These trends are born out of the extreme circumstances that have forced people to look for roundabout ways to travel. It is uncertain for how long these will hold true, but until then it is best to adjust to the requirements of guests in order for both sides to effectively benefit from the arrangement.
Restaurants have always been a reliable source of auxiliary revenue for hotels, and depending on how creative the hotel owner, a strong marketing tool. A good restaurant can be a potent attraction for culinary tourists, locals in search of a niche dining experience, or business departments in charge or organizing corporate events for investors and the like.
The online marketplace for hospitality providers has greatly inflated over the last decade or so. The new breed of hospitality brands which emerged, focused on renting out individual apartment spaces and studios, flooding the market with cheap and unique.
Covid-19 has changed the way guests approach hospitality, but it has not devalued it. It is more important now than ever to provide potential guests with the opportunity to have a great experience in a safe environment, as a way to bring joy and alleviate stress during these unprecedented times.
A sign of modern hospitality is the tendency to move away from the drudge of mundane tasks, and such is the case of face-to-face check-in. Advancements in hospitality technology provide hoteliers with a unique opportunity to create a more pliable approach to handling guests’ check-in.
Rebranding isn’t the same as giving your hotel a makeover, refurbishing the interior and ordering a new logo. When considering if your hotel needs a rebrand, you are acknowledging that something in the current practices of your hotel is simply not bringing in enough value to your business. And in all likelihood, the issue does not exist in isolation from the rest of your hotel’s operations.
Community trust is integral to surviving the COVID-19 travel draught. Locals might not swarm your hotel the first chance they get, but they will trickle in much-needed revenue during some of your lowest points. Encouraging safety while also trying to stay in business can be challenging. You are still the owner of a service which is both highly desirable and socially stigmatized in the current climate. You will certainly have guests who have made the trip the first chance they’ve had, and it is their presence that is pushing away local guests unwilling to take the risk of unnecessary interactions.
The fallout from Covid-19 is imminent, if not already being felt by many hospitality providers. Several months into the pandemic and last minute cancellations and the emptying out of hotels seem like the least damaging effect of the crisis. A more pressing one is the delay of resuming everyday operations.
We can all agree COVID-19 has caused severe damage to the hospitality industry, the full extent of which is yet to be determined.
What is the new normal for hospitality? Are hotel guests eager to return, or will they shy away from travel? Will corporate clients abstain from organizing and attending annual conferences? How do you raise room occupancy if your target guest demographic has withdrawn their interest in your establishment? And if so, to whom exactly are you marketing your establishment?
Hospitality is faced with an unprecedented crisis which no provider can escape without accepting that change is inevitable and many hoteliers feel the need to cut back on expenses as a way of moving forward with minimal losses.
We are almost halfway through 2020, and suffice it to say this is not how many of us thought it was going to turn out. The industry-wide disruption created by Covid-19 has taken a toll on hospitality by partially cancelling the first quarter of the business year and forcing hospitality providers to look for alternative ways to sustain their businesses while waiting out the disease. In times of crisis leadership skills are put to the test and team ties are forged and strengthened.
Planning for the off-season is a task which often spreads out throughout the year, and with the help of various marketing plans and promotions (and a bit of luck) you may make it through without incurring major losses and possibly making a profit.
COVID-19 has caused a great loss of revenue for hospitality providers. Your usual guest demographic may be drastically depleted which means that you are now in dire need to attract new visitors in order to compensate for these losses"
Clock Software and SmartHOTEL have joined forces to produce a promising new integration between SmartHOTEL and Clock PMS+ to facilitate flawless data exchange between Clock PMS and the CRS of Louvre Hotels Group.
It is no secret that hospitality is not the most technologically friendly industry as many of its practices are bound by traditions. Some more seasoned hospitality providers are in no hurry to give up on established practices and solutions as they view the many technological advancements in hospitality software development as an unnecessary, and most of all, costly flourish.
The performance review is an indispensable part of running a profitable hotel, yet it frequently falls to the sidelines in favour of more immediate day-to-day tasks. Nonetheless, keeping track of key performance indicators (KPI) can be invaluable for developing a successful hotel revenue management strategy. For convenience, let us break down the KPI that every hotel manager should track.
The performance review is an indispensable part of running a profitable hotel, yet it frequently falls to the sidelines in favour of more immediate day-to-day tasks. Nonetheless, keeping track of key performance indicators (KPI) can be invaluable for developing a successful hotel revenue management strategy. For convenience, let us break down the KPI that every hotel manager should track.
The coronavirus will affect all levels of hospitality, but not everyone has the same capacity for recovery. Large hotel chains will certainly bounce back quickly, but for all other establishments, the Covid-19 pandemic is a test of adaptability and resourcefulness.
Modern hotels thrive thanks to hoteliers adopting a flexible approach to their change management strategy. They treat the hotel as a constant work in progress, one that is evolving and growing with each successful policy change implementation.