Here are three steps to creating a tiered marketing plan that will highlight what you should be doing now, and when there are positive signals that demand is returning, help you put that strategy in place.
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To hospitality management teams, 2021 is the Super Bowl – a year where glory is there for the taking, and fortunes will be won or lost.
What makes Airbnb so powerful is its flexibility in accommodating a worldwide emergence of travelers who are fed up with the cookie-cutter big box hotels and how each of its listings comes with its own set of features or attributes.
A hotel that Dragonfly helps manage in Florida had a significant channel shift by a renewed focus on driving direct business.
With so much focus on getting heads in beds amidst the constant drama of COVID-19, hoteliers can forget that there are other profit makers built into their properties that need their attention.
It’s clear that guests want to travel, to visit other places, to sit face-to-face with friends and family without being separated by a hazmat suit. But some parts of living life online are… pretty great, actually.
Combining revenue disciplines (sales, revenue, distribution, marketing) under a unified structure can help hotels pivot to be more efficient, stronger and more resilient in recovery.
As a former hospitality strategist turned technology provider, here are a few principles I would recommend hoteliers apply based on my learnings.
A look at one management company that saw the downturn as an opportunity to ramp up its regional sales efforts, getting a step ahead of the competition, and has reaped the rewards.
Shifting revenue and marketing strategies enabled this hotel to exceed budget in the summer of 2020 and go from 4% to 81% occupancy.
