Revenue by Design Hotel Social Media Monitor 2012 Survey Results

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The results of the Revenue by Deign Hotel Social Media Monitor survey 2012, run in association with Rate Gain. Presentation made at the HOSPA members event

The results of the Revenue by Deign Hotel Social Media Monitor survey 2012, run in association with Rate Gain. Presentation made at the HOSPA members event

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  • 1. INCREASING    Hotel  Profitability  HOTEL  SOCIAL  MEDIA  MONITOR  2012     From  Revenue  by  Design  and  in  Associa@on  with  RateGain  
  • 2. Why the survey ? To assess engagement in social media programmes To understand how hotels are resourcing, managing and tracking programmes To assess the level of investment and ROI in social media To understand governance guidance and support for programmes How seriously do we take social media?
  • 3. Length  of  experience  working  with  social  media  EXPERIENCE  
  • 4. Which  of  these  phrases  would  best  describe  the  extent  of  your   company’s  acQvity  in  social  media?     None  at  all   4%   Fully  involved   Experimented,   32%   but  not  much   30%   About  an  average   amount   34%  The  range  of  experience  with  social  media  indicates  that  hotels  are  evenly  split  however  34%  sQll  have  liSle  or  no  experience  in  the  use  of  social  media  
  • 5. How  long  have  you  parQcipated  in    social  media  programmes?   More  than  2  years   Between  1  and  2   years   Between  6  months   2011   and  1  year   2012   About  6  months   Just  started  within  the   last  3  months   0%   5%   10%   15%   20%   25%   30%   35%   40%   45%  More  hotels  have  been  chaTng,  for  longer……  Half  of  respondents  have    less  than  1year’s  experience  working  with  social  media.  This  is  similar  to  last  year  and  the  propor@on  with    more  than  2  years  experience  is  growing;  once  hotels  are  in  –  they  remain  in.  
  • 6. Who’s  responsible?  Do  we  out-­‐source?  Which  departments  are  involved?    HOW  IS  SOCIAL  MEDIA  MANAGED?  
  • 7. Who  manages  your  social  media?   24%   8%   68%   Someone  in  my  Company   We  give  it  to  a  third  party   We  use  both  Social  Media  is  predominantly  managed  in  -­‐house  Most  social  media  is  managed  in  house,  with  only  6%  giving  responsibility  in  its  en@rety  to  a  third  party.  However  a  quarter  seek  services  from  outside,  and  this  propor@on  is  growing  as  skills  become  more  specific  to  each  channel  
  • 8. Do  you  have  a  Social  Media  Sponsor  at  Board   or  Director  Level?   Yes   No   48%   52%  Over  half  of  hotels  have  no  senior  level  sponsorship  This    reflects  the  lack  of  maturity  of  Social  in  the  industry  and  its  level  of  importance  in  the  eyes  of  senior  management    Lack  of  senior  management  involvement  results  in  unregulated  programmes  and  a  significant  risk  for  the  property  and  the  programme  manager  
  • 9. Hotels  are  shiYing  more  people   How  many  people  are  involved  in  social  media  on  to    social  media.     management?    2012  sees  investment  in  more  people  (more  than  1  person)  to  support  programmes.     6%   2011  This  reflects  cross-­‐ 9.3%   1  person  departmental  involvement   17%   9.3%   29.6%  plus  an  increased  emphasis   43%   Between  1  and  3  on  the  importance  of  social   people  media.    This  year  also  sees  the   Between  4  and  6  introduc@on  of  more  specific   2012   people  Social  @tles  such  as:   More  than  6   51.9%  •  Digital  Marke@ng  Manager   34%   people  •  Content  and  Community   Manager  •   Social  Media  Manager      
  • 10. MarkeQng  takes  ownership,  but  many  more  are  involved  Social  Teams  have  mushroomed  over  the  past  12  months.  In  2011  overall  ownership  was  difficult  to  establish.    2012  sees  social  media  demanding  effec@ve  partnerships    across  departments  and  outsource  partners  contribu@ng  specific  skills  to  support  new  Social  channels   Third  Party  Outsource  Partners   None  of  the   above   Social  media   Consultancy   SEO  Company   Marke@ng   Consultancy   Ad  Agency   AddiQonal  Departments  involved   Other   PR  Agency   Head  Office   Digital  Mkg   Management   Agency   Exec  Team  0.0%   5.0%   10.0%   15.0%   20.0%   25.0%   30.0%   35.0%   40.0%   45.0%   FO   Res   RM   PR   Marke@ng   Sales   0.0%   20.0%   40.0%   60.0%   80.0%   100.0%  
  • 11. What  support  is  given  to  those  responsible?  GOVERNANCE  &  GUIDANCE  
  • 12. Governance  for  staff  on  Social  Media  usage   Governance  for  staff  on  personal  use   whilst  responsible  for  posts?   of  social  media  whilst  an  employee?   Dont   Dont   know   know   Yes   7%   2%   Yes   Yes   No   41%   46%   No   No   47%   57%   Dont   know  In  the  wrong  hands,  and  without  safeguards  social  media  is  high  risk    Many  hotels  have  not  shored  up  their  risk.  Almost  half  of  those  surveyed  had  no  formal  governance  place  offering  guidelines  for  those  responsible  for  placing  social  media  posts.  This  propor@on  rises  to  almost  60%  having  nothing  in  place  to  guide  employees  in  their  use  of  social  media  whilst  an  employee  of  the  company.  
  • 13. Do  you  train  staff  on  how  to  use   What  type  of  training  is  offered?   social  Media  networks   Tone  of  voice   Dont   Yes   know   How  to  answer   20%   ques@ons   0%   27%   Yes   No   38%   Escala@on  of   No   customer   62%   Dont   26%   service  issues   know   27%   Tool  to  manage   media  streams      Social  media  exposes  the  whole  organisaQon  –  staff  are  not  being  fully  prepared    62%  of  respondents  have  no  formal  training  in  place  for  social  media  management;  lack  of  training  has  got  some  companies  into  very  hot  water.  Training  skills  focus  on  brand  reputa@on  management  answering  ques@ons  correctly  and  applying  the  right  tone  of  voice  to  post  management  
  • 14. Strategies  used  by  brands  and  independents  to  manage  social  media  STRATEGIES  &  THEIR  MANAGEMENT    
  • 15. Technology  is  a  key  enabler  of  communicaQons  between  brand  and  hotel    Just  over  half  of  brands  surveyed  allow  their  hotels  to  follow  a  local  strategy  and  the  remainder  took  a  more  central  brand  driven  approach.  Brands  use  technology  to  support  management  of  communica@on  between  proper@es  and  cascading  brand  specific  messages     What  measures  are  used  to  control  social  media  at  brand  level?   No  formal  strategy  -­‐   we  communicate  as   necessary   Governance  over   brand  reputa@on   control   Training   Tools  to  manage   strategy  and  cascade   messages  between   brand  and  property   Overall  strategy   0.0%   10.0%   20.0%   30.0%   40.0%   50.0%   60.0%  
  • 16. None  of  the  above   We  are  guided  by  our   social  media  agency   We  take  advantage  of   tac@cal  opportuni@es   as  they  arise   We  plan  and  invest  in   our  ac@vity  on  a   project  by  project  basis   2011   We  have  a  propor@on   of  our  annual  budget   2012   set  aside  for  social   media  management   We  have  a  formal   strategy  that  is  agreed   by  our  management  0%   10%   20%   30%   40%   50%   60%   70%   How  do  we  strategically  plan  for  Social  Media?    2012  sees  a  greater  focus  on  budge@ng  for  social  media  but  ac@vi@es  remain  tac@cally   oriented  with  less  focus  on  formalised  strategies  than  in  2011.  Social  Media  agencies   gained  significant  influence  in  2012  over  2011  
  • 17. For  HR  and  Recruitment   To  maintain  a  presence   within  this  space   To  generate  referrals   To  develop  our  word  of   mouth  marke@ng   To  gather  customer   feedback   To  monitor  customer   feedback   To  engage  with  guests   2011   To  generate  more   bookings   2012   To  generate  more  sales   leads   To  publicise  new   products  or  services   To  increase  awareness   of  our  brand  or  hotel  0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%   What  are  we  trying  to  achieve  with  Social  Media?    Word  of  mouth  marke@ng,  guest  engagement  and  brand  awareness  feature  high  on  the  list  of   objec@ves  for  using  social  media.  Surprisingly  Hotels  are  not  yet  finding  a  way  to  transcend  the   dominance  of  Customer  review  sites  such  as  TripAdvisor    through  gathering  and  monitoring  customer   feedback.  There  is  more  realism  in  the  market  regarding  revenue  genera@on  in  2012  over  2011  
  • 18. Where  are  we  focusing  efforts  in  Community  Management?    COMMUNITIES  &    MANAGEMENT  
  • 19. What  acQviQes  are  we  engaging  in?   Par@cipa@on  in  Auc@on   Sites   Par@cipa@on  in  Flash   Sales   Par@cipa@on  in  Social   Buying  sites   Crea@on  of  QR  Codes   Development  of  Video   Development  of  Mobile   Apps   Running  Compe@@ons   Crea@on  or   management  of  user   generated  content   Wri@ng  of  a  Company   Blog  0.0%   10.0%   20.0%   30.0%   40.0%   50.0%   60.0%   Content  Development  is  maturing;  expanding  across  channels   Developing  user  generated  content,  company  blogs  and  running  promo@ons  are  primary   plajorms  for  user  engagement.  Video  is  increasing  in  importance  as  video  channels  grow   in  popularity.  Flash  sales  and  social  buying  sites  lack  the  same  level  of  alrac@on.  QR   codes  are  yet  to  breakthrough    
  • 20. Google  Hotel  Finder   Google  Places   Which  plaborms  are  we  using?   Google  +  Business   Pages   TripAdvisor   StumbleUpon   Delicious   Digg   YouTube   2011   Flickr   2012   Foursquare   Twiler   Linkedin  company   profile   Linkedin  Individual   Profile   MySpace   Facebook   0.0%   10.0%   20.0%   30.0%   40.0%   50.0%   60.0%   70.0%   80.0%   90.0%   100.0%  Google  finding  its  feet  in  Social,  TripAdvisor  and  Facebook  remain  key  channels  TripAdvisor  and  Facebook  as  important  in  2012  over  2011,  Twiler  growth  significant  YoY.  Google  makes  its  debut  with  Google+  and  Hotel  Finder  
  • 21. Administering  Campaigns   Other   Monitor  using  brand   reputa@on  reports   Manage  interac@ons  as   and  when   Respond  within  a   specific  @mescale   2011   Pre-­‐set  messages   2012   Online  dashboard  0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   More  tools  are  used  –  but  hotels  sQll  struggle  with    Qmely  management   There  is  greater  use  of  technology  and  tools  to  support  automated  monitoring  of  interac@ons.  Use  of   brand  reputa@on  reports  has  increased  significantly  over  2011  to  support  customer  review   management.    Despite  this  it  would  appear  the  firehose  of  Social  remains  a  challenge  to  manage  with   hotels  struggling  with  @mely  responses    
  • 22. 2012  Investment  Levels   4.3%   4.3%  4.3%   6.5%   26.1%   Between  0-­‐1K   Between  1k-­‐5k   13.0%   2011  Investment  Levels   Between  5k  -­‐10k   15.2%   26.1%   Btween  10k  and  25k   3%   3%   0%   Between  25k  and   3%   50k   Between  50k  and   12%   40%   100k   Between  100k  and   500k   15%   24%   Investment  Levels  for  2012   Social  is  growing  in  importance  from  a  budget  and  commitment  level.  Investment  levels   have  increased  in  2012  with  a  greater  propor@on  of  hotels  moving  into  significant   investment  level  compared  to  the  very  small  budgets  of  £1000  allocated  last  year.    
  • 23. What  are  we  measuring?   OTA  results   placement   Travel  meta  search   engine  placement   2011   SEO  Placement  and   keywords   2012   Site  posts  and   comments     Customer  referrals   Customer  Reviews   about  our  hotel/s   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   100%  Engagement  with  CommuniQes  on  the  increase,  TripAdvisor  remains  focus  of  management  effort  Measurement  of  site  posts  and  comments  has  increased  over  2011,  reflec@ng  the  growth  in  use  and  and  engagement  in  community  sites.  Although  measurement  of  customer  reviews  has  decreased,    its  relaitve  importance  remains    
  • 24. We  dont  measure  or   How  do  we  track  success?     track  ac@vity   Online  brand   men@ons   2011   Authority  e.g.  Klout   2012   Sales   No.  of  referrals  to   web  site   No.of  followers/ friends   Posi@ve  comments   and  posts     All  comments  and   posts   0%   10%   20%   30%   40%   50%   60%   70%   80%  Authority  entering  slowly  into  mindset,  some  sQll  not  tracking    Brand  authority  and  integrity  is  a  key  factor  in  customer  engagement.  Measurement  of  authority  remains  small  across  respondents.    Emphasis  on  measurement  of  referrals  to  websites  has  decreased,  possibly  due  to  interac@vity  remaining  within  the  channel  of  engagement.  However  the  brand  web  site,  or  mobile  site  remain  the  key  transac@onal  site.    
  • 25. What  are  the  immediate  challenges?    CHALLENGES  
  • 26. Brand  ReputaQon  Issues   Ownership  of  response   Skills  to  manage  brand   reputa@on   Iden@fying  review  sites     Lack  of  resource   Customer  Review  Best   Bona  fide  comments  vs   Prac@ce   false   Minimising  future   search  on  nega@ve   comments   Right  response,  and   tone  of  voice     Managing  nega@ve   comments   Responding  in  a  @mely   manner    0%   10%   20%   30%   40%   50%   60%   70%   NegaQve  Comment  management  and  Qmely  responses  key  issues  for  reputaQon   Hotels  are  now  clear  on  who  responds  to  posts,  although  response  management  in  terms  of   skills,  resource,  tone  of  voice  correct,  and  responding  in  a  @mely  manner  are  challenging.   Managing  nega@ve  comments  features  as  the  top  concern  
  • 27. Key  Challenges  in  Social  Media  Management   Iden@fying  return  on   investment   Ensuring  a  seamless   response     Re-­‐purposing  hotel   content     Pressure  from   2011   management     2012   Gesng  buy  in  from   management   Mee@ng  business   objec@ves  we  set   Defining  meaningful   business  objec@ves   0%   10%   20%   30%   40%   50%   60%   70%   80%  Meaningful  business  objecQves  and  ROI  key  challenges;  once  defined  OK  with  achieving  Pressure  from  management  to  do  something  is  understandably  not  an  issue,  considering  the  overall  lack  of  interest  from  senior  levels,  however    defining  meaningful  business  objec@ves    and  gesng  an  ROI  show  that  Social  management  is  growing  up  
  • 28. Number  geography  and  hotel  type  RESPONDENT  PROFILE  
  • 29. Who  took  part?   Social  media  agency   Spa  Hotel   Resort  Hotel   City  Hotel   RepresentaQon   Company   Independent  Hotel   How  many  hotels  are  you  responding  on  behalf  of?     NaQonal  Brand   Hotel   1000  and   InternaQonal  Brand   Hotel   above   101  -­‐500   7%  0.0%   5.0%   10.0%   15.0%   20.0%   25.0%   30.0%   35.0%   40.0%   hotels   "I  work  for,   4%     or  represent   Property  LocaQon   51-­‐100  hotels   one  hotel   4%   30%   Oceania   Asia     La@n  America     11-­‐50  hotels   Caribbean   21%   North  America   Africa   Middle  East   Europe     2-­‐10  hotels   34%   0%   10%   20%   30%   40%   50%   60%   70%   80%  
  • 30. Summary Overall social is in its formative years Brand reputation a key driver Robust processes and investment levels are increasing but have a way to go Training and processes need to cover the entire organisation Lack of board level support restricts investment and programme development Technology increasingly important to keep up
  • 31. So, how seriously do we take social media? Thank you! Contact – Ally Dombey Revenue by Design www.facebook.com/revenuebydesign http://Revenuebydesign.wordpress.com @revenuebydesign ally@revenuebydesign.co.uk 07769 904076