Hospitality Management
Article | June 29, 2023
Just over a month ago, many of us sat in our offices, surrounded by colleagues, engaged in deep discussions about how best to leverage the increasing demand in travel this year. As per the World Tourism Organization's (UNWTO) forecasts from earlier this year, international tourist arrivals were expected to grow by 4% in 2020, which is not as great as the growth seen in 2017 (7%) and 2018 (6%), but it was still enough to continue fueling the tourism industry, which contributes to about 10.4% of the global GDP and approximately 319 million jobs. We were blissfully unaware of the looming threat of the COVID-19 global pandemic. In fact, several parts of the world failed to take notice of this crown-shaped virus that was about to bring everything to a grinding halt, until March 11, when the World Health Organization officially announced it as a pandemic.
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Hospitality Management
Article | July 18, 2023
Bleisure travel has taken over the travel industry. It brings together two worlds—business and leisure—to make a work trip enjoyable for employees.
The concept of bleisure is simple. While on a business trip, employees choose to stay back at their own expense to explore the city or region they are visiting, if their company agrees.
According to Stratosjets, 243 million business trips (60%) of 405 million long-distance business trips in the United States are converted into leisure trips every year.
“As businesses are becoming increasingly global, the necessity to travel for business is on the rise. It is estimated that by 2022, companies will be spending a total of $1.7 trillion to send their employees travelling around the world. As business travel grows, so does the ‘bleisure’ trend with more employees taking advantage of business travel and improved travel policies.”
-Spokesman for Amadeus, the travel technology company.
Businesses that support this type of travel are seeing a steady increase in employee satisfaction, and increased productivity in professionals. Bleisure also brings higher revenue for bleisure-ready hoteliers.
How Does Bleisure Benefit Travel Businesses and Employers?
Driving Brand Loyalty
Travel companies and accommodation services can gain the attention of the next generation of travelers who indulge in bleisure. They can employ modern travel technologies to attract millenials and youngsters. Sharing economy services like Airbnb are shaking up the traditional hotel model. Adopting bleisure can make hospitality brands relatable, drive brand loyalty and higher revenue through the high acquisition costs of corporate travelers.
Boosting Employee Productivity
Employees worldwide want to achieve a better work-life balance. 78% of travelers said bleisure travel increased their well-being when they returned to work. (Source: TalentIntelligence). Happy employees translate to a lower attrition rate, fewer medical claims, higher productivity, and less absenteeism, making it a win-win situation for employers.
Combating Talent Shortages
Companies that address the needs of their staff through a flexible bleisure policy are more likely to attract the best and the most talented people. It could be the only offering that could make an employee choose a company over its competitors.
Preparing for Bleisure
To capitalize on the demand for bleisure travel, hoteliers should offer amenities and services such as:
A suitable workplace where business travelers can fulfill their work commitments
Child-care and kid-friendly amenities for travelers who bring their families along
A dedicated concierge service and ready local sightseeing recommendations
Employers offering bleisure to their employees need to do their due diligence. They must offer a comprehensive policy that ensures employee travel safety and is compliant with duty of care legal requirements.
Cutting to the Chase
The bleisure tourism market is estimated to reach a valuation of $497.5 billion in 2022 with sales skyrocketing at an impressive 19.5% CAGR over the assessment period (Source: Future Market Insights). The tourism market is looking at bleisure as an opportunity for growth while recovering from the pandemic. They are investing in direct marketing, sales, discounts, giveaways, events, and other promotional activities to attract bleisure travelers and endorsing bleisure as a way to attain their revenue targets.
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Hospitality Management
Article | July 24, 2023
The September 11th attacks. The Great Recession. The COVID-19 pandemic.
All three of these seismic and tragic events have resulted in heartbreak to humanity, including loss of life and our emotional well-being both individually and collectively. Of course, accompanying these global crises were monetary meltdowns reminiscent of the Great Depression that commenced in 1929 and lingered until the late 1930s.
After a “relatively” calm 70 years, the United States economy has suffered three devastating developments inside the last two decades, alone. There have been wars fought throughout the world and inflation escalations along the way, to be sure, but the start to the 21st century has suffered escalating and unusually concentrated economic calamities some that have profoundly altered the very fabric of our lives, both personally and professionally.
Indeed, on the business front, such periods have been among the most perhaps the unequivocal most trying of times. Amid current circumstances as the coronavirus rages on around the globe, I recently connected with internationally-renowned business restructuring executive James “Jim” Martin, founder of ACM Capital Partners with offices in Charlotte, Denver and Miami. Having spent the last three decades leading international middle-market companies through periods of distress and transition to actualize stability and growth, Martin is uniquely well-positioned to share insights on how business can rally to best assure a “COVID comeback.” Here’s what he had to say.
MK: First, before addressing the current coronavirus situation, what can you tell us about how you’ve helped companies navigate previous “rough waters”?
JM: Relative to the September 11th attacks back in 2001, I’ll share a representative example of a strategic pivot that didn’t just help a company survive, but actually drove profit. After that horrendous event, I stepped in to assist a large aviation maintenance repair-and-overhaul facility whose revenue had been cut fully in half immediately following the attacks the result of many carriers permanently parking older aircraft (including the 727 fleet). The sizable challenge presented was to maintain a 1000-person labor force while allowing the industry the necessary time to recover. To do so, we created a captive subcontracting company to which we transferred one-third of our labor force. During our troughs, we contracted this labor to our competitors and, during peak periods, we utilized this labor for ourselves. Thus, not only were we able to retain our skilled, well-oriented labor force during the recovery, but that very staff actually provided additional, supplemental profit. The end result was that we sold the business for $138 million, which provided our new investors with a 33 percent internal rate of return (IRR).
Less than a decade after 9/11, amid The Great Recession in 2008, I entered another industry that proved to be among the most brutalized by a global economic downturn: automotive supply. My client was a key supplier to the “Big 3” U.S. auto manufacturers.
At the start of 2008, the industry forecast was the production of 18 million vehicles in North America. Come summer, however, it was clear the automakers would not come near reaching that forecast due to the financial crisis. This did not come as a complete surprise to us, though, because amid our firm’s protocols we had had already fully immersed ourselves in our client’s industry and employed forecasting tools alerting us of trends ... this one in the wrong direction. So, we were privy to the situation well before management and others within the industry. By late June 2008, we instituted cost-cutting maneuvers and furloughs that enabled the company to withstand the industry’s brutal second half of ’08 that would result in two of the “Big 3” automakers filing for Chapter 11. Despite the industry producing less than half—as much as eight million—of its original vehicle-production forecast, our client not only survived, but ultimately grew and prospered.
MK: Turning attentions to COVID-19, what do you feel is integral for businesses to survive and recover?
JM: For businesses to recover from the coronavirus shutdown, it’s going to take a two-pronged approach: both financial and human capital. Starting with the financial, it will be a “loan-ly” world for those not well-versed in the intricacies of SBA, PPP and other “economic disaster” lending. Consider how expeditiously those programs were rolled out. Then consider how even more quickly they were scooped up. Did anyone really read those loan documents in full, or even halfway through, initially or even to this day?
My guess is at least half of the companies receiving COVID-related loans took a very “CliffsNotes” approach to these agreements. The result is there’s a solid chance funds were used incorrectly, which is going to make a lot of the loans, shall we say, less “forgivable.” For example, if your company’s payroll roster is shorter today than it was pre-virus, the portion of the loans forgiven is likely to be less.
And while your mind may rush to claiming ignorance and throwing yourself upon the mercy of the government to which you already pay taxes, realize that third-party capital is likely to participate in this market through securitization. This means that thousands of SBA loans could be bought, then packaged to be sold to the secondary market, at a discounted rate, no less. If this happens, understand that the purchasers will have the full intention of holding their borrowers (i.e. small business owners) to paying back 100 cents on the dollar.
So, those companies who received loans and are required, but unable, to pay them back in full may be exposed to either foreclosure or, worse, a “loan to own” scenario. In other words, much like the agreement that comes with your big-tech user agreements, like those prompting users to “click agree,” the fine print matters.
What this means to recovery is that, once again, cash is king: gather it; preserve it; cease lines of credit; liquidate what you can; negotiate costs down with suppliers. And if your company had a healthy bottom line pre-COVID, than a professional familiar with these trenches can help you look to refinance or bring in equity.
With all of that said, the key to a COVID-19 recovery is going to be adhering to the rules of a lender’s road, as well as the ability to navigate the red tape when you veer off that road. If you have read all the fine print and properly managed your loan, congratulations! You’ve acquired some really cheap capital. For those who didn’t do their research, however, this road to recovery likely will need some paving.
MK: What about the human capital you mentioned?
JM: Yes, and then we arrive at the human capital. Lots of companies today are excessively top-heavy. Remember the part about removing emotions from this process? Companies that quickly recognize cuts need to be made will be better positioned to recover than those who dawdle. Again, compiling and preserving cash is going to best position a business for recovery.
This is an instance where it’s especially beneficial to know when to pull triggers (best if earlier than others) and to make decisions that are not based on emotions a tall order for many CEOs, which is why many turn to turnaround experts. However it’s undertaken, what’s certain is that reducing human capital is painful, but it is also often necessary and almost always beneficial.
The upside is that, when the virus no longer exits, businesses can already be well-positioned for a fairly quick recovery. Maybe not v-shaped sans a vaccine, but quick relatively speaking due to the downturn having been so specific to one singular causing factor.
MK: Tell us a bit about your role as and general value of a turnaround expert when turmoil strikes a business.
JM: During times of difficulty, owners and executives can greatly benefit from specialized knowledge that’ll help them best navigate those unchartered waters that are often entangled in a lot of red tape. So, turnaround experts bring to the table a litany of tried-and-true “been there, weathered that” experience and expertise. There’s simply no substitute for engaging with a partner whose entire mandate is ensuring your company’s survival and success during some of the most grim and challenging times it might experience those professionals who are willing to spend sleepless nights figuring out how to ensure the company meets payroll; who’ll work around the clock to keep the company’s doors open; and who can tackle challenges without being hindered by emotions that understandably weigh on a business owner or manager. It takes this kind of specialized expertise, experience and grit to lead companies through periods of distress and transition, to stability and growth.
No stranger to corporate chaos, during Martin’s own three decades as a globally-regarded turnaround expert, he has reportedly created and restored nearly $1.5 billion in value to lower middle-market companies; raised an additional $1 billion in capital; and managed mergers and acquisitions in excess of $500 million all collectively representing his company restructuring portfolio valuation in excess of $3 billion.
Today, as the coronavirus continues to wreak havoc on business operations far and wide, take heed that there are various key strategic and creative tactics that can help businesses not only weather the storm, but even emerge stronger and more financially secure on the other side.
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Hospitality Management
Article | July 24, 2023
Discover insights to overcome hospitality management challenges of the dynamic travel industry. Elevate customer experiences, optimize operations, and thrive in the hospitality and travel industry.
Contents
1. Importance of Hospitality in Tourism Industry
2. Key Management Challenges in the Hospitality Industry
2.1. Personalizing Guest Experience
2.2. Seasonality of Hospitality
2.3. Rapid Shift in Market Trends
2.4. Retaining, Hiring & Managing Staff
2.5. Protecting Online Reputation
3. Significance of Implementing the Right Solutions
4. Conclusion
1. Importance of Hospitality in Tourism Industry
Today, the culture of hospitality holds paramount importance, focusing on outshining businesses by delivering exceptional service quality. To achieve this, hospitality industries must prioritize providing superior and satisfying products to their customers. Hiring managers should seek individuals with an excellent service-oriented mindset, while the training process should center around cultivating a strong service culture within the organization. Graduates of tourism and hospitality management programs are increasingly occupying key positions within the industry. These professionals view themselves as dedicated individuals entering the realm of hospitality management. Their roles demand specialized knowledge and skills, ongoing professional development, and a commitment to benefiting the community and society.
Hospitality and travel industry revolves around extending friendly treatment to guests and tourists, making it an indispensable sector within tourism. Understanding consumer behavior becomes crucial in making informed marketing decisions for tourism products and activities. To fully leverage the potential of the tourism industry, it becomes imperative to comprehend what challenges may and how to overcome them to make better decisions.
2. Overcome Key Management Challenges in the Hospitality Industry
2.1. Personalizing Guest Experience
Personalizing the guest experience has become an increasingly crucial challenge in the hospitality and travel industry, particularly as traditional B&Bs face competition from emerging players like Airbnb. To stay competitive and retain guests, it is essential to go beyond providing basic services and amenities. Today's travelers seek unique, tailored experiences that resonate with their preferences and needs.
By personalizing the guest experience, hospitality establishments can create a lasting impression and build strong customer loyalty. This involves understanding guest preferences and anticipating their needs before they articulate them. It can include personalized greetings, offering amenities or services that align with their interests, and providing recommendations tailored to their tastes. Effective communication is vital before, during, and after the guest's visit. Leveraging guest data and preferences allows targeted marketing campaigns, personalized offers, and follow-up communication that nurtures the relationship and keeps guests engaged.
2.2. Seasonality of Hospitality
One significant challenge is personalizing the guest experience, especially when considering the seasonality of the hospitality and travel industry. During peak seasons, although businesses may thrive, there is often added stress on staff to cater to a high volume of guests. Effective stress management measures and caring for the team's well-being are essential to delivering exceptional experiences consistently. In contrast, during off-peak seasons, it is an opportune time to utilize the team's talents for activities such as enhancing social media platforms, updating the website, reviewing security measures, conducting staff training, and staying abreast of industry innovations. This proactive approach helps maintain competitiveness and prepares for the next peak season.
2.3. Rapid Shift in Market Trends
In hospitality and travel management, a critical challenge is the rapid shift in market trends driven by technological advancements. The advertising and marketing landscape has undergone significant transformations, rendering previously successful strategies ineffective. To navigate these transformations successfully, it is crucial to maintain updated websites, actively engage on social media platforms, promptly respond to online reviews, and develop compelling advertising campaigns. Hospitality industry managers can collaborate closely with either an internal marketing team or a marketing agency to ensure that their brand voice and mission are accurately conveyed and represented across all social platforms. Consistency, accuracy, and responsiveness are paramount in achieving marketing success in the dynamic world of hospitality.
2.4. Retaining, Hiring & Managing Staff
While retention, hiring and effective staff management is a challenge that extends beyond the hospitality and tourism industry, it holds particular significance in roles that involve direct interaction with the public, as they play a crucial role in delivering exceptional guest experiences. Hospitality and tourism establishments rely on staff members of the highest caliber at all levels, be it front desk, housekeeping, maintenance, tour guides, wait staff, or kitchen personnel. In addition to possessing the necessary skills, staff members must embody essential qualities such as integrity, compassion, and empathy to provide guests with the finest service. Regular training programs are crucial to align new hires with the vision and mission of the hospitality business. Furthermore, fostering a strong team culture is essential for retaining staff members who consistently go above and beyond for guests.
2.5. Protecting Online Reputation
In the contemporary hotel and tourism industry, where customers openly share reviews, opinions, and complaints on online platforms such as OTA websites, Google, Facebook, TripAdvisor, and social media, safeguarding and managing online reputation has become a critical challenge.
With 96% of Tripadvisor users considering reviews critical in their travel planning and hotel booking decisions and 83% referencing reviews before booking, effective reputation management is paramount. Thoughtful and timely responses to customer reviews are crucial, as 85% of TripAdvisor users agree that it positively influences their perception of the hotel.
(Source: Xotels)
Maintaining a high review score on OTA sites is essential to prevent potential guests from filtering out hotels with lower scores. Additionally, leveraging positive reviews and customer feedback on social media platforms can be done by showcasing average scores and using customer quotes on the hotel's website. Importantly, customers understand that mistakes can happen, but how a hotel responds to them matters. Swiftly addressing issues, providing courteous and considerate online communication, and rectifying problems extensively safeguard the hotel's reputation.
3. Significance of Implementing the Right Solutions
Implementing the right solutions holds immense significance in hospitality management. It is essential to address various challenges effectively, such as personalizing the guest experience, managing seasonality, adapting to rapid market trends, retaining and hiring staff, and protecting online reputation.
By implementing tailored solutions, hospitality professionals can strengthen their hospitality management businesses. Understand the significance of the solutions to be implied to overcome management challenges.
Enhanced Guest Experience: The hospitality and travel industry thrive on delivering exceptional guest experiences. By addressing management challenges effectively, such as streamlining operations, optimizing customer service, and personalizing guest interactions, the right hospitality solutions can significantly enhance the overall guest experience. This, in turn, leads to increased customer satisfaction, loyalty, and positive word-of-mouth, all of which are crucial for the success of any hospitality business.
Improved Operational Efficiency: Hospitality management challenges often revolve around optimizing operational processes, managing resources, and ensuring a smooth workflow. Implementing the right solutions, such as advanced technology systems, automation, and efficient management tools, can significantly enhance operational efficiency. This results in cost savings, reduced errors, improved productivity, and better utilization of resources, leading to overall business growth and profitability.
Effective Staff Management: The hospitality industry heavily relies on its workforce to deliver quality services. Staff scheduling, training, communication, and performance management challenges can be effectively addressed through the right solutions. Employee management systems, training programs, and communication tools improve staff organization, engagement, and productivity. When employees feel supported and empowered, they are more likely to provide exceptional service, leading to a higher guest satisfaction.
Data-Driven Decision-Making: The hospitality industry generates vast amounts of data related to guest preferences, booking patterns, revenue streams, and operational metrics. However, deriving actionable insights from this data can be challenging without the right solutions. Implementing data analytics tools, performance tracking systems, and guest feedback platforms enable managers to make informed decisions based on real-time data.
4. Conclusion
To achieve long-term success in the travel and hospitality industry, it is necessary to overcome hospitality management obstacles that businesses face. Through strategies such as personalizing the guest experience, effectively managing seasonality, adapting to market trends, retaining and hiring the appropriate staff, and protecting online reputation, hospitality businesses can differentiate themselves and develop customer loyalty. Through the strategic implementation of customized solutions, managers can navigate these challenges, enhance their guests' experiences, and drive long-term growth in the dynamic travel industry.
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