Revenue by Design Hotel Social Media Monitor 2012 Survey Results
INCREASING Hotel Proﬁtability HOTEL SOCIAL MEDIA MONITOR 2012 From Revenue by Design and in Associa@on with RateGain
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?
Length of experience working with social media EXPERIENCE
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
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.
Who’s responsible? Do we out-‐source? Which departments are involved? HOW IS SOCIAL MEDIA MANAGED?
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
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
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
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%
What support is given to those responsible? GOVERNANCE & GUIDANCE
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.
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
Strategies used by brands and independents to manage social media STRATEGIES & THEIR MANAGEMENT
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%
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
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
Where are we focusing eﬀorts in Community Management? COMMUNITIES & MANAGEMENT
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
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
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
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.
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
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.
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
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
Number geography and hotel type RESPONDENT PROFILE
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%
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
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 email@example.com 07769 904076