While popular in the Western world, third-party management of hotels has only recently started gaining ground in maturing markets. Here are eight issues hotel owners should consider when considering which operations model is right for them.
Rejuvenating the spa industry post COVID-19
The human race will come out of this global pandemic stronger, healthier and with a possibly transformative focus on wellness. Here are six ways the spa industry will have to adapt.
Hotel marketing strategies for Covid-19 business recovery
Though many hotels are undertaking cost rationalization to get ready for the after-effects of the Covid-19 lockdown, this is not the time for hoteliers to pause marketing which would end up severely impacting their recovery. Instead, every hotel chain or independent should devise their marketing strategy for two phases – during lock-down and post lock-down reopening.
Road to recovery through Revenue Management
Travel demand will continue to be low and extremely volatile for the coming months and booking patterns will be drastically different from pre-Covid-19 times. As such, hotels will be in the novel position of starting to build demand from scratch once they reopen.
How will hotels turn profitable again?
Hotels must utilise their human capital with far greater efficiency levels. Questions have to be asked, rules have to be rewritten and mindsets have to change. WIll we be thanking this crisis for bringing about the much-needed renaissance to the modus-operandi of the lodging industry?
How Coronavirus is impacting hospitality across Asia
Chinese outbound traveler numbers have taken a hard it, but there is also a drop in global business travelers who are holding off travel to Asia. What can hoteliers do?
How to create hotels that are profitable
A myriad of factors impacts the profit-generating ability of hotels, not the least of which is the market’s inherent potential.
Price wars – impact and value
There is a fine line between competitive pricing and a price war. Prices can be lowered only to a point where it doesn’t hurt your hotel or brand positioning, and more significantly, the hotel’s profitability.
Gap analysis – initiating an effective training strategy
Unfortunately, investments made towards training and development of human resources are poorly measured and tend to skew disproportionately in favour of operations delivery, resulting in a zero-sum-game.
The art and science of hotel brand valuation
The importance of not just the brand, but also patents and trademarks, technology and intellectual property as well as human capital is now being ascribed value, which in many cases, has caused a measurable shift in the market value of hotels when compared to their book value.
