hotel

Boost Your Bookings from Instagram

Boost Your Bookings from Instagram

Instagram’s focus on visuals gives you plenty of opportunities to show off your hotel, wow potential guests and drive bookings– ready to get your Instagram game up to scratch? We’ve created a quick checklist to help you out.

Instagram is, in many ways, the ideal social platform for hotel marketing. Instagram is a place where visuals rule and distractions are kept to a minimal. Instagram is less cluttered than Facebook, giving you the chance to shine, and it’s more permanent than Snapchat.

Urlare in una piazza vuota – le 10 cose che fai su Facebook ma che non faresti mai nella vita “reale”

Urlare in una piazza vuota – le 10 cose che fai su Facebook ma che non faresti mai nella vita “reale”

Sfatiamo subito un mito: no, i comportamenti che teniamo su Facebook non sono avulsi dalla cosiddetta vita reale. Non esistono gradi di separazione tra il giudizio che un utente può farsi del tuo brand a seconda del mezzo con cui viene in contatto con esso. Se impara a conoscerti attraverso la tua pagina Facebook, ti giudicherà in base al modo in cui comunichi sulla tua pagina Facebook. E cosa c’è di peggio di un hotel che, nel tentativo di promuoversi, si mostra poco incline alla comunicazione con l’ospite e all’accoglienza? Ricordati che i social possono dare alla tua azienda grande visibilità nel bene…e nel male. E che l’errore è dietro l’angolo e può creare grossi danni alla tua immagine. Un’immagine che viene percepita come reale e non virtuale da chi ti legge. Ti faccio un semplice esempio: prova a passare in rassegna i contatti che hai con il tuo profilo personale. Le persone intelligenti che conosci non postano forse contenuti intelligenti? I tuoi amici più simpatici, non condividono post divertenti? E quelli – diciamo così – un po’ più superficiali, non comunicano forse banalità anche su Facebook, proprio come fanno dal vivo? Ecco, per il tuo hotel vale la stessa regola.

Per l’utente social, sei quello che posti. E se posti contenuti poco interessanti, sei un hotel poco interessante. Semplice, no? No, purtroppo non è così semplice. La comunicazione, proprio come l’ospitalità, è un mestiere, una propensione. Ma io sono un albergatore, non un comunicatore!, ribatterai tu. Ok, e io ti risponderò che il tuo lavoro è fatto anche e soprattutto di comunicazione. Con i tuoi ospiti, con il tuo staff, con i tuoi fornitori. E se non sei tenuto a essere un professionista dei social, sei tenuto comunque a conoscere gli strumenti che utilizzi per la promozione dell’hotel e a evitare comportamenti che sono scorretti sui social così come lo sarebbero dal vivo.

Trattandosi di uno strumento virtuale, invece, risulta più facile lasciarsi andare ad atteggiamenti superficiali. La verità è che – e questo vale a tutti i livelli di comunicazione – stiamo trasferendo sui social tutte le peggiori abitudini del nostro rapportarci con il prossimo e molto di più. Tante infatti sono le cose che non faresti mai – o che giudicheresti come maleducate, irrispettose o semplicemente inutili – dal vivo e che invece non ti fai problemi a mettere in pratica sulla tua pagina Facebook. E che possono arrecarti molti danni.
Ne ho selezionate 10: analizza la pagina della tua struttura e prendi le distanze da queste worst practices.

Conciliare lavoro e famiglia nelle PMI, è fattibile e redditizio!

Conciliare lavoro e famiglia nelle PMI, è fattibile e redditizio!

Conciliare lavoro e famiglia nelle PMI, è fattibile e redditizio

Trovare un equilibrio tra vita professionale e familiare: è il sogno di tutti gli impiegati. Una realtà possibile nelle PMI. La chiave sta nel miglioramento dell’ambiente di lavoro, della produttività e della loro attrattività, grazie a misure poco onerose.

Three Ways Hotel Marketers Can Tap Into The Authenticity Trend

September 18, 2014 • By Joe Haydn

It happens every day.

Bill and Britney, a couple in their 20s, decide to take their first vacation together. Britney opens her laptop and starts searching while Bill takes to his tablet to see what he can find.

Forget Mickey Mouse ears and mini-Eiffel Tower key chains, they plan to return home with a new understanding and appreciation of life!

Instead of going back to places they’ve already been… they seek unique, authentic new experiences. They want pictures for their Facebook accounts. They want real interaction with local culture. Forget Mickey Mouse ears and mini-Eiffel Tower key chains, they plan to return home with a new understanding and appreciation of life!

And they’re not alone. While the millennial generation seems to be driving the experience trend, it has also swept up the older, more affluent segments of the population as well.

According to a study commissioned by American Express last year, 72% of respondents said they choose to spend money on experience over things. While an impressive study from Resonance Consulting stated it eloquently: “…. experience is the thing and stories are clearly winning over stuff…. That’s good news for highly differentiated destinations and experience purveyors and curators of many kinds.”

As a hotel marketer, you must ask yourself if your marketing truly grabs the attention of the experience-craving traveler? If not, we have some tips to help you create traction with this key market dynamic:

1. Take Inventory of the Unique Experiences All Around You

Your first instinct may be to lament the vast distance between your hotel and any famous landmark, but don’t. This can actually work to your advantage. Remember, Bill and Britney want a unique, authentic experience. Everyone goes to the Grand Canyon. But your region has quirky events they’ve never heard of (we’re looking at you Gilroy Garlic Festival)!

Start by making a list. Think of the off-the-beaten path places you and your staff take out of town guests. What do you recommend guests do? Are there food or bike tours in your area? An oddball museum? Unexpected historic landmarks?

2. Integrate with Your Local Community

Are you taking advantage of the experience seeking market?

Now that you have some ideas, it is time to go out and make them work for you. Partner with local tour guides and ambassadors for cross-promotional deals. Create packages around your areas unique experiences. Showcase your regional ambassadors doing what they love. Let Bill and Britney know you understand what they want out of their vacation.

One hotel in Berlin actually includes a unique local experience with every stay… enabling guests to choose (at time of booking) whether they want a guide to take them to the museum or a local foodie to accompany them on a street food sampling tour.

3. Celebrate Past Guest Experiences on Social Media

Travel consumers are heavily influenced by “social proof” (this is why TripAdvisor is so popular). By sharing past guest stories, reviews (and best of all videos) on their hotel’s social media channels, you can turn your past guests into a perpetual army of experience evangelists.

Leverage their good times.

Some innovative hoteliers have taken this tactic even further by installing “social hot spots” at various scenic locations on property. The hot spots are carefully choreographed vistas that highlight the uniqueness of the property and encourage guests to upload their photos “on the spot” to Facebook or Instagram. Here’s an example of how they did this in Toronto with great results!

Are you taking advantage of the experience seeking market?

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

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10 Ways Your Booking Engine Is Pushing People Out The Door

10 Ways Your Booking Engine Is Pushing People Out The Door

The push to shift from dependency on OTAs and increase direct bookings has inspired hotels of all sizes to spend billions on driving traffic to their own website and call centers. Sadly, its mostly wasted… hotel owners and their marketing teams would be better served by focusing instead on CONVERTING a higher percentage of their existing traffic stream.

And the best way to convert more visitors is to focus on the visitors already entering a date search in your booking engine. According to Econsultancy, the travel industry as a whole suffers from 81% abandoned cart rates, compared to just 68% across other online retail sectors.

5 Signs You Should Invest In Online Reputation Management

5 Signs You Should Invest In Online Reputation Management (Infographic).

Author Alexandre Coussy, source

Many marketers fail to understand how big of a damage poor reputation can do to a company and when it comes to running a business, whether small or large, utilizing a good online reputation management is no longer an option. Rather, it has become a complete necessity.

No one should underestimate a negative reputation. Even if your business is not online, your reputation (regardless if it’s good or bad) will always be plastered on the web, especially in this day and age where digital technology and internet connectivity is almost unavoidable.

Before the Internet came into picture, the reputation of a business was built, not managed. Today, the Internet opened a whole new dimension for reputation management, and the world wide web served as a magnifier that intensifies every mistake, imperfections, and perceived insult.

Many small firms attempt to utilize the Internet themselves to broadcast their goods and services online. While there may be a few who will succeed, most businesses will not. It is not a matter of how much effort they put into it, though. Frequently, failing simply means they need a little push from online reputation management experts.

ORM professionals know that the most ideal way to attract prospects is to rank high for search terms that are related to the business. If you had experienced one or several of the following situations, it might be time to consider investing in online reputation management

Source: http://www.4hoteliers.com/features/article/9411?awsb_c=4hdm&awsb_k=dnws

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8 Best Practices for Hotel Revenue Managers

8 Best Practices for Hotel Revenue Managers

Author Robert Hernandez, Chief Data Scientist, Origin World Labs, source

The 10,000 or so hotel revenue managers around the world are self-dividing into two distinct categories: those that are well prepared (or preparing) for 2024 and those that are well prepared for 2004.

Ten years ago, the global lodging industry returned to positive profit growth after three years of declining revenues. Hotels began their four year ride (2004-2008) to historic levels of revenue and profit.

In 2004, TripAdvisor, HomeAway and dozens of OTAs launched to capture the new opportunities in travel that became available in a market flush with cheap commercial and consumer capital. That perfect storm led to the explosion of the newest profession in the hospitality industry – the hotel revenue manager. Their role, primarily, was to take advantage of expanding opportunities in a growing market by getting the property well distributed through a complex web of channels which were all doing well.

Ten years later, the global travel market is very different. Growth is a lot slower and unpredictable. OTA bookings have slowed dramatically to about 1% year-over-year growth and the effectiveness of traditional promotional and discounting tactics has deteriorated. So the question then becomes, what is the role of the RM profession, that was born during easy times, in today’s more challenging business environment? I think the best way to answer that question is to look at how the best revenue managers have redefined their job description. From my interactions with hundreds of RMs, this is what I notice that the most sophisticated are now doing.

1. From Rooms to Relationships

The biggest change in RM revolves round the shift in focus from rooms revenue to the overall revenue created by each guest. Guest-centered revenue managers know that every guest interaction is a opportunity to promote or disrupt spending. The best RMs, therefore, have expanded the focus of their analysis to include every touchpoint that affects a guest’s relationship with the hotel. From the conversion rate of the hotel’s branded website to the spend patterns of a guest that has interacted with the concierge, interpreting the value of these customer contacts is now the domain of the best RMs.

2. From Myth to Math

The best RMs have become their hotel’s “Myth-Busters.”  They use data and analysis to challenge every destructive assumption that permeates the decision making process of an industry where evidence-based decision making is only just beginning to emerge.  They live by Edward Deming’s credo, “In god we trust, all others bring data.” I worked with one RM that used data to help the hotel’s marketing department reduce the number of packages and promotions that they had been selling for a decade from a list of 84 to 4, just because she was the only one who ever bothered to check if these offerings where making any money, an analysis that was the sole domain of the marketing department.

3. From Silos to Systems

The previous point leads me to this one.  The best RMs understand that the silo behavior, where each department kept tight control over their data and decisions, no longer works.  They see the entire hotel’s decision making process as an ecosystem that has to be balanced or else the whole suffers.

Every department’s decisions affects another and the smartest RMs have positioned themselves as the referee that sorts out strategic conflicts.  These RMs are involved in every type of analysis and every discussion that has an impact on profit.  Furthermore, the best of the best RMs have unfettered access to the data generated by every department so that they can always have a full view of the entire system.

4. From Organized to Optimized

For the last decade, the role of RM has been very clerical.  They’ve had to work with more systems than any other profession in any industry. Unreliable extranets, bad integrations and clumsy PMS systems meant that the RM had to be very disciplined and organized about their responsibilities or the property might lose an opportunity to reach potential guests.  Many of these technological issues have disappeared (albeit not all) to the point where the RM’s clerical ability is not as critical as it was.  

The best RMs have recognized this trend and have shifted the focus of their job to optimization. They have set themselves up as the thought leader in profit generation through data and analytics. They know that this will be the main responsibility of the best paid RMs in the next decade.

5. From Discounts to Drivers  

Creating profit through discounting just doesn’t work.  The best RMs have shifted their attention to discovering the true drivers of profit throughout their hotel.  They now focus on shinning a light on those activities and products that create value while eliminating those that destroy financial performance.  That is a very different approach than discounting as it shifts the attention to “value” and it makes the RM a creator of brand value rather than a destroyer.

6. From Planning to Predicting

Other than subtraction and a little addition, you don’t have to use much math to make a hotel budget.  You can just guess that your growth will be X% and extrapolate and capture-rate yourself to a full P&L. This is planning, and most hotel budgets use this methodology. Whether this plan is feasible or not is predicting.  

The best RMs have dumped the “one version of the future” planning approach for the more statistically-driven “range of possibilities” predictive approach. They have left traditional budgeting to the folks in accounting and have stepped into the role of the informed soothsayer.  True, predicting requires a little more math than planning, but it sets the RM up to have a better set of tactics ready regardless of what the market delivers.

7. From Data to Decisions

Many RMs are responsible for creating and distributing reports that hold as much data as possible about the performance of channels, markets, rate codes. etc.  Many of these reports are remnants from the early 2000’s when executives where thrilled that they had any reports at all.  The best RMs have removed themselves from these “clerical” obligations by focusing on delivering only the data that actually drives decisions.  For years, one of my clients was sending out a deck of 20 reports on a weekly basis because his predecessor had done the same.  My suggestion to him was to stop sending them and then to wait to see if anyone would ask for them. Nobody did.  Now he focuses on analysis for decision making instead of reporting for reporting’s sake.

8. From Business to Better

Let’s face it, many properties around the world have a simple, three-part strategy: location, location, location.  At these properties, there is not much going on insofar as strategy because, as long as they keep smiling and putting out fires, they’ll make a predictable amount of profit. Business, as usual, is just fine for them. Some of the most creative RMs that I have ever met work for these types of hotel companies, but they do not allow themselves to be infected with the complacency bug.  

These RMs are not sitting around waiting for their property to become more proactive about profit. They are taking the lead in creating better processes and discovering intelligence that drives conversations about the potential impact of  changing tactics and the ineffectiveness of tired approaches.

The role of the revenue manager will never be static. That’s because the profession sits at the crossroads of dynamic forces like technological innovation, economics and strategy. Those that adapt their job description to future trends will always do well. While those that stay stuck in the realities of a market that does not exist will struggle to stay relevant.

Source: http://www.tambourine.com/blog/8-best-practices-for-hotel-revenue-managers-%E2%80%A8/

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Guest Post: The Biggest Mistake B&B Innkeepers Make

Guest Post: The Biggest Mistake B&B Innkeepers Make

By Darlene Rondeau, source

Guest Author: Yvonne Halling, Founder, BedandBreakfastCoach.com

If there was one big mistake that I see B&B innkeepers making, it’s not putting themselves into their marketing.

Guests choose us because they want some interaction. They want to hear our stories and share theirs, so where are you hiding out?

Here are three main places I see B&B Innkeepers hiding:

On Their Website

They are nowhere to be seen, no pictures, no stories, no “About us” page, no blog about their life – just hiding out behind the “storefront” hoping that the rooms, the beautiful view, the comfy beds, the delicious breakfast will do it for them.

The Cedars of Williamsburg B&B does a terrific job of showcasing their personality to travel shoppers by featuring unique recipes

You can get rooms, beautiful views, comfy beds and delicious breakfasts anywhere, but there is only one of YOU. And don’t get me started on the “customer satisfaction is our highest priority” – as if that makes you special. It doesn’t – everyone is doing their best to satisfy their guests’ expectations. You’re not standing out with that old line.

You can get rooms, beautiful views & comfy beds anywhere, but there is only one YOU

On Social Media.

Many B&B innkeepers are not revealing themselves online. Let’s start with profiles. How many friends do you have on Facebook? Are you adding people and making connections regularly? Do they even know about your business page? Is it properly listed in your profile, so when I visit you on Facebook, I can see immediately that you run a hospitality business?

I run a couple of groups for B&B owners, guest house owners and innkeepers on LinkedIn and we get between 30 and 50 requests to join each week. I am often shocked that almost 50% of those requesting to join don’t even have a photo of themselves, let alone a proper profile so I can see who they are. Don’t let this be you.

Online presence matters, whether we like it or not. It’s the nature of the world today.  Over three billion people are online – your prospects, your future guests, your connections, your next project.

Take a look at your online presence and ask yourself – would I trust this person?

Take a look at your online presence and ask yourself – would I trust this person?

Are You Sharing Your Knowledge & Expertise?

The third place I see people hiding out is not sharing their knowledge and expertise in a way that both guests and prospective guests can benefit from it. What do I mean by that? Your free guide is your online calling card.

I know that you’re sharing your expertise and knowledge with your guests at your place, but what about those who haven’t booked yet?

Looking for things to do around Wilkes-Barre, PA? Hillard House Inn provides potential bookers with expertise of the area.

Having a proper online strategy to get that knowledge into the hands of those looking for a place in your area will massively increase your bookings but also your perceived value in the eyes of those people and perceived value is everything – but that’s for another time.

Source: http://blog.leonardo.com/guest-post-the-biggest-mistake-bb-innkeepers-make/?mkt_tok=3RkMMJWWfF9wsRoiua7IZKXonjHpfsX57uUoW6O%2FlMI%2F0ER3fOvrPUfGjI4JTcJnI%2BSLDwEYGJlv6SgFQrLAMbdkzrgNWBY%3D

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Keeping on the Right Path: 10 Considerations for Optimizing Your Booking Engine.

Keeping on the Right Path: 10 Considerations for Optimizing Your Booking Engine.


By Simon Blackburn, source

The infographic below covers ten things to consider to optimize your booking engine. Much like staying on the hiking path, following these simple recommendations will make sure your guests don’t get off the booking path.

 

Source: http://www.4hoteliers.com/features/article/9401?awsb_c=4hdm&awsb_k=dnws

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