That things have changed a lot in recent times is a given. The appearance of the Internet and rapid technological advances, as well as innovative new concepts and the surprising adaptation of classical business models to this new environment have made doing business today rather more complicated than in the past. A new tourist profile, and new channels to both access information and buy services have meant that management of a hotel’s commercial cycle requires specific abilities that go much farther than the “Community Manager” mode of doing things allows us to see.
“To know how to adapt organizational structures, resources and capacities to a digital tourism defined by online information is possibly one of the sources of competitive advantage that are making it increasingly necessary to implement a successful strategy. Beyond new names, trends or passing practices, the important thing is to know and understand what capacities are fundamental, why they are necessary and how to connect the entire organization on the basis of a common approach to business.”
The infographic describes the tasks that need to be taken into account so that each area of the business functions very well and so that the entire organization is coordinated and focused on success:
* COMMERCIAL CYCLE DIRECTOR
- Define, implement, and monitor the strategy of the business cycle on the basis of the hotel’s business model.
- Define a virtuous business-cycle policy, geared to the accommodation’s profitability, which focuses both on the continual improvement of the RevPAR (revenue per available room) and decreased customer acquisition cost (CAC).
- Support, motivate and incentivize those in charge of each area of the cycle to achieve objectives.
- Select, implement, control and optimize the best technological strategy.
1 BRAND AND PRODUCT MANAGEMENT:
- Research, identify and monitor the evolution of market trends and opportunities.
- Analyze and define client segments and “tribes” with maximum profitability.
- Establish brand standards and attributes for all elements of the hotel, both tangible and intangible.
- Select and integrate partners who complement hotel products and experiences.
2 COMMUNICATION AND PROMOTION MANAGEMENT:
- Develop communication policies and elements, internal and external, adapted to the digital world.
- Develop online promotion activities, whether through search engines – Search Engine Optimization (SEO) and Search Engine Marketing (SEM) – or other tactics (affiliations, mailing…) in coordination with offline activities.
- Develop Internet publicity activities in coordination with offline activities.
- Develop a proactive presence and management of online reputation in social networks and platforms.
3 DISTRIBUTION AND SALES MANAGEMENT:
- Gather, analyze and manage information and metrics of periods in past in order to develop permanent forecasts that facilitate decision-making.
- Define effective tactics to optimize sales and distribution.
- Implement tactics to efficiently use channels.
- Develop and optimize sales through one’s own website as a channel to be prioritized.
4 CUSTOMER AND LOYALTY MANAGEMENT:
- Define, manage, incentivize and monitor all points of customer contact and information-gathering.
- Define, manage and control a strategy to measure and assess customer satisfaction.
- Define, implement and regularly evaluate incentive strategies to encourage repeat customers.
- Define, implement and regularly adjust strategies to promote client testimony.
And as those who have gotten to know me are familiar with my provocative vein, I would like to throw out a question now that I’ve shared this post:
Are you following the trend or marketing your hotel?
I look forward to your answers!