It has been a tumultuous year for all in the hospitality segment. One day, our establishments are full and the next, all F&B outlets in the city are closed due to lockdown restrictions. To truly succeed today, the management has to take quick decisions keeping the contemporary situation in perspective.
As hoteliers, we need to constantly reinvent our approach of doing our business. We need to understand our evolving guest’s expectations and stay ahead with excellent hospitality.
It is undoubted that we shall keep witnessing major changes and hurdles going forth. But, the key is to adapt new working styles and do it efficiently.
DOING EVERYTHING WE CAN
Tourism has been one of the strongest growth pillars for India, in the past and the future. Right now, this pillar might be under a lot of stress, though.
The ongoing COVID-19 vaccination is bound to increase the confidence level in the minds of the guests. At the same time, hoteliers should start vaccinating their hotel staff too. This will boost their confidence and keep them safer at work. Happy and healthy employees project a happy and healthy environment.
Additionally, hoteliers need to be fleet-footed about aligning their revenue generation strategies. At our hotels, we have been doing everything we could to target domestic and local businesses. This included optimising our digital marketing, implementing flexible pricing and cancellation policies as well as driving more business opportunities after winning the customer’s trust that our hotels are safe and follow all the safety measures.
GUNG-HO ABOUT DOMESTIC TRAVEL
Domestic tourism within our country holds great potential, which often got sidelined. Since last year, this segment has gained lot of attention.
Hence, we keep exploring staycation opportunities, especially for local and driveable locations with easy connectivity. Park Regis Goa and Leisure Inn Jaipur have done extremely well since we opened and surpassed all our budgets.
Similarly, we partnered with key consolidators, adjusted our offers to appeal to local guests and used paid media to target local traffic. We reinvented our booking engine and website with attractive offers and value add-ons to ensure that our messages are segmented to target domestic traffic or visitors from less crisis-sensitive areas.
In these messages, we ensured that our direct booking perks were tailored to appeal to different domestic audiences. Even though most of were working from home, our team used this down time to strengthen our systems and processes.
To provide additional peace of mind to those wanting to make travel plans, StayWell came up with a 12-month long tactical campaign plan with a range of flexible booking options for guests. Our loyalty program members also receive additional discounts on rates globally.
We also curated new unique dishes and revived old favorites to maintain a balance; as F&B has been another important part of our brand portfolio; our chefs keep experimenting to enhance the exclusive dining experiences to cater to the guest’s taste buds.
The road ahead is going to be tricky without a doubt. However, we at StayWell are ready for the long haul.
