Using Taylor Swift and Harry Styles concert data, the article shows how hotels can capture event-driven travelers through targeted direct booking campaigns and personalized website experiences.
AI-powered personalization tools now enable hotel marketers to create targeted website campaigns in seconds rather than days, addressing the execution gap that prevented teams from capitalizing on direct booking opportunities.
Reviews directly influence Google and OTA ranking algorithms through volume, ratings, freshness and response activity, creating a cycle where better reputation drives more visibility and bookings.
Lighthouse provides independent hoteliers with practical SEO tactics including Google Business Profile optimization, review management, and direct booking integration to compete with OTAs.
The guide outlines six steps for hotels to leverage reviews for bookings, from monitoring feedback to automating responses across platforms.
Comprehensive guide on converting OTA guests to direct bookers through staff training, automated email sequences, and incentives to reclaim up to 30% commission fees.
You have revenue hiding in plain sight…and it’s slipping away.
When most people think of hotel upselling, they often think of it as offering a guest a bigger room at check-in. But today, upselling in hotels means so much more. Every single interaction you have with a guest — from booking to pre-arrival communications to in-person conversations — is an opportunity to create both value for your guest and revenue for your property. THere’s just one key difference, and that lies in how you approach it.
As a hotelier, you’ll know the frustration: you build a forecast you trust only to see actual results veer wildly off course.
Travelers now book through a variety of channels – direct websites, online travel agencies (OTAs), corporate agents and more – making it crucial for hotels to be everywhere their guests are searching.
As a revenue manager, if you focus solely on room income, you risk overlooking valuable contributions from other parts of the property that can significantly boost your bottom line, such as F&B, spa services and paid add-ons.
Two guests book the same property. Same city. Same age. Same check-in date.
True hotel customer loyalty reveals itself in moments like this: A guest walks into your lobby after a long day of travel, and your front desk agent greets him by name, Welcome, Mr. Johnson! It’s so nice to have you back for a third visit with us. Would you like me to send up a late-night snack? Maybe a slice of that chocolate cake you loved last time?
As AI tools like ChatGPT, Perplexity, and Claude become the new search engines, a new kind of optimization is emerging: GEO — Generative Engine Optimization.
Does your loyalty program need a little zhuzhing up? In case you missed the memo, points-based loyalty programs just aren’t as exciting as they once were. Travelers are expecting more from hotel brands, with 79% of Gen Z and Millennial travelers saying they care more about the experience than the cost of the trip.
One of the hospitality industry’s key bottom-line metrics, gross operating profit per available room measures the relationship between hotel revenues and expenses. In general, the better you understand GOPPAR, the better you will be at turning revenue into profit. That is why it is important to benchmark your GOPPAR, along with the other key P&L metrics, on a consistent basis.
In the hospitality industry, managing multiple properties transcends simply expanding the number of locations; it involves elevating the guest experience to new heights. At the core of this strategy is the creation of a unified guest profile, ensuring that guests enjoy a seamless experience across different venues within the same hotel chain. This integration is not just convenient but essential for fostering guest loyalty and enhancing satisfaction.
Performance benchmarking is paramount in the hospitality industry, and whether measuring success against yourself, the competition or a specific segment of the market, the process involves foundational historical metrics.
If you work in the hotel business, acronyms are part of the job. Among the many shorthand terms we use, two are particularly important for measuring performance. Their names might strike a similar chord, but delving into these respective metrics reveals crucial distinctions.
The luxury sector is growing steadily and creating great opportunities for brands to enter the market or grow their audience. But it’s no longer all about being flashy and pricey, today’s luxury shopper is more influenced by personalization, innovation, conscious consumerism, and an emotional experience. So while today’s luxury industry is broader and more accessible than ever before, it’s also more challenging. To meet the high expectations of today’s discerning luxury buyers and stand out from the crowd, brands must achieve customer service excellence.