Online social touchpoints
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The document discusses the online social media presence and customer service approaches of Hotel Praktik Rambla Barcelona. The hotel is active on its website and multiple social media channels like Facebook, Instagram, Pinterest, Twitter and Tripadvisor. It generally responds quickly to customer questions and complaints on these channels, with a friendly human-to-human tone. However, the hotel could be more active responding to older comments on Tripadvisor and provide more solution-oriented responses instead of just apologies when customers complain.
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3 main thinhg which kill your hotel direct bookings
The document identifies 3 main mistakes that hotels make which prevent them from getting direct bookings on their website.
1) Not engaging in remarketing by using technologies like cookies and targeted emails to those who have shown interest but not booked yet.
2) Not including photos and information about the hotel which prevents potential guests from knowing what the hotel looks like.
3) Not incorporating technological trends on their website, such as online chat, mobile check-in, reviews, etc. which makes other hotels seem more appealing. One option mentioned is using an app like Our.Guide to provide a personalized travel guide and trip planning for guests.
Comparaison
The document summarizes and compares the websites of two Parisian hotels, Le Quartier Bercy Square Hotel and Le Meurice. It finds that both websites are easy to find and use, but that Le Meurice provides more detailed room information and engagement tools. While Le Quartier Bercy reflects the style of a 3-star hotel, Le Meurice, as a palace hotel, does not fully reflect its 5-star rating through its website. The document recommends that both hotels improve social media presence and customer engagement, and that Le Meurice more clearly defines its target customers.
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In Asia, the global food and beverage (F&B) sector is currently experiencing a revolution in codes in upscale and luxury hotels. Twenty years ago, for food and personal safety reasons, on-property hotel restaurants in this region were leaders of upscale dining. Nowadays, the economic explosion in Asia, coupled with strong innovation driven by stand-alone restaurants, has resulted in the F&B offerings of hotels to be seemingly old fashioned and unable to adequately respond to customer demands. The customers are changing as the new generation is well travelled and wants to have more local experiences. Both local customers and hotel guests are seeking experiences which are driven by a relevant concept and are locally authentic. The reputation of in-hotel dining remains bland and hotels are viewed simply as a convenient place to dine. It has been proven through the research that the younger the generation, the less prone they are to choose a hotel setting as a dining destination. Other dining options, coupled with an ultra-connected/ultra-informed millennium generation who are more in favour of other off-property types of dining, such as food delivery, will become the main food revolution of the next decade.
As a matter of driving profits, currently, the owners of most hotel buildings— the asset managers—are questioning the F&B spaces’ financial relevance. For them, every square metre counts as a potential revenue and profit stream; As a result, hotel operators are minimizing risks and operating their F&B as a commodity for hotel guests and are also reducing their number of outlets.
Additionally, in terms of marketing, while in the past, most hospitality brands considered F&B as part of their business’ ‘DNA’, or part of the critical organizational culture, it is not always true now. This, however, seems to be one of the only ways to differentiate from other players such as Airbnb.
This study aims to provide a clear picture of the food and beverage component of the hospitality industry and offer solutions for shifting the paradigm of operations for hotel restaurants.
The methodology proposes includes two distinct mixed methods: the first employs quantitative analysis to assess customers’ feelings on the topic; the second, which is qualitative, is the result of in-depth interviews with 23 hospitality executives at different levels of responsibility, from restaurant managers to CEOs. Feedback from these professionals was in agreement on this topic: there is still a market for hotel food and beverage services, but much needs to change.
This paper offers pragmatic and simple advice to the industry to help provide a roadmap for these changes. For example, hotels should be more ‘street smart’ in their F&B strategies to compete with independent restaurants. They need to hire professionals with specialized restaurant experience. In summary, hotels should adopt similar mindsets to independent restaurants to compete with them.
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1) Not engaging in remarketing by using technologies like cookies and targeted emails to those who have shown interest but not booked yet.
2) Not including photos and information about the hotel which prevents potential guests from knowing what the hotel looks like.
3) Not incorporating technological trends on their website, such as online chat, mobile check-in, reviews, etc. which makes other hotels seem more appealing. One option mentioned is using an app like Our.Guide to provide a personalized travel guide and trip planning for guests.
Comparaison
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A hotel sales and marketing manager is responsible for developing programs to increase occupancy and maximize revenue. This includes coordinating various promotional activities and marketing strategies to attract customers and ensure they are satisfied. The manager must understand customer needs and monitor industry trends. Responsibilities involve overseeing the marketing department, managing budgets, developing new packages and incentives, and supervising staff. Strong communication, presentation, negotiation, and technology skills are important for success in this role.
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In Asia, the global food and beverage (F&B) sector is currently experiencing a revolution in codes in upscale and luxury hotels. Twenty years ago, for food and personal safety reasons, on-property hotel restaurants in this region were leaders of upscale dining. Nowadays, the economic explosion in Asia, coupled with strong innovation driven by stand-alone restaurants, has resulted in the F&B offerings of hotels to be seemingly old fashioned and unable to adequately respond to customer demands. The customers are changing as the new generation is well travelled and wants to have more local experiences. Both local customers and hotel guests are seeking experiences which are driven by a relevant concept and are locally authentic. The reputation of in-hotel dining remains bland and hotels are viewed simply as a convenient place to dine. It has been proven through the research that the younger the generation, the less prone they are to choose a hotel setting as a dining destination. Other dining options, coupled with an ultra-connected/ultra-informed millennium generation who are more in favour of other off-property types of dining, such as food delivery, will become the main food revolution of the next decade.
As a matter of driving profits, currently, the owners of most hotel buildings— the asset managers—are questioning the F&B spaces’ financial relevance. For them, every square metre counts as a potential revenue and profit stream; As a result, hotel operators are minimizing risks and operating their F&B as a commodity for hotel guests and are also reducing their number of outlets.
Additionally, in terms of marketing, while in the past, most hospitality brands considered F&B as part of their business’ ‘DNA’, or part of the critical organizational culture, it is not always true now. This, however, seems to be one of the only ways to differentiate from other players such as Airbnb.
This study aims to provide a clear picture of the food and beverage component of the hospitality industry and offer solutions for shifting the paradigm of operations for hotel restaurants.
The methodology proposes includes two distinct mixed methods: the first employs quantitative analysis to assess customers’ feelings on the topic; the second, which is qualitative, is the result of in-depth interviews with 23 hospitality executives at different levels of responsibility, from restaurant managers to CEOs. Feedback from these professionals was in agreement on this topic: there is still a market for hotel food and beverage services, but much needs to change.
This paper offers pragmatic and simple advice to the industry to help provide a roadmap for these changes. For example, hotels should be more ‘street smart’ in their F&B strategies to compete with independent restaurants. They need to hire professionals with specialized restaurant experience. In summary, hotels should adopt similar mindsets to independent restaurants to compete with them.
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The document discusses the importance of social media for hotels. It notes that social media can enhance a hotel brand by allowing guests to find local attractions and access special offers. It also renders all brand interactions transparent and ensures the brand message is consistently delivered. Successful social media involves managing a hotel's reputation by identifying the current reputation and altering behaviors. It also recommends using internal social media to align employees and drive brand strategies throughout the organization.
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The document discusses improving the tourism experience through understanding customer expectations and measuring satisfaction at key touchpoints of interaction. It describes how customer satisfaction is calculated based on expectations versus reality and sacrifices made. New techniques for collecting real-time customer information and feedback are highlighted, including using mobile apps to capture multimedia data on customer journeys and identifying positive and negative touchpoints for improvement. An example from Rhön, Germany shows 22 touchpoints mapped over a 3 hour period.
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In a world where every business is clamoring for attention, it is often best to formulate and implement the most effective public relations strategy. The luxury hotel business, in particular, being that it is entirely service based, highly depends on good hotel PR to create their image and shape their story.
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This document discusses the role of sales and public relations in hotels. It describes the sales department as playing an important role in enhancing business and the hotel's image. The sales department is responsible for group and convention sales, travel agent sales, banquet sales, and local individual sales. It also discusses the roles and responsibilities of the director of sales, sales coordinators, and public relations director. Maintaining guest history records is important for marketing and building good customer relations. The conclusion emphasizes the need for coordination across the sales function to optimize bookings.
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The document discusses factors that influence customer satisfaction in hotels. It begins by introducing the hotel industry and its importance in India. It then discusses various marketing strategies hotels use, including digital presence on platforms like Facebook and TripAdvisor, as well as the use of offers and vouchers. The marketing mix of product, price, place, promotion, people and physical evidence is also examined. Top hotel brands in India and challenges faced by the industry are outlined before the document concludes on the growth prospects of the hotel sector in India.
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Tablet hotels 1
Tablet Hotels was founded in 2000 to put ease, romance, and glamour back into travel. They anonymously evaluate hotels and only include those that make guests happy. Reviews come only from real guests. Tablet uses social media like Facebook and Twitter along with their website to communicate with customers and share information like hotel reviews, news, and destination guides to influence customers' travel decisions.
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They have a strong presence on SM....
H2 h – eccleston square
The document summarizes a hotel's use of social media and guest feedback. It finds that the hotel has a strong presence across many major social media platforms like YouTube, TripAdvisor, Twitter, Facebook, Google+, and Instagram. The hotel actively engages guests by posting information, responding to reviews within 3 days, and facilitating interaction between guests and staff. While the hotel utilizes new technologies and social media well overall, the document recommends obtaining more followers on Google+ and Instagram, encouraging more guest sharing, and better tailoring content to individual social media channels.
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Touchpoints para mejorar la experiencia del viajero
The document discusses improving the tourism experience through understanding customer expectations and measuring satisfaction at key touchpoints of interaction. It describes how customer satisfaction is calculated based on expectations versus reality and sacrifices made. New techniques for collecting real-time customer information and feedback are highlighted, including using mobile apps to capture multimedia data on customer journeys and identifying positive and negative touchpoints for improvement. An example from Rhön, Germany shows 22 touchpoints mapped over a 3 hour period.
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Touchpoints para mejorar la experiencia del viajero
Touchpoints para mejorar la experiencia del viajero
Orchestrating Touchpoints - From Business to Buttons 2014
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Similar to Online social touchpoints
H2H - Human to Human in Hospitality, case study : Alexander house hotels grou...
The document analyzes the social media presence and human-to-human interactions for Alexander House, a luxury boutique hotel group near London. It finds that the hotel group actively engages with customers on Twitter, responding to complaints and questions, but could increase its presence on other channels like Instagram, Facebook, YouTube and Google+. It recommends the hotel motivate more customer participation across platforms, create additional Google+ profiles, provide virtual tours, and share more varied wedding and spa content to strengthen its human-to-human approach.
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The document summarizes customer reviews and feedback for the Hotel de Sers in Paris. Both positive and negative points are highlighted from the reviews. The key issues mentioned are inconsistent service quality, communication problems between departments, and criticism of the expensive breakfast with small portions and unfriendly staff. The document provides recommendations on how the hotel can improve customer engagement by responding to reviews, gathering positive quotes, and addressing recurring negative comments to provide more consistent high-quality service.
Sheraton Hotels vs W Hotels
The document discusses customer decision journeys and digital marketing initiatives for Sheraton Hotels and W Hotels. Sheraton utilizes social media, their website, and mobile advertising to raise awareness. Customers then provide opinions on social media that can encourage or discourage bookings. Once a customer decides to book, it is easy to do so online. Sheraton can improve by posting more frequently on social media and addressing customer complaints. Competing with OTAs requires direct contact on sites like TripAdvisor, matching rates, and adding value on their own website.
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In a world where every business is clamoring for attention, it is often best to formulate and implement the most effective public relations strategy. The luxury hotel business, in particular, being that it is entirely service based, highly depends on good hotel PR to create their image and shape their story.
The Importance of Hotel Public Relations
In a world where every business is clamoring for attention, it is often best to formulate and implement the most effective public relations strategy. The luxury hotel business, in particular, being that it is entirely service based, highly depends on good hotel PR to create their image and shape their story.
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Hotel Satisfaction. Is it possible in Bahamas?
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The document discusses factors that influence customer satisfaction in hotels. It begins by introducing the hotel industry and its importance in India. It then discusses various marketing strategies hotels use, including digital presence on platforms like Facebook and TripAdvisor, as well as the use of offers and vouchers. The marketing mix of product, price, place, promotion, people and physical evidence is also examined. Top hotel brands in India and challenges faced by the industry are outlined before the document concludes on the growth prospects of the hotel sector in India.
Hotel marketing
The document discusses factors that influence customer satisfaction in hotels. It begins by introducing the hotel industry and its importance in India. It then discusses various marketing strategies hotels use, including digital presence on platforms like Facebook and TripAdvisor, as well as the use of offers and vouchers. The marketing mix of product, price, place, promotion, people and physical evidence is also examined. Top hotel brands in India and challenges faced by the industry are outlined before the document concludes on the growth prospects of the hotel sector in India.
Tablet hotels
Tablet Hotels was founded in 2000 to provide ease and romance in travel. They anonymously evaluate hotels based on customer happiness and only accept reviews from real guests. Tablet uses social media like Facebook and Twitter along with their website and magazine to communicate digitally with customers, providing information on hotels, destinations, and trends. Their website offers top hotel lists in categories like couples or fitness to directly meet customer expectations, and suggested activities from users in travel guides help influence customer decisions.
Tablet hotels 1
Tablet Hotels was founded in 2000 to put ease, romance, and glamour back into travel. They anonymously evaluate hotels and only include those that make guests happy. Reviews come only from real guests. Tablet uses social media like Facebook and Twitter along with their website to communicate with customers and share information like hotel reviews, news, and destination guides to influence customers' travel decisions.
Grange Hotel Group Social Media Analysis
This presentation aims understanding how Grange Hotel uses the numerous social medias network at their disposal to reach customers.
They have a strong presence on SM....
H2 h – eccleston square
The document summarizes a hotel's use of social media and guest feedback. It finds that the hotel has a strong presence across many major social media platforms like YouTube, TripAdvisor, Twitter, Facebook, Google+, and Instagram. The hotel actively engages guests by posting information, responding to reviews within 3 days, and facilitating interaction between guests and staff. While the hotel utilizes new technologies and social media well overall, the document recommends obtaining more followers on Google+ and Instagram, encouraging more guest sharing, and better tailoring content to individual social media channels.
Hotel booking opportunities
The document discusses different opportunities for booking hotels, including brand portals which allow customers to view all hotels of a particular brand in one location, official hotel websites which provide photos and details about individual hotels, and online travel agencies that allow comparison of prices and special packages across many hotels. It also mentions reverse auction sites that show the best value for price in a given area, social networks that contain customer reviews, and mobile booking applications for their convenience.
handy Premium Offering
The document describes handy, a complimentary smartphone provided to hotel guests that allows them to explore destinations freely without roaming charges. The handy smartphone provides unlimited local and international calls, internet access, travel recommendations, and direct connections to hotel services. Hotels benefit from handy by improving guest experiences, increasing social media engagement and TripAdvisor reviews, and gaining valuable guest analytics that allow them to provide personalized service. Research shows guests are willing to pay extra for a hotel that offers handy smartphones in rooms.
ESSAY CMH MBA2B- ONLINE REPUTATION MANAGEMENT
This document discusses online reputation management tools for hotels. It summarizes:
1. EbuzzConnect is an online reputation management system exclusively for hotels that provides integrated dashboards of reviews from over 10,000 websites along with social media mentions.
2. The dashboards allow hotels to monitor key performance indicators and establish goals to improve their reputation management and guest experience based on traveler feedback.
3. Social media provides a platform to promote hotels, but it is important for hotels to monitor their online reputation, engage with customers, and address any negative reviews to protect their brand.
Impact of Social Media on Hospitality Industry
Social media has a huge impact on the hotel industry through marketing, advertising, and direct booking opportunities. It allows hotels to reach more customers, develop trust through reviews and comments, and provides options for customers to easily find and compare hotels. Specifically, platforms like Facebook, Twitter, and TripAdvisor give hotels ways to promote their business and services. This shift to online interactions has changed the balance of power from brands to consumers.
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Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsHOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf
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Online social touchpoints
- 1. ONLINE SOCIAL TOUCHPOINTS DIGITAL MARKETING FOR HOSPITALITY #MBA2B
- 2. ACTIVE ONLINE TOUCHPOINTS Praktik Rambla Barcelona has all the active online social touchpoints. Apart from CONTACT section on hotelpraktikrambla.com, the hotel also has Facebook, Instagram, Pinterest, Twitter, Flickr and Tripadvisor.
- 4. INSTAGRAM
- 5. PINTEREST
- 6. TRIPADVISOR
- 7. TWITTER
- 8. WHAT ARE ON THE TOUCHPOINTS • Questions: booking confirmation, hotel's general service, Partnership and marketing . . . • Complaints: size of rooms, limited service, noise, staff behavior . . .
- 9. On social networks like Facebook and Twitter, most of questions are responded within one day which shows an effective community management of the hotel. However, the hotel is not active enough on Tripadvisor as some comments are still not replied since the year before. RESPONSE TIME
- 10. H2H APPROACH The hotel always has H2H approach when communicate with existing or potential customers. Followings are some keys that show the hotel's H2H: • friendly way of responding to questions, sometimes with a smiley • wish good luck for participant in hotel activity • give recommendations without pushing sales • ensure customers' problems are well solved (see examples in the following pages)
- 11. H2H APPROACH
- 12. H2H APPROACH
- 13. H2H APPROACH
- 14. H2H APPROACH
- 15. RECOMMENDATIONS The hotel already does well on social networks in showing interest and concerns in customers' comments, reviews and questions. However, as mentioned, the hotel can be more active on Tripadvisor because it is the website that most travelers would surf in the beginning of their research for a hotel. Especially negative reviews that the hotel can use the opportunity to clarify the problems and encourage unhappy customers to come back.
- 16. RECOMMENDATIONS The hotel should not emphasize the status of 3-star hotel to comments about limited service. It just makes customers feel like there is nothing to do with them. Recommendations and helps should be provided as necessary. For example, if a customer complains about no laundry service, the hotel can point out where customers can have the service nearby instead of just giving a plain apology. Going beyond expectation and having extra mind is the key to win the heart of customers in hospitality.
- 17. Moreover, the hotel can do better in online community by sharing more contents about travelling or some other topics that are related. For example, tips for travelling in Barcelona, some festivals or activities that travelers should not miss in the city. It will attract more audience, not only people who are looking for hotels. The hotel already has a unique characteristic and style so we can humanize the brand and make it more livelier. RECOMMENDATIONS
- 18. THANK YOU FOR READING! • SIRINAPA K. • EMAIL: mlleskhemasiri@gmail.com • BLOG: http://rmbysirinapa.blogspot.fr/