Hospitality Paradigm

Around the world, hoteliers are seeing the benefits of online advertising as they increasingly drive bookings through property websites. As a result, they are ramping up the marketing spend in that area, according to survey results by market intelligence provider TravelClick.

Two-thirds of the global hoteliers polled (66%) are now spending on Facebook advertising, and almost one-quarter (23%) have increased their Facebook ad budget for 2014. Some hoteliers are slow to spend on Facebook advertising because it is currently seen more as a brand awareness tactic than a direct-booking tactic. Online marketing spend is a growing trend with three-quarters of the surveyed hoteliers (76%) focusing on metasearch, and within that a third are increasing that spend for this year (32%). Similarly, more than four in every five hoteliers polled (84%) invests in ad words with one in three (32%) increasing that spend for 2014.

When asked which social media channels drive the most bookings to their property websites, the overwhelming leader was TripAdvisor with more than three-quarters (78%) of respondents singling out the travel review site. Both Facebook and Google+ were also named as sites that drive bookings with 11% of hoteliers selecting each of those social networks. Hoteliers should consider TripAdvisor as a key social media platform to strengthen their brand as this channel is now becoming fully integrated into the social media marketing mix.

Business and recreational travelers demand safe and secure hotel accommodations and responsive and friendly customer service. How can hoteliers ensure that their property provides as secure an environment as possible, while maintaining friendly customer service?

Maintain security minded customer service – Front desk staff and valets are trained to embody a customer first, customer service model. While maintaining friendly, responsive interactions with customers is crucial, it is also important to vigilantly follow all security protocols. What happens when a nicely dressed man asks the valet for his car or stored bags? As a matter of course, does the valet validate the request against identification, room card or ticket, or do they take the man at his word that that the Gucci luggage and Mercedes Benz are indeed his own? Does the front desk require identification when providing replacement access cards to those who have misplaced or lost their cards?

Keycard access review – With a few pieces of hardware and minor programming, it is possible for a criminal to gain undetectable entree to millions of key card protected hotel rooms. Hoteliers should remind all guests of the security safeguards they offer and remind guests to use their lock bars and chains and dead bolts when retiring for the evening. Room safes or securing valuables at the front desk should also be recommended if available.

Establish evergreen background screening protocol – Background screening should be an evergreen process. Re-screening employees annually can help hoteliers maintain the high level of quality staff they desire.

Control after hours access – For maximum safety, posting security personnel at front entrance and other access points is vital. Also ensure that your up-to-date closed circuit system is tracking all of the hotel’s public areas, including the parking lot, gym, restaurants, loading dock, etc.

Assess location and local crime statistics – CAP Index is recognized as the authoritative leader in quantifying the overall likelihood of crime or loss affecting a location’s safety, operational goals, or profitability. This knowledge is power and can lay the groundwork for your hotel’s safety and security plan.

Security officers that welcome and protect – Hotels must foster an inviting atmosphere for guests while ensuring safety and security. Presenting security personnel in a customer service role with officers dressed in upscale business clothing rather than traditional police or military style uniform, makes for a more accessible presence.

Bolster public/private initiatives – Establishing public-private programs that further police and security cooperation in the protection of people and property helps to enhance safety and security. When private security works in partnership with law enforcement to respond to these issues, police officers have more time to focus on solving crimes and enforcing the law.

Maintain emergency response plan and team – The collaboration between law enforcement and private security needs to extend beyond on-the-spot information sharing. Proactive security efforts and emergency planning initiatives should also involve everyone with a vested interest in safety and security. Existing plans should be reviewed annually, and evacuation and response drills, as well as and other training sessions should include those external groups as well. Involving everyone in planning and training will allow plans to be as situational as possible, and also help ensure a more efficient implementation if the worst case scenario does occur.

Part of emergency response and event management plans require the ability to ramp up staff at a moment’s notice. Ensuring that your security team is ready and available when you need them can pay enormous dividends in minimizing the real world impact of a crisis to your brand, staff and guests.

Commitment to ongoing training – Security professionals require continual quality training if they are to be as responsive and knowledgeable as possible. Given that security personnel are placed in the front line of an hotelier’s security force, it is vital that they have all the latest tools needed to handle emergency and crisis situations. Security professionals should be able to access training in a way that benefits their lifestyle whether it is online or classroom training.

Contributed by Bob Chartier, V.P. AlliedBarton Security Services

Initiating change means getting started, turning pressures for change into change initiatives, and taking first steps to move change forward. Research shows that six competencies define the extent to which change professionals initiate change:

1)       Ensure that key leaders are aligned around major change initiatives

2)       Help people understand why change is important (i.e. create a sense of urgency)

3)       Identify and overcome sources of resistance to change

4)       Help set the direction of change with clear outcomes

5)       Build commitment of key people to support change efforts

6)       Articulate key decisions / actions that must happen for change to make progress

How should one implement and bring about changes in one’s workplace or company? Some say the top-down approach is good while others feel that the bottom-up approach is best.

However,according to the contingency school, the choice of an appropriate strategy and the implementation diagnosis consist of assessing eight independent variables or factors in the organizations.

1. Available time (short / long)
2. Clarity of the need for change (clear to all / clear to few)
3. Organization size (small / large)
4. Effects of existing controls and incentives (encourage initiative / encourage focus)
5. Organizational concentration of relevant knowledge (concentrated at top / concentrated at bottom)
6. Expectations of people regarding involvement in implementation (none / extensive)
7. Potential resistance (small / great)
8. Total power base of change agent (great / small)

Thus, for example, if there is very little time variable, the crisis or need for change is clear to all, if it is a small organization and so on, then the appropriate change strategy is top-down, directive and fast; while if clarity for need to change is not apparent and the organization size is relatively large, then the appropriate change strategy would needs be bottom – up.

IHG recently surveyed more than 7,000 international travelers and found during the last 12 months, guests from emerging markets are traveling more than those in developed markets and have the highest expectations for hotels to deliver personalized experiences. Other findings from the report include:

• Travelers think global hotel brands do a better job than local hotel brands in several areas including safety and consistency.
• For the majority of travelers the biggest benefit personalization delivers is increased comfort during their hotel stay — 59% of travelers said their hotel stay will be significantly more comfortable.
• 62% of Millennials said being able to access personal content such as movies or music would motivate them to return to a hotel compared to 55% of travelers of all ages.
• 72% of travelers over 65 said a hotel that made it easy to make healthy food and beverage choices would motivate them to return, compared to 61% of Millennials.

After speaking with customers and analyzing the more than 40,000 meetings hosted at Marriott’s hotels yearly, seven purposes for meetings emerged: Celebrate, Decide, Educate, Ideate, Network, Produce and Promote.

Rather than focusing just on dates, rates and room layouts, Meetings Imagined hones in on the specific purpose of the meeting to create and design a more engaging experience. While others may focus on just meeting logistics, Marriott is reimagining the experience for the next generation with its innovative concept that infuses a more sophisticated approach based on objectives and outcomes