Today's Hottest Travel Trends with Boutique Brand GLō
By Brad LeBlanc, Senior Vice President & Chief Development Officer, Best Western Hotels & Resorts
A major part of Best Western® Hotels & Resorts' (BWHR) evolution has been the emergence of hip and energetic boutique brands under its corporate umbrella, including, among others, GLō®. These new additions have played a critical role in contemporizing the BWHR brand and broadening its reach from economy to upscale with unique boutique offerings. The GLō brand has allowed BWHR to appeal across generations and tap into a demographic that they were previously missing. With a stylish, convenient and technology-driven design, GLō holds a powerful new place in the affordably priced, broad-midscale hotel market.
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DAILY HEADLINES - Monday Feb 17, 2020 |
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More from our online Library Archives... |
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Where Does Traditional Media Fit in the Marketing Plan of a 21st Century Hotel?
By Babs S. Harrison, Managing Director, Babs Harrison & Partners
Traditional media - remember them? In the rush to embrace social media, plenty of hotel and resort sales, marketing and PR executives have lost sight of the onetime mainstays of influence but they are missing out on grand opportunities to get their messages out. Traditional media have almost become a secret weapon among savvy marketers - the power is there if you know how to harness it. That's what this article is about: Integrating traditional media into a full throttle campaign that hits all the 21st-century buttons - and a few now neglected 20th-century ones too!
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Is a Social Media Influencer a Friend, Competitor, or Business Partner?
By Mary Gendron, Senior Vice President / Managing Director, Mower
The importance of influencers in social media has evolved to the point that fans and followers are not only going where they go, or where they say to go, but they are taking trips with them. How can hotels, resorts and spas tap into what is becoming its own distinct market segment? This article addresses this relatively new phenomenon, cites examples of influencers who are organizing their own trips, and provides tips for hotels and resorts for gaining business through strategic partnerships.
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Three Powerful Social Media Indicators That are Overlooked
By Pedro Colaco, President & CEO, GuestCentric Systems
Impressions. Leads. Conversion. Bounce Rate. Hands up who is really obsessed in monitoring these social media quantitative metrics on a daily basis? Quantitative metrics tends to be the main priority when analyzing social media reach or success but there are some new key indicators and metrics that have been overlooked and can also be a key element for a successful hotel social media performance. Most hoteliers are constantly worried about the same old metrics and looking for benchmarks that can help them to monitor their performance successfully on social media. But what about qualitative metrics and sentiment analysis? Are they meaningful? Which ones to use? What can we learn from them? How can we measure them?
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March 2020: |
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Human Resources: Confronting a Labor Shortage |
With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.
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