Sales&Marketing

5 Best Practice Tips to Increase Direct Bookings

According to BLLA, hoteliers at boutique hotels spend more than half their time on sales and marketing activities.

That’s a LOT of effort, but are you seeing results? And, more specifically, is your hotel website (your most important sales & marketing asset) driving direct bookings? This is a challenge, not only for the boutique sector, but for hotels of all sizes and star ratings.

In this webinar, we discuss 5 best practices for your website to help drive more direct bookings, reduce your dependence on OTAs, and ultimately generate more revenue.

Topics Covered:

  • Hotel Website Fundamentals: The 5 differentiators your hotel website needs to drive bookings
  • Visual Storytelling: What images and types of stories turn “lookers” into “bookers”
  • The Path to Conversion: How to optimize your booking path to decrease abandonment rates
  • Real-Life Examples: How other properties like yours are using our best practices to drive results

source: http://www.leonardo.com/resources/5-best-practice-tips-to-direct-bookings/#1466514117913-cc5a3eef-09a4

Uploaded by Leonardo on 2016-09-22.

The Ritz-Carlton has enhanced its Ritz Kids Program

The Ritz-Carlton has enhanced its Ritz Kids Program

The Ritz-Carlton Hotels of Asia Pacific have rolled out an inspiring new campside adventure, as part of an enhanced Ritz Kids program.

Ritz Kids is the first globally consistent, immersive programming from a hotel company to build on the adventures of travel for children. Designed to draw on a child’s passion for the curious, the program has a tailored approach to creating memories for children visiting a resort, city or urban property. The robustly layered activities foster learning centered around four key pillars – water, land, environmental responsibility and culture.

CONJUGUEZ TRAVAIL ET PLAISIR DANS VOTRE APPROCHE MARKETING

CONJUGUEZ TRAVAIL ET PLAISIR DANS VOTRE APPROCHE MARKETING, source

Votre clientèle d’affaires a tendance à prolonger son séjour pour s’adonner à des activités d’agrément? Proposez-lui des forfaits personnalisés, offrez-lui des rabais ou encore repensez votre positionnement marketing.

Par des statistiques, des exemples de bonnes pratiques et des conseils d’expert, cette analyse exposera :

  •  le comportement des voyageurs de type bleisure;
  •  la manière de s’adresser à eux;
  •  le type d’offres à commercialiser.

UNE TENDANCE BIEN PRÉSENTE PARMI LES VOYAGEURS

Dans l’hôtellerie, on assiste à l’allongement des séjours professionnels à titre personnel et on constate l’intérêt grandissant des voyageurs d’affaires pour les activités d’agrément. D’après un sondage de BridgeStreet Global Hospitality effectué auprès de 640 voyageurs internationaux en 2014, 60 % des répondants ont déjà réalisé des voyages de type bleisure, et près de 46 % d’entre eux prolongent la plupart de leurs séjours d’affaires de quelques jours à cette fin. Voici quelques faits saillants du sondage :

  • La principale raison émise par les clients pour allonger le séjour est la volonté de découvrir la destination et de vivre des expériences culturelles.
  • La quasi-totalité (94 %) des jeunes voyageurs (18 à 35 ans) prévoit faire autant ou plus de voyages de type bleisure dans les cinq prochaines années, comparativement à 88 % pour la moyenne des voyageurs.
  • Un peu plus de la moitié (54 %) des répondants ayant réalisé ce type de voyage étaient accompagnés par des membres de leur famille.
  • Près de 83 % des voyageurs d’affaires consacrent du temps à visiter la ville. Les principales activités réalisées sont les visites touristiques (77 %), les repas au restaurant (66 %), les sorties culturelles ou artistiques (66 %) et les activités de plein air (34 %).
  • Peu de touristes de type bleisure visitent une autre ville durant leur séjour; 42 % le font rarement et 31 %, jamais.

PROMOUVOIR LES SERVICES DE L’HÔTEL ET DES PRESTATAIRES

Afin de cibler cette clientèle, des hôtels ont créé des forfaits alliant activités d’affaires et d’agrément. The Orchard Hotel à Singapour commercialise son forfait « Bleisure Experience » en mettant de l’avant ses installations comme sa piscine et son jacuzzi, et en invitant les voyageurs d’affaires à visiter la ville. L’offre inclut un bon d’achat de 60 dollars américains à utiliser dans un salon de beauté.

image.jpg

Source : Millennium Hotels

Pour sa part, Hotel G, situé à San Francisco, propose comme incitatif une promotion « Bleisure at the G », qui permet d’utiliser les transports en commun, d’accéder à un espace de travail partagé durant une journée et d’obtenir des rabais dans plusieurs attraits de la ville (centre commercial, restaurant, etc.). Pullman Hotels and Resorts, par l’entremise de son forfait « Time for Pleasure by Pullman », inclut entre autres des remises immédiates sur les services de l’hôtel.

ADOPTER UN POSITIONNEMENT CLAIR

Avec le slogan « Work Hard Play Hard », l’objectif de ce nouveau positionnement est d’enrichir l’expérience client en entremêlant l’univers du jeu avec celui du travail

Le forfait de Pullman Hotels and Resorts présenté ci-dessus fait partie de sa nouvelle image de marque entièrement développée pour cette clientèle. Avec le slogan « Work Hard Play Hard », l’objectif de ce nouveau positionnement est d’enrichir l’expérience client en entremêlant l’univers du jeu avec celui du travail.

image.jpg

Source : Pullman Hotels

INCITER LE VISITEUR À PROLONGER SON SÉJOUR

Au Canada, les hôtels Days Inn ont créé le tarif « vacances d’affaires », qui permet d’économiser jusqu’à 15 % sur le meilleur tarif disponible. D’autres établissements offrent le tarif de groupe négocié quelques jours avant et après l’événement d’affaires, selon la disponibilité.

L’hôtel Ten Manchester Street à Londres relaye sa promotion sur les médias sociaux et cible de façon claire cette clientèle en lui conseillant d’ajouter quelques journées personnelles à son voyage d’affaires et en utilisant le mot-clic bleisure.

image.jpg

Source : Twitter

Bob Jacobs, vice-président pour la gestion de la marque des hôtels Sheraton et Westin de la région Amérique du Nord, explique que cette offre incitative représente la principale demande des groupes, particulièrement le segment de la génération Y.

L’agence de marketing Tambourine conseille d’offrir ces tarifs aux clients avant leur arrivée, mais aussi durant leur séjour, pour les encourager à prendre une décision spontanée. L’agence suggère aussi de proposer d’autres offres valides uniquement la fin de semaine, telle qu’une navette gratuite pour se rendre dans les attraits de la ville, ou encore des rabais sur le service à la chambre ou dans les restaurants.

CIBLER LES MEMBRES DE LA FAMILLE

Les hôtels positionnés principalement dans le segment affaires peuvent user de quelques tactiques pour attirer les familles de ses clients.

Les hôtels positionnés principalement dans le segment affaires peuvent user de quelques tactiques pour attirer les familles de ses clients. Ils peuvent notamment les aider à planifier leur séjour ou leur offrir des rabais pour des attractions familiales locales. C’est le cas des hôtels Sheraton et Westin de la région Amérique du Nord, qui envisagent de proposer davantage d’activités et de services aux membres accompagnateurs de la famille.

Great Wolf Lodge, une chaîne de centres de villégiature présente aux États-Unis et au Canada, évalue à 60 % la part des voyageurs d’affaires accompagnés par leur famille durant leurs événements d’entreprise. En Floride, les hôtels du complexe de loisirs Universal Orlando Resort, qui accueillent de nombreux congrès et réunions, offrent à la clientèle d’affaires des entrées à tarifs réduits dans les attractions, afin que celle-ci se joigne à leurs familles à la fin de la journée.

De profonds changements s’opèrent dans le comportement des voyageurs. La clientèle d’agrément travaille à distance et la clientèle d’affaires s’accorde du temps pour se détendre. Avez-vous commencé à cibler les voyageurs de type bleisure dans votre établissement?

Image à la une : © pexels

source: https://gianoraconsulting.squarespace.com/config#/pages/54b5308ce4b0c041d868a538|/news

More article on www.gianoraconsulting.com

 

Halloween Hotel Marketing Nightmares

Halloween Hotel Marketing Nightmares

October 26, 2015 • By tambo

 

What keeps hotel marketers up at night….

It’s not creepy goblins, ghosts lurking in the corners or even unexplainable paranormal activity. It takes more than just spooky happenstance to strike fear in the hearts of hotel revenue managers and marketers. This Halloween, we surveyed hotel marketing professionals across the country, from properties of all sizes, asking them what keeps them up at night. This is what they had to say:

1. The End of Rate Parity

This summer, France led a long-awaited shift by striking down rate parity. Their belief was that hoteliers could only compete by charging whatever they choose, differentiating their hotel product and undercutting the OTAs. While on the surface that may seem like something to celebrate, many hotel marketers fear the unknown.

After all, for years rate parity has been the de facto law of the land. Now, with their newfound ability to discount their direct pricing, they’re nervous it won’t be the magic bullet they had believed it to be. There are other reasons why OTA’s have been raking in business while hoteliers struggled to drive direct business, including OTA’s massive budgets and advanced digital technology that have enabled them to overpower the efforts of individual hotel marketers. The end of rate parity would shine a light on problems such as these.

2. Dwindling Margins

Expensive 3rd party revenue sources continue to take a bigger cut out of each booking, leaving hotels with less and less at the end of the day. This continued margin erosion is irritating and confounding hotel owners and asset managers, who are expecting to see richer margins as a result of the current all-time highrates and occupancy. It is up to hotel marketing leaders to explain this unbalanced discrepancy.

3. Airbnb

Whoever thought that a traveler would prefer to spend the night in a stranger’s house instead of a clean, secure and pristine hotel? The sharing economy has indeed disrupted the hotel industry with its appeal of authentic “live with a local” experiences, stealing hundreds of thousands of hotel room nights in the process. What first started off as a cheap and ingenious alternative for budget travelers, Airbnb has since grown into a global booking phenomenon that attracts a vast range of guests – from couples to families and even business travelers. Plus, they’re on track to outpace the world’s largest hotel companies within a few years. Hotels are responding by localizing their own offerings and rebranding their hotels as locally inspired social hubs where guests can experience a poignant sense of place.

4. Job Security

Hotel marketers are expected to do more, know more and act faster than ever before, and there is no shortage of pressure from hotel owners to do so. Turnover among senior hotel marketing leaders is at an all-time high with an average job lifespan of 25 months. Owners want better results in a shorter amount of time, while hotel marketers are stuck having to master a tidal wave of new technology seemingly every few months. This leaves hotel marketing teams flustered, behind the trends and overwhelmed with numerous marketing channels.

Read: Three Quotes to Inspire Hotel Marketers

5. Insufficient budgets

The advent of endless new digital marketing channels gives the impression that brilliant marketing can come from even the smallest of budgets. Meanwhile, hotel owners are raising goals and revenue targets, believing that today’s plethora of marketing options means free or cheap ways to reach their target audience.

source: http://www.tambourine.com/blog/halloween-hotel-marketing-nightmares/

more article on: www.gianoraconsulting.com

September Brings 3 Challenges To Hotel Sales And Marketing

September Brings 3 Challenges To Hotel Sales And Marketing

Source: tambo

Once the golden travel season of summer comes sadly to a close, September will arrive ushering in a crisp set of challenges and opportunities for hotels.

If you’re a hotelier who has systems in place, important dates marked on the calendar, and an eye for repeat business cycles, then you know what happens come autumn. For those of you who don’t (we know you’re working on it), here are three challenges sure to fall on your desk in September and how to deal with them.

1. The End of Family Drive Market as School Season Begins

Cue the violins. Summer often brings full occupancy and F&B outlets bustling with business. It’s no wonder then that once school starts, kids aren’t the only ones feeling glum. As easy as it is to see this as a loss, grab onto this transition as an opportunity to try something new with your hotel internet marketing. Spread goodwill with your brand and leverage a family’s different reason to travel. It’s the perfect time to consider:

•  Hosting Freshmen and Parents
Don’t forget the older kids. Parents will soon be making treks to universities to help their college student move in and spend one last family getaway. If you’re a university town, create school-related packages for visiting family and friends.

•  Feeding the Shopping Frenzy
Back to school shopping is a season in itself, and those without children see autumn as the perfect reason to invest in new fall clothes. Join in and create retail stay and shop experiences, such as Hotel Abri in San Francisco, located just two blocks from Union Square shopping. Starting at $275/night, the hotel’s shopping valet will pick up your purchases and deliver them to your room. Plus, guests receive a $100 to Westfield San Francisco Center, as well as a backpack with a pencil kit and notebook.

Read: Back to School Means Back to Basics for Hotel Marketers

2. Corporate Rate RFPs for 2016 Travel

Along with the fall of autumn leaves comes the flurry of RFPs from corporate travel planners seeking annual rates for their traveling colleagues. This RFP season is a boon for hotels, as these business travelers consume a sizable portion of bookings throughout the year. Here’s how to reap your share of the market: 

•  Dedicate the Time and Staff

Don’t expect your already busy sales staff to have the time and focus to respond effectively to these RFPs. That is, unless you’re okay with hurried writing riddled with errors. Empower one person – whether full-time or part-time – with responsibility to review and respond to the RFPs. Then, assign a second staffer to review and approve all responses before they are sent to the client.

•  Don’t Assume You Don’t Qualify

Don’t be so quick to take your hotel out of the running for a bid just because you think your rates are too high or you’re not what the planner wants. Because, truthfully, you don’t know what they want exactly. You don’t know if they’re tired of their budget options and now want more sophisticated accommodations, or if there’s a new planner in place who sees things differently from the planner before. So, always respond.

•  Trace Last Year’s RFPs

If you haven’t already, document when you receive an RFP and your response. Each year, go through that file to make sure an RFP you received last year is in this year’s pile as well. If not, follow-up. Like noted above, planners change jobs, and the replacement may not know you as well as their predecessor. So, keep track of every RFP you respond to, along with rates, client responses and questions, etc.

3. Obsolete Vendors and Their Contracts

Most of your contracts with marketing vendors, including those companies who oversee and manage your advertising campaigns, website, booking engine and digital marketing, are set to auto-renew at the end of the year. This also coincides with the holiday season, when you’ll be busy with December deadlines, holiday parties, family events, vacations, shopping…

No wonder you often find yourself stuck with vendors for another year, whether they produced a substantial ROI for your hotel or not!

Smart hoteliers get an early start.

Use September to dust off those 2015 contracts and review your vendors’ performances. For those producing subpar work, you’ll still have time to consider alternatives before those sneaky January auto-renewals pop up.

source: http://www.tambourine.com/blog/september-brings-3-challenges-to-hotel-sales-and-marketing/

more article on: www.gianoraconsulting.com