'Agents' of change to... 'victims' of change
In the pre-pandemic world as we knew it, the gurus of business stood on stage at some seminar or another exhorting everyone in the audience to be ‘agents’ of change. Then the coronavirus swiftly swept across the planet making us all ‘victims’ of change.
We are all fully aware of the destruction COVID-19 has caused and a lot has been said or written about it. For sure, the pandemic ruthlessly exposed how ill-prepared we were to deal with the seismic upheaval it triggered. Bluntly expressed, only those who possess the ability, adaptability and agility to meet the huge challenge of survival and the recovery, will weather the storm and reach the safety of the harbor eventually.
Without dwelling too much on what has come to pass, the question or rather two questions (there are many more undoubtedly), spring to mind:-
- How can those in the hospitality industry take advantage of the marketplace chaos? COVID-19 has rendered several traditional strengths… irrelevant and few businesses will dare return to the same way of doing business prior to the virus outbreak. For instance, in a ‘less touch is more’ environment, hotels would have to develop omni-channel business models that combine digital and face-to-face offerings, including making use of AI to maintain expected levels of customer service. This is where hotels that had embarked on a digital transformation journey in the pre-pandemic period will recover faster and accelerate changes, ahead of those that put off doing so, and who will suffer being technology weak. Words of caution though, use technology as a tool to reinforce your operations – not as a means of replacing people.
- How can those in hospitality spur innovation to create differentiation? A recent survey undertaken by ‘Siteminder’ revealed that 39% of respondents placed seeking places that offered ‘wellness packages’ at the top of their holiday preference. Makes a compelling case for those hotels that provide wellness and spa services – to lure the ‘stressed out’. Wellness tourists are mainly solo travelers, couples or small groups between the ages 35 – 65, are educated and have higher disposable incomes. Most operations sell a pre-designed package, which although better than selling just rooms. However, they do not really assess the customer’s needs. A tailor-made programme based on the customer’s specific needs with a partial inclusive rate plus add-on items, is a more creative business model ;one where double occupancy means double the revenue, because each guests has the option of different packages – even if they share a room. Then, there can be a greater push on loyalty programmes. A returning customer is the backbone of any hospitality business –hence incentivize them to visit you with loyalty programmes and provide them with special offers, room upgrades, etc.
OTAs are like a billboard, where, once guests see your hotel, they then visit your hotel website to do some research. COVID-19 has amplified the number of times they do exactly that before making a decision. Remember that just as much as a repeat guest needs a different message than a first time guest; keep your online messaging refreshed all the time, by releasing with new packages, themed offers, incentives, etc. Spend if necessary to expand your pages – it will be worth it.
Ilzaf Keefahs - a freelance writer who enjoys focusing on hospitality related matters that he is passionate about, and likes to share his views with hoteliers and customers alike. He delves into the heart of hospitality to figure out both customer service and consumer trends that impact the industry.
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