Posted By HEDNA News team,
Wednesday, December 12, 2018
This article is the second in a series of articles inspired by HEDNA Lisbon. Read more coverage on the HEDNA blog, and for more videos live from Lisbon, head over to the HEDNA YouTube channel.
The psychology of influence online
Within 35 minutes of posting a tweet about the trade of ‘legendary’ footballer Rex Secco, Stephen Bartlett saw success: thousands of people were discussing the trade, pushing the topic to the top of Twitter trends -- all without realizing they were being pranked. Indeed: the mysterious Rex Secco was not a real sports player. Bartlett was using this as an instructive example of the way information, true or not, spreads around social media rapidly.
With that case study, Bartlett’s nascent social media marketing firm Social Chain had arrived. Sharing this story on stage in Lisbon during HEDNA’s annual conference, Bartlett captivated the audience with his tenacity and enviable mastery of social channels. Often, marketers approach social media with trepidation, as if it’s something different than the physical world. It's not, Bartlett says as a reminder that influence is influence:
“People act in the same way the crowd acts. They follow the crowd. It’s a survival technique.”
Understanding human psychology is part of what it means to be a marketer; the psychology is emphasized by how much time users spend on digital platforms. The driving forces behind much of the engagement on digital channels are cultural relevance and emotional resonance.
Cultural relevance and emotional resonance
With U.S. President Donald Trump as a leading example, cultural relevance creates emotional resonance. The Social Chain team actually made a bold prediction that Donald Trump was going to win the election, chiefly due to his ability to reach 22 times further with his “super inflammatory message at a time when culture cared about certain issues,” in contrast to Hilary Clinton’s more “vanilla” approach, Bartlett said.
“Emotion, making people feel, is fundamentally why things travel online.”
Some of this emotional resonance stems from the ego, which is a fundamental driving force for much of social media. Active contributors online are looking for content to post regularly; by offering a “hint of personalization...that plays to their ego,” there’s far greater emotional resonance that triggers the desired behavior: sharing the experience online for that organic marketing lift.
Social Chain saw 7x lift from simple personalization of a box sent to influencers for French Montana.
The power of distribution
For those of us in distribution, we certainly get the power of distribution. What's the point in having all the great inventory if there's nowhere to place it? The same applies to content: No matter how great your content is, it's meaningless without distribution.
Most marketers focus heavily on one or the other: Either there's a big budget for content, and none for distribution, or the campaign leapfrogs the content creation stage and goes straight to distribution.
Owned channels. A company blog and website are powerful tools for marketers. Pushing users to owned channels allow brands to capture the attention without having to pay a fee to a platform.
Paid amplification. Organic reach is difficult. When the content is strong and well-crafted, often paid amplification can push it over the top.
Human influencers. Individual influencers are now global tastemakers. Distribution through these key cohorts can be efficient and affordable when done with care (see micro-influencers, below).
Social communities. There are thousands of online communities dedicated to a variety of niches, offering both behavioral insight and potential engagement for travel brands.
Investing in distribution is really about prioritizing where to spend money, and which channels have the right blend of cost and reach. One benefit of the dizzying proliferation of channels online is that brands can now micro-target down to the individual, and avoid wasting money on “spray and pray” mainstream campaigns with expensive media outlets or global influencers.
The rise of micro-scale
Friends are the most influential force in most peoples’ lives. Now that technology has developed to the point where micro-targeting is both simple and measurable, it’s easier and more useful to leverage micro-influencers rather than major celebrities.
Bartlett used the example of his company’s campaign to get students to download the new Apple Music app. The goal was to make existing customers influencers for the brand, or to become Apple ambassadors.
How Social Chain identified potential ambassadors, offered a gift and then enticed them to share with their social networks.
The steps were simple: the social media campaign pointed to a landing page which asked three music-focused questions, which built goodwill and put the person in a musical mindset.
Following the questions was a button offering three free months of Apple Music in exchange for one post on the person’s social media -- all automated, and at the time of Social Chain’s choosing. The results? A staggering 97% of students clicked yes, exchanging three months of Apple Music for one relevant social post to their network. The keyword here is relevant, says Bartlett:
“We have that custom information that they’ve just filled in to make sure that the post is completely relevant and specific to them. And then all at once, you have 1,700 students all posting that they love Apple Music, they listen to it in the gym while they’re listening to Drake, Adele, Kanye, which makes them feel XYZ.”
According to Bartlett, it’s the single most signups Apple Music has had since launch.
Like music, many hotel brands benefit from an emotional connection with guests. There’s a strong attachment to hotels among many guests, so the key question is: how do you make your existing customers influencers for the brand?
The opportunity is there, it’s about engaging at the micro-level to not only encourage word-of-mouth ambassadors but also make customers feel ownership and emotional attachment to the brand itself. Nurturing this type of relationship with customers transforms the narrative and expands a brand’s organic sphere of influence without heavy marketing spend.
How to do this? By focusing on parts of the experience that might resonate more deeply and give guests a reason to become a natural ambassador for the brand.
“Make an awesome experience that’s unlike any other. In the hotel industry, it’s just all the same. The experience is the same. It’s like you’ve all read the same book. I think a little more naïveté and a little less reading about what convention says you’re supposed to do. I’d love to create a whole new experience of a hotel, using what we know about people today.”
Watch Stephen Bartlett’s full keynote
Our next global conference is in Los Angeles. Register here.
Posted By HEDNA News team,
Wednesday, December 5, 2018
During her keynote at HEDNA Lisbon, GDR Creative Intelligence’s Kate Ancketill set the scene for the fundamental contradiction facing hospitality today: reconciling guests’ dueling desires to stay connected with their lives and escape from those very same lives.
Below are some highlights and key takeaways from Kate’s presentation, which was rich with examples of how brands from inside and outside of travel address this modern conundrum. We’ve embedded the relevant clip in each section below; the full keynote can be found at the end of the article and on YouTube.
The continuity/escape conundrum
One of the most revealing topics was the impact of 24/7 connectivity on how workers vacation. There’s actually a correlation between internet adoption and the drop in vacation usage. As the internet expanded, says Ancketill, “your availability was a measure of your employability, and you needed to be on all the time.”
The shift to always-on work blurred the lines between work and play, creating a new work/life permeability that changed how people vacation -- and thus how hospitality brands engage with their guests.
When polled during the live session in Lisbon, there was a similar divide: 51% of the audience checked into the office daily, 35% connected only a few times, and 14% did not check in at all.
The permeability between work and play continues to have implications for hospitality. Hotels must consider how to best serve these different ways of working, offering both a space to get work done and a haven away from the pressures of work. This is an inherent contradiction that challenges hospitality to provide products that address this fundamental tension in guests’ lives.
Continuity: Understanding “contextual desires and needs”
Successful navigation of modern guest preferences requires understanding of contextual desires. A brand requires a thorough understanding of its customers lives to truly solve their problems. Brands reach this understanding through a firm grasp on contextual desires, needs and problems, says Ancketill:
“For us, owning the customer problem means considering the full context of the rest of their lives when we’re delivering our service or product.”
The following examples highlight how other brands have used contextual understanding of customer interests, desires and needs to solve customer problems:
IKEA.Using augmented reality (AR) to help customers visualize furniture placement in their home. Rather than force inaccurate measurements, the app simplifies the process of measuring and placing furniture.
Martine Jalgaard. The fashion brand logs each step in its manufacturing process on a blockchain, so customers can see a garment’s complete provenance -- down to the individual animal a wool garment came from, for example.
Buzzfeed’s Tasty. The recipe arm of the global publisher created an induction cooker that ties into a recipe library to streamline food preparation. Solves a key problem for the outlet’s main demographic: those learning to cook.
Virgin America app. Transitions from informational and fun in the weeks leading up to the trip to purely trip-focused in the 24 hours prior to the trip. Adjusts to the changing needs of the traveler as they prepare to travel.
Alibaba Supermarket. Massive food operation targets a variety of customers needs with seven different purchase paths, each targeting a specific type of food need.
Escape: Making it immersive
Next-gen retail appeals to a sense of immersivity that’s been magnified by social media. The popularity of crafting personas online, from Instagram to Snapchat, leaves many users searching for media fodder to populate their profiles.
“Instagram ready” and “Instagram bait” have become qualities of the retail experience, which itself has morphed into less of a functional industry that sells things and more of a destination-based industry that sells experiences (alongside things).
“We are seeing [retail-as-destination] filter through to all kinds of retail and hospitality spaces: the need to have extraordinary backdrop for the taking of selfies. These are fully facilitated and highly sophisticated with perfect lighting.”
Hotels are joining the retail revolution, curating pop-up experiences to attract locals and give guests a unique experience that they can’t get at other hotels. These exclusive and/or temporary events drive interest and engagement in ways far beyond what a traditional hotel space could accomplish. To be immersive, these experiences stand apart by helping participants escape from the sameness of day-to-day life.
Some examples of contextual escape to provide extraordinary experiences:
Castorama Magic Wallpaper.The DIY chain created wallpaper that has an interactive AR app that creates stories for children. It’s an example of a home improvement company leaning on its core -- helping people build spaces to create memories in -- and then creating media to expand this further into consumers’ lives. Not to mention building a new potential recurring revenue stream by releasing new stories and new wallpapers.
Mr. Simon.Secret bar that requires guests to find the entrance -- and only after being invited through a PIN code. The bar has its own fictitious founder, Mr. Simon, who has traveled the world to find the best cocktail tinctures.
Zhongshuge Bookstore.A whimsical approach to experiential retail. The bookstore chain takes consumers on a journey through multiple spaces. Each space has its own atmosphere, and the recommended books are placed according to the themed areas. Each store is unique with a singular standalone design.
Corinthia Hotel. A neuroscientist on staff optimizes both the hotel staff’s performance and VIP guests that purchase a wellness-focused package. Read more here.
Zanadu Travel Agency. The Shanghai-based agency receives 10,000 visitors per month, who explore potential destinations through virtual reality.
The welcome desk at Zanadu, where visitors use QR codes to try out destinations in VR.
How to resolve the continuity/escape conundrum
In her session wrap-up, Ancketill shared a final slide that outlines concrete steps for hoteliers to resolve the tension between guest desires for continuity and escape. It really comes down to understanding the target demographics and delivering the experience they seek.
Posted By HEDNA Brand Journalist Nick Vivion,
Wednesday, November 28, 2018
Think of this as the era of the self-serve digital concierge. Travelers can find and book in-destination activities on their own before -- and especially during -- the trip. Technology has reached the point of saturation, where each aspect of a trip is bookable, trackable, and manageable on mobile.
This modernization of the tours and activities industry benefits hoteliers in one crucial way: an increase in the digital distribution brings more opportunities to match guests with in-destination activities.
This matchmaking service has another name in hospitality: a concierge.
Re-defining ‘concierge’ for the digital era
The standalone concierge is dwindling in popularity, with only 20% of American hotels employing a concierge in 2016; that’s down from 27% in 2010. And this number is slipping fast, as guests prefer more self-service, leading to reduced usage of the concierge. With pressure to reduce operational costs, all but the most upscale hotels have eliminated concierges.
On the digital side, many hotels have ceded demand to online platforms. Rather than booking at the on-site concierge, guests are turning to digital discovery tools such as Google and Airbnb Experiences. Guests are also being up-sold by the online travel agencies post-booking, which keeps the margins squarely in the favor of these third parties.
Hotels must re-claim the rightful position as local experts that can ably and accurately recommend the best things to see and do in-destination. As Jack Nargin of Les Clefs d’Or recently emphasized, human curation is a competitive advantage:
“We are human beings. We are the people who know our cities the best. So no app, no Internet, can ever replace us.”
While human-powered recommendations still matter, there’s a middle ground that effortlessly merges human and digital to build a better guest experience.
The need for curation
Calls for the death of the concierge are misguided, as travelers are bombarded with so many options. The “paradox of choice” is alive and well when it comes to tours and activities! Whether it's on Airbnb, an online travel agency, or a tour operator’s own website, travelers have many travelers to choose from. It really comes down to which brand they trust.
With this trust, hotels have an advantage: guests that book with them are already somewhat inclined to trust the brand. That means that the hotel can be a trusted source of curation for guests overwhelmed with options.
By providing curation, the hotel positions itself as an expert and stands to benefit from increased incremental revenue. This expertise can be showcased in two ways: 1) through a standalone concierge interacting with guests, and 2) a digital channel that highlights the expertly verified and recommended experiences.
Today’s world of digitized commerce is the perfect backdrop for hotels to re-claim the “local expert” mantle. Now, even without a dedicated concierge desk, hotels can provide guests a curated selection of recommendations.
Here’s how that works:
Partner with a technology solutions provider in the tours and activities space to gain access to mobile-bookable inventory.
Verify each experience by actually going out and doing the experience.
Only recommend the best-of-the-best as part of the curated list.
Create content about each in-destination activity to highlight what it is and why you recommended it.
Infuse recommendations throughout the hotel’s operations: mentions at the front desk, placement of in-room collateral, callout boxes on all pre-arrival communications.
Ensure that all bookings can be completed wherever the guest wants: on desktop, on mobile, or even at the POS across property.
Throughout the guest journey, from before, during, and after the stay, there should be a complete integration of the “recommended for you” options. Often, there is an underinvestment in the integration needed to promote the curated recommendations through all available guest channels!
Booking sweet spot
Even if actual concierge services are on the decline, today's’ mobile-first guest is eager to engage with in-destination recommendations. Recent Checkfront research shows that hotels are ideally positioned to convert guests: the booking sweet spot is from one week prior to a trip up to the same day.
These stats underline how hotels can engage with guests both before and during the trip. Of course, this is nothing new; one of the concierge’s primary tasks has been booking in-destination activities. Even so, it bears repeating: hotels can deploy merchandising strategies to earn more incremental revenue from even the most self-serve guests.
Douglas Quinby, CEO and co-founder of in-destination conference Arival, warns against making the typical “set it and forget it” error:
"The biggest challenge is making the commitment to invest in understanding your guests, developing curated options that are relevant them and consistent with your brand, and tracking performance. The classic mistake made over and over is, the hotel or other brand resellers just plugs in a tech partner without thought to the options offered, the merchandizing, when and how they are pushed to the customer, and the special incentive for booking the experience through the hotel."
As an example of a brand doing this well, Quinby mentions Marriott Moments, which is a program done at scale and tied to the brand’s loyalty program. “But,” he continues, “there are lots of examples and even individual hotels can take advantage of this.”
Today’s technology stack empowers hotels to be more active as trusted digital concierges. To successfully capture this revenue, it just takes some investment to identify the technology -- and in-destination recommendations -- to offer a modern concierge that improves the guest experience.
Registration is open for LA 2018! Join us for actionable knowledge and real connections at our premier North American event.
Posted By HEDNA Brand Journalist Nick Vivion,
Wednesday, October 17, 2018
Updated: Monday, November 19, 2018
Retail as entertainment
Retail is becoming a form of entertainment, shifting the relationship of hotels with retail. As hospitality expands from traditional revenue streams to encompass experience-driven events and activities, retail has become a business driver.
Massive global brand MGM Resorts knows this first hand, as CIO Sy Esfahani shared during the recent Oracle Industry Connect:
“We are rebranding ourselves because our gaming business is not growing; it’s actually shrinking. We’re becoming more of an entertainment company. The people who come to Las Vegas are not elderly, sitting for hours in front of slot machines. They’re coming here wanting to be entertained; they go to events, they go to clubs, and they go shopping.”
Within the rubric of “wanting to be entertained,” hospitality brands must now craft a multi-faceted experience beyond a hotel’s core identity as a place to sleep.
One of the most compelling tools to address this trend is a temporary branded pop-up. The pop-up is an effective tool because it doesn’t have a high upfront cost, leverages existing space, and encourages engagement due to the urgency of its temporary nature. The fear-of-missing-out is a powerful call to action!
The benefits of pop-ups
When compared to other forms of marketing, the experiential nature of pop-ups makes them attractive to hospitality brands seeking differentiation.
In today’s fast-paced environment, where attention is at a premium and customer acquisition costs are rising, pop-ups are a low-cost, high-impact investment in a hotel’s reputation.
Here’s why pop-ups make sense for hotels:
Cost. Pop-ups often use existing space at a hotel, so there’s little upfront cost. The brand partners will handle installation and labor, so there’s a huge upside for hotels who are using existing space.
Buzz.When a temporary retail experience captures the imagination of consumers, there’s unlimited potential for free buzz. Buzz builds interest thanks to the power of exclusivity and urgency -- especially if the space is seasonally relevant.
Revenue. And yes, this buzz translates into revenue! Pop-up retail experts The Lionesque Group have logged great results: “We have seen a 20% lift in ancillary revenue, like guest room and event space bookings, from the hotels that have partnered with our pop-up clients.”
Shannon Shepard, the director of sales and marketing at the 11 Howard in New York City, distills the power of pop-ups as such:
“Pop-ups enable us build partnerships within our local community, create an immersive interactive experience for guests and connect with new audiences. It also allows us to create engaging social media content and foster a sense of newness in a hotel market that is increasingly competitive.”
Loyalty can also be a side benefit. Consumer behavior data from EventTrack reveals that 98% of consumers are more inclined to purchase, while 70% turn into regular customers, after experiencing a pop-up-style event.
The flexibility of pop-ups
There are many ways to approach pop-up retail in hospitality -- it’s a type of marketing where creativity reigns. Two of the most common approaches are to develop a full pop-up experience that reflects the hotel experience, and to partner with a brand on an immersive retail experience within an area of the hotel.
For a standalone pop-up, the Ruinart Hotel 1729 is the one to beat. While technically not within a hotel, the champagne brand Ruinart has crafted a unique experience within the welcoming frame of hospitality.
This event stands out with its exclusivity and elegance: “Enter Hotel 1729 and experience a night of indulgence that surpasses expectations and will stimulate the eyes, ears, and taste buds; and enjoy a menu of experimental food paired with Ruinart Champagne.”
Most hotel event spaces can be easily converted to pop-ups. Spaces can be as small as a lobby corner, such as this Kit and Ace pop-up series, or as large as a dedicated space, such as The Market at the Roger Smith Hotel in New York City which welcomes a rotating cast of characters to its dedicated pop-up space.
Food pop-ups are also as popular way to bring food to non-restaurant spaces around the hotel -- such as this poolside event with local chefs at the Ace New Orleans, which also doubles as a fundraiser for the Red Cross. Bonus millennial points!
Selecting the right brand partner
When considering a pop-up, don't rush too fast into selecting a brand partner. Success hinges on a perfect match.
Things to consider: Does this brand partner give you access to new customers within your target demographic? Will there be investment on the other side as far as soliciting public relations wins and social media marketing? What operational considerations need to be addressed? What are the metrics that you will track?
Once you have the answers to these questions, you can proceed more confidently with selecting a brand partner for your pop-up. As you pursue your experiential marketing strategy, remember that the correct brand partner unleashes the power of the pop-up. So invest the time upfront to reap the rewards down the line.
Have there been any recent pop-ups that you've enjoyed? Or do you have some learnings to share from a pop-up partnership from your professional past? Spread the knowledge in the comments below.
Posted By HEDNA News team,
Wednesday, October 10, 2018
Updated: Thursday, November 15, 2018
Twitter can be an overwhelming place. That's where Lists come in. This functionality allows users to collect Twitter accounts to follow, according to whichever category or distinction that works best for them.
Lists are a shortcut to Twitter. Grouped by similar interests, topics, or affiliations, Lists are useful to track relevant industry conversations, prospect for new leads, and discover new people to follow.
To find relevant Lists, browse over to the Twitter profile of a given user and look at the Lists tab of any users you follow. You can also use the Timelines filter under the general search on Twitter. For more detailed tips on using Twitter Lists, check out the Lifewire guide.
Caption: How to search for Lists to follow on Twitter, per PostPlanner.
To unleash the power of these Lists to curate and strengthen the Twitter content discovery experience, we did the legwork to find the top Twitter Lists for hospitality professionals.
Not many brands leverage this functionality as you’d think. Here are the active brands that have compiled lists of Twitter accounts related to hotels, hospitality, and accommodations.
Influence and intelligence are two required qualities of an effective thought leader. Curating a variety of lists related to your expertise is a simple way to emphasize what you care about by segmenting those with similar interests.
Here are lists created by individuals with relevance for hospitality professionals.
This breakdown is by no means comprehensive. Do you follow other lists that you find extraordinarily valuable? Please share; there are many lists out there, so let's reward the best with more followers.
Posted By Nick Vivion, HEDNA Brand Journalist,
Wednesday, October 3, 2018
Updated: Thursday, November 15, 2018
Loyalty continues to be a big business in travel and hospitality. Case in point: Air Canada recently splashed out US$345 million to regain control over its AeroPlan loyalty program.
This price is impressive but makes business sense within the frame of the popularity of loyalty rewards. According to the latest COLLOQUY Loyalty Census, there are 1.1 billion loyalty memberships across the various segments of the U.S. travel industry -- that’s nearly one-third of all loyalty program memberships in that country.
Given the popularity of loyalty programs, there’s a growing challenge to manage consumer expectations while fulfilling business objectives. Amidst the backdrop of one of the largest integrations of loyalty programs ever, it’s become clear that technology is an impediment to delivering better loyalty in hospitality.
As a solution to the complexity of modern loyalty, blockchain technology offers critical improvements to existing infrastructure. By improving security, enhancing personalization, and expanding flexibility, the blockchain could indeed fuel the next generation of loyalty in hospitality.
Loyalty programs are often not secure. The average user logs in rarely, which means that breaches are discovered less often than more traditional balances held at banks. And, because users don't always connect loyalty points to their cash value, reused passwords make loyalty accounts easy targets for credential stuffing attacks.
For the hotel and airline industries, loyalty breaches costs are $700 million each year. This is an unwelcome sign that hospitality remains vulnerable to hacking. -Shape Security 2018 report
The distributed ledger makes it much more difficult to succeed with a coordinated attack on a given loyalty program. If a hacker gains access to one database, it would be hindered without verification from the other databases in the network.
The improved security of blockchain also allows for the expanded flexibility and increased personalization of loyalty programs.
Perhaps the most promising aspect of blockchain is the potential to expand flexibility for both consumers and brands. Linked loyalty programs aren’t simple to execute given today’s ‘walled garden’ approach to loyalty. Yet, consumers value interlinking so that they can redeem points across different brands.
“Large program operators with scaled and developed management systems would understandably be the most hesitant to join an interlinked network that could intersect with their own successful interlinking efforts (e.g., a large credit card issuer) and reduce their competitive advantage.”
This reluctance is overcome somewhat when considering how linked programs unlock an entirely new level of data insights. There’s value in understanding how consumers interact across different brands.
Interlinked programs also share liability across brands reducing overall exposure to technology-related security breaches.
Consumer frustration extend to steep fees related to points transfers. While part of this is related to the economics of loyalty as a profit center, legacy technology adds an unnecessary layer of cost to managing these programs.
Inadequate technology creates lag time between earning and redeeming points. This frustrates consumers, who are used to real-time adjustments of account balances with other financial institutions.
This lag also can be an impediment to personalization, limiting the business impact of loyalty on customizing the travel experience. Deloitte puts this into perspective by outlining just how the traveler experience could look in a blockchain-enabled environment. It shows how rapid movements of earning and redeeming points can empower travelers and brands alike.
Outside of loyalty program interlinking, this blockchain-enabled experience strengthens a weakness of most programs: mobile.
According to the 2016 Bond Loyalty Report, 57 percent of respondents expressed interest in engaging with loyalty programs via a mobile device, but 49 percent weren’t even sure if their programs had an app. The same survey highlighted the prevalence of a poor user experience: 70% were not satisfied with their program’s website or mobile experience.
To best evolve the user experience, a single digital wallet for all loyalty is the ideal outcome. While this is the most user-centric solution, it’s unlikely. With that in mind, blockchain technology can empower brands to pursue partnerships unburdened by tech impossibilities. Consider the Starwood/Marriott merger: points could be ported to newly-formed shared wallets according to the program’s merger criteria.
Here’s how that may work, as far as loyalty program administrators maintaining control over user interactions:
"Loyalty rewards program providers control the nature of their customers’ interactions in a loyalty network by embedding certain parameters—such as how loyalty tokens value and disperse points, and how points are exchanged with those of other programs—in the reward applications. Hence, the due diligence that governs rewards transactions is executed during the upfront architecture programming in a blockchain-based loyalty network."
The future of loyalty
Loyalty programs are undoubtedly popular. Even so, devaluation of points and/or earning power leads to consumer uncertainty and distrust, program design often confuses consumers, and walled gardens lead to lower redemptions and ballooning liabilities on business balance sheets.
To address the failings of today’s loyalty, Deloitte proposes the following roadmap to a blockchain-based program:
Regardless of how it’s done, savvy hospitality brands know that it’s time to invest in the future of loyalty. To continue leveraging the power of loyalty, the technologies underpinning loyalty must evolve to meet ever-loftier consumer expectations in a hyper-connected omni-channel retail environment.
Posted By Nick Vivion, HEDNA Brand Journalist ,
Wednesday, September 26, 2018
Updated: Tuesday, October 2, 2018
Members-only clubs were very popular throughout history. Outside of university settings, private clubs were prominent features of urban areas throughout the 20th century. But as the Internet created new channels for like-minded people to congregate, membership clubs diminished radically in popularity.
Recently, the tide has come back in. Riding a wave of disenchantment with the digital experience, membership clubs are more popular than ever. Global behemoth Soho House has 19 locations catering to its 71,000 members, which usually include rooms for overnight stays alongside exclusive bars, restaurants, rooftops, pools and events.
“People always want what they can’t have, and they want something that’s special,” says private club consultant Frank Vain. The new clubs “have redefined special. There’s an anticlub aspect to them that is creating a buzz.”
As membership-based brands push further into hoteliers’ territory, it’s useful to consider their appeal -- and apply any potential learnings to the hotel experience.
Lean into history
Hoteliers seeking a modern brand perception are often reluctant to highlight legacy. However, the benefits to promote history have never been greater. It's not just millennials interested in the past; travelers of all kinds appreciate the legacy of a place. The businesses that shape a specific place are crucial to this appreciation of place.
One of the oldest members clubs is Boodle’s, in London. It was founded in 1762 by the Earl of Shelbourne. The rich tapestry of history imbues the club with a reputation for quality and longevity -- two qualities that certainly are welcome for any hotel.
So, if you have a history, be proud of it! Don't shy away from highlighting what makes your space historically significant. And if you're able to make a connection with history that also ties into a modern design, your hotel will be well-positioned to sit astride the past and the future.
Foster community through events
Events drive reputation. And we don't mean happy hours! We mean smart, appealing, and well-executed events -- because fostering a true community requires well-thought-out events.
Remember that one of the most valuable elements for any member that joins a club: networking within the context of a robust event calendar that isn’t repetitive or uninspired.
Events are a great tool for hoteliers looking to engage the local community. Consider offering low-to-no fee event rentals to certain organizations, such as professional networking associations. Hosting these events is your chance to showcase your space and build up your word of mouth marketing among target demographics.
Events outside the typical promotional-type offerings also engage staff by creating opportunities for you to connect your hotel to the community they live in. Events can range from social to educational, with some hotels even focusing on science-based talks to help improve wellness for those who attend.
Nurture a familiar-but-local experience
Experiencing a destination “like a local” Is a global mantra for the hospitality industry. This concept has been used so much that it’s nearly become meaningless. Even so, travelers often seek out familiar brands, with known quality standards, while still offering an atmosphere of local conviviality.
The key to successful hospitality across locations is to provide a familiar experience with a distinctive local vibe. By nurturing a community of locals that frequent your hotel, you bring the local vibe organically to the property.
Members clubs follow this maxim by designing a familiar-yet-distinctive physical experience. The design of the space is typically welcome, lush, and inviting. It's a space that members want to hang out in and time and time again. And that's essential because clubs want members to return regularly to spend money!
Clubs also imbue local flavor. Thanks to investments in design, furniture, and fixtures, members get the feeling that they are at a club in a specific location, so the space is both inviting and familiar. All without being boring or losing a sense of place.
Consider a members-only experience
While this isn’t appropriate for every brand, a members-only experience could become a healthy side business.
Especially given the fact that many hotels and restaurants offer a token “locals” discount -- and also given the reality that demand for memberships often outstrip supply. Soho House, which has a staggering 27,000 people on the waitlist, recently told the Wall Street Journal:
“Ultimately, there’s more demand than supply,” said Soho House’s Chief Financial Officer Peter McPhee.
Ask yourself: Is there a particular demographic that you're targeting with your on-property offerings? If so, can you craft a membership that focuses on solving 1-3 needs of that demographic? Is there a natural fit with a celebrity visionary that might find inspiration in filmmaker’s David Lynch’s Parisian private club Silencio?
Even if it's an unpaid membership, the data, engagement, and brand loyalty are valuable assets in the long term. After all, ancillary revenue doesn't only have to come from room upgrades, food and beverage, spa, and activity add-ons!
Posted By HEDNA News,
Wednesday, September 5, 2018
Updated: Thursday, November 15, 2018
In hotel distribution and reservations, content enables a higher degree of comfort for the consumer. This comfort translated into a greater likelihood of purchase.
Many distribution channels resort to spreadsheets because they don’t need a lot of information ‐ just the hotel name, location and a few specific amenities such as free WIFI, airport shuttle, etc. If that’s all the company needs the content for, then it’s not necessary to obtain every available detail about each hotel.
Yet the speed of technology upgrades means that today's distribution is usually far more complex. And not just on the business side of things.
Today's traveler wants to see a variety of images and content types when it comes to selecting a hotel. If your hotel is limited in offering those perspectives to potential guests, then your conversions will also be limited.
Here's how to choose the right content implementation for your hotel.
Your listing matters
The right image makes all the difference when it comes to booking a hotel. Guests prefer multiple perspectives in order to be comfortable with making a decision to stay. Having unflattering or inaccurate photos on a hotel listing will put off many potential guests.
Trivago found significant benefits to having robust content on hotel listing. For profiles with high quality images, there are 63% more clicks. Profiles with accurate details receive 70% of clicks. And profiles that take time to build out their hotel description get 79% of clicks.
So, before you go about switching or finding a new content provider, be sure that you have the necessary assets to improve your profile. Gather your high quality photos, tweak your description, and ensure you have the most up-to-date details. Then you're ready to get started.
Content is king -- and questions are queen
Now that you have the hallmarks of a successful hotel listing, it's time to consider which content provider is right for you.
These are the five questions to consider as you evaluate solutions. When choosing the “right” content implementation, the objective is to enable a better level of detail and planning that supports future online development. And, of course, while also presenting the content favorably for visual merchandising.
#1: Who will be using the content?
This is critical when curating content for a user group or specific audience.
Is it a public audience or private? Are their nuances specific to the group you are targeting such as language requirements or must you be more cautious with images and descriptive information?
It’s also possible that you would be hosting and supporting the same content for multiple groups within one company organization. How the content is shared, and reliability, freshness and accuracy as it is disseminated, is important when updates and changes occur. Brands change, colors change, seasons change etc.
You need a solution that can swiftly handle any changes!
#2: What will the content be used for?
This helps determine the types and amount of content needed.
Consider the platform in which the content will be used, such as mobile website, app or desktop. On a mobile site, you may wish to use lower-resolution images and less descriptive content to improve speed and enable one-click consumer actions.
If you’re using content to support activities, meetings or to enhance the presentation on a page, review sizing and clarity. The brightness and contrast of the content is critical when adding images and rich media to an existing design.
You want to consider how the content will look in the view that consumers will see!
#3: Who will be providing the content?
This will determine your API options for getting the content and keeping it up to date.
Some distribution channels might choose to get descriptive text content from one source and the visual content from another source. In that case, you would need to determine how you will synchronize the two feeds to ensure proper sizing and data alignment for your images.
To ensure interoperability, have a clear understanding of your third parties’ capabilities, your own solution provision, and/or any intermediary supporting your distribution.
#4: What is the delivery method (push/pull) and update model (full update vs overlay)?
This will factor into the processes you will put in place for managing updates to the content.
#5: How complex does the technology need to be to support the content requirements?
If you only need to share basic attributes, a spreadsheet delivered via FTP is the quickest and easiest solution.
However, this process doesn’t scale well. As your content needs increase, or if you are sourcing from multiple partners, a web service might be more efficient, improve accuracy, and provide a better audit trail of changes.
Making the decision
As you strategically deploy your solution requirements, clearly define any standards, including the ability to implement multi‐lingual, multi‐byte characters. This should be inclusive of tools for the hearing and visually impaired according to certain consumer laws.
Also: Check that images are tagged with multilingual terminology, the character counts match the display, and that content meets any limitations due to platform, localization or design.
Given how crucial content can be for running a successful hotel, this decision is bound to be stressful. Once you have thoroughly considered the above questions, you should be well-prepared to choose the best solution for your particular situation.