case study on hotel industry

Hospitality Case Review: The Top 100+ Hospitality Cases That Impacted Us in 2018

Written by Karen Morris, J.D., LL.M. and Diana S. Barber, J.D., CHE, CWP

ADA/Standing 1. Brito v. Wyndham Hotels and Resorts, LLC , 2018 WL 317464 (D. Colo., 01/08/2018). Plaintiff is a paraplegic and requires the use of a wheelchair to ambulate. While at defendant hotel he encountered multiple violations of the Americans with Disabilities Act (ADA) that effected his use and enjoyment of the premises and sued. The hotel challenged plaintiff’s standing. To establish standing, a plaintiff must show, inter alia, that he suffered an injury in fact. To prove that, plaintiff must establish a likelihood that he will return to defendant’s premises. Factors a court considers are the proximity of the business to plaintiff’s residence, the plaintiff’s past patronage of the business, the definitiveness of plaintiff’s plan to return, and the plaintiff’s frequency of travel near defendant. In the complaint plaintiff stated he lives in the same county as defendant, he has frequented defendant hotel for “pleasure purposes,” he was a guest at the premises for a two day stay, and he alleges an intention to return within four months. This constitutes a personal stake in the outcome to constitute standing and avoid dismissal of the complaint.

Bankruptcy 2. In Re Lorraine Hotel 2017 LLC , 2018 WL 5288893 (N.D. Ohio, 10/22/2018). Plaintiff hotel filed a Chapter 11 petition in bankruptcy. The debtor’s sole asset was a 93-room hotel, of which 54 rooms were rentable. The debtor did not have casualty insurance covering destruction of, or damage to, the facility. The Bankruptcy Code, Section 1112(b) authorizes a judge to dismiss or convert a Chapter 11 case to Chapter 7 “for cause.” Cause exists where a debtor fails to maintain appropriate insurance resulting in risk to the estate. The court stated appropriate insurance coverage is of “paramount importance” in this case because of the single asset in the estate and the status of the business as a struggling downtown hotel. The court thus dismissed the Chapter 11 case and denied conversion to Chapter 7. Instead, creditors can pursue their state remedies.

Class Action 3. Valverde v. Xclusive Staffing, Inc., et al , 2018 WL 4178532 (D. Co., 08/31/2018). Plaintiff is an employee of Omni Hotel. Per the written employment policies of the management company that operates the hotel, a $3.00 processing fee is deducted from each paycheck plaintiff and other employees receive. Plaintiff objected and seeks certification of a nationwide class of plaintiffs. Defendant objected arguing the allegations were insufficient to show that plaintiffs from other states were subject to the same policy. The court noted that defendant management company’s policies are national and controlled centrally from its Colorado headquarters. They are contained in its written employment policies used nationwide. The court thus found the evidence sufficient to certify a nationwide class.

Contracts 4. Murphy Elevator Co., Inc., v. Coco Key Hotel & Water Resort , 2018 WL 1747924 (Ohio Appls Crt, 04/11/2018). The parties had a two-year elevator maintenance contract. After the first year and a half, the hotel failed to pay. The elevator company stopped performing and sued for breach of contract. The hotel argued that it should only be liable for the unpaid moneys up to the time plaintiff stopped performing. The court rejected this argument and granted the elevator company lost profits. Noted the court, an award of damages should put the injured party in the same position it would have been in had there been no breach.

5. Stanciel v. Ramada Lansing Hotel and Conference Center , 2018 WL 842907 (Mich. Appls, 02/13/2018). Plaintiff fell when entering a hot tub at defendant hotel. Plaintiff attributes the fall to a broken support bar leading into the tub. Plaintiff sued, and the parties purportedly agreed to a settlement. Defendant prepared a written settlement agreement and submitted it to plaintiff. The documents included a “Medicare addendum.” Defendant’s attorney told plaintiff’s counsel to advise if he had a problem with any of the wording. Plaintiff returned the signed documents to defendant but unilaterally crossed out language in the addendum. Plaintiff now seeks to enforce the settlement agreement. Defendant argued the agreement was not valid because defendant was not willing to agree to the settlement without the eliminated clause. Plaintiff argued the clause that was crossed out was not an essential term of the settlement agreement so there was still a meeting of the minds on all the essential terms. The court ruled the parties did not reach an enforceable settlement agreement. Case dismissed.

6. Claris, Ltd. v. Hotel Development Services, LLC , 2018 WL 3203053 (Crt. Appls, Ohio, 06/29/18). Per contract dated 8/2005, defendant agreed to build plaintiff a 4-floor, 122 room hotel which plaintiff planned to operate as a Candlewood Suites. The construction was completed in late summer 2006. In 2013 the hotel began experiencing water penetration when rain occurred. Plaintiff’s expert witness investigated defendant’s construction work of the hotel’s walls and identified five deficiencies. The expert excluded one of the five as the cause of the water problem but did not identify the extent to which the other four may have contributed to the damage. Therefore, plaintiff failed to establish that a breach of contract by defendant caused the leakage. Thus, the court reversed a jury verdict in favor of plaintiff and directed a verdict for defendant.

7. Couture Hotel Corporate v. US , 2018 WL 3076847 (Crt. of Fed. Clms, 06/21/2018). Plaintiff purchased a $9 million hotel near Nellis Air Force Base intending to participate in the off-base lodging business for visitors to the base utilized when on-base lodging is full. To meet the base’s requirements, plaintiff made modifications costing in excess of $1 million. When the work was completed, defendant advised plaintiff that, due to lowered demand, it was not adding any new facilities to its overflow listings at the time. Plaintiff sued, claiming that defendant’s refusal to permit plaintiff to compete for off-base services violated the Competition in Contracting Act, various associated procurement regulations, and a contract implied-in-fact. The court held for the government finding procurement rules were not violated, and a contract-in-fact did not exist. While the government representative talked to plaintiff about prerequisites to qualify for the lodging overflow business before plaintiff purchased the facility, documents provided to plaintiff clearly stated that a prerequisite to the government signing a contract were various inspections and approvals. Said the court, “[I]n negotiations where the parties contemplate that their contractual relationship would arise by means of a written agreement, no contract can be implied.” The complaint was thus dismissed for failure to state a claim.

Default Judgment 8. Travelodge Hotels, Inc. v. Durga, LLC , 2018 WL 5307809 (D. NJ, 10/26/2018). Defendant was a franchisee of plaintiff. Defendant ceased operating and plaintiff filed suit for damages for breach of contract. Plaintiff ultimately received a default judgment. Defendant now seeks relief from that judgment. He argued his failure to defend was excusable because he was traveling the world searching for experimental medical treatments for their daughter who suffers from a rare anoxic brain injury which worsened about the time of the lawsuit. Per defendant, this search “consumed” his life. The court granted the relief, noting that the defendant’s inattention to the lawsuit was excusable given the daughter’s illness.

Eminent Domain 9. North Carolina Dept. of Transportation v. Laxmi Hotels, Inc. , 2018 WL 2207793 (05/15/2018). Defendant operates a Super 8 Motel. The Department of Transportation (DOT) sought to widen and improve the street on which the hotel was located. As a result of the work, the hotel lost several parking spaces. Also, due to a 15-foot tall retaining wall installed, visibility of the facility from the nearby thoroughfares was totally lost. The DOT claims it explained the extent of the work to be performed. The hotel’s president stated the DOT assured him the hotel would not lose any parking spaces and failed to explain the height of the retaining wall. As a result of the lost parking and street visibility, the hotel claims the DOT significantly underpaid for the taking since the loss of parking and visibility severely impacted the value of the hotel. The court agreed that the DOT did not adequately inform the hotel of the extent of the taking of hotel property. The court thus ordered the DOT to provide just compensation. The case was remanded for further calculation of appropriate reimbursement for the hotel.

Employment/Actual Employer 10. Frey v. Hotel Coleman, et al , 2018 WL 4327310 (7th Cir., 2018). Plaintiff worked at a Holiday Inn Express in Algonquin, Illinois. The hotel was owned by Hotel Coleman, Inc. which hired Vaughn Hospitality, Inc. to manage the facility. Vaughn Hospitality consisted of Michael Vaughn and his wife. Plaintiff’s paychecks came from Hotel Coleman; she was trained, supervised, evaluated, assigned, etc. by Vaughn Hospitality. Plaintiff claimed Michael Vaughn sexually harassed her and she filed a claim with the EEOC. She was thereafter fired and sued Hotel Coleman and Vaughn Hospitality for retaliatory discharge. The lower court determined Vaughn Hospitality was not plaintiff’s employer and dismissed the charges against it. Following trial against Hotel Coleman, plaintiff appealed Vaughn Hospitality’s dismissal. The appeals court reviewed several factors to consider when determining who is an employer, the most important being the right to control and supervise the worker. The court vacated the ruling that Vaughn Hospitality was not a joint employer and remanded the case. In doing so the court commented that the district court will “likely” conclude that Vaughn Hospitality was plaintiff’s employer.

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KAREN MORRIS (585) 256-0160 [email protected]

Karen Morris is an elected Town Justice in Brighton New York, a Professor of Law at Monroe Community College (MCC), and an author. She was elevated to the title of Distinguished Professor, awarded by the Chancellor of the State University of New York.

She has written several textbooks including numerous editions of Hotel, Restaurant and Travel Law, the latest of which was published in 2017 by Kendall Hunt and won a Textbook Excellence Award from Text and Academic Authors Association. She also wrote two editions of New York Cases in Business Law for Cengage Publishing. In 2011, she published Law Made Fun through Harry Potter’s Adventures, and in 2017, Law Made Fun through Downton Abbey. She also co-authors Criminal Law in New York, a treatise for lawyers. She writes a column for Hotel Management Magazine entitled, Legally Speaking, and a blog for Cengage Publishing Company on the law underpinning the news.

Among the courses she has taught are Hotel and Restaurant Law, Business Law I and II, Constitutional Law, Movies and the Law, “The Michael Jackson Trial” and “O.J. Simpson 101; Understanding Our Criminal Justice System.” Her course offerings include some in traditional classroom settings and others online. She won the Excellence in Teaching Award in 1994, having been selected by her peers, and the Chancellor’s Award for Teaching Excellence in 2002, conferred by the Chancellor of the State University of New York.

DIANA S. BARBER (404) 822-0736 [email protected] [email protected]

Diana S. Barber, J.D., CHE, CWP is currently an adjunct professor teaching hospitality law and hospitality human resource management at Georgia State University in Atlanta, GA. In addition, she conducts a one-day workshop on contracting and risk management for the Events and Meeting Planning Certificate Program offered by The University of Georgia in Athens, Georgia.

In 2017, Diana became a co-author of Hospitality Law, Managing Legal Issues in the Hospitality Industry (5th Edition), along with Stephen Barth. Ms. Barber is a recipient of the J. Mack Robinson College of Business Teaching Excellence Award in 2011 and was awarded 2011 Study Abroad Program Director of the Year by Georgia State University. In addition, Ms. Barber is the recipient of the 2010 Hospitality Faculty of the Year award and in 2012, received a Certificate of Recognition from the Career Management Center for the J. Mack Robinson College of Business. Ms. Barber is a member of Phi Beta Delta, an honor society for international scholars. Diana also completed her certification as a Certified Wedding Planner through the nationally recognized [the] Bridal Society.

Ms. Barber has recently launched a consulting/speaking company called LodgeLaw Consulting using her combined academic and hospitality legal skills; specializing in providing education to hospitality companies on preventative measures to reduce legal exposure, as well as a full range of legal services to hotels, motels, restaurants, event planning companies and private clubs. She has over thirty years of legal hospitality experience. Diana began her law practice as an associate attorney at King & Spalding in Atlanta, Georgia after graduating cum laude from Walter F. George School of Law at Mercer University in Macon, Georgia. She then spent over fourteen years with The Ritz-Carlton Hotel Company, LLC serving as vice president and associate general counsel. She is a member of the State Bar of Georgia, G.A.H.A., and the Georgia Hotel & Lodging Association (“GHLA”).

"For 22 years as Brighton Town Judge I have enforced the law, applying the rules without favor. As a judge, I blend fairness, impartiality, diligence, caring and firmness in all my decisions. Like you I am concerned about the safety of our community, the future of our young people, and the wellbeing of our residents. To those ends, I hold convicted defendants accountable, and for nonviolent offenders I include mandatory rehabilitation programs to help eliminate repeat criminal behavior" Additionally,

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The Best Hospitality Case Studies You Can Learn From

In our digital age, it’s so easy to see what other guests thought of their stay at your property, and hopefully your Google and Facebook reviews are top notch.

You’ll find that the overall guest experience is vital to your success in the hospitality arena. It’s up to you and your staff to make your guests as comfortable as possible and treat them like they were in their own home.

We find it’s often good to learn from others and those who are doing it right or turned things around. Let’s take a look at the best hospitality case studies you can learn from.

The Taj Mumbai

According to the Harvard Business Review , the Taj Mumbai is one of the world’s top hotels. Not only is it known for its beauty, but it is known for having the most well-trained employees who are always willing to go the extra mile.

They even note that many of them have worked at the hotel for decades. There is never any question about the job to be done and how to meet the needs of the guests.

While the Taj Mumbai is known for their excellent customer service, they took it to a new level during several terrorist attacks a decade ago.

The employees never left their posts and made it their duty to protect their guests. They were quick thinking and thought of the safety of the guests before their own. Many of them even lost their lives.

So, you can see that the Taj Mumbai has created a customer-centered culture. Their employees know the customers come first, and they seem to enjoy this culture of service.

Experts tend to agree that the recruiting system employed by the hotel has helped them find the most ideal candidates to provide this extraordinary culture of service.

The Hiring System of the Taj Mumbai

Instead of looking to the metropolitan areas for new hires, they head out to the smaller towns. This is because they find employees with more traditional, old-school values. These include a respect for teachers and their elders, a humble spirit, discipline, honesty, and an empathetic nature.

This also helps them find loyal staff members who truly care about the hotel’s many guests.

Often recruiting younger people, the hotel sends new team members to a certification center where they live room and board free for 18 months to learn how to be the best employees they can be.

They also look to schools for their management teams and again spend a great deal of time (18 months is the norm even for management staff) and money training them.

The prospective employees are also trained in a very different manner. They are not told to look out for the hotel’s interests, but they are told to put the guest’s first. They should always put the guest’s needs before those of the hotel.

This not only empowers employees to take the right action at the right time, but it engenders loyalty in both the employee and the customer.

Finally, the hotel instituted a special rewards and recognition program that relies on compliments from guests, compliments from colleagues, and the employee’s very own suggestions.

Every day thank yous are encouraged, and the employees strive to be better every day.

The Wit Hotel

Located in Chicago, the Wit Hotel knew it needed to provide more options for its health-conscious travelers. They wanted to appeal to more appeal, including their loyal clientele, by providing more nutritious food options.

The brought in SPE Certified to help this 300-room Doubletree by Hilton, with one of the best rooftop lounges in the world, meet travelers’ growing demands.

They wanted to up their hospitality level by offering the tastiest, most nutritious food, both catering to their current guests and working to attract new guests from an even younger demographic.

With the help of their consultants, and in collaboration with the hotel’s chefs, they identified existing menu items to enhance. They worked on a number of items and now offer many SPE certified dishes.

These are menu items that are certified and show the hotel’s commitment to sustainability and nutrition and most importantly, to their customers’ health and well-being.

Their changes have had great results and enhanced customer satisfaction.

Arenas Del Mar

Located in Costa Rica, the Arenas Del Mar is committed to new avenues in the hospitality industry.

They are committed to providing their guests with just what they want.

For example, they invest in green technology and only source products that meet their green philosophy. Their goal is not only be sustainable but efficient.

At their resort, they rely on solar energy because they are dedicated to keeping their carbon emissions low. They do this by using solar energy to heat water for their guests’ rooms as well as their staff rooms.

They even take it a step further on cloudy days by using their energy-saving auxiliary water heaters as a backup. Their guests never have to worry, though, as their hot tubs and shower are always as hot as they want.

When it comes to their food service, they have their very own gardens that they irrigate with wastewater. They also work with local suppliers and only source organic food and hormone-free and grass feed meat.

In addition, because the resort is right in the middle of 11 acres of nature preserve, they only use natural cleaning products.

They went 100% organic so as not to leach toxic products into the nature reserve because they want to preserve the fragile ecosystem.

Final Thoughts

You can see from these three different case studies how important it is to put the needs of the customer front and center.

In this highly competitive arena, it is absolutely vital to provide proper customer service training.

Strive to be a customer-centric property. Put the needs of your guests first and allow your employees the leeway to provide the best service to your guests. Don’t tie their hands by making them jump through hoops. (tweet this)

Your goal is happy employees first. Finally, when your team is happy in the workplace, then everything falls into place. Your customer culture is set, and your customers are incredibly satisfied as a result.

Looking to showcase your hotel? At Hotel Propeller, we build functional, beautiful websites that highlight your hotel to help you stand out in the crowd. You’ll find everything you need to attract guests to your website and compel visitors to make a reservation. Take a look at our showcase and contact us today.

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Case studies

“We’ve been able to pinpoint—down to the penny—overages and overtime, so our margins have certainly improved.”

To keep up with the advanced needs of its discerning guests, as well as further enhancing the efficiency and service levels of its staff, the Aloft Dublin City Hotel was in need of installing and deploying a state of the art communication solution when it opened doors in 2019 as the 1st Aloft Hotel in Ireland. Besides providing highest possible guest satisfaction and staff efficiency, challenges for the new communication solution were to provide full integration with the hotel’s Property Management System and ensure staff are equipped with appropriate communication tools in order to provide excellent guest services. To deliver on this promise, quality communications was critical.

This was a major building conversion from what was previously a bank to a luxury 4 star hotel in the heart of Manchester, where it was important to integrate the new hotel services and streamline the costs of operating a luxury boutique hotel and at the same time increase efficiency by advanced communications.

When opening a new hotel, it is critical to have a state-of-the-art communication solution in place. Not only to guarantee the highest level of guest service, but also to increase efficiency and drive safety and security, for both staff and guests.

The Dusit Thani Dubai hotel’s existing communication system was based on dated technology and did not offer integration with latest available solutions. The separate sub-systems were very inefficient to manage and resulted in high operating costs. Furthermore, some of the sub-systems of the communication solution had been provided and installed by different suppliers, resulting in unclarity as to ownership and responsibility. To enhance the guest experience, increase efficiency and drive profits, Dusit Thani Dubai was in need of a system based on state of-the-art technology and including applications which integrate staff-communication, guest-communication, operator and guest services and management in one platform.

aha’s regional centres and branches all made use of separate voice and data platforms with local SIP trunks contracts and no interconnects between sites. This impacted both costs and resources required to maintain the separated infrastructures. The reservations call centre did not have any call or e-mail tracking and was not interfaced to any CRM data, thus limiting the reporting functionality and performance rates.

Find out how MADHOUSE accomplished a successful show at HX: The Hotel Experience Powered by AAHOA 2015.

Discover how Aquarius Brands™, a group of companies specializing in water generation, conservation and education for homes, businesses, hotels, restaurants, schools, utility companies and more, accomplished its goals at HX: The Hotel Experience Powered by AAHOA 2016.

Raymond Management Company in the Chicago area was finding a challenge providing high-definition television while adapting to changing technologies. The company looked towards Comcast to deliver a bundled, one-stop solution.

The Red Ginger restaurant, part of a mixed-use development project in Miami, has eradicated all issues with poor cellular reception thanks to the RoamBOOST Distributed Antenna System.

Key Business Challenges: Replace aging on-premises PBX system riddled with frequent outages quickly without impact to guest experience.

Hawthorn Suites by Wyndham West Palm Beach, an extended stay property, began to suffer due to unreliable Internet connectivity with its existing legacy network provider so it looked to Comcast Business Class to provide Ethernet, TV and voice services, all part of the Comcast Business Hospitality suite that is customized specifically for the needs of hotels and motels.

It’s not just about the rooms and the restaurants anymore: many business guests require services and support that some hospitality services still aren’t ready to provide. Denver-based Sage Hospitality is ahead of the curve in having high-volume bandwidth ready for demanding business guests, both individually and in corporate groups. Comcast helps Sage deliver an enhanced experience for business guests, cost-effectively, with Comcast Business Services.

Hoteliers know an engaged guest is a repeat guest and often the most persuasive sales person a property has. Understanding how to effectively engage with guests is essential for a hotel’s success, but what is the best way to do this?

One Database for All Properties; Integrated Spa, Restaurant and Room Booking, Event Scheduling, Guest History and Loyalty: Maestro PMS Does it All

Independent operators in 2020 have a decision to make. Many have older property management systems (PMS) that are fully depreciated, but their hotel software does not leverage current technologies, such as mobile browser or self-hosted environments. In some cases, vendor upgrades may force operators into a vendor supplied cloud-hosted option. Often, legacy systems do not meet the newest mobile guest experience and communication technology requirements. Also, many legacy systems lack the flexibility to interface easily through APIs with the hundreds of modern 3rd party systems in use today. Flexibility in deployment alone can be a driving factor for hotel software decisions. Other factors shaping system platform decisions may be based on communications reliability, security in where hotel data is stored, as well as the need to use existing network infrastructure versus the extra cost associated with a full platform change.

AKA is a portfolio of 12 unique properties, located in prime locations including New York City, Los Angeles, London, Washington DC and Philadelphia. What makes the AKA Collection distinctive is its long-stay business model that offers sophisticated furnished residences with exceptional business, wellness, and lifestyle amenities. AKA balances the space and comfort of a fully appointed luxury residence with the style and hospitality of an intimate hotel. Its resident mix is comprised of business executives on extended assignments, entertainment companies on location for film shoots, and sophisticated travelers seeking more space and flexibility than a traditional hotel experience.

In October 2014, Darien Lake Amusement Park integrated Shift4’s DOLLARS ON THE NET® payment gateway into its lodging facilities. Since then, it has been thrilled with the security features and simplicity that have become available with DOLLARS ON THE NET.

Nonius has been a technological partner of VIP Hotels Group for over 15 years and it was with great satisfaction that we were once again selected as a provider of Wi-Fi Internet Management and Interactive TV to improve the experience of VIP Executive Picoas Hotel’s customers.

Nonius delivered a set of products that provide an unforgettable experience during the entire digital guest journey of The Prince Akatoki London’s guests. From Online Check-in before arriving at the hotel, to an App with all information about the hotel and its services, a high-speed Internet access throughout the hotel, a TV offer that has engaging and entertaining content, and a Chromecast feature that allows guests to see their own content in the convenience of their room.

Sea Containers London, managed by Lore Group, is an incredible hotel located in the heart of London. It surprises its guests with its brutalist architecture, incredible views over the River Thames, but especially with its flawless guest journey.

Rudding Park is a luxury hotel, spa and golf resort in Harrogate, United Kingdom, which offers a variety of accommodation for its guests: Rudding Park Hotel & Luxury Lodges, with 110 rooms, and Rudding Holiday Park, with 90 pitches. Over the years, Rudding Park has won a number of awards for Best Hotel in England (VisitEngland) and Best New Spa (Good Spa Guide Awards).

The 2 hotels from this hotel group, located in the beautiful Canary Islands, in Spain, prioritize welcoming guests with an unforgettable experience. Princesa Yaiza Suite Hotel Resort, reopened in July offering its guests their own Hotel App with multiple features to make their stay safer. This prestigious hotel was recognized with some awards, such as the Best Family Hotel in Spain in 2018 and, more recently, received the sustainable and intelligent destination award at Fitur 2020. Hotel Fariones, which was recently renovated, will reopen in September and will also provide its hotel's App to guests.

PREM Group has been a partner of Nonius since 2014 and recently selected its TV and Internet solutions for their newly opened luxury serviced apartments PREMIER SUITES PLUS Amsterdam.

With its privileged locations in Recife and Porto de Galinhas, the hotels of the chain are among the highlights of Brazil’s Northeast. The portfolio included the Hotel Atlante Plaza, the Mar Hotel Conventions and the Summerville Beach Resort, which reopened in July. The Pontes Hotéis & Resorts chain, which always seeks to innovate and surprise its guests, now has a special novelty. Now, its customers have an app at their disposal to make the most of their stay and be able to interact with the hotel, maintaining physical distance!

This hotel, part of the Omni Hotels & Resorts group, impresses guests upon arrival with a great welcome by its staff and the beautiful beach next to the hotel. Always prioritizing guest experience and safety, Omni Cancun Hotel & Villas selected an App designed for its hotel, with several features that will provide their customers with a more comfortable and safety stay. In early 2020, the hotel implemented Nonius' TV and Cast solutions. Following the COVID-19 pandemic, Omni Cancun Hotel & Villas decided to implement Nonius' mobile products to adapt its guest journey to the new challenges.

The largest Portuguese hotel group, Pestana Hotel Group, is a symbol of quality, charm and innovation. It operates in 15 countries across Europe, America and Africa. Since 2010, Nonius has been a technological partner of the Group and it was an honor to be chosen for this Mobile App project, the mobile application for its brand. There are 100 properties and 4 sub-brands (Pestana Hotels & Resorts, Pestana Collection Hotels, Pestana CR7 Lifestyle Hotels and Pousadas de Portugal), in 15 countries, which have this App fully customized for the Pestana Hotel Group. Nowadays, the application is available in all group properties currently open and will play a key role during the stay of its guests, providing the necessary social distance and maintaining constant communication between the guest and the hotel.

The Portuguese hotel group, known for its great offer of comfortable stays and cost effectiveness, currently has 3 properties in Portugal and 1 in Brazil, and will soon be opening another property in each of these countries. To ensure the safety of its guests, the group invested in the development of the Moov Hotels App, making the online check-in process available and making adjustments to its hygiene and cleaning policies, according to the Clean & Safe seal, validated by Portugal Tourism, and the Turismo Protegido certificate, established by the Ministry of Tourism in Brazil.

The Four Seasons Hotel Madrid invested in a robust and scalable multiservice networking solution to provide high-quality Wi-Fi connectivity to the guests and connect securely and reliably the multiple hotel IT systems.

Designed as an Apartment-Style Hotel to business, relocation and leisure travelers, stayAPT Suites selects World Cinema (WCI) technology portfolio including surveillance, secure high-speed Wi-Fi and in-room entertainment. The requirement of security and scalability to increase user experience called WCI to perform.

This pet-friendly extended stay hotel is conveniently situated on the border of New Jersey and Philadelphia. Less than 20 miles from the Philadelphia International Airport, the TownePlace Suites Swedesboro Logan Township by Marriott is a centrally located option for travelers looking for short-term, long-term or weekly accommodation.

Powered by WCI’s connectivity solution, ImpruviX, stayAPT Suites provides advanced technology solutions like high-speed Wi-Fi to all guests. This partnership extends beyond traditional hotel in-room entertainment to include ImpruviX NetworX and Connectivity, Surveillance, Low Voltage and Managed Wi-Fi Services. This fast-growing U.S. hotel brand was seeking a turn-key partner to service their portfolio from inside the room to property wide. With a winning concept in hand and the backing of Sonora Network Solutions, Cambium Networks, Eagle Eye Networks and the ImpruviX Low Voltage team, WCI set out to create plans for implementing a total solution.

Denver-based Sage Hospitality Group was founded in 1984. Through 36years of creating valued partnerships with internationally recognized hotel brands, Sage grew a portfolio focused on running successful urban select, full-service and luxury hotels. Sage also owns and operates experiential, independent hotels across the country with more under development.

Guests at the Margaritaville Lake Resort, Lake Conroe | Houston are encouraged to kick back, relax, and enjoy the sunshine on Lake Conroe, indulging in the “vacation state of mind.” Spanning 186 acres of lakefront property, this island-themed resort is only an hour outside of downtown Houston. Margaritaville Lake Resort, Lake Conroe | Houston is perfect for families and adults alike, with amenities ranging from an 18,000 sq. foot spa to the 3.5 acre waterpark and lazy river. With over 72,000 feet of indoor-outdoor meeting and event rooms, this location’s space and internet capabilities can support anything from engaging conferences to memorable vacations or weddings.

Guests can immerse in the new renovated comfort and luxury resort located just minutes away from the world renown Las Vegas Strip. Whether travelers are visiting for business or pleasure, they can expect first class service and amenities to occupy their time during their stay. Step into luxurious hotel rooms and suites with pillowtop bedding, jetted tubs, and reliable Wi-Fi.

Nightingale Sleep Study conducted by SleepScore Labs™. Nightingale was objectively proven to improve sleep quality using SleepScore™ by ResMed sophisticated non-contact sleep monitoring technology. The study highlights the efficacy of Nightingale’s advanced sound masking technology and reveals the significant extent to which it improves a user’s sleep. The sleep study showed that: • Nightingale reduced perceived wake occurrences due to noise by 64 percent • 76 percent of participants reported Nightingale improved their sleep • 70 percent of participants were pleased with Nightingale’s sound quality • 88 percent of participants planned to continue to use Nightingale after completion of the study • 80 percent of participants said they would recommend Nightingale to their close friends and family

Reliable and fast Internet access is of great importance in today’s world where guests have high expectations of exceptional connectivity and participation. IHG group has partnered with Cisco Meraki and Nevotek to transform their guest internet experience and to build an infrastructure for the future. Committed to making guests feel welcome and valued, it was essential to ensure that a high quality centrally managed High Speed Internet Access (HSIA) experience is available to all guests at all hotels around the world.

Barut Group aims to be a World brand, which is distinguished with its service quality, reliability and technology across the industry. They strive for exceptional guest satisfaction by offering top-quality services delivered by their highly trained staff who have adopted the policies of the brand “vacation as a creative service”. Barut Hotels offer best quality to their guest in all perspectives. The Group consists of 13 hotels in Side, Antalya, Kemer and Fethiye. Their maintain a capacity of 10 thousand beds and 3500 tourism professionals.

NEC business partner in the Balkan area, ProCodex d.o.o., was invited to participate in the tender and proposed a smart and advanced hospitality solution. Following their advice, the hotel is now equipped with leading edge systems including IPTV, telephony, WiFi, networking and fire alarm. The hotel’s communications system is based on NEC’s UNIVERGE® SV9100 server. Besides its IP functionality and capabilities, the SV9100 system also supports analogue extensions, which made it possible for the hotel to use analogue phones in the rooms, public areas and elevators.

One Database for All Properties; Integrated Spa, Restaurant and Room Booking, Event Scheduling, Guest History and Loyalty: Maestro PMS Does it All To watch the video please go to http://www.reseze.net/cassets/mkt/maestro/video/maestro-testimonialsv3.mp4

To drive growth, cost efficiencies, and a new customer-engagement practice centered on guest personalization, NH looked to Indra and SAP.

Founded in 1996 and currently managing a diverse portfolio of more than 50 properties, PM Hotel Group is a Top-15 hotel management company recognized for their ability to deliver outstanding financial returns for hotel owners nationwide while operating luxury, lifestyle, full-service and upscale hotels across a variety of markets. As an operator, PM Hotel Group is committed to its core values including respect for one another, their guests and the planet. They manage with a tradition of teamwork and a passion for innovation and entrepreneurship.

In response to the influx of customers and data resulting from new COVID-19 travel trends, RVC Outdoor Destinations, a leading provider of high-quality outdoor hospitality accommodations including cabins and cottages, yurts and RV sites, turned to M3, one of hospitality's preferred cloud-based financial and data management platform, to modernize and streamline its financial reporting and accounting functions.

Your hotel CRM isn’t only the hub for your guest-facing operations. It can also supercharge your hotel’s digital marketing by leveraging real-time guest data to shape your strategy. A CRM-augmented marketing strategy offers three powerful benefits. First, you’ll earn more repeat bookings from your best guests. Second, you’ll optimize spend across channels by putting your ads in front of the highest intent audiences. Finally, you’ll remain top-of-mind among those that may be traveling soon.

Revenue Management has one mission: to sell the right room, to the right guest, at the right moment, at the right price, via the right distribution channel. These “Five Rights” underpin the most profitable Revenue Management strategies. Yet, today’s headwinds increasingly challenge that mission.

As hoteliers come to grips with reopening hotels during a global pandemic, all roles within the hotel structure have been readjusted. flexibility and adaptability have become the most valuable attributes for any job, and the position of revenue manager is one of the most affected during this time. The role itself has been shifting over the past decade to be supported with more automated and structured technology.

This warm and friendly hotel is just a short walk from the excitement of Auburn University and the diverse array of cultural and entertainment attractions of the city of Auburn. The hotel features 225 guest rooms, 11 suites and 22,000 square feet of meeting space, including two ballrooms for large meetings, weddings or special events. Indoor and outdoor terrace seating is available at Arricia’s Trattoria and Bar, which serves three delicious meals daily by an award-winning culinary team. In 2016 The Hotel at Auburn University looked to Rainmaker’s grouprev® to help with their growing group business.

Inspired by old world design and the glory of British craftsmanship, The Pilgrm is a thoughtfully curated boutique hotel just a stone’s throw from Paddington Station. The hotel’s design identity focuses on sustainability and seamlessly blending the building’s Victorian features with carefully chosen materials, lighting and furnishings. The hotel boasts 73 bedrooms and a celebrated food & beverage program that includes a rooftop terrace where guests can enjoy brunch while waving at the red London tour busses passing by. With a unique brand and a stellar central London location, The Pilgrim attracts a variety of guests including both leisure and corporate travelers.

“Miraval started off 2020 incredibly strong. We saw great performance in January and February, and not just for digital marketing, but from an overall revenue perspective. We had just hit some of our best months ever, the Austin location was just opening up and we were preparing for Lenox to open that March. We had also spent months working on a robust digital marketing plan to support each location, and then everything just came to a standstill and everything we planned for had to change. Cendyn’s eInsight CRM and digital marketing team were pivotal in helping us get through the last year and end up in a very strong position.”

In times of crisis like the coronavirus global pandemic when things change rapidly day to day and informed, nuanced communication is vital. Your hotel’s customer relationship management (CRM) serves as a powerful central command station for connecting with guests. As you monitor the situation, adjust operations and plan for recovery, a CRM gives you the ability to target and personalize your outreach (digital marketing, email and social), pivoting when needed with advanced sophistication quickly.

In a recent Cendyn webinar, Data Management 101 for Hoteliers, Abdullatif Awadh, senior director of CRM at Jumeirah Group, shared how his company harnesses the power of data to improve the guest experience and drive profitability. Jumeirah Hotels and Resorts is a world-renowned luxury hotel company operating 24 properties in eight countries, including its flagship hotel Burj Al Arab Jumeirah in Dubai. Awadh’s role at Jumeirah Group is to lead the development of data-driven customer marketing programs and overall CRM strategy. He’s also responsible for reducing customer attrition and increasing customer lifetime value.

Cloud-Based BI System Delivers Near Real-Time Enterprise Data to Lightstone Mobile Devices for Fast-Moving Management Team

Taylor Hospitality is one of the nation’s leaders in golf club and hospitality management. The company has an arrayed portfolio of select service and boutique hotels throughout Virginia and West Virginia. Founded in 2009 and headquartered in Waynesboro, VA, the company’s goal is to deliver an unmatched guest experience and positive financial results to all clients.

North Star Lodging Management has the ability, through M3 Professional Services, to build an efficient and effective business to carry out its mission.

In 2011, Rick Hayduk, a long-time and experienced hotelier, was inspired to open a hotel that employed individuals with intellectual disabilities with the goal in mind of positively impacting the lives of others and giving everyone a chance for forward advancement in the hospitality industry. After learning the ins and outs of the hospitality industry for over three decades and becoming a true hospitality veteran, Hayduk opened The Shepherd Hotel in April of 2022 with the help of Rich Davies, a third-generation real estate developer, and incredibly involved Clemson Alumni. The Shepherd Hotel sits in downtown Clemson, South Carolina. The 67-room state-of-art boutique hotel currently employs over 100 individuals, 30 of whom are individuals with disabilities.

M3 to offer a reliable, fully integrated infrastructure and software platform to deliver manageable scalability

Summit Hospitality (Summit) is a hotel management company managing 19 properties throughout North Carolina. In total, Summit manages close to 2,300 guest rooms and nearly 800 employees for its portfolio of hotels.

While each property has its own solution, both include NEC’s UNIVERGE SV8500 IP Communications Servers and UA5200 AttendantConsoles. The SV8500 provides both properties component redundancy, IP failover for stations and trunking and power-failure transfer, ensuring high availability and operational continuity. Because the SV8500 supports open standards, the properties were able to easily integrate its existing call-center application as well as its current, single-line, guest-room phones.

Marriott Autograph – Lido House is well-positioned to enjoy Newport Beach’s vibrant atmosphere, bustling marina, white-sand beaches… and the noise that accompanies them. Within 6 weeks of opening, the hotel received noise complaints in 90% of guest comments. Director of Room Operations, McClinton Heil, reached out to MODIO. The trial began in 14 rooms near the popular rooftop bar. What started as a fix for a few rooms ended as a valued amenity in all rooms. Medallia scores showed that noise dropped from the number one issue to fifth place.

Mews, an industry-leading hospitality cloud, has announced its acquisition of Nomi, a Nashville-based hospitality startup, as it continues focusing....

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7 Questions to Ask Before You Invest in a Hotel Mobile App

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CORE Create, Gives Hotels Control of Guestroom TV Content

CORE Create, Enseo’s property content management system, is an easy-to-use web browser allowing hotels to edit and publish user interface updates directly to guest TVs.

How to Solve Labor Challenges & Improve Staff Retention in Hotels with Modern PMS Solutions

Hotel workers, like guests, want to feel engaged with the property. As labor constraints force more responsibility on fewer hotel team members, those on the front lines want to be sure their increased accountability is accompanied by more capabilities. The best way to address these concerns is through new technology, starting with the property management system.

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CASE STUDY: utilising sustainability and emotional practice in hotel design

Hamish Kilburn

Conscious, emotion and sustainability formed the design recipe for Kalukanda House , as interior designer Dee Gibson from Velvet Orange explains…

As an interior designer, I have always extolled the virtues of how a successful design makes my clients feel – and the aesthetics form only a part of that.

A space should functionally work, but it must also awaken as many senses as possible and I believe that comes from the designer at design stage connecting at a human level. Right from the get-go, we should be thinking about all the elements that will be pulled together to create an awakening for a user within a space that will stay with them long after we have gone.

“I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill.” – Dee Gibson

Building a luxury hotel from scratch was an opportunity for me to put this into practice, and I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill. Of course, the story doesn’t end there, we have a responsibility as hoteliers and designers to create and build sustainability, especially considering residential design trends can be influenced by the hotel market. Sharing this information and passion encourages others to join us; to engage emotionally and create spaces that people understand and want to talk about and replicate themselves.

Image caption: The colonial Walauwa architectural style of the building had to be restored sensitively in order to retain its charm and character

The hotel is on a gorgeous natural piece of jungle backed by a tall, golden cliff and 100 metres from the beach. Its garden was overgrown and the original derelict building had to be razed to the ground (not part of the plan). With a finite budget, it was important not to cut corners just to save money. At the same time, we had to balance the requirements of a demanding, luxury travel market. The challenge was to build and respect the elements of sea air, enormous trees, wildlife and extremes of weather and make the right financial choices around this.

The hotel is created in the colonial Walauwa architectural style associated with “Headmen” and the aristocracy, so the look was to be ultra luxury but had to be built responsibly. We wanted to evoke feelings of nostalgia for beautiful bygone eras, far away from the glass and steel structures that many developers favour today.

Image caption: Elements such as clay roof tiles and shutters were up-cycled to keep the style of the property

We stripped the bungalow of every inch that could be re-used. Original clay roof tiles were removed one by one and saved, shutters, doors, even the rotting fretwork was all dismantled. It was important to us to re-use as much as possible but also replicate original patterns wherever we had to make new. The charm of the original building had moved us and this was the closest I could get to completely replacing it and creating a sense of history.

The original grounds were bursting with tropical life; the trees and flora giving home and sanctuary to countless monkeys, birds and other wildlife. We carefully hand selected and cut back a small number of trees that were blocking light and designed outdoor spaces around the remainder. The gardens today are packed full of original, gigantic palms and Jackwood trees, and sunlight floods through to the ground where we have planted new exotic flowers, shrubs and Frangipanee.

Image caption: The hotel has a distinct residential style that is both luxurious and thoughtful.

Working with the footprint of the original bungalow was crucial. Rather than cramming lots of small rooms in as was suggested (bums on seats), we created two levels and carved off half the space for a large double height, vaulted living area which would stay cool naturally, and the other half for four lovely bedrooms with en-suite bathrooms. We installed the refurbished doors, shutters and windows from the original property back into similar locations and had additional ones handmade by local craftsmen from local, sustainable sources.

We have a natural water well and that water is used to irrigate the gardens. If the well runs dry when it is particularly hot, then the gardens go without. The original jungle has been there for centuries without being watered and we chose beautiful but hardy plants that could withstand extreme weather patterns. It was one of hundreds of decisions we debated – how to balance finances, sustainable design and luxury market expectations.

Image caption: The bedrooms shelter a traditional look and feel with hidden technology keeping it relevant for the luxury market

Powerful hot showers are a personal must have for comfortable, luxury travel and the electricity for this comes from solar panels. The Grohe fittings are expensive in Sri Lanka but the thought of having cheaper, mass produced variants was not an option. In a hot country like Sri Lanka there are times when the heat can be intense, so we have installed fast, efficient high-tech AC units in the bedrooms in addition to ceiling fans, and we actively ask and encourage guests to use the fans where possible and be mindful of the impact on the environment.

Our future plans include switching over entirely to solar power, but frequent power cuts will mean we still have to rely on our generator.

The hotel is styled with antiques that are all in daily use, and individually selected based on how they stirred us emotionally. We used a local antique dealer who had stories to tell of his life including where he was on the day of the Tsunami in 2004. These human connections and stories of provenance added layers of interest and emotion into the process.

Other craftsmen hand carved furniture for us, and we consciously sought out Sri Lankan artisans instead of mass produced, replica retailers. The entire space breathes and pieces are installed for specific use, their inherent beauty and details are styling enough. Carvings and statues add a sense of nostalgia, these too are minimal so they can be admired.

Image caption: The interior design scheme inside the hotel evokes a strong sense-of-place and time

Having regular contact with the contractors meant that I could see the hotel going up brick by brick. Our Sri Lankan builders had knowledge of local building techniques as well as modern materials, they used labourers from local streets to help on smaller tasks and we retained the caretaker who had looked after the site before we bought it. Relationships were built and strengthened, our presence in the village has roots.

Every detail was considered, from drainage and irrigation to power sources and building materials, and contractors, craftsmen and staff. It took time and effort and since opening, there are costs associated with maintenance, but the hotel has been built responsibly and with authenticity.

Sustainability is an on going project for us. We share our story with guests and engage them as much as possible to join in by making conscious choices on meal ingredients, water and electricity consumption and even local experiences. Our toiletries are all organic and every bathroom has china bottles that are topped up with products. Single use plastic is down to less than five per cent and we are always thinking about what we can do to improve.

We are asking that all guests go on at least one of our experiences where we encourage a human connection with locals. We also have strong links with a local children’s charity who we support through donations from guest bookings and other means.

Our staff are trained to be discrete while attentive and they are encouraged to warmly interact with guests if it feels appropriate, recreating those moments of connection we had with various people when building Kalukanda House.

All of this brings the guest experience into a deep sense of connection with the provenance and values of the hotel, the people, and the environment. Guests want to actively participate in our sustainability and green initiatives and ask about this when booking to stay.

Designers and hoteliers must insist on thinking about a design approach that is both conscious, emotional and sustainable. Whether in Sri Lanka or anywhere else, we can use our influence to create engagement between users and their environment, as this is the beginning of a journey to good mental health, wellbeing and thinking about our world in a kinder and respectful way.

Over complicated technology, throw away fixtures and faddish design aesthetics result in buzzes that are easily forgotten, and an un-conscious lack of respect for the environment.

The Kalukanda House definition of luxury is having the time and means to engage at a human level, to savour every pleasure our senses can find and to leave a positive social impact on the space we leave behind. That word ‘conscious’ is the golden key to sustainable and timeless design.

Main image credit: The Kalukanda House

Hamish Kilburn / 31.03.2020

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Hospitality Industry

Top 10 Trends in the Hospitality Industry in 2024

January 10, 2024 •

15 min reading

What are the latest trends in the hospitality industry? As a testament to its resilience, agility and innovative spirit, this article reflects today’s increasingly dynamic hospitality industry in terms of its long, medium and short-term evolution. Discover the industry's adaptability and forward-thinking approach, shaping its trajectory in the face of challenges and opportunities, while staying attuned to the latest hospitality trends.

Best-selling author, Will Guidara, claims “We are entering into a hospitality economy” – suggesting that what underpins the essence of hospitality, (service excellence, human interaction, personalization and the co-creation of memorable experiences), is actually what many sectors of industry are desperately in need of today.

As we charge at break neck speed towards an ever-more digitalized society , the hospitality industry stands out as the successful hybrid that balances the implementation of tech innovation for improved operations whilst preserving the human need for connection, authenticity and real-life discovery.

With statistics predicting a healthy expansion of the sector (e.g., the bleisure and wellness markets on the up, room demand set to reach an all-time high, booking.com as the most valuable tourism brand in the world, and new positions opening up in the sector), we can confirm that the hospitality industry is poised for a significant transformation in 2024.

So what new trends are emerging? Driven by interlinked factors, including technological progress, evolving consumer preferences and a deeper focus on sustainability, hospitality businesses can capitalise on emerging opportunities to enhance guest experiences and position themselves for long-term success.

10 hospitality trends 2024 - Elevate experiences, embrace evolution

Workforce empowerment: Transforming challenges into opportunities
Artificial intelligence and technology: Choosing the best tech to revolutionize hospitality
Culinary experiences: Putting experiences, authenticity and the senses first
Bars and drinks redefined: Adding creativity and design to the drinks' menu
Fine dining: In need of reinvention but full of potential
Fine wine prices: Navigating the fluctuating vineyard market
Rising interest rates: The impact on hotel property values and transactions
Green hospitality: Beyond sustainability to net positivity
Data-driven decision-making: Data-analytics for optimum personalization
The power of social media: Crafting authentic narratives

1. Workforce empowerment: Transforming challenges into opportunities

Over the past two years, the industry's biggest challenge has not been attracting customers but rather finding and retaining staff. To address this issue, many hotel groups have begun to make improvements, and there has never been a better time for newcomers to the industry to negotiate better working conditions and salaries.

Today, many hotels offer their staff free or low-cost accommodation , increased wages and reduced peak-time working hours. They also invest in training programs to motivate staff and allow mobility up the corporate ladder. Empowered employees not only have a positive impact on how guests feel and their decision to become repeat guests, but also help attract other employees to build a cohesive, high-quality workforce.

2. Artificial intelligence and technology: Choosing the best tech to revolutionize hospitality

As Chat GPT celebrates its first birthday, we can only surrender to the fact that, like it or not, we have entered into an AI-accelerated world, and consequently, the pace at which the industry adapts has become a pressing issue. But which forms of AI best harness hospitality stakeholder outcomes?

Contactless services: Effortless technology, impeccable stay

Embracing contactless technologies is about redefining the hospitality experience to cater to modern travelers, not just adapting to the pandemic-driven shift toward touchless interactions. Contactless services simplify the guest journey by reducing wait times and physical contact points. Mobile check-in, digital keys and voice or tablet-controlled room automation allow guests to move seamlessly through the hospitality experience. The citizenM hotel brand has pioneered this minimum-fuss check-in and room experience with a hugely successful UX-friendly app.

Other popular tools such as WhatsApp allow hotel staff to remain in constant contact with customers during their stay, respond immediately to requests and thus provide bespoke services. It also streamlines operations by reducing the need for face-to-face interactions and human error, improving service delivery and lowering the burden on a scarce workforce. In line with contactless services , hospitality companies need to prioritise data privacy and security, putting solid safeguards in place to protect guest information against cyber threats.

Technology-driven innovation: Beyond boundaries

At the heart of technology innovation is the ability for managers and employees to centralize information at all times. Migrating to a fully cloud-based solution is a first but essential step . This enables real-time sharing, better service orientation and personalisation of the guest experience, improving all hotel departments.

Robotic systems (as used in the Henn-na Hotels in Japan) optimise processes and increase efficiency in back-of-house operations such as housekeeping or F&B outlets, reducing staffing requirements and allowing managers to respond to problems in real-time and with accountability.

The use of augmented reality helps with staff onboarding, allowing new employees to be put in real-life situations and trained before even entering a room. Pedagogically speaking, as practiced at EHL in the Virtual Housekeeping class, AR provides a more interactive and complete learning environment. Augmented reality also allows hotels and airlines to market themselves in an ad hoc style - an innovative and sustainable approach. Potential customers can better immerse themselves in the facilities and make more informed decisions.

Hyper-personalization: Tailored moments, lasting loyalty

In a world of commoditised practices, guests are increasingly looking for personalized experiences that cater to individual preferences and aspirations . In the hospitality industry, hyper-personalisation means relying on technology-based micro-segmentation to tailor each guest interaction to real-time needs and behaviours. For example, eliminating 'deadlines' such as check-in/check-out/F&B closing times, knowing whether a customer wants to be accompanied through check-in or do it contactless, personalizing room temperature, lighting and amenities or tailoring F&B options promptly and accurately. At Fauchon l'Hotel in Paris clients suggest the menu and define their portion sizes. From a hotel perspective, this enables better dynamic pricing strategies, higher guest-spent for experiences, or tailored loyalty programmes with commercial partners.

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3. Culinary experiences: Putting experiences, authenticity and the senses first

The desire to experience rather than simply consume means that experiential dining has today evolved in new ways. Hotels are now required to offer a range of dining options to cater to different customer tastes and, when correctly done, can become a culinary destination where the restaurant is at the heart of the experience and not just an extension of the hotel. A good example is the Grand Resort Bad Ragaz in Switzerland which boasts seven restaurants, three bars, a bistro, a café and a sushi takeaway, (plus an array of Michelin stars and GaultMillau points), unsurprisingly making it a mecca for traveling gourmets.

Experiential design can also allow customers to taste food in a multi-sensory environment that stimulates all the senses, not just the taste buds (e.g., Ultraviolet by Paul Pairet in Shanghai ). Some hotels have started to provide experiences even on a smaller and more dynamic scale. E.g., They offer four-hand dinners (an invited chef cooks with the in-house chef), organise kitchen parties (clients eat in the kitchen), or have a front-cooking area. Specialist cooking classes can complement this. The key here is to offer a unique experience like how to make your own gin, cook local food , or bake bread with the experts.

Another trend relates to children . A menu of unimaginative, standard food à la burger and chips is no longer enough; parents want their children to eat healthier, globally-inspired food with high-quality ingredients. Adding world food or plant-based products and packaging them in innovative ways will make for happy families likely to return.

A final significant trend in the food sector is off-premise dining and digitalisation. Although customers have returned to eating in restaurants since the pandemic, a large proportion mix on- and off-premise dining. Restaurants need to cater to this clientele to increase revenues, as takeaways are no longer limited to fast food but also exist for traditional and even fine dining. This means that restaurants need to reorganise their workflows and operations to cater to in-house diners and delivery, alongside designing appropriate, creative, high-quality packaging and optimising delivery or collection methods to be easy and inexpensive without competing with traditional delivery platforms.

This can also include ghost kitchens focusing only on food production for delivery and takeaway. Post-Covid, ghost kitchens have become an increasingly popular trend in the restaurant industry with statistics showing that they are projected to be a $157 billion market by 2030. As of 2021, there are over 100,000 ghost kitchens operating worldwide .

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4. Bars and drinks redefined: Adding creativity and design to the drinks' menu

Today's bars need to stand out by offering unique drinks paired with a special, Instagrammable atmosphere to create an immersive experience for their customers. E.g., Ashley Sutton Design Bars are known across Asia for their ability to transport guests to enchanting, immersive worlds, offering not just a place to drink but an entire experience that stimulates the senses and sparks curiosity.

Gone are the days of a simple wine list and international beer and spirit brands. Bars and restaurants need to specialise and cater to an international clientele with evolving tastes. A dedicated beer menu with local craft beers, wines from specific vintages and terroirs with a narrative, eclectic spirits collections (after whisky and gin, look out for rum in the coming years), and fresh hyper-locally sourced juices are what customers want.

Mixology has been around for some time, but offering mocktails and non-alcoholic food pairings is also becoming essential due to stricter alcohol laws and healthier lifestyles driven by Gen Z and millennials. Faux booze has gone mainstream and now it’s not just a case of ‘dry January’, but mocktails all year long! Cocktail and mocktail innovations should go beyond traditional recipes to include unique ingredients, techniques and presentation styles (e.g., Bar Benfiddich in Tokyo ) and be taught to customers in mixology classes.

Professional Advice Service Excellence Are you looking for professional advice on implementing a service culture throughout your company? Our experts are here to help! Learn more

The effect of economic uncertainty on hotels, restaurants and fine wines

5. fine dining: in need of reinvention but full of potential.

The pandemic has unexpectedly affected consumer behaviors: they now organize themselves on short notice, have become increasingly spoilt for choice and no-shows are today the norm . More and more restaurants are responding by asking for a credit card at the time of reservation. But this only treats one of the symptoms without solving the problem. "A full house one day, but only four tables occupied the next" , is an observation that led Antoine Lecefel to shut his restaurant – sadly one of many fine dining establishments to do so.

Inflation and declining purchasing power play a part, but more generally, the fundamental problem lies in the inability of fine-dining restaurants to reinvent themselves. Unlike hotels and other players in the hospitality industry that increasingly compete with them through ambitious and innovative culinary projects, they have to contend with limited financial and human resources. They have neither the capacity to implement and manage a proactive strategy nor the means to invest in cutting-edge, highly experiential concepts. Initiatives such as Eatrenalin , which create a unique experience by combining gastronomy, décor and entertainment, offer a glimpse of this changing industry and the new competition facing traditional players.

Solutions? A strong, contemporary concept plus a business-oriented management that understands consumers, connects with them and is thought through from the outset to generate margins and create synergies and/or economies of scale. The Igniv chain is a shining example of this, driven by an extraordinary chef and based on the principle of “we love to share”, Andreas Caminada has created a unique and fully coherent concept, the success of which is now being rolled out in various locations, all of which have been rewarded with rave reviews from customers and expert guides.

6. Fine wine prices: Navigating the fluctuating vineyard market

Another challenge facing restaurants is cellar and wine list management. Restaurants with limited financial resources may even wonder whether fine wines still have their place on their menu . Indeed, fine wine prices have risen almost exponentially since the Global Financial Crisis of 2008. But here, too, the situation appears to have changed.

A year ago, fine wine prices were at record highs. Demand for rare, artisanal wines from regions with long-standing terroir reputations was at its peak. One could go on about Burgundy, but many other examples are as revealing. For example, the Châteauneuf-du-Pape Réserve cuvée from Rayas, worth between 150 and 200 euros (for young vintages) less than a decade ago, has soared to reach and exceed the 2’000 euro mark. At this point, voices suggested that this was normal; inflation should also positively impact the prices of fine wines. But there is no reason this should be the case: demand drives prices, not production costs. Fine wines attract wealthy people, collectors and investors. For them, the resources that can be invested in wine depend on economic conditions and financial markets. The latter have fallen sharply since the beginning of 2022. Not surprisingly, wine prices have followed the same trend.

The most spectacular move was in Burgundy wines. Prices had become so high that these wines had detached from the rest of the market. Just a year ago, many wines from the 2019 vintage were selling for several thousand euros a bottle. One wondered whether these wines had permanently changed their status and would never be traded at lower prices again. Today, the trend has abruptly reversed, and it appears more like a speculative bubble that has begun to implode. Time will tell. The fine wine market offers an almost perfect setting for this kind of phenomenon: herding behaviour is common, and, in the end, price levels depend not on financial arguments but simply on what people are willing to pay for a bottle.

7. Rising interest rates: The impact on hotel property values and transactions

As we have seen with wine, economic conditions considerably impact on the value of tangible assets. The same applies to real estate . The market proved relatively resilient last year, thanks to the ability of hotels to pass on (sometimes more than proportionally) higher costs to their customers, while maintaining high occupancy rates. The increase in RevPar thus more than offsets the rise in discount rates.

Today, consumers having finished dipping into their COVID-19 savings and interest rates remaining high, the very long upward cycle in hotel property values has ended. What remains as a stabilising factor is the fact that the pipeline of hotel projects is thin. In other words, supply is likely to stagnate over the coming years and should thus not contribute to aggravating the supply-demand imbalance. Nonetheless, we can expect pressure on prices. Refinancing transactions will further exacerbate this, which will take place on far less favourable terms over the next 12-24 months. As is always the case in this type of environment, we can expect forced sales, sometimes at substantial discounts to current valuations.

Another consideration is sustainability . The residential real estate market is becoming highly selective, making it hard to rent and make profitable properties with an unfavourable environmental record. This trend has already begun and will likely intensify, affecting commercial real estate in a major way. In other words, hotels that have not been renovated and adapted to today's standards and expectations will likely suffer more than proportionately.

Other trends that have been, still are, and will continue to shape hospitality

8. green hospitality: beyond sustainability to net positivity.

After a period of harvesting low-hanging fruit, hospitality groups are increasingly looking for more innovative and meaningful ways to implement, measure and communicate their sustainability practices . In the F&B industry, local sourcing has become standard in many outlets. However, it has now started to scale up more by offering better traceability of products (e.g., The Europe Hotel in Ireland has its own farm with livestock, fish, and produce ). In addition, guests are increasingly being educated on sustainable practices, e.g., cooking classes on how to use the entire ingredients and avoid food waste. It is no longer about doing good but rather showing customers how to do good.

Hospitality groups are also increasingly adopting sustainable building techniques and are generally trying to adopt a 360-degree strategy that allows them to be sustainable from the first brick up to the operation (e.g., the Beyond Now Network where industry experts have joined forces to transform hospitality businesses into environmentally friendly, efficient and profitable enterprises). Some are going even further, not content with being net zero but aiming to become net positive, exemplified by ‘regenerative tourism’ practices .

9. Data-driven decision-making: Data-analytics for optimum personalization

"Information is the oil of the 21st century, and analytics is the combustion engine" (Peter Sondergaard, senior vice president and global head of Research at Gartner, Inc.). The current trend is moving away from simply collecting data to engineering and analysing the vast amount of data efficiently into actionable decisions and gaining an edge over competitors.

Today's successful early-adopter hospitality companies have a data-driven business model . For example, through its platform, Booking.com has extensive knowledge of guest and hotel behaviour, which it can use in real-time to adapt its offers and displays and negotiate better deals with hoteliers. The Marriott International hotel chain uses data analytics to personalize guest experiences, with their loyalty program as a major source of data collection.

Data is reshaping hotel marketing, allowing hotels to better monitor guest satisfaction and desires to personalise experiences and better target the customer base . Finally, it enables hotels to increase revenue through more accurate yield and revenue practices by better forecasting demand and thus offering more dynamic pricing strategies.

10. The power of social media: Crafting authentic narratives

This consistent trend is entering a new phase of maturity. First, marketers need to find more innovative ways to capture the attention of customers who are constantly bombarded with messages. With their short video content, the rise of TikTok and Instagram seems promising. It allows the sharing of stories to enhance the storytelling of hospitality outlets (e.g., the customer becomes part of the act through employee or behind-the-scenes videos).

Second, the use of influencers has gained traction in the industry. On average, businesses generate $6.50 in revenue for each $1 invested in influencer marketing . Here, marketers need to find the needle in the haystack with influencers who have enough reach and best fit the hotel's values and story.

Third, with advances in technology and the many options available, marketers need to accurately measure the impact of their social media efforts and finetune the message accordingly. They also need to balance customer and organic content creation and paid or free content. Overall, the cost of social media must be commensurate with the benefits, be professional, authentic and follow a clear strategy in line with traditional marketing efforts.

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Case Based Research in Tourism, Travel, Hospitality and Events

© 2022
Marianna Sigala 0 ,
Anastasia Yeark 1 ,
Rajka Presbury 2 ,
Marcela Fang 3 ,
Karen A. Smith 4

Department of Business Administration, University of Piraeus, Piraeus, Greece

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Strategy and Operations Discipline, Kaplan Business School, Brisbane, Australia

Blue mountains international hotel management school, torrens university, sydney, australia, faculty of higher education, william angliss institute, melbourne, australia, wellington school of business and government, victoria university of wellington, wellington, new zealand.

Consolidate case studies from tourism, hospitality, events that combine theory and practice to untangle real world issue
Enables students to develop academic mastery by better understanding and applying knowledge beyond the classroom
Inspires scholars to use case study methods to research as well as implement a research informed teaching approach

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Table of contents (27 chapters)

Front matter, introduction, case study: an underestimated research and pedagogical method.

Marianna Sigala, Anastasia Yeark, Rajka Presbury, Marcela Fang, Karen A. Smith

Experiences

Designing servicescape and experience with art: learnings from the d’arenberg cube , australia.

Marianna Sigala

A Day in the Life of Guest Experience Stagers: The Saffire Freycinet Experience

Anita Manfreda, Justin King

Extraordinary (Memorable) Experiences in Events: The Case of Skylighter Fireworx, Australia

Anastasia Yeark, John Powers

Boom Then Bust at the George Hotel

Eileen Aitken-Fox

High-End Restaurants During COVID-19: The Beginning of a New Fine-Dining Era?

Sandra Cherro Osorio, Ana Delevska, Peter Matheis

The Power of Words: A Case Study of Service Language in an Australian Five-Star Hotel

Madalyn Scerri, Rajka Presbury

Hidden Factors: Operations Management Implications for the Hayman Island Resort

Zdenka Gabrielova, Marcela Fang

Hotel Revenue Management Strategy – Impacts and Consequences of Changes in Management

Antoine J. Bisson

The Expansion of MexHospitality: Exploring the Ethical Implications of Hospitality Outsourcing

Blanca A. Camargo

Exploring the Relationship Between Hotel Classification System and Service Quality: A Case Study of the Indian Hotel Industry

Technologies, how to design a smart tourism destination: the case of granada.

Luis-Alberto Casado-Aranda, Juan Sánchez-Fernández, Ana-Belén Bastidas-Manzano

Marketing Suburban Tourism Destinations on Social Media: The Case of the City of Joondalup, Western Australia

Oscar Vorobjovas-Pinta, Violetta Wilk

Mandatory System Usage Behaviour: A Case Study in Australian Resorts

Leo Y. L. Kwong, Susan Foster, Victoria Peel

EHS Hotels: Neuroimaging or Self-Reports When Evaluating Tourism Advertising and Websites?

Hospitality
Tourism case studies
Tourism management
International Tourism
Marketing communications

About this book

This book consolidates international, contemporary and topical case study based research in tourism, travel, hospitality and events. Case studies can make learning more attractive and interesting as well as enable students to understand the theory better and develop their analytical and problem-solving skills. Using industry as an open living lab, case study based research infuses scholars into real-world industry challenges and inspires them to theorise and advance our knowledge frontiers.

The book includes international case studies that can help tourism scholars build and advance (new) theories and enrich their educational practices. Case studies are accompanied with a teaching note guiding scholars to integrate case studies into instruction.

Dr Kirsten Holmes, Chair, Council for Australasian Tourism and Hospitality Education (CAUTHE)

There is a vital need for contemporary and well-structured case studies for use in tourism teaching. By including case studies from Australasia and key destination regions in Asia, Europe, and the Caribbean, the book is helpful for tertiary teachers globally.

The book inspires educators and students. The cases provide context to students’ learning and demonstrate the richness and variation of the industry. The book also clearly demonstrates how research can inform our teaching.

Professor Brian King, Chair, THE-ICE Assessment Panel

The book includes cases under five themes: experiences, operations, technologies, strategy and marketing, and destinations. The book provides subject lecturers with a structure to guide students of applying theory into practice.

Dr Paul Whitelaw, Academic Director, Southern Cross University

This book marks a significant contribution to hospitality, tourism and events pedagogy at undergraduate and postgraduate level. At a time when the industry is demanding that our graduates have a strong grasp of “real world issues”, the case study approach provides an accessible, meaningful and relatable means by which students can engage in real world issues.

Editors and Affiliations

Anastasia Yeark

Rajka Presbury

Marcela Fang

Karen A. Smith

About the editors

Prof Marianna Sigala

Dr Rajka Presbury

Dr Rajka Presbury coordinates the scholarship activities at Blue Mountains International Hotel Management School (BMIHMS) at Torrens University. Before joining academia, Dr Presbury gained extensive professional experience in the hotel sector and had held several management positions in Banqueting Services, Restaurant, and Event Sales and Conventions. Rajka is an auditor for the International Centre for Excellence in Tourism and Hospitality Education (THE ICE): www.the-ice.org.

Dr Marcela Fang

Dr Marcela Fang is a management lecturer in the Faculty of Higher Education at William Angliss Institute, where she teaches strategic management, leadership and innovation. Her experience includes lecturing, design and development of curriculum for higher education and industry settings. Marcela’s research focuses on leadership, leadership development, evaluation of higher education and training programs, strategy and innovation.

Prof Karen A. Smith

Prof Karen A. Smith is an Associate Dean in the Wellington School of Business and Government, Victoria University of Wellington, where she is also a Professor of Tourism Management and teaches tourism and event management. She has co-edited four books and journal articles on a range of tourism and volunteer management areas. She makes extensive use of case studies in teaching and curriculum design.

Bibliographic Information

Book Title : Case Based Research in Tourism, Travel, Hospitality and Events

Editors : Marianna Sigala, Anastasia Yeark, Rajka Presbury, Marcela Fang, Karen A. Smith

DOI : https://doi.org/10.1007/978-981-16-4671-3

Publisher : Springer Singapore

eBook Packages : Business and Management , Business and Management (R0)

Hardcover ISBN : 978-981-16-4670-6 Published: 06 January 2022

Softcover ISBN : 978-981-16-4673-7 Published: 07 January 2023

eBook ISBN : 978-981-16-4671-3 Published: 05 January 2022

Edition Number : 1

Number of Pages : XVIII, 505

Number of Illustrations : 1 b/w illustrations

Topics : Tourism Management , Marketing , Management , Operations Management , Artificial Intelligence

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Marketing and Promotion in the Hotel Industry: A case study in Family Hotel and Hotel Group

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Marketing shows its importance in every kind of tourist and hotel industry, since it presents itself as a tool that contributes to better management of hotel operations also help in defining appropriate strategies for their development, with the main objective, the increase in financial results. Thus, the thought of marketing and promotion strategy should be developed in a planned, staffed and structured to provide the enabling hospitality company to move the market in better condition that can ensure greater market share, making it possible to take the product or service to customers and potential customers. Marketing and promotion should define a set of actions for internal and external communication that can be put into practice by allowing hotel companies diversified forward messages with the aim of showing and raising awareness of the company, its products and services with ultimate goal of causing consumers consumer desire. To understand how marketing and promotion can take on this vital role for the hotel units, we did an exhaustive search to get collect information about: tourism, hospitality, hotel management, marketing and promotion (these topics that we consider crucial to our work research). To this was fundamental research in thematic books, consult scientific articles and academic theses already undertaken, the consultation of literature related to the two hotel units under study, conducting interviews with the direction of the family-run hotel unit for information about the hotel management and even a visit to the two hotels that were targeted by our research. After collecting and processing all the information and content that could meet the predefined objectives of our investigation, it was revealed that marketing and promotion is a vehicle of great importance for the management of hotels.

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insights
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