TECHNOLOGY
markets they never considered before such as Hawaii . By paying attention to other destinations and knowing about activities such as travel lockdowns in Hawaii , it helped them to understand the impact on their destination . They identified demand surges from their website and voice data when the other destinations applicable to their feeder markets were more restricted , and as a result were confidently able to position rates given the increased demand .
Go-to-marketing strategies were tailor-created towards working remotely and included specific programming activities for children allowing the parents to work and relax . Offers encouraged longer length of stays with complimentary offers , resort credits and even kidseat-free campaigns .
STRATEGIES ARE ALL ABOUT ADR , AND STAFFING LEVELS ARE DICTATING OCCUPANCY VERSUS DEMAND . BAR levels are out , and Open Pricing is in . Owners are focused on the bottom line and measuring success through GOPAR . This means it ’ s all about efficiencies and managing costs .
In many cases , hotels are struggling with staffing levels forcing an occupancy ceiling and many to juggle multiple areas of responsibility . Sales departments are operating on limited staff and often have one person handling multiple segments . Hotels admit to missing out on revenue opportunities because they are unable to be proactive and are even leaving RFPs unanswered .
It is highly recommended that each hotel gains an understanding of their opportunities and create a
IT IS HIGHLY LIKELY THAT THE PREVIOUS COMPETITIVE SET LOOKS MUCH DIFFERENT FROM TODAY ’ S COMPETITIVE SET . ADDRESSING NEW BENCHMARKING OPPORTUNITIES WILL HELP YOU UNDERSTAND THE RESHAPED LANDSCAPE AND SHAPE YOUR GO-TO-MARKET STRATEGIES .
– KATHLEEN CULLEN
plan to put resources against them . Start with a review of the group and corporate RFPs , as feedback from travel planners and advisors indicate that these are two of the biggest opportunities or areas of no-response today . For hotels that do not have the resources to do this , consider a third-party contractor to assist in the interim . This will at least keep the hotel top of mind with travel planners as they see responses coming through . Hotels without responses are not being considered at all .
BOOKING PATTERNS HAVE SIGNIFICANTLY SHIFTED AND ALL SEGMENTS NEED TO BE APPROACHED DIFFERENTLY . Everything is incredible short-term , and hotels must have flexibility . Groups are booking , but , oftentimes , doing so short-term , and in many cases , are being booked by nonmeeting planners , which has led to changes in the booking approach . A wider variety of hotels and destinations are being considered by planners for individual
groups than ever before , with some planners being even more conservative in their bookings . This trend is impacting how hotels are positioning themselves as they now need to anticipate in-the-monthfor-the-month pick up and can no longer automatically assume there will be a wash factor .
Be sure to watch the booking patterns closely and stay in touch with the main contact to understand and anticipate their needs and expectations for any additional lastminute bookings .
Corporate and consortia segments are starting to rebound , yes , but as with most other markets , their booking patterns have shifted , and they are utilizing new partners and methods to align with the fluid landscape . Operators would be wise to ensure they are tracking
86 hotelsmag . com July / August 2022