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Building Autumn Revenues One Week At A Time

Hoteliers Need To Differentiate Through Unique Offerings, Promotional Programs

By Larry and Adam Mogelonsky | August 24, 2021

Yes, we’re all still trying to maximize our occupancies for the slim remainder of Summer 2021, but that shouldn’t stop us from also looking ahead to the upcoming autumn season. Mind you, COVID-19 is still very much a thing, with many forecasting another wave once the weather turns, combined with forced back-to-work policies taking effect that will disrupt travel prospects going forward.

What we hope with this thread is to get you thinking about marketplace immunity? That is, to give your guests a reason to stay at your property during any sort of off-season irrespective of price incentives. What makes your hotel likeable year-round? What will turn it into a destination of its own right?

What you need are one-of-a-kind programs, and this is a key objective in our consulting practice, where we look at how to make a hotel such a unique experience that guests will want to stay there despite it not being the ‘ideal time of year’ for that locale. In the North American and Western European setting, this means building programs outside of the traditional summer and early shoulder peak travel seasons.

For this, you must appeal to customers’ demands for something exceptional beyond what they already get when the kids are off school during summer and the weather typically cooperates. Nor should the hindrances on international travel be a reason to rest on your laurels. Travelers are using the OTAs to research new drive-to destinations and you cannot depend on return visits for the sake of returning; if you don’t have a unique experience, guests will look elsewhere.

The beauty herein is that it is a very creative exercise in figuring out what makes each hotel unique to thereby discern what this typically one-off event will be to draw guests in. All of this planning is conducted well before any marketing efforts and ideated in concert with the promotions team, so that you have an early litmus test for what it will actually work.

What we caution here is that slow and steady wins the revenue race. Even though you likely have many periods throughout the calendar year where occupancy isn’t ideal, you have to pick your targets at the outset and not overextend yourself. Less is definitely more and as such, you should only target a week per quarter in any given year because customer mindsets are very hard to reverse all at once.

Based upon our consulting work in setting up these events to help grow occupancy during the off-season and end any drastic seasonal downturns, below are a handful of key considerations, for which we are open to discussing these in more depth on a property-by-property basis.

  1. Plan far ahead. For any new program, you should aim to have the bones of that event in place at least six months ahead of the actual date or dates when it runs. This is critical so that the marketing team has time to devise an appropriate plan, get approval for the budget and hone the messaging while you iron out the operational details. Right now, you should already be putting ideas together for Spring 2022.
  2. Theme is crucial. Any event or weekly course of events you plan must seem like a natural fit for your hotel and your territory. This ‘theming’ makes the sales and marketing process along with any second-hand word-of-mouth drastically easier.
  3. Exclusivity matters. Whether you decide to go with a tasting dinners’ program, a wellness seminar, or form a limited partnership with a local provider, you need a good selling hook to wrap around your pricing and packaging. Strive for an experience guests cannot easily attain anywhere else and you’ll be off to a good start.
  4. Target past guests. It’s an age-old mantra that getting existing customers to act on your promotions is far easier than new ones, and this applies here, too. Email lists, CRMs, sales records and newsletters are your best friend in making the necessary announcements, but only if people are given sufficient notice to plan their travel ahead of time. That said, with people being digitally marketed to death, you have to engage them electronically on a one-to-one level with unique offers that demonstrate you know who they are.
  5. Shoulder season creep. Rather than start a program in the middle of your off-peak season, consider experimenting first in a week that adjoins your current shoulder season. Focus on a week that traditionally paces below average but is a logical extension to your current high demand periods. This will also make it easier from a staffing perspective.
  6. Live and learn. While there are numerous tales of unbridled success for these events in their first year of operation, the majority take several to ramp up. Plan for a small-to-medium sized event in your first outing so that you never sacrifice on service delivery. From there, you can improve each subsequent program with a grander scale and heavier promotional efforts to fill your loftier expectations. Finally, once the event has developed some cachet, only then can you move it to a weaker time slot that’s deeper into the slow season.
Credit
Larry and Adam Mogelonsky

Together, Larry and Adam Mogelonsky represent one of the world’s most published writing teams in hospitality, with over a decade’s worth of material online. As the partners of Hotel Mogel Consulting Limited, a Toronto-based consulting practice, Larry focuses on asset management, sales and operations while Adam specializes in hotel technology and marketing. Their experience encompasses properties around the world, both branded and independent, and ranging from luxury and boutique to select-service. Their work includes six books “Are You an Ostrich or a Llama?” (2012), “Llamas Rule” (2013), “Hotel Llama” (2015), “The Llama is Inn” (2017), “The Hotel Mogel” (2018) and “More Hotel Mogel” (2020). You can reach Larry at larry@hotelmogel.com or Adam at adam@hotelmogel.com to discuss hotel business challenges or to book speaking engagements.


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