Strives to Shift Mix from 65% Corporate Management
Groups to Ideal of 60% Small Group Incentive Travel; S&C Module Eliminates
Clerical Position, Pays for Itself in Four Months |
June 2002 - An hour north of Atlanta in a fertile valley that was once
sacred Cherokee Indian land, Barnsley Gardens Resort rises on 1,300 acres
in the foothills of the Blue Ridge Mountains. Named one of �America�s
Three Favorite Country Inns� by Town & Country Magazine, the luxury
resort is famed for its culture of genuine caring and real interest in
people. The property�s Fairy Godmother, a salaried position, has
the job of making sure people�s wishes come true whether it is ghost hunting
outings for children, star gazing trips for adults, picnics to secret romantic
spots, or decorating the cottage of the president of a major fast food
chain with kid�s meal toys.
Barnsley Gardens Resort reopened in 1999 after a thirteen-year renovation
of its grounds that added 70 sumptuous English-style cottages, a golf course,
spa, and three restaurants. The resort will begin marketing into
the European market at the end of 2002 with the objective of being one
of the top resorts in the world while maintaining its position as a destination,
and increasing stays above two nights. Since its revenue is repeat |
Barnsley Gardens' unique
and cozy guest cottages
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guest driven, one key to success is using technology that allows Barnsley
staff to be aware of guests� habits and preferences, and anticipate their
needs. The property relies on a seamless application suite that includes
Internet booking tied to property management system (PMS) yield management,
and integrates sales and catering using a shared database and a single
client record.
�There are very few independent high-end resorts left in the world
and, as an independent, our needs are very different,� said Wendy Welch,
Director of Finance and Administration for Barnsley Gardens Resort.
�We do everything ourselves � engineering, sales and marketing, operations
� so my staffing can be significantly higher than other properties.�
Welch noted that among Barnsley�s staff of 230, �everyone across our property
has access to the PMS system. Normally, it�s very unusual for the
outlet people in food and beverage, spa, and golf to be active users of
the PMS system, but our staff can input pets� names, guest history and
guest notes. Everyone focuses on anticipating the guest�s needs.�
When
Welch bought a new property management suite in fourth quarter 2001 the
two biggest features she shopped for were an integrated sales and catering
and PMS system, and a company that understood their business and was willing
to customize software in a way that made sense for Barnsley�s processes.
She chose the Maestro system from NORTHWIND Canada Inc. �Before Maestro,
we could not see in one place what a key corporate client did in their
last meeting two weeks ago: did they play golf, who were their VPs,
how much did they spend on dinner? We had to go to four or five places
in the system. Now we have instant access to all a client�s information.�
Sales and Catering Roll Out
Five weeks after purchasing the suite, and with the PMS system installed
and all the event data keyed in, Welch and her team rolled out Maestro�s
Sales and Catering module that includes Barnsley�s customized banquet event
orders, banquet invoices, and contracts.
�When we get a call from a corporate contact, we need to know two things:
are the guest rooms available and is the function space available?� Welch
continued. Prior to Maestro, availability for both rooms and function
space had to be uploaded daily, the two systems had to be balanced every
three or four weeks, and sales staff was required to go to two separate
locations for data, all of which prevented a direct response to the client.
�Now, if you have access to the Maestro PMS you have a way in to Sales
and Catering by default. Sales can directly access guest room availability,
and they can book the space they need,� said Welch. She also noted
that as a result of this increased efficiency, the property realized a
100% ROI on the Sales and Catering module after only four months when the
new system made it possible for them to eliminate a clerical position.
Welch commented that not only does system integration prevent the �dreaded
overbooking scenario,� but since anyone on property can generate sales
and catering documents in the format they need, �we find more and more
of our staff are printing and using event sheets, and keeping in
closer touch with group guests. If a group contact steps into Guest
Services and says, �I need the BEO for my event this afternoon,� we can
print it right there.� Using technology to partner with guests is
empowering, and is an ideal shared by Barnsley�s front office vendor.
To illustrate, Welch told an anecdote about NORTHWIND anticipating Barnsley�s
needs during installation. �After overhearing our general manager, Euan
McGlashan, say he loved graphs, the vendor�s team quickly created manager
reports that are graphically based, and showed McGlashan how to use them.
We did not have to adjust our business to the way the PMS system works.
They adjusted to us.�
Barnsley Gardens Resort is using NORTHWIND�s real-time Web-based reservations
module to book packages that are prominently advertised on their Web site,
and travel agents can book directly through the system to get their own
discounts. The property also uses a global distribution system via
their membership in Small Luxury Hotels
Welch also uses the PMS� yield management function for Barnsley�s �Hot
rates, Cool dates� program that allows, for instance, breakfast and a cottage
for $255 during select dates until November 18th. �It seems to be
working,� said Welch. �Even as a small property the yield management
system allows me to maintain control by letting employees sell rooms at
a lower rate during off peak periods.�
History of Barnsley Gardens Resort
The land on which Barnsley Gardens sits was purchased in pre-Civil war
times by affluent cotton broker Godfrey Barnsley. There he built
a mansion and a formal garden patterned after the designs of Andrew Jackson
Downing, the architect who planned The Mall in Washington, D.C. and the
original White House grounds. During construction, however, when
his wife, Julia, died of a lung ailment leaving a bereft husband and their
six children, he stopped the project and concentrated on his business.
A year later, Julia�s spirit appeared to him in the fountain of the formal
gardens urging him to finish their dream. With her continued direction
concerning the house, the estate and gardens were completed and christened
�Woodlands.� The estate fell into ruins after the Civil War and was
auctioned by the family in 1942.
Owned and developed by Prince Hubertus Fugger-Babenhausen of Bavaria
since 1988, the property was reopened two years ago after a major renovation
and expansion. |