MARKETING

year, not to mention supply chain issues and inflation. But by addressing some of the issues that have arisen over the last two years during the quieter shoulder months, we can use our shared experience to prepare for the future.

Experience in hospitality helps boosts bookings Clare Bushby, managing director of

Clockwork Marketing, believes long experience working in hospitality provides a deeper understanding of how to capture new guests. It’s critical to grow your brand

In 30 years of working in the hospitality sector, we can genuinely say the last two years have been the toughest. But like the sailing adage, “a smooth sea never made a good sailor”, experience is what counts. CHALLENGES AHEAD

Working as a specialist hospitality marketing agency has its benefits, not only through our direct work in hospitality operations, but also as a result of working day in, day out with business owners and managers in the industry. It is this experience that enables us to talk the same language and understand the challenges faced. The opening up of foreign travel may have a major impact on UK tourism next SHOULDER MONTHS’ ANALYSIS

Now is the time to analyse your year-onyear occupancy percentages, average room rates, length of stay, and revenue per available room to create a robust, individual growth strategy for next year.

But what else? One of the biggest questions on most hospitality owners’ lips is how to increase direct bookings.

The biggest single driver of new guests for a property is through Google, however if your website is old and slow, your content isn’t changing, or your site isn’t engaging, and the booking experience is poor, you will be losing direct bookings.

HOW DOES YOUR PROPERTY

COMPARE TO OTHERS?

In recent years we have created a robust platform of benchmarking insights to help highlight how hospitality websites compare to others to provide insights for business owners.

The data we benchmark includes: • How does the number of visitors to your website compare to similar properties? • How many of your visitors who start the booking process go on to complete it, and how does this compare to other properties and indeed other booking engines? • What is the average dwell time on your website? Is it working hard enough for you? What is the bounce rate (visitors to your site who leave straight away).

Understanding and then improving your website or booking conversion leads to an increase of direct bookings.

Depending on the property size, the impact of this work can be £5,000 to £10,000 a month. The biggest increase we have seen was a staggering £100,000 a month.

IDENTIFYING VALUABLE CUSTOMERS

Your customers are your greatest asset and challenge combined. How many times have you looked at your best customers and wished there were more?

By profiling your customers, starting with your Property Management System (PMS), you can find more potential guests. Analysing the data in conjunction with wider demographic data such as Experian, will also provide powerful customer insights. Then you need to get smart with your marketing and messaging, by creating campaigns specifically for them—attracting new, quality guests. This process will also unearth other lucrative demographic opportunities you may have overlooked.

GROW YOUR BRAND, BOOST YOUR

BOOKINGS

But in our long experience, properties need to market themselves consistently to attract new customers.

According to Professor Byron Sharp (author of “How Brands Grow”), all businesses lose customers at a consistent rate. And loyal customers aren’t that loyal.

A hotel with a larger market share is impacted less than one with a smaller share when they lose customers.

Therefore, it’s critical to grow your brand using the following recommendations: • Constant marketing – continually communicate to your guests and potential guests so you are front of mind • Ensure a simple purchase journey – whether on your website or telephone bookings • Get noticed – create distinctive and memorable brand assets • Be consistent – agree your key guest benefits and communicate them • Stay competitive -be flexible to new guest needs and trends to keep your brand fresh and interesting

THE STAFFING CRISIS Attracting new customers with these tactics will boost bookings but you also need the staff to deliver on the promise of your marketing – a major and ongoing issue. To attract new customers or staff you need to have a strong brand and marketing. Standing out amongst the crowd is more crucial than ever and will help you serve and recruit the best. Even so, marketing doesn’t work if your hotel or hospitality venue is promoting empty promises. ACTING RESPONSIBLY MAKES

COMMERCIAL SENSE

Research from Nielsen found almost two-thirds (66%) of consumers are willing to pay extra for products and services that come from companies who are committed to positive social and environmental impact.

There’s a commercial benefit to being ethically responsible, as well as simply doing the right thing.

The hospitality sector must take a long hard look at itself after this year’s experience, and not shy away from difficult questions: • Are we being a responsible employer, and if so, how can we demonstrate this to potential staff and customers? • Are we paying enough to support people’s lives? • Are we inclusive of all regardless of gender, sexual orientation, or race? • Are we addressing our impact on the local environment and community? • Are we offering a long-term opportunity for career development and training?

Only then will we be properly equipped for the future, ready to take on any challenge, and rather than just survive thrive.

Marketing doesn’t work if your hotel or hospitality venue is promoting empty promises