Much has been said about the new normal, but its characteristics keep metamorphosing. Many hoteliers are still adapting to this novel reality on personal and professional levels.
Several are trying to jumpstart stalled hospitality projects. Others are doing their best to reassure guests and associates that the hygiene practices adopted by their properties will keep them safe from COVID-19 infection. But more than that, they are banking on a positive fallout of the ongoing vaccination drive.
Ravi Rai, Cluster General Manager of Novotel Visakhapatnam Varun Beach, Novotel Vijayawada Varun and The Bheemili Resort Managed by Accor is one of them. He is confident that the immunisation programme will herald business normalcy and help the hospitality industry limp back to pre-COVID occupancy levels by Q3 of 2021. He is also buoyant that when restrictions on corporate travel movements and international flights are lifted, the travel and tourism business will witness a huge demand.
“Currently, there is a lot of apprehension and uncertainty about the vaccine; people are worried about its side effects,” he pointed out. “However, we are observing pent up demand as the public wants to step out. We are witnessing a positive growth in the leisure destinations compared to the business hubs post the lockdown phase.” He opined this will grow depending on the en masse result of the vaccination.
TIMES, THEY ARE A CHANGING
While holding out that business will revive gradually, it is evident that the growth percentage will vary from region to region. Leisure destinations are likely to recover faster, and in fact, some are already
recording good business.
“Destinations like Goa, Alibaug, Jaipur and Visakhapatnam are doing better on occupancy levels as compared to pre-pandemic numbers, as most employees working from home (WFH) have started taking short breaks and are exploring domestic destinations,” Rai pointed out. He maintained that cities like Bengaluru, Chennai and Mumbai will take some more time to revert to normalcy as few companies
have resumed on-site work. “We believe this is a temporary slowdown and the market will soon pick up soon,” he emphasised.
The pandemic also altered consumer behaviour with continued unpredictability in their travel patterns and purpose. Hoteliers are busy devising strategies to keep pace with these changes, especially since the traditional customer mix has witnessed a massive disruption.
Rai is grateful that the major part of the upheaval has already passed, and recovery is slowly taking place across all business segments. While safety and sanitisation has emerged as an important parameter that cannot be compromised; it is not the only one to be looked into.
“Hoteliers need to relook into the way we serve guests and live up to their expectations. We constantly need to evaluate and see what can work and what cannot, how the customer behaviour pattern and requirements are changing and deliver accordingly,” he stated.
However, he agreed that given the current situation, it is difficult to forecast accurately, since consumer travel patterns have changed immensely. “Most travels these days are planned last minute unlike before. So, it is extremely important to be frugal in the way we run our business,” he suggested.
AVENUES FOR REVENUES
They say that enterprising individuals, and companies, can always spot an opportunity in every adversity and this can be applied to COVID-19 too. Success in the hospitality business was traditionally gauged on the basis of room occupancy rates, which took a tumble during the pandemic. However, it also opened more avenues for non-room revenues like destination weddings, exhibitions, staycations, workstations, virtual dinners, etc.
Along with the teams at the three properties under his charge, Rai deliberated on new business opportunities that could be exploited. However before that, they made it a point to constantly be in touch with their loyal guests and build trust amongst them.
The team relooked at various non-room businesses. A good example is virtual dinners. Here, meals were served to guests conducting virtual meetings, and the same food was delivered to the residence of participants.
“In addition to outdoor caterings for social events at a guest’s residence, we started delivering immunity boosting recipes to their doorstep, which gained a lot of popularity. Similarly, if a guest is organising a get-together at their home, our chefs curate the menus as per the guests’ request, cook it in their kitchen, artistically plate it and serve it at the party,” Rai explained.
Moreover, since most standalone gyms were closed and guests were worried sure about hygiene and sanitation at the few that reopened, the hotel began offering gym memberships. Personal fitness training at home was also provided to those who sought it.
The hotels, likewise, created a work space cubicle for WFH guests, which became a hot-selling proposition. A health menu based on an Ayurveda doctor’s consultation was made available at The Ayurbay at The Bheemili Resort. Similarly, a weight loss monthly menu designed by a dietician was created, complete with home delivery facility.
“We incorporated these new business opportunities within our existing resources, and we are confident it will be successful postpandemic as well,” Rai stated.
In hindsight, he rationalised that the pandemic has proved to be a period of massive learning for all. Hoteliers were shaken out of their comfort zone and encouraged to do some unconventional thinking. They were able to reimagine and look at hotel operations in a completely different way; being more frugal, finding novel ways to generate revenues and increasing digital marketing. That is perhaps the shiniest silver lining in the dark clouds that loomed over the hospitality business these past few months.
