Asia Pacific Hotel Industry Sentiment Survey Response (COVID-19)

Key Highlights

Most Impacted Factors During COVID-19

Common Measures During COVID-19 (>80% of the surveyors)

• Reduce Shift/Work Hours
• Freeze Hiring
• Encourage Employees to Take Annual Leave
• Reduce Operational Hours of F&B Outlets
• Suspension/Delay of Capital Expenditure
• Temporary Closure of Other Facilities in Hotel
• Allow Flexibility for all Hotel Bookings (Full Refund/Credits/Waive Rebooking Fees)
• Reduce Operational Costs

Common Measures In Preparation of the COVID-19 Recovery (>60% of the surveyors)

• Staff Training/ Retraining
• Decreased Outsource Manpower/Part-Timers
• Market Stay Packages
• Public Relations Efforts
• Change in F&B Sales Strategy

Profile of Respondents

• Operators at both property and corporate levels
• Private and institutional property owners

Q1: Luxury Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Q1: Upscale Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Q1: Midscale Hotels - To what extent do you think that these factors affect your hotel during COVID-19? Rate the following factors from 1 to 5, with 1 as "least impact" and 5 as "most impact".

Q2: What are the measures taken during COVID-19?

Q3: What are the measures taken in preparation of the recovery?

Q4: What are the new management and operational strategies post-COVID-19?

Room Department

• Focus on driving occupancy post-COVID first before room rates

Marketing

• Focusing and targeting recovering markets (i.e. Asia, Leisure)
• Redirect marketing efforts to local or regional markets
• Increase marketing efforts to stay relevant in the market
• Increase marketing efforts to corporate accounts
• Focusing on promotions with packages to drive volume when market recovers
• Maintain and follow-up relationship with top, regular and new clients

Property-Level

• Drafting New "normal" operation SOPs and post crisis event calendar for better preparation
• Delay non-urgent capital expenditure spending
• Capitalise on available government schemes
• Scaling down on costs
• Divert discretionary spending to areas which will have direct positive impact on customer experience such as operations, renovations, technology upgrades and service training