Posts tagged Online bookings
The Relationship Between Social Media and Revenue Management
0RateGain’s Hotel Pricing Trends – Middle East (Jan – Mar 2012)
005 January 2012
Data trends on cheapest hotel rates as well as median rate for three months of three, four and five star hotels across some of the major cities in Middle East.
This set covers January to March 2012, taken on the 1st week of January 2012 (all rates are in US dollars for two adults for a one-night stay).
Three star [click for larger image]:

| City |
Check In Month |
Minimum Rate |
Median Rate |
Cheapest Hotel in the City |
| Abu Dhabi |
Jan |
66.85 |
127.25 |
PARK INN YAS ISLAND |
|
Feb |
75.69 |
144.02 |
GRAND CONTINENTAL ABU DHABI HOTEL | |
|
Mar |
106.34 |
132.40 |
PARK INN YAS ISLAND | |
| Amman |
Jan |
52.00 |
77.86 |
LARSA HOTEL |
|
Feb |
52.00 |
78.50 |
LIWAN | |
| Beirut |
Jan |
38.60 |
154.00 |
SUITE HOTEL MERLOT |
|
Feb |
38.60 |
188.73 |
SUITE HOTEL MERLOT | |
| Cairo |
Feb |
48.59 |
250.94 |
PRESIDENT HOTEL |
|
Mar |
45.00 |
154.56 |
CAIRO INN | |
| Doha |
Jan |
54.93 |
98.83 |
LA VILLA BOUTIQUE (1BR) |
|
Feb |
54.93 |
100.83 |
LA VILLA BOUTIQUE (1BR) | |
| Dubai |
Jan |
35.73 |
130.68 |
ARABIAN PARK HOTEL DUBAI |
|
Feb |
41.93 |
106.90 |
JONRAD HOTEL | |
|
Mar |
41.93 |
104.09 |
JONRAD HOTEL | |
| Istanbul |
Feb |
28.73 |
62.69 |
GRAND ONS |
|
Mar |
28.73 |
90.12 |
GRAND ONS | |
| Muscat |
Jan |
41.56 |
129.86 |
HOTEL GOLDEN OASIS |
|
Feb |
41.56 |
139.03 |
HOTEL GOLDEN OASIS | |
| Riyadh |
Jan |
66.66 |
260.04 |
ROKN ALMARSA |
|
Feb |
102.12 |
135.02 |
TULIP INN OLAYA HOUSE | |
| Sharjah |
Jan |
38.12 |
88.48 |
SAHARA HOTEL |
|
Feb |
49.74 |
49.74 |
SAHARA HOTEL | |
| Tel Aviv |
Jan |
70.00 |
175.98 |
YARDEN BEACH APARTMENTS |
|
Feb |
72.04 |
174.97 |
GOLDEN BEACH HOTEL |
Four star [click for larger image]:

| City |
Check In Month |
Minimum Rate |
Median Rate |
Cheapest Hotel in the City |
| Abu Dhabi |
Jan |
51.87 |
189.49 |
CASSELLS GHANTOOT |
|
Feb |
68.06 |
202.65 |
CASSELLS GHANTOOT | |
|
Mar |
87.29 |
176.31 |
CASSELLS GHANTOOT | |
| Amman |
Jan |
70.00 |
128.00 |
GOLDEN TULIP GRAND PALACE HOTEL |
|
Feb |
70.00 |
128.00 |
GOLDEN TULIP GRAND PALACE HOTEL | |
| Beirut |
Jan |
50.41 |
165.00 |
ZOUKOTEL |
|
Feb |
50.41 |
143.59 |
ZOUKOTEL | |
| Cairo |
Jan |
31.85 |
180.81 |
DELTA PYRAMIDS HOTEL |
|
Feb |
74.67 |
178.51 |
OASIS PYRAMIDS CAIRO HOTEL | |
|
Mar |
45.71 |
132.03 |
BARCELO CAIRO PYRAMIDS | |
| Doha |
Jan |
76.90 |
181.54 |
ROYAL QATAR |
|
Feb |
76.90 |
198.42 |
ROYAL QATAR | |
| Dubai |
Jan |
51.10 |
193.03 |
STAR BOUTIQUE HOTEL APARTMENT |
|
Feb |
51.73 |
179.38 |
ABC ARABIAN SUITES HOTEL | |
|
Mar |
51.73 |
171.09 |
ABC ARABIAN SUITES HOTEL | |
| Istanbul |
Jan |
32.00 |
124.07 |
HILFON HOTEL ISTANBUL |
|
Feb |
36.57 |
118.69 |
ZAGREB HOTEL | |
|
Mar |
40.49 |
143.66 |
ZAGREB HOTEL | |
| Muscat |
Jan |
51.94 |
246.75 |
MAJAN CONTINENTAL HOTEL |
|
Feb |
72.72 |
220.38 |
MAJAN CONTINENTAL HOTEL | |
|
Mar |
281.77 |
402.56 |
CROWNE PLAZA MUSCAT | |
| Riyadh |
Jan |
119.99 |
260.80 |
CORP EXECUTIVE DEIRA HOTEL |
|
Feb |
89.20 |
232.69 |
CORAL SULIEMANIAH | |
| Sharjah |
Jan |
46.28 |
130.68 |
JORMAND HOTEL APARTMENT |
| Tel Aviv |
Jan |
70.00 |
212.15 |
DIZENGOFF HOLIDAYS APARTMENTS |
|
Feb |
111.17 |
206.18 |
LEONARDO BASEL TEL AVIV |
Five star [click for larger image]:

| City |
Check In Month |
Minimum Rate |
Median Rate |
Cheapest Hotel in the City |
| Abu Dhabi |
Jan |
80.26 |
320.39 |
HOTEL PARK ROTANA |
|
Feb |
85.49 |
319.00 |
CROWNE PLAZA ABU DHABI | |
|
Mar |
126.68 |
257.75 |
HILTON BAYNUNAH HOTEL | |
| Amman |
Jan |
90.00 |
229.88 |
REGENCY PALACE HOTEL |
|
Feb |
90.00 |
229.84 |
REGENCY PALACE HOTEL | |
| Beirut |
Jan |
58.17 |
303.46 |
ALMOND BLOOMS GUEST HOUSE |
|
Feb |
58.17 |
252.29 |
ALMOND BLOOMS GUEST HOUSE | |
| Cairo |
Jan |
65.76 |
253.16 |
MERCURE CAIRO LE SPHINX |
|
Feb |
127.99 |
271.43 |
SONESTA CAIRO HOTEL & CASINO | |
|
Mar |
121.69 |
240.12 |
CONCORDE CAIRO – EL SALAM HOTEL | |
| Doha |
Jan |
103.26 |
287.52 |
MERWEBHOTEL CENTRAL |
|
Feb |
103.26 |
291.55 |
MERWEBHOTEL CENTRAL | |
| Dubai |
Jan |
63.31 |
437.78 |
RAFFLES DUBAI |
|
Feb |
63.31 |
427.53 |
RAFFLES DUBAI | |
|
Mar |
63.31 |
391.22 |
RAFFLES DUBAI | |
| Istanbul |
Jan |
39.18 |
244.40 |
GREEN PARK MERTER |
|
Feb |
73.42 |
252.25 |
AMIRAL PALACE HOTEL | |
|
Mar |
91.42 |
336.77 |
RADISSON BLU CONFERENCE AIRPORT HOTEL I | |
| Muscat |
Jan |
129.86 |
493.75 |
CITY SEASONS |
|
Feb |
129.86 |
483.68 |
CITY SEASONS | |
|
Mar |
324.38 |
549.74 |
INTERCONTINENTAL MUSCAT | |
| Riyadh |
Jan |
119.99 |
366.67 |
RIYADH MARRIOTT |
|
Feb |
76.27 |
282.31 |
CORP DEIRA | |
| Sharjah |
Jan |
95.29 |
179.69 |
BASMA RESIDENCE |
| Tel Aviv |
Jan |
100.00 |
270.00 |
ROYAL T SUITES |
|
Feb |
100.83 |
247.38 |
KFAR MACCABIAH HOTEL & SUITES |
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels, online travel companies and airlines. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America.
NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose.
RateGain’s Hotel Rate Parity Trends – Asia (Nov 2011 – Jan 2012)
024 November 2011
Hotel rate parity trends for November to January 2012 of three, four and five star hotels across some of the major cities in Asia.
The report shows the percentage of hotels with cheaper rates on their own brand site compared to their rates on other OTAs.
Three star [click for larger image]:
| City |
% Of Hotels in Parity |
% Of Hotels Cheaper on Brand Sites |
% Of Hotels Cheaper on OTA Sites |
| GOA |
27% |
13% |
61% |
| MUMBAI |
0% |
34% |
66% |
| NEW DELHI |
4% |
28% |
68% |
| SINGAPORE |
9% |
22% |
70% |
| BANGKOK |
2% |
25% |
74% |
| PHUKET |
4% |
33% |
63% |
| DUBAI |
3% |
28% |
69% |
Four star [click for larger image]:

| City |
% Of Hotels in Parity |
% Of Hotels Cheaper on Brand Sites |
% Of Hotels Cheaper on OTA Sites |
| GOA |
0% |
19% |
81% |
| MUMBAI |
2% |
14% |
84% |
| NEW DELHI |
2% |
27% |
71% |
| SINGAPORE |
1% |
38% |
62% |
| BANGKOK |
1% |
21% |
77% |
| PHUKET |
1% |
11% |
87% |
| DUBAI |
2% |
21% |
77% |
Five star [click for larger image]:

| City |
% Of Hotels in Parity |
% Of Hotels Cheaper on Brand Sites |
% Of Hotels Cheaper on OTA Sites |
| GOA |
13% |
34% |
53% |
| MUMBAI |
2% |
32% |
66% |
| NEW DELHI |
9% |
23% |
68% |
| SINGAPORE |
3% |
24% |
73% |
| BANGKOK |
5% |
20% |
75% |
| PHUKET |
0% |
0% |
100% |
| DUBAI |
4% |
26% |
70% |
NB: RateGain specializes in competitive price intelligence and rate shopping solutions for hotels, online travel companies and airlines. It currently tracks more than one billion hotel rates every month across countries in US, Europe, Middle East, Asia and Latin America.
NB2: The above data is indicative in nature and RateGain can’t be held liable for its accuracy or usefulness for any purpose.
Case Study: How a leading OTA company in Australia uses pricing intelligence data?
0Requirements
One of the most popular OTA companies in Australia was looking for one single partner for pricing intelligence data for revenue management for its hotels and air tickets divisions that are spread across many countries. The objective was to be able to standardize the practices around consumption of comparative pricing data across the whole company irrespective of the geography of the branch offices/websites as is spread in different countries.
Solution
RateGain customized its price intelligence solutions for the client and clubbed the hotel rate intelligence data with the air fare data. In tune with requirements from their global offices, the reports were customized with the local information on hotels and airlines pricing. To offer actionable insights, high level customized dashboards have been designed for their senior management.
- Hotel contracting teams in US, Canada, UK, Australia and New Zealand receive on demand and scheduled rate intelligence reports and use it to ensure best rates for their clients.
- Civil Aviation Safety Authority (CASA) has defined parameters on how OTAs & airline companies can sell their products to ensure customers get the actual rates instead of cheapest rates with extra hidden costs. The technology behind the rate intelligence is custom designed to track rates through multiple frames by clicking on the booking button to get the details on the best rates. In ‘not-available’ cases it goes back and searches again until it gets all the details of the rates being offered.
- Presently, price intelligence data for air tickets are being shared with Australia and New Zealand offices.
Results
- The company gets accurate data on cheapest air tickets offered by its competitors.
- Specially designed tracking technology by-passes the manipulating practices by its competitors and only brings back the actual rates instead of the ‘claimed cheapest rates’ that have additional hidden charges.
- The company is able to comply with CASA norms and is offering the best hotel and airline rates to its customers worldwide.
To download this case study, please visit: http://www.rategain.com/Trends-&-insights.html
The Hotel Social Media Monitor Survey 2011
0RateGain and Revenue by Design conducted a survey to provide a platform of information for hotels to assess the adoption and use of social media by their peers and colleagues in the hospitality industry.
Specifically, the survey focuses on the resources in use today by hotels to manage social media programs; planning and strategy the projected level of investment in 2011, measuring ROI, technology used to manage campaigns, and the use of outsource third parties such as digital agencies, and on-line PR specialists.
The aim of the Hotel Social Media Monitor is to provide a resource for hotels to benchmark their own activities in social media and offer a route to best practice. This is the first in a projected regular series of reports, and features the survey results, supported by information provided in supplemental interviews and case studies. Over time, results from the Social Media Monitor will provide hotels with a tool to evaluate progress, and to identify and address industry-specific challenges.
Highlights
Over 80% of hotels have experience of working with social media sites; Facebook and Trip Advisor are key drivers in stimulating hotels into action/for hotels to engage in social media.
In House or Outsource?
Over 80% of respondents manage social media programs in house, but use the skills of an agency to set strategy, advice on technology and align in-house teams to enable appropriate responses to social media messages. Actual message development, management and response remain in-house.
Ownership of social media
Ownership of social media sits with the marketing department, which shares out responsibility for responding to activity across multiple roles. For brands this means training properties to set up teams and manage local programs.
Executive buy in still lacking, hindering social media development at many hotels
2011 sees more resource put behind social media; buy in from senior management is seen as critical to get programs moving as is identifying team members to draw upon with the specialist skills to respond to activity generated by social media programs.
Hotels happy to invest with people but not money
Investment levels are low – 65% of respondents seek to invest less than $5000 in 2011 reflecting the mindset of a low cost/no cost channel. Budget increases are implemented tactically, based on success and campaign outcomes.
Balancing brand and property level messages through social media
Brands develop central initiatives and frameworks for creating social media programs, properties receive centrally generated messages and adjust for local interpretation and implementation.
The metrics and tools used to measure and manage social media
One third of respondents have created a framework of technology and reporting tools to support the management and monitoring of social media activity. The remainder either doesn’t yet measure, or measure manually.
Brand reputation – lip service or true commitment?
Whilst more than 90% of participating hotels measure brand reputation, only 13% currently invest in a brand reputation reporting platform to track reputation over multiple media sites.
Which interactions rate highest for hotels?
Customer reviews top the list as the most important customer interaction for hotels with over 90% of hotels rating this as a key part of their current strategy.
How do hotels define and measure success?
Success is measured in terms of “soft” stats such as number of comments (positive and negative), followers on Twitter and “likes” on Facebook. These metrics reflect the tactical participation in social media with an absence of metrics aligned with key business objectives.
What gains do hotels expect from social media?
The primary aim of 92% of respondents is to raise awareness of the hotel or brand, closely followed by developing word of mouth marketing, and engaging with guests. Current measurement metrics are not tied into wider business goals.
Which technology platforms have hotels developed to engage with guests?
85% have enhanced their web sites to act as a primary channel for directing interest from social media campaigns,
Where is mobile?
Despite the projected huge increase in use of mobile devices to search and book hotels in 2011, industry readiness lags behind. To date there is limited development of mobile web sites (15%) and mobile apps (8%).
To download a copy of this report, please visit http://www.rategain.com.
FITUR 2011, Madrid (19-23, Jan 2011)
0
RateGain launched a new rate shopping tool PriceGain-Hotels for price comparison of hotels at Fitur 2011. The company exhibited (Hall number 8, Booth: 8A46A) for the second time at Fitur – the International Tourism Trade Fair, which celebrated its 31st anniversary from 19th- 23rd, January 2011 in Madrid, Spain.
“Our business has evolved from being a competitive intelligence provider to more of a market intelligence and distribution solutions provider to the online hospitality and travel industry. There is a growing demand from hoteliers to integrate business intelligence with their existing or new revenue management systems to control their pricing as well as execute an analytics based competitive pricing strategy. For hotels, the importance of measuring their competitiveness is of paramount importance to sustain and grow their market share in the markets they serve. This is certainly seen as the next phase where suite of business intelligence solutions in travel industry can take the next leap and transform as an integrated solution as per the changing market demand.” says Bhanu Chopra, CEO RateGain.
PriceGain-Hotels is a web-based rate shopping solution that significantly empowers the pricing strategy of hotels in relation to their immediate competitive set and trendsetters in the hotel industry.
Some of the salient features include:
- Monitors ’000s (thousands) of channels in its reports that not only include web direct hotel sites but also OTA sites (both regional and global players).
- Monitors up to 365 days in advance both real time as well as through schedules.
- Enables easy identification of demand and pricing trends proactively with nine strategic views that guide quick pricing decisions.
- Smarter Yield by Inventory (Making sure your base category rooms are available even at last minute to be sold at premium rates).
- Benchmarks apple to apple – various rate types like Merchant / Retail, Qualified / Unqualified, Restricted / Unrestricted, MLOS, Occupancy based are fetched.
- Increases brand credibility by preserving the sanctity of your ‘Best Rate Guarantee’.
- Robust and proven platform delivers more than one billion rate points monthly to the travel industry including Hoteliers, OTAs, Airlines, Tour Operators, Wholesalers, Bed banks, Corporates, Car Rentals, Cruise and even other travel technology players.
To know more about PriceGain-Hotels, please visit http://www.rategain.com/pricegain_hotels.html.
Revenue Management for Travel Agents, Online Travel Aggregators
1By Luis Miguel Sanchez and Bhanu Chopra
Revenue Management explained
Revenue management is usually associated with the suppliers of travel products – such as Airlines, Hoteliers, and car rental companies and cruise lines. However in the broader perspective, it applies to any entity that has a perishable commodity and would like to maximize revenue given its perishable inventory.
However something that is not often talked about is Revenue Management for Travel Agents, Travel Consolidators and third party online travel agents. Although practiced by all travel agents in some sense, there are very few travel agents that have either set revenue management processes or sophisticated revenue management applications to make price recommendations for their own travel inventory.
Though working as a third-party, you have limited control on inventory; the allocated or contracted inventory is nevertheless perishable – an allocated room not sold is certainly lost – and demands for Revenue management principles to maximize profits. Anything that has a variable demand and fixed supply can use Revenue Management principles.
Is Revenue Management for Travel Agents?
Revenue management is critical for travel agents, online intermediaries as the suppliers have increasingly taken control of inventory and engage in direct distribution through their own websites. With the increasing pressures on travel agents and online intermediaries, it is also time to start giving some attention to Revenue Management.
“In an industry like online travel with such wild competition and volatile demand, the importance of Revenue Management is infinite. By developing, interpreting, and implementing complex pricing and inventory management actions we manage to compete effectively and maximize potential revenues.
Travel corporations are increasingly being forced to compete on price. Price intelligence reports is a tool which allows us to stay on top of our competition, ensure that our prices are being optimized on a daily basis to reflect market changes and variable demand, and accurately estimate hotel traffic for future dates.” — Nick Tsimbidaros, Business Development Manager, OctopusTravel USA
How does one begin to think of Revenue Management in this context? The goal of the hotelier is to maximize RevPar, and airlines to maximize onboard revenue. For a travel agent it is to maximize revenue based on product available to it. Adding to this, a travel agent will hold a position of strength in next-round negotiations with its suppliers whenever he achieves a Revenue Management strategy.
So how should you price your product? Designing a capable revenue management tool is a daunting task.
Here are some thoughts:
Price: Typically the business model for travel agents is on Net Rates – Wholesalers and TTOO – or commissionable rates – mainly Retailers. In the first case, they however have the flexibility to decide what the final price the end customer is going to pay. A good Revenue management system for Hoteliers takes into account the historical rates and occupancy levels for the hotel’s competitor set and then recommend rates. Nowadays, software applications enable hoteliers to react on real-time, by pulling all data together and distributing their inventory into the different Rate Groups accordingly.
For Travel agents, it is essential to benchmark against your competitor set in terms of price and market share. In order to screen/track/trace competitor pricing, this would involve either manually checking competitor websites or a more systematic approach would be to use a technology partner that can help in using their search engine technologies in tracking the price and availability of competitor firms. One very likely outcome of implementing revenue management principles is establishing dynamic real time pricing of travel inventory for the online intermediaries.
Availability: A travel aggregator that has more depth and breadth of inventory can at times of high demand, afford to charge a higher price as the travel inventory. Pricing will be set according to the market trend, prices will increase as capacity decreases and vice versa, in such a dynamic way that Revenue obtained will be maximum. This requires that the travel agent keep a constant tap on competitor’s availability and pricing.
Elasticity of demand: The key is being able to determine customers’ elasticity of demand – how badly they need the product or service and how much they’re willing to pay. This requires an investment into web analytics software to determine the customer preferences, their navigational behavior, the frequency and interval of visits to your website.
A thorough study of visitor behavior should be followed by an implementation of a personalization strategy (CRM strategy) that is capable of delivering an airfare or hotel rate based on the customer needs and preferences. Studying demand elasticity is critical for hotels and intermediaries as it is not yet become a commodity as Airlines have. A real-time application to apply discount policies and promotion programs based on visitor behavior can be judicious.
Demand forecasting: A true RMS product would focus on a forward-looking report. And as such, the balance between historically based assessments and a current analysis of marketplace provides the basis for creating an accurate forecast. A system must be dynamic, accounting for current alterations in the marketplace, and increasingly accounting for this information as the actual booking date draws near.
In summary
A Revenue Management system should only be followed after Revenue Management processes and principles are established. Revenue Management is not the magical answer to travel agents woes but it is worth a deeper look to maximize revenue given your current resources. The first step is not a big investment into a sophisticated RMS but establishing revenue management principles across your sales and product teams.
About the Authors
Luis Miguel Sanchez works as Assistant Head of Product at Hotelbeds. For more information visit www.hotelbeds.com or email lm.sanchez@hotelbeds.com
Bhanu Chopra is the CEO of RateGain. RateGain provides Internet based competitive pricing intelligence to the global travel industry. The mission is to deliver a comprehensive view of Internet based travel airfare and hotel-rates information to travel portals, airlines, hotel chains, travel inventory consolidators and travel industry related market research firms. The availability of this market intelligence enables our customers to reach their price-decisions faster and remain ahead of the market by deciding appropriate sales strategies. This in turn helps our customers increase their sales and enhance efficiency of Internet as the preferred and low-cost medium of transaction. For more information visit http://www.rategain.com or email bchopra@rategain.com.
Assessing the need for business intelligence solutions in the online travel industry
0The need to remain competitive for businesses in the online travel sector is paramount as the market perception of travel products has been commoditized. With so many travel sites offering similar services and products, consumers have a much more comprehensive and transparent availability of information to make a thoughtful purchasing decision.

“The importance of measuring your competitiveness thus becomes of paramount importance to sustain and grow your market share in the markets you serve,” says Bhanu Chopra, CEO of travel technology company RateGain.
The six-year old company has been expanding its offerings. RateGain offers its solutions under its market intelligence, channel distribution and social network marketing suite of products for the travel and hospitality sector.
“Our business has evolved from being a competitive intelligence provider to more of a market intelligence and distribution solutions provider to the online travel industry. Our initial solutions were around competitive intelligence but we have invested in providing innovative solutions in measuring and monitoring the impact of social media and reviews,”
Bhanu Chopra told EyeforTravel’s Ritesh Gupta in an interview.
Bhanu spoke about the need for business intelligence solutions, the maturity level of such solutions, his company’s new referral marketing platform and related issues. Excerpts:
Can you elaborate on how has the need for business intelligence solutions evolved in the online travel industry for various players?
Bhanu Chopra:
The area of business intelligence is quite vast and it can apply to the online travel industry in multiple ways. Within the context of BI tools that RateGain offers today, it is clear that in the competitive online travel world, both suppliers and intermediaries are vying aggressively for that online customer. In any business and much more in online travel business the need to be competitive is paramount as the market perception of travel products has been commoditized. With so many travel sites offering similar services and products, consumers have a much more comprehensive and transparent availability of information to make a thoughtful purchasing decision. The importance of measuring your competitiveness thus becomes of paramount importance to sustain and grow your market share in the markets you serve.
There is growing complexity now with how customers find and book travel today. Some new emerging trends are around rapid adoption of mobile to look and book travel, use of trip planning sites, hotel reviews becoming of vital importance on how consumers book travel(about 85% use reviews to book accommodation based on recent studies).
In addition Facebook and Twitter are becoming extremely important for businesses to monitor and measure brand perception and respond on a real-time basis to potentially adverse comments on these powerful platforms. It is important to monitor and measure the effectiveness of your online marketing campaigns and see if the new online mediums provide a ROI.
How has your company focused on differentiating its offerings in the last couple of years?
Bhanu Chopra:
We have tried to approach business intelligence in a holistic way to assist companies measure the impact of their overall online strategy. Our business has evolved from being a competitive intelligence provider to more of a market intelligence and distribution solutions provider to the online travel industry. Our initial solutions were around competitive intelligence but we have invested in providing innovative solutions in measuring and monitoring the impact of social media and reviews.
Our recent product launch Rumbido, has found a lot of excitement in the marketplace on how to actually monetize the power of social networks. In a nutshell, I think our agility and ability to listen to market needs has enabled us to continuously innovate and unveil new solutions to help address the changing market needs.
In addition we have solidified our customer relationships with high level of customization, customer focus and a consultative approach instead of a service approach. All these are complimented with a round-the-clock post sales support with a quick turnaround service delivery.
How do you assess the maturity level of BI solutions as far as the travel industry is concerned? What new trends have you witnessed in this arena?
Bhanu Chopra:
My rating would be medium to low-high i.e. B+ to A-. Even after 6 years and having some of the top travel companies as our clients, we still feel the industry as such hasn’t matured. Although in the recent times some of the mid-market players have shown interest, however the demand or rather requirement of business intelligence solutions is much more apt for bigger players in the industry.
Some of the noticeable trends that we have witnessed in our interaction with industry players and insiders are:
- There is a growing demand from industry players to integrate business intelligence with their existing or new revenue management systems. These companies are looking for an integrated solution through which they can control their pricing as well as execute an analytics based competitive pricing strategy. This is certainly seen as the next phase where suite of business intelligence solutions in travel industry can take the next leap and transform as an integrated solution as per the changing market demand.
- Need to monitor social media networks and its effectiveness
- Importance of monitoring and responding to reviews in the decision making process of consumers.
The industry has witnessed the emergence of a new referral marketing platform that intends to reach out to friends, families and followers of existing customers on different social networks. How do you expect your solution to fare in the next year or so?
Bhanu Chopra:
Social media offers a huge bill board effect which we can’t be over-looked. There are numerous research studies available that prove this point that the probability of buying any product increases if it is being referred by a close friend, relative or peer. Increased popularity of consumer review sites and the way people contribute and trust on the reviews posted there, authenticate this claim that the next phase of social media marketing will be majorly dependent on referrals and peer recommendation. Another interesting aspect here is that until now social networks were mainly used to create a buzz and a wider brand visibility. This new angle is capable of actually converting the buzz and brand awareness to new customer acquisition.
As more and more social network sites are integrating review sections in their offerings, we see a bright future for the adoption of this kind of a solution not only by the companies but also the consumers. And to keep consumers motivated who are actually acting as brand ambassadors, we added a commission angle for all successful referrals.
We expect hotel chains, mid & large online travel agents as well as marketing and advertising agencies catering to travel industry as the major adopters of this new social network referral marketing platform.
What factors did you take into consideration before launching this solution?
Bhanu Chopra:
Social media is one of the most popular buzzwords these days. Every single travel and hospitality company is on these platforms and ensuring their presence is felt. However, when we interacted with some of these companies we found that unanimously they all felt the need of a solution that can take the existing social media marketing campaigns from just a mere buzz generating vehicle to a lead generation platform.
Converting buzz to sales or say monetizing social media is the need of the hour. Taking this insight as the core solution, we designed rumbido, our proprietary social media referral marketing solution. In fact, we even have a patent pending for rumbido. It engages and rewards your customers to promote your offering within their social networks, thereby creating buzz for your brand, traffic and sales for your business.
With rumbido, hotels, OTAs, airlines and travel companies can go beyond branding on networking sites and build a powerful online referral program. It helps them to acquire new customers and convert them into brand ambassadors and their networks into a new, cost effective channel of distribution.
A hotelier told me: the referral is only going to influence business for selective hotels who have a strong product and consumer focus. Also the key will be the level of electronic engagement from the hotel with the consumer. Again the channel mix is a key driver here. Also the luxury segment may gain more than the budget segment as a consumer always want to showcase about the prestige associated with the same in social networks. What’s your viewpoint regarding the same?
Bhanu Chopra:
Well, it all depends on the category of company. Be it a luxury brand or a budget brand, their customers have their own personal preferences. E.g. A luxury brand customer would be encouraged to share his world class experiences with his peer group to advertise the fact that he/she had stayed in such a luxurious property whereas a budget brand customer would love to inform his peer group about the exciting offer he availed and how it is a great deal for them to lap up too. Hence, it the specialty and uniqueness of the brand that will be the compelling and selling point for/to its customers.
Gaining control of distribution channels: Pointers to sell effectively (Part II)
21. Visibility on the consumer’s search path
Is your hotel visible enough in a consumer’s search path. What are the organic rankings on key search engines?
If the rankings are not good enough, do you have an effective SEM program to counter this situation?
What’s your visibility on key OTAs and Travel Meta Search engines?
If your brand visibility is not there at least you must be visible on key booking sites across the web to come in the search path of a potential booker.
Is your enhanced visibility matching up to positive online reputation to ensure that customer feels confident enough to make a booking for your hotel?
How structured is your online reputation management process?
2. Avoid Commoditization
There is more to hotel rooms than price and so must be kept in mind while we present the product on various channels.
Each room type with hotel facilities must be given its due in terms of physicals and aesthetic descriptors to make the customer understand the offering and match their expectations accordingly.
3. Measure Awareness
How many customers search you by name on different OTAs?
Discuss the pent up demand experienced by your partner OTA for your own specific hotel property to measure how well your customers know you or want to come and stay with you and match it to your online visibility tools. It helps to ensure that the property is getting its due in terms of visibility at the right place amongst search engines, travel meta search engine and OTAs.
The results may be surprising and also revealing enough to devise an e-marketing plan or using the leverage to negotiate better contractual terms or free marketing opportunity with the same or other OTAs.
4. Increase visibility on high producing OTAs
A recent hotelmarketing.com report mentioned how Expedia sells most of its hotels rooms from the first results page and out of that a staggering 47% right from the top 5. It is important for you to ensure that you do not get penalized on rankings due to incorrect unavailability or price disparity.
While optimization is an algorithmic process there are some basics to ensure better visibility like room availability across different booking windows, rate parity, running specials on limited time offer and better value based deals. It surely pays off to cover important aspects that the optimization is engineered around for any OTA and following the guidelines to move up the ladder slowly but surely.
5. Get taken ‘Seriously’
You may have done everything well enough to deserve a place on the first page and still not gotten your due.
Measure your rankings over a period of time and against availability and parity criteria to report any indifference to the OTA.
A consistent endeavor from your side to gain visibility backed by fulfillment of their main criteria may help your rankings.
Regular meetings with market managers are very helpful and they do provide important tips to optimize performance on their platform.
6. Responsible Discounting
Selling on opaque channels over valley periods will offer you occupancy while not putting traditional channels of sales under any pressure.
Thus, the hotel must have day on day forecast based strategy to optimize through opaque channels
7. Multilingual Website / Booking Engine
Your booking engine should connect with your target audience with all your important source markets and presenting relevant information with multi language options will just help in being more approachable, presentable and easy to book.
The revenue and distribution resource needs to exercise caution in terms of devoting time in an efficient manner else it’s very easy to get caught in day to day non issues and that comes at the cost of missing out on sales through your electronic channels.
Optimum usage of time, adherence to basics and using the right tools seems to be the only answers and an effective one at that.
About the author
Yogeesh Chandra is a hotel revenue management specialist and has worked as Revenue Manager with Spencer on Byron Hotel Auckland in New Zealand and Taj and Leela Group in India. With over 11 years of industry experience, Yogeesh has also been associated with Intercontinental Hotel Group, SKYCITY Entertainment Limited and Millennium & Copthorne Hotels, New Zealand. He is currently AVP, Product Management at RateGain.
Gaining control of your hotel’s inventory distribution channels (Part-I)
3
Hotel business faces pressures on all fronts. Customers expect the world in terms of service, competition watches you very closely and demands keep fluctuating. To add to that, there are visibility challenges on the internet and discounting & reference based leads end up affecting the margins on a consistent basis. All this while new competition keeps getting added in the city’s supply to further correct room rates and dent your occupancy.
There is also a visible shift that is occurring where traditional travel agents and referral hotel reservations are giving way to hotel’s own website and the ability to reach out to an ever growing number of OTAs that should be tapped into, through distribution service providers.
In this two part series, we are covering some vital business opportunities that will help your hotel stand out against your competition.
Part I: Increase your reach on and through the web by
1. Looking beyond traditional markets and sources of demand
To survive in this dynamic environment (Industry as well as the macroeconomic pressures), partnering with new sites to reach out to customers in new geographies (emerging markets for your city for example) is a logical solution to increase your visibility and revenue.
Market intelligence reports can be a good resource to keep an eye on which markets/countries have started giving business to your city and how well contracted are you with OTAs from that region.
Traditionally, reservation and revenue management resources dedicated to manage select few OTAs felt the constraint of managing all third party websites within limited time. Increasing resources may not have been a great idea as you were never sure if your new partners will start performing from day one but using a channel management solution is a suitable option.
2. Not putting all eggs in the same basket
Developing new income streams offers a strategic advantage to you over your competition while hedging your dependence on a small set of OTAs. Channel management solutions seem to provide the answer by helping you develop partnerships with new OTAs one doesn’t get to work with. In fact an established channel manager can be a good starting point to help you evaluate all the websites they work with and who you would like to partner with to increase your visibility and presence on the web.
You will witness the power of leverage by using the existing resources to manage far more number of OTAs. Since the subscription price beyond a certain number of OTAs remains unchanged, it offers you the opportunity to develop a long list of OTAs and use your presence on them to reach different geographies and demographics.
A simple example yields the fact that if you take your partnership portfolio from 20 to 40 (for which no extra startup fee or management effort is required) and even earn just one booking a month from your new websites you have now earned revenue that never existed for you that would not only go straight to your bottom line but also offer returns enough to pay for the channel management solution you have subscribed to (depending on the transaction value, calculated at an ADR of $200).
3. Enhancing the ‘billboard effect’
Once contracted with new OTA partners you should work closely with their market managers to improve your visibility on their sites.
It’s important to note that the billboard effect and word of mouth that will follow for your property will not only address the hoteliers drive to maximize visibility but will also generate revenues offline or through other channels.
It will thus help you bring the overall payout costs down through your new partners since they may not contract with them on high commission levels that the existing large OTAs in your space demand.
Managing electronic channels is not rocket science but can be overwhelming for sure if channel management tools are not used or the ones being used are not up to mark. A hotel company typically faces three main issues with electronic distribution:
- Rate and product parity issues.
- Content parity issues.
- Visibility issues
An effective channel management solution will help you manage your price and inventory from a single platform for all the OTAs and thus not only minimize extranet management but will reduce the time and effort it entails to manage separate channels so you can keep an eye on the content and images across your partner sites to ensure the property profile is represented in an accurate manner.
Since selling effectively through electronic channels as a process is still evolving, in part II of this series we will cover some basic pointers to enhance your visibility and also help you improve your ‘looker to booker’ ratio( L2B) on OTAs.
Watch out for this space next week.
(To get an alert on the part 2, you can sign up to our blog using your email address.)
About the author
Yogeesh Chandra is a hotel revenue management specialist and has worked as Revenue Manager with Spencer on Byron Hotel Auckland in New Zealand and Taj and Leela Group in India. With over 11 years of industry experience, Yogeesh has also been associated with Intercontinental Hotel Group, SKYCITY Entertainment Limited and Millennium & Copthorne Hotels, New Zealand. He is currently AVP, Product Management at RateGain.


