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Hotel Marketing Association on the hunt for the Young Marketer of the Year

The accolade, now in its seventh year, celebrates a talented marketer aged under 30 working in the hospitality industry.

It is presented as part of the organisation’s annual industry awards which will this year be handed out in a ceremony at the HMA Christmas lunch at London’s Savoy Hotel on 17 December.

Young Marketer of the Year 

Sarah Tobler, an executive at the Jumeirah Carlton Tower Hotel, scooped last year’s award for implementing digital marketing campaigns and for winning a promotion and two internal awards at the Knightsbridge venue.

Linda Moore, chairman of the HMA, said anyone wanting succeed Tobler would need to act quickly before the deadline for entries on 16 November. “Winning a marketing award from the HMA is a great accolade for any young hotel marketer and many of our previous winners have progressed very quickly in the industry and are enjoying very successful careers,” she said.

For the first time this year, the young winner of the prestigious prize will receive a one day marketing course of their choice at the Chartered Institute of Marketing in Berkshire.

The 16 November deadline also applies to those wanting to enter the main section of HMA awards which recognise the best marketing activity and campaigns in the UK over the past year.

HMA Awards 2012

Now in their 19th year, the HMA awards, sponsored by American Express, recognise innovation, creativity and return on investment. 

The full list of award categories is:

  • Best Marketing Activity – Independent Hotels/Conference Centre
  • Best Marketing Activity – Hotel Chain
  • Best Social Media Campaign
  • Best Agency Promotion or Campaign
  • Young Marketer of the Year

The HMA, a branch of the Chartered Institute of Marketing, is calling on interested participants to enter the awards free of charge on the organisation’s website.

Any UK-based independent hotel, hotel group, and hospitality organisation or external hotel marketing agency is eligible to enter.

Hotel Outsource Management International, Inc. Presents Q3 2012 Results

Hotel Outsource Management International, Inc. Presents Q3 2012 Results

NEW YORK–(BUSINESS WIRE)– Hotel Outsource Management International, Inc. (“HOMI“) (OTC: HOUM), a multi-national service provider in the hospitality industry, supplying computerized minibars that are primarily intended for in-room refreshments, presented its consolidated financial results for the third quarter ended September 30, 2012.

Mr. Daniel Cohen, HOMI’s President, stated: “In the third quarter we demonstrated some improvement in gross profit and gross margin, in addition to narrowing operating and net losses, as a result of our continued efforts to reduce selling, marketing, and general and administrative expenses. We will continue with reorganizing activities which we expect to improve gross profit and gross margin.

“We have started installations of our new generation open access minibar, the HOMI ® 226. We are also working on developing our direct sales business model, which we consider an additional growth engine. We are renovating HOMI’s website, and adding new marketing collaterals.”

Mr. Daniel Cohen concluded: “I would like to welcome Mr. Kalman Huber, HOMI’s newly appointed Chairman of the Board, and wish him good luck. Mr. Huber has served as a director of our board since 2009 and is the Chairman of HOMI’s Audit Committee. Mr. Huber replaces Mr. Abraham Bahry, who served as Chairman of the Board since 2004 and will continue to serve as a director.”

Third quarter 2012 results

Revenues for the third quarter of 2012 reached US$780,000, compared to US$885,000 in the third quarter of 2011. The decrease is mainly due to the expiration of agreements with two hotels in the United States, as well as a decrease in occupancy rates in Israel during this period. Revenues arise primarily from the sale of refreshments in the minibars.

For the three months ended September 30, 2012, HOMI’s three largest customers accounted for approximately 27.5% of the total revenues, compared to 29.6% in the same period of 2011.

Gross Profit in the third quarter of 2012, after consideration of depreciation expense, was US$130,000, compared to US$123,000 in the third quarter of 2011, an increase of 5.7%. Gross profit margin increased from 13.9% in the third quarter of 2011 to 16.7% in the third quarter of 2012.

Operating Loss in the third quarter of 2012 was US$323,000, compared to an operating loss of US$339,000 in the third quarter of 2011.

The research and development of the HOMI® 330, was completed in 2009. The research and development of an additional product, the new generation HOMI® 226, began in the first quarter of 2012. Total research and development expenses in the third quarter of 2012 were $25,000. Selling and Marketing expenses decreased to US$70,000 from US$92,000 in the third quarter of 2011, primarily as a result of the reduction of marketing efforts. General and administrative expenses decreased from US$345,000 to US$339,000.

Net Loss in the third quarter of 2012 was US$421,000, compared to a net loss of US$490,000 in the third quarter of 2011.

Cash and Cash Equivalents as of September 30, 2012 were US$148,000, including deposits, compared to US$345,000 as of December 31, 2011.

Total Shareholders’ Equity as of September 30, 2012 was US$2,000,000, compared to US$1,176,000 as of December 31, 2011.

About HOMI

HOMI is a multi-national service provider in the hospitality industry, supplying a range of services in relation to computerized minibars that are primarily intended for in-room refreshments. HOMI was incorporated under the laws of Delaware in 2000 and is listed on the Over-the-Counter “OTC” Exchange, under the symbol “HOUM”.

HOMI and its subsidiaries are engaged in the distribution, marketing and operation of computerized minibars in major branded hotel chains, operating approximately 10,500 computerized minibar systems at 43 hotels located in the United States, Europe and Israel, and in the development and manufacture of a new range of computerized minibar systems, designed to improve the performance of minibar departments, thereby improving the hotel’s bottom line.

HOMI offers a number of solutions that are designed to meet the hotels’ needs, ranging from consultation, supervision and rental services, to full outsource installation and operation arrangements.

HOMI’s leading products are the HOMI® 330, HOMI® 226 and the External Dry-Section computerized trays.

For more information about HOMI, visit:

Forward-Looking Statement

This press release contains forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. These statements relate to future events or to the company’s future financial performance. In some cases, forward-looking statements can be identified by terminology such as “may”, “will”, “should”, “expects”, “plans”, “anticipates”, “believes”, “estimates”, “predicts”, “potential” or “continue” or the negative of these terms or other comparable terminology. These statements are only predictions and involve known and unknown risks, uncertainties and other factors that may cause the company’s or the industry’s actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements. Although the company believes that the expectations reflected in the forward-looking statements are reasonable, it cannot guarantee future results, levels of activity, performance or achievements. Except as required by applicable law, including the securities laws of the United States, the company does not intend to update any of the forward-looking statements to conform these statements to actual results. The terms, the “Company”, “we”, “us”, “our” means Hotel Outsource Management International, Inc. and its subsidiaries, unless otherwise indicated.

Hotel Outsource Management International, Inc.
Jacob Ronnel
+ 972 9 9728620
KM Investor Relations
Meirav Bauer
Account Director
+ 972 3 5167620

KEYWORDS:   United States  North America  New York  Middle East  Israel


Corp Executive Hotel Apartments – Al Barsha – Dubai conducts a special survey …

Aamir Pervez, General Manager, Corp Executive Hotel Apartments – Al Barsha – Dubai, said, “Nearly 30% of our business comes from corporate travellers hence we have to continuously evolve and upgrade our business facilities and technology in keeping with the demands of this very significant sector ensuring they have what they seek. And the findings of the survey by MPJ that was based on the guest feedbacks have been truly delightful with nearly 93% of our business clientele expressing their satisfaction with our facilities and services.”

Hina Bakht, Vice-President, MPJ, said, “It is well known that the biggest concern business travellers have is loss of personal productivity, despite cutting-edge portable technology such as iPads, smartphones. And if they are able to get connected anytime, anywhere, it eases a lot of their stress. Airport transfers seem to be another cause for worry and hence often the most welcome sight is someone waiting at the airport holding a sign with their name on it. These were areas, in addition to standard facilities, where Corp Executive Hotel Apartments – Al Barsha – Dubai got kudos from its guests.”

So what really makes a good business hotel? Well according to the guests of Corp Executive Hotel Apartments – Al Barsha – Dubai what entices them come back to the hotel is: Internet access in room and public areas, ultra spacious apartments with all 5-star conveniences, excellent business and administrative facilities, complimentary breakfast, VIP check-in and check-out, fantastic health club and pool facilities and great service – all at great value for money.

Trump steakhouse in Las Vegas failed inspection

LAS VEGAS (AP) — A Las Vegas Strip hotel restaurant bearing the initials of celebrity financier Donald Trump is open again after health inspectors found expired caviar and other violations and shut the place down.

DJT is the signature steakhouse at the Trump International Hotel. It reopened Nov. 2 with a restored “A” grade, hours after Southern Nevada Health District inspectors logged 51 violations.

Thirty violations would get a “C” grade.

Inspectors reported finding outdated, expired, unlabeled, mishandled and improperly stored food.

KTNV-TV reports ( ) that inspectors found caviar that was more than a month old and duck that dated back to June.

A hotel marketing manager says adjustments were made immediately, and that delivering an exceptional experience to guests is a top priority.

Award for Hyatt Regency Chennai

Hyatt Regency Chennai has won the ‘Best International Hotel Marketing’ award at the International Hotel Awards ceremony in London. This award is the finale to the sequence, preceded by awards at the national and Asia-Pacific levels.

The award is in recognition of Hyatt Regency Chennai’s “integrated marketing approach” since its launch in August 2011, said a press release from the hotel chain.

The hotel’s marketing campaign included sneak previews of the hotel when it was under construction, airport meet-and-greet kiosks and a teaser campaign through airport translites and the online space.

Hyatt’s launch was driven by a 30-day print ad campaign, bolstered by communication via social media online and at airports.

HOTELS at IHMRS: Social media’s missing links

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Experts outline 2013 digital marketing plans

REPORT FROM THE U.S.—As the importance of marketing roomnights on digital channels increases year after year, hotel marketers are forced with some tough tasks headed into 2013.

Most importantly, hotel digital marketers face difficult decisions regarding what efforts to allocate large portions of the budget toward, where to allocate personnel resources and how to get the most return on dollars spent.

A panel of hotel digital marketing experts on a recent Hospitality Sales and Marketing Association International webinar offered a number of suggestions on how to plan and execute 2013 digital marketing strategies.

Core strategies
Stick with the core marketing initiatives and add in a few newly emerged “must-haves,” such as mobile and tablet marketing, said Max Starkov, president and CEO at Hospitality eBusiness Strategies. In 2013, the hotel’s digital marketing budget should be separated into three silos: return-on-investment-driving basics; flexible funds for unforeseen challenges and business-driven needs; and a portion for website upkeep and operations, he said.

Starkov suggested taking a really hard look at the website assets because they are the center of a hotel’s digital marketing universe. Offering different versions of a hotel website customized for different devices is important. Different platforms serve different consumers, Starkov said, also adding that consumers change the kind of screen they’re looking at throughout the day.

“Hoteliers should have a presence on all three (desktop, mobile and tablet),” he said.

Then, Starkov recommended focusing on “good old-fashioned (search-engine optimization).”

“Google changes its algorithm and does serious updates over 500 times a year. Is your website ready for all of those changes?” he said.

On the search-engine marketing front, Starkov said efforts toward retargeting can provide large returns. Retargeting campaigns target consumers who already viewed the product and follow them to serve up banner advertisements with concrete, actionable offers. Starkov said the ROI on retargeting campaigns starts anywhere from 600% to 800% and can be as high as 2,500%.

Create a plan
To effectively budget digital marketing strategies for the year ahead, it’s important to create a tangible action plan, said Bryan Owen, director of creative services and interactive marketing for Hershey Entertainment Resorts.

For Hershey, Owen creates a spreadsheet at the beginning of the year with a list of new design projects down the left axis and a timeframe for implementation across the top.

“That way you can determine if you have too many things on the same timetable and you can ask for outside help if needed,” he said. “Listing the dates across the top ensures you don’t get a late start or fall behind.”

Owen suggested sharing that document, and other budget documents, with all of the internal hotel teams that need to be on the same page. It’s also important to assign some personal accountability to the projects, he said.

When sharing these documents with other teams, particularly the hotel owners, it’s important to keep a common language, which usually means numbers, said Loren Gray, director of ecommerce at Ocean Properties Limited.

“Refer to what is being spent and draft averages per month,” he suggested. “Most of the time they’re not looking at how the sausage is made, they just want the sausage.”

A proper budget shows money being spent and expected returns, Gray said.

Although digital marketing is increasing in necessity, Gray suggested not forgetting about tangible items. For example, he said hoteliers can’t attend a tradeshow without some “touchy-feely things” at the booth.

He also suggested keeping a “slush fund” in the budget for marketing projects that weren’t anticipated at the beginning of the year. For example, earlier this year both Microsoft and Apple announced partnerships with Yelp to provide users with local content. Yelp is “pay to play,” Gray said, and working with the company was not previously in his budget; however, it was imperative that he allocate some funds to ensure his hotels were visible.

“Keep well informed on the trends,” Gray said. “You’re the guy who’s supposed to know about that.”

Online arena helps hotel marketers track ROI

REPORT FROM THE U.S.—As the channels by which hotel rooms are marketed and sold continue to evolve—and inherently move from traditional to digital platforms—experts are embracing the ability to track and measure efforts.

“Digital marketers are no longer holding on to print or TV or radio impressions,” said Bill Carroll, senior hotel and hotel analyst for PhoCusWright. “It’s a new world, and it’s a world where we’re spending considerable amounts of funds on digital media.”

“Before it was all about impressions, but now we can observe click-stream behavior.”

Carroll led a Hospitality Sales and Marketing Association International webinar earlier this month where panelists outlined three key trends in the hotel digital-marketing space: having a simple framework for measurement; knowing what to measure; and creating a compelling case for investment in measurement tools.

Framework for measurement
“The key to having a successful measurement framework is making it as simple as possible,” said Tim Peter, managing director of Tim Peter Associates, a full-service, ecommerce and Internet marketing consulting firm. Once that’s accomplished, the next step is to “engage the team in making the analytics work for you.”

Peter suggested that one way to keep things simple is presenting measured metrics in percent-change form, rather than in absolute numbers, so it is easier to track big-picture trends.

He also sees many cases where hoteliers have installed the proper tools to measure website metrics (Google Analytics, Adobe SiteCatalyst, etc.), and yet the tools are not being used in the proper way.

“It’s not that (the tools are) not capable, it’s just that they’re not setup in the right way,” Peter said.

Rather than look for an all-inclusive chart packed with information, it is best to narrow measurement to metrics that are timely, accurate and easily measurable, he said.

“They need to be simple enough to look at it and say, ‘I get what’s going on here, and I know what to do,’” he said.

Peter said he once worked for a large hotel brand that had the best tools producing plenty of data but none of it was actionable. “If you have 50 key performance indicators, you don’t have any,” he said.

The company was forced to adjust and place more emphasis on having the right people to act on the data.

“Ninety-percent of the value comes from understanding the tool; 10% from the tool itself,” he said. “The people who are able to take action are the people that should have access to the data.”

What to measure
For hoteliers, the most common digital-marketing measurements are:

  • increasing revenue;
  • increasing incremental visits;
  • building greater retention;
  • increasing length of stay;
  • improving average daily rate;
  • increasing loyalty club membership;
  • improving leads for group business; and
  • improving website traffic overall.

“Those are the key indicators,” he said.

Hoteliers can use a wide variety of measurements to determine the return on their digital-marketing initiatives. However, “a whole bunch of the reports are kind of useless,” said Michael Hayward, executive VP and chief strategy officer for Acronym Media, which provides digital-marketing solutions for hotels.

Hayward said it’s more important to know about trends than measurements that aren’t actionable.

Availability checks (travelers checking to see if there is availability at your hotel) are often the most important measurement because those users can be deemed a qualified visitor to the site, he said.

“There’s a pretty good chance that person was intending to take a trip,” Hayward said. “That’s a real customer.”

He said if the goal is simply to increase visits, a search-engine optimization agency could help but might not drive the right kind of traffic.

Other important measurements are conversion rates, changes to itinerary and pre-arrival activities.

When redesigning a website, Hayward suggested building the capability to measure those things into the site.

Approaching ownership
Because hotel operators are typically negotiating digital-marketing budgets with the hotel owners, Loren Gray, director of ecommerce at Ocean Properties Limited, said it is important to determine how to best approach ownership.

“You need to understand what kind of ownership you work for in determining how to answer their questions correctly,” he said, adding there are detail-oriented owners, owners who only care about the top line and owners who are most concerned with the next best thing.

“The most challenging is the owner who just wants to know the cost and the (return on investment),” Gray said.

Hotels fail to get a grip on reality

The increasing use of online hotel review sites allows brands to see if their promises live up to customer expectations. A recent survey shows only two brands hit the spot.

Marriott hotels score highly with guests

Fluffy towels, white bathrobes and breakfast in bed might sound like an ideal recipe for a long weekend in a hotel, and seeing these promoted on a brand’s website might be tempting. But the perception of some hotel brands and the reality do not always match, according to new research shown to Marketing Week.

The Premier Inn and Marriott hotel chains are the only two whose brand promise matches the reality of the stay. That’s according to a comparison of BDRC Continental’s annual British hotel guest survey, which surveys 2,000 business and leisure travellers in the UK, and online reputation tool PillowChat, which ranks brands by the positivity of their reviews.

Whitbread-owned Premier Inn does well because it realises that its glossy advertising starring Lenny Henry means that the customer experience must live up to what the ads portray. Matt Costin, a director at BDRC Continental, says: “Premier Inn has a clear marketing message, which it delivers effectively, and it actually delivers on the promise. It understands that if it is going to make a claim and put Lenny Henry on everyone’s television promising superb rooms, it actually has to live up to that. Marketing is an ethos rather than a gloss-over.”

A hotel brand’s reputation is a complex mix and it can be difficult to control individual elements. These might include how brands respond to online reviews, staff performance and what the customer expects from the brand, says Costin. “One of the reasons there is a difference in [brand perception and online review] rankings has a lot to do with how well a brand markets itself and gets its message across.

“Some brands feature very highly in terms of awareness, prompted and unprompted, which influences the rankings of the guest survey, but when it comes to experience, maybe it doesn’t live up to expectation.”

He adds that big chains can suffer from inconsistencies in their hotels, which may be exaggerated by being a bigger brand. Hilton and Holiday Inn, for example, do not appear in the top five brands ranked by review site scores on PillowChat, ranking at 7th and 8th position respectively.

Premier Inn, which appears highly in both the BDRC survey and PillowChat rankings, has refurbished and opened new hotels in recent years. “Premier Inn has a more standardised experience,” says Costin.

“I think you can have a truly exceptional Hilton experience and you can have Hilton experiences that are merely good. With some of the longest established international hotel brands, particularly Hilton in the UK market, you often get a halo effect, where people perceive a brand to be stronger than it actually is, or thought to deliver a more upmarket experience for the guest. That is something that the review site ratings shine a light on.”

The Marriott hotel chain is one of two brands whose brand promise matches reality

Franchised hotels also have an effect on the standardisation of experiences for the guest. Premier Inn digital marketing director Mark Fells claims: “A disadvantage that some operators have is that they are brand owners but they franchise out their operational delivery, in many cases to companies which operate under their name but run the hotel or groups of hotels for them.”

Although it is part of the Holiday Inn group and includes the brand name, Holiday Inn Express scores very highly in online reputation and reviews on PillowChat, but its brand health is very low, according to BDRC’s survey.

Costin says: “Expectations of consumers are lower when they go into a Holiday Inn Express than a Holiday Inn. People don’t just put down three, four or five stars when ranking in isolation, they think about their experience in the context of what they were expecting to receive before they visited the hotel.”

Review sites are not always an indicator of which hotels to avoid, according to the research. BDRC Continental believes that the findings go some way towards “shattering the myth” that all that is seen on review sites is criticism.

Osama Hirzalla, vice president of brand marketing and ecommerce at Marriott, says the positive aspects of user-generated review sites is that they “push hotel brands to address shortfalls in service and product much faster than in the past.”

However, he adds: “Misuse of such review sites by customers and hotels can contribute to a decline in the credibility of the platform. The use of review sites’ general rating scores, either in search-engine algorithms or in rankings on booking channels, may result in penalising hotels that are new, or hotels that are renovating and trying to change customer reviews from negative to positive.”

The number of consumers obtaining advice from user-generated review sites has increased year-on-year and of those guests surveyed, half say they are influenced by reading reviews and 34 to 41 per cent have had their initial purchase idea changed by what they read.

This increasing use of review sites means independent hotels now have greater online presence against the bigger UK hotel chains, claims Emma Shaw, UK communications director at TripAdvisor.

“We’ve helped businesses of all sizes compete on a far more level playing field, with the small guys that have little or no marketing budget able to stand toe-to-toe with the big guys. Many of the top-rated hotels are not from the major brands, but are the small independent properties that distinguish themselves among travellers.”

Review sites take control away from the brand owners and can sway the messaging that is put out to potential customers.

As Fells at Premier Inn says: “The thing that all brands have got to get their heads around, not just in our category, is that the days when we ‘owned’ our message and controlled the message have gone. The focus shouldn’t be about trying to control the message or worrying about the medium, but just trying to get the product and the promise right.”

Hotel operators can react to negative issues on review sites. “Responding to them is really important and there are a lot of brands out there that are doing that really well and using that channel to pick up on issues and respond to people,” says BDRC’s Costin.

Making promises you cannot deliver, living up to the perception of your brand and responding to negative reviews on sites are all factors hotel operators can consider to make sure that the promise of a good night’s sleep is what tired travellers receive.

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The Frontline

We ask marketers on the frontline whether our ‘trends’ research matches their experience on the ground

Mark Fells
Digital marketing director
Premier Inn
Number one in the online review ranking

A few big international brand operators are brand owners but franchise out the operational delivery. Perhaps what happens is that they are great marketers and great at putting out a promise, but when guests get to the hotel and experience the product there is a disconnect that doesn’t match the promise they expected.

Our belief is that by keeping those two things together we control the promise and the experience under the brand. This might be why, for other brands, the review score is not as good as the brand and the promise score. More often than not if you promise something to someone and they really like you as a brand and you under deliver, that’s when you really disappoint people.

Our ‘great night’s sleep’ promise goes into most of our above-the-line communications. The new TV ad this year has become more about the benefits of staying with us rather than just the fact that we have lots of hotels – we are the UK’s biggest hotel operator. The important thing is how you feel when you come and stay with us, so we focus much more on that.

Osama Hirzalla
Vice president brand marketing and ecommerce, Marriott
Number four in the online review ranking

User-generated review sites are pushing hotel brands to address shortfalls in service and product much faster than before. Hotel brands that have great reviews are now more visible and attract new customers – therefore they are more successful in driving revenue.

It is impossible for any brand to control customer reviews, but hotel operators can and should respond to them. The key is how and when to respond.

We make sure that our hotels do deliver on the brand promise and we believe that brand marketing needs to connect with our customers so that when they stay at our hotels they share their experiences with their friends, relatives and the public.

A few years ago we invested more than £100m to renovate most of our UK Marriott hotels, which helped move the brand perception in the UK towards being a modern and stylish brand. Our culture is what differentiates us from other hotels: we believe that success in our industry comes from our staff. We invest in people so they can perform at their best.

Paul Brown
President, brands and commercial services
Hilton Worldwide
Number 7 in the online review ranking

Our world has continued to become more digital over the years as consumers shift online for their news and entertainment, as well as to connect with family, friends and brands, and now to travel. User-generated content and feedback is and will continue to be a large trend universally, particularly in the travel space.

The validity and trust placed on a first-hand experience is very powerful and can encourage or discourage consumers. Nearly nine out of 10 Hilton Worldwide guests are active on social media. And 43 per cent of our guests expect companies to listen to what they are saying, tweeting and posting online – and to respond if they have complaints. This means we have to be a part of those social media conversations. We have to sell the way people want to buy.

We cannot control what our customers say in their reviews, but we can ensure that we respond quickly to online postings and, if necessary, correct any problems that a guest might have. We also need to continue to work hard every day to provide the best experiences possible for all of our guests.

Emma Shaw
Communications director, UK

TripAdvisor was founded on a core set of principles, giving travellers a voice with which to freely share their experiences, promoting consumer choice in the travel industry based on honest customer feedback and encouraging a level playing field for all travel businesses regardless of size.

Businesses should encourage guests and visitors to write a review when they leave, either verbally or in the form of a thank you email. We know that many read the feedback of their business on TripAdvisor and use this as free consumer insight to improve their service.

We value the insights of the business owners as well as travellers and both are given an equal opportunity to speak to the TripAdvisor community. In fact, owners always have the last word in the management response tool. We strongly encourage business owners to take advantage of this feature and have their voice heard. Our advice is to follow the mantra ‘thank the good and explain the bad’.

According to a recent PhoCusWright survey of more than 2,500 people, 98 per cent found TripAdvisor hotel reviews to be an accurate description of the actual experience. Eighty-seven per cent of users agree that TripAdvisor hotel reviews “help me feel more confident in my decisions”, which highlights the important part user-generated review sites play in consumer decisions relating to travel needs.


BDRC’s survey is based on interviews of more than 2,000 travellers, including business and leisure guests, and the hotel brand index is put together using a number of performance metrics. These include unprompted and prompted awareness, usage in the past 12 months and guests’ first and second choices. The online reputation score is based on social media comments as well as scores given on review sites such as TripAdvisor, and Expedia, gathered using BDRC Continental software PillowChat.

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    Some best practices for your hotel website

    Industry insider  RSS – Industry insider


    In this cutting edge competition, hotels are not leaving any scope to lose business opportunities. Web presence, online booking engine, social media marketing etc. nowadays become basic tools for hotels to do online marketing. One of the prominent web marketing strategies to promote hotel websites on internet is Search Engine Optimization (SEO). Here are some of the best tips for your hotel website’s SEO.

    SEO is essential and becomes more content oriented in nature, especially after Google Panda updates (Panda 3.9 just launched). Hotel companies are also challenged to keep their website up to date and enriched with meaningful contents. Few best practices can improve the overall ranking of the website in the search engine results.

    Website Structure: The most important part of website is its structure. The structure should be modular, logical and user friendly. Hotel offerings, services and amenity sections should be well defined. A well-structured website gets a higher ranking in search engine results than an unstructured website. Example: Charing Cross hotel, London

    Content Engagement: While developing content, it should be kept in mind that hotel industry related keywords like – hotels, guestrooms, meeting rooms etc. should be added in effectively. Content should be fresh and should generate interest about your hotel’s services. A dead content which fails to grab attention of viewers or copied from other websites, will not help in SEO.  

    Mobile SEO: The website should be mobile devices friendly, easy to navigate and enrich with quality content. According to the Google Panda algorithm updates, Google will rank up those mobile websites with a rich visual and textual content.

    Hotel Blog:  After every few days adding new content to the hotel website can be a cumbersome task.   Through blogs hotel can add new and interesting contents to their website. A blog should include new offerings, events, and advancements about the hotel so that viewers should follow it. Also, blogs can be added in social media pages to increase the visibility of the hotel. Example: Marriott rewards insiders

    Inbound linking and citation strategy: It is always better to link the most valuable pages with other website pages, press releases, editorials and blogs. This practice helps in registering more clicks to those valuable web pages. The organic links with relevant anchor text will help in improving the hotel website’s performance in search engine rankings.  

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