Reports Indicate Optimistic Outlook for Leisure Industry
MCLEAN, VA (May 13, 2004) – How “The New Normal” is impacting a range
of issues, from consumer behavior to distribution channel management and
profit control, shaped the solutions-driven agenda at the Fourth Annual
Resort Management Conference held at The Greenbrier Resort recently.
The over-riding consensus was that resorts are well positioned to benefit
from all aspects of today’s state of affairs, with three areas crucial
to their success: (1) knowing how to manage the new network of distribution
channels and the promotional opportunities associated with them; (2) maintaining
an ever closer awareness of the distribution and consumer behavior landscape
and (3) managing profit by emphasizing those revenue centers that have
the highest margins.
Among other findings and highlights at the resort industry event, which
was sponsored by the Hospitality Sales & Marketing Association International
(HSMAI); the University of Denver’s School of Hotel, Restaurant and Tourism
Management; and the International Resort Managers Association (IRMA), are:
The Internet is a huge boon for raising the visibility of many remotely
located and/or independent resorts. However, managing the distribution
channels that comprise the web is a complex task requiring expertise in
promotions and yield management and an awareness of the constant changes
that would affect the resort industry. Third party travel websites
have spent billions promoting travel to American consumers, and while resorts
appreciate the incremental business, they resent the discounts and fees
paid to the websites for bringing in the volume. The question that
was raised was: Is the hospitality industry too beholden to these third
party sites or is it a new paradigm for business the resort industry will
learn to manage?
The consumers of 2004 are sophisticated, but they are also looking for
a deal, stated Peter Yesawich, president and CEO of Yesawich, Pepperdine,
Brown & Russell in his general session keynote address. Delivering
on ever-escalating expectations while managing the cost of services demanded
is the challenge of the day posed by travelers to resorts.
The growth in leisure travel over the last two years is a strong indicator
that the economy is bouncing back, which is especially good news for the
leisure-oriented resort industry. But, the demand patterns for hospitality
have shifted. Still substantially down are the business travelers
who frequented downtown and resort hotels alike. A strong mainstay
of the resort industry, the business meeting is no longer the bread and
butter of the hospitality industry. Surprisingly, it is the leisure
travel sector that has grown larger than the commercial sector for the
first time ever. In fact, according to Mark Lomanno, president of
Smith Travel Research, who headlined a general session, May, 2004 is anticipated
to be a record month for the industry, selling more hotel rooms than ever
Resorts managed the last downturn better in terms of average rate than
the industry in general, so the recovery will mean a shorter distance to
regain the rates of 2000. The economic rebound so far, according
to Smith Travel Research, is an occupancy-based recovery. This news
circles back to the issue of revenue management. Resorts are in the unique
and enviable position to have more revenue centers from which they can
profit. Smith Travel reports that managing profit will come down
to better yield management and harvesting the revenue centers that are
Peter Rainsford, director of the School of Hotel, Restaurant and Tourism
Management, stated, “The feedback from this year’s conference has been
so positive. We have already started the planning process for next
year and expect it to be an even bigger success.”
Also on the news front at the conference was the announcement of the
formation of a charter committee to establish a Resort Marketing Special
Interest Group under the auspices of HSMAI. Comprised of resort sales
and marketing executives, it will address the interests of those within
the resort industry and provide a forum to exchange best practices and
maintain close tabs on hot issues that affect resort revenues such as distribution,
Internet marketing, revenue management, CRM and other evolving topics.
This new group is an ideal solution for the resort executive who wants
to be connected to others for quick updates on current topics and quick
idea exchange for dealing with the issues unique to resort marketing.
Additionally, Texas hospitality industry veteran Paul Schultz, who oversees
the management and operations of four hotels and a convention center in
southeast Texas, was chosen as the Resort Executive of the Year for 2003
at the conference. The honor is bestowed on an individual that has
demonstrated superior management ability, a commitment to staff training
and motivation, active participation and leadership in lodging industry
association activities, support of legislation beneficial to the lodging
industry and leadership within his or her community.
The following is a brief highlight of the sessions:
General Session: The New Normal, Travel Trends
A look at the latest research about travel trends from Peter Yesawich,
president and CEO of Yesawich, Pepperdine, Brown & Russell.
Five trends that have affected travel:
1. Legacy of 9/11 and
2. Languishing economy
3. Evolving social
4. Shifting demography
5. Widespread use
of the Internet (the greatest impact)
Follow-up panel highlights
The difference between business and leisure travelers is dissolving as
far as travel decision-making, choice of hotel, etc.
Bigger focus on family (“togethering”): 71% of parents want more time with
family. Families, extended families and friends are inclined to take vacations
together, which translates to larger groups making reservations together
(80% of adults have done this).
“The Affluent Attitude” includes 10 years of travelers having status levels,
(i.e. platinum and gold cards) which make them feel entitled to being treated
like a VIP. These are the new customers.
Everyone wants the “best deal”—there is no status in overpaying only in
getting the best rates for travel.
Brand awareness is less important. Those who felt it was too risky
to choose a lesser known brand dropped from 67% in 1994 to only 50% in
2003. “Price loyalty” overrules the old and now outdated concept
of “brand loyalty”—customers want value. The concept of giving good
service will yield brand loyalty is no longer the case.
Changes in choice of vacation: 81% want to “try out a new place”—the “been
there done that” mentality.
Patterns in vacation lengths: 5 days+ 19%; weekday less than 4 days 22%;
weekends less than 4 days including Sat. 59%.
Greater interest in personalizing products, packages.
General Session: The New Normal for Distribution and Channel Management
The sophistication of revenue management has had to improve to deal with
the drop in lodging demand; resorts want to track revenue/day/customer.
Resorts have to be realistic about who is coming back to the resort and
match products and services to them.
The Internet is the great brand equalizer—it allows independent hotels
to emerge in the larger consumer market.
Improve add-on revenue with other services.
Group business has reduced lead times. To capture Sunday-Thursday
business, look at segment trends and determine what product/service should
be developed from asset management perspective to support business over
the next five years.
Addressing the complexities of channel management and providing strategies
to help resort operators maintain control over their own inventory.
Panelists: Carrie Campbell, director of Lodging, D.K. Shifflet &
Associates, Ltd.; Richard Chambers, president, TravelCLICKinteractive;
Bill Peters, vice president of Reservations, Outrigger Hotels & Resorts;
Jim Young, senior vice president, InterContinental Hotels Group; Moderator:
Robert A. Gilbert, president and CEO, HSMAI
General Session: The New Normal, What is a Resort and How Profitable
A DK Shifflet survey of 45,000 adults who traveled in the last three months
indicated hotel business evolving from two-thirds commercial/one-third
leisure to 50:50.- Bill Peters: third party intermediaries/dot.coms as
driving leisure business to hotels with billions of dollars in consumer
advertising to stimulate incremental travel business.
There is a huge change the in marketplace as hotels used to cater to business
travelers who paid the highest rates. Now business travelers have
become price shoppers and behave more like leisure travelers. Hotels
are generally taking the “wrong” tack with the lower rated business coming
through third party intermediaries by giving less desirable accommodations
to “punish” them for paying less – not the way to go. It’s better
to deal with it through inventory management and control the number of
rooms available at lower rates so you can get them when you want them.
Jim Young: Another issue with third party intermediary business is tax
requirements in some locations. For example, in New York City a hotel
must pay on what the guest pays for the room—not what the hotel gets for
the room. If the third party intermediary collects $100 and gives
the hotel $75, the city of New York requires hotel tax to be on the $100,
not what the hotel actually received. It’s becoming the hotel’s problem
to find out what the guest actually paid the third party intermediary.
Bill Peters: Web management suggestions: engage guests in live chat rooms,
be sure to own all content on any website publishing info on your property
and maintain parity or superiority to third party intermediaries for info
on your hotel. Don’t let them control the imagery of your property.
Also put a guarantee to customers to say your hotel will match any lower
price found elsewhere on Internet – this will attract customers to book
on your site.
Richard Chambers, discussing best practices, offered: Place the booking
engine on the home page – conversion rates increase dramatically with less
‘click-throughs’; Capture email on the home page – like the booking engine,
acquiring e-mail addresses for future re-marketing is easier with less
clicks; instill confidence on the site by making the best rate clear in
the copy and keep the online consumer at your site rather than clicking
to another site.
Keynote speaker Mark Lomanno, president, Smith Travel Research, presented
the latest findings on operating statistics for resorts as well as relative
research about the industry.
With nine consecutive months of occupancy improvement, it is anticipated
that by the end of May 2004 the industry will sell more rooms than ever
before – a new record.
The recovery has been occupancy driven so all RevPar increases are coming
from occupancy. Resort sector had the least drop in ADR during the slowdown
and therefore have the shortest distance to travel to get rates back where
they were. If you can increase ADR by 1% you will enjoy a 4% increase
Weekday rooms sold is still lower than the last highest point of 2000;
weekend rooms sold is much stronger than even 2000 and looks solid.
Demand has declined at the economy hotel type—likely due to customers able
to “trade up” with deep discounts at every level of hotel.
Estimated cost of third party intermediaries (TPI) is $1.3 billion in new
“distribution cost.” While it looks like ADRs have declined, if hotels
add back the TPI discount, the ADR rates are not as low as they appear
based on the portion the hotels get.
Hotel demand has tracked very closely with GDP for the last 10+ years.
If this remains true then hotel industry should have 2.4% ADR growth, 5.2%
RevPar increase and hit 60.8% occupancy.
Follow-up panel discussion with GMs/CEOs: Jack Damioli, The Greenbrier;
Ed Mace, president, Vail Lodging and RockResorts; Charlie Peck, president
& CEO, Destination Hotels & Resorts; and Richard Kelly, chairman
& CEO, Outrigger Hotels and Resorts.
Overview: The supply is stable, demand is hitting record levels, hotels
need to take better control of room rates, economy is rebounding and the
longer term outlook is definitely optimistic.
Ed Mace: The economic recovery increased business on weekends and in peak
times to compensate for the still missing corporate group. We’ve
used and overused Internet discounting to compensate and now need to slow
Charlie Peck: The answer is not raising the rate by 2% to give a $200 ADR
up to $204. In the resort context, the goal is to look for 25% growth,
not 2%. This can only come from managing all revenue sources. Look
at revenue per available guest not revenue per available room. One of the
resort industry advantages is having many options for revenue and we need
to learn to manage this opportunity.
Differentiating Your Resort with Creative Package Rates
Moderated by Robert A. Gilbert, president and CEO, Hospitality Sales
& Marketing Association International, three panelists provided insight
Salvatore Dickinson, chief executive, Dickinson and Associates:
Kim Schaller, chief marketing officer, Hershey Entertainment:
Creative packaging is the integrated packaging, or booking engine, of multiple
travel distribution businesses. It is a consumer driver defined by
what is available. It provides consumers and travel agents access
to multiple, dynamic and “value driven” travel packages.
All-inclusive packaging is a successful tool to market your resort as it
shields consumers from the actual rate, which will make competitive Internet
shopping more difficult.
To get started, understand your package metrics. Know what your operational
costs are, become familiar with your non-property complimentary providers
and set reasonable objectives.
Use dynamic packaging firms rather than build your own packages, which
take a lot of time and could cost you an opportunity
Packages can be personalized by the customer’s needs and customized on
Tom Trotta, president, International Lifestyles/Superclubs:
First step: identify the products your resort has available.
Marketing – You must have packaging to be able to compete in this market.
PR firms look for packages to promote.
Set up a task force, a combination of marketing and operational staff.
See what the costs are, what the yield will be, and keep a close analysis
of the overhead verses revenue. Use key phrases such as: “Packages
starting out as…” and “Based upon availability.”
All packages will not sell. Some serve the purpose of attracting publicity.
Repositioning and Renovations for Resorts
Without packaging, resort vacations when compared to cruises appear to
have higher costs and are not competitive. When preparing a package, there
are ways to entice the consumer such as competing against cruise packaging.
All-inclusive packaging can appear to the consumer to be cost efficient
if packaged wisely.
Add components to hotel packages to include meal plans, breakfasts, cocktail
hours, spa packages, etc. Some hotels offer inclusives for repeat
guest program rewards.
Use search engines to advertise packaging.
Use packages as marketing tool: specialty events (i.e. weddings), off-season
Moderator: Paul Beals, professor, Hotel Real Estate and Investment,
School of Hotel, Restaurant and Tourism Management, Daniels College of
Business, University of Denver
Panelists: David Bland, director of Hotel Investments, MONY Reality
Capital; Jim Mangan, director of Strategic Planning, The Greenbrier; Roger
Hill, chairman and CEO, The Gettys Group, Inc.; and John McCarthy, President,
Liberty Hospitality Group.
Staff Recruitment and Retention
In a discussion on asset management and increasing the value of your property
through renovations and repositioning, panelists presented case studies
and ways to ensure asset preservation, profit enhancement, being comparable
to competition, and maintain guest sensitivity and ambience through the
Presented by Cindy Clark, director of Human Resources, The Broadmoor
Hotel & Resort with panelists Paul Hanna, employment manager and Bruce
Rosenberger, director of human resources, both of The Greenbrier
Unlocking Hidden Value
A discussion of various recruitment and retention practices within the
industry including college recruitment as a valid source; partnering with
local workforce agencies and establishing training programs; Pro Start,
a program to supply necessary hospitality equipment to local high schools;
implementing Talent +, a behavioral interviewing technique; and J-1 Trainee
programs can be utilized to educate international hospitality students.
Also presented were methods for retaining employees once recruited: job
previewing (having an applicant see the job in progress at a hotel site
before accepting the job offer); surveying after training provides feedback
and allows new employees to rate their initial job training effectiveness;
the use of employment metrics; and employee climate surveys.
Electronic Distribution 101: Back to the Basics
Scott Steilen, principal, Warnick & Company, discussed the concept
that a resort property is not just a hotel, but a valuable piece of real
estate. He stressed the “strategic imperative” – to capture all the
potential value of your asset by “intelligent” use of the land and facilities,
and by creating a cross utilization of facilities, services and amenities.
Presented by Bill Peters, vice president of Reservations, Outrigger
Hotels & Resorts with panelists John Burns, president & CEO, Hospitality
Technology Consulting; Dwight Gould, president & CEO, Aviatech, LLC;
and Mike Hampton, Ed.D., president & CEO, HSA International.
What are the Criteria that Make a Great Resort General Manager Today?
Bill Peters cautioned resorts to maintain control of their inventory, rates
and presence online. He encouraged the resorts to take advantage
of the visibility the third party intermediaries are giving the travel
industry and how hard they work to get Americans traveling again.
He warned resorts to stay on top of the consolidation in the third party
intermediary world so they understand how they fit into the marketplace.
John Burns emphasized the need for resorts to make powerful presentations
of their products, to understand, accept and learn how best to work with
the large “mega” third party intermediaries/wholesalers and to maintain
Dwight Gould reviewed the increase in online versus traditional advertising.
He emphasized the need to understand online media and advertising options
and start testing and allocating marketing budget accordingly.- Mike Hampton
talked about how the web business has changed revenue management and yield
management functions and how important it is for resorts to be sure staff
in these areas are properly trained.
Moderated by Stephen Bartolin, Jr., president & CEO, The Broadmoor
Hotel and Resort, qualities and characteristics were presented by panelists:
Financial Benchmarking of Your Resort
Dr. Richard Kelley, chairman & CEO, Outrigger Hotels and Resorts: “Be
a people person and interact/relate to staff and get involved, stay objective,
know all aspects of business, be willing to learn, don’t micromanage.”
Charles S. Peck, president & CEO, Destination Hotels & Resorts:
“Enthusiasm, energy, leadership, and an ability to stay above the noise.”
Ed Mace, president, Vail Lodging and RockResorts: “Have leadership, be
motivated, possess language skills, have vision and be able to communicate
that with staff and guests, be a good salesperson, be good with numbers,
and share your values.”
Presenters: Robert Mandelbaum, director of Research Information Services,
PKF Consulting; R. Mark Woodworth, executive vice president, PKF Consulting.
How benchmarking (comparing your financial information against that of
other resorts) can help you learn about the operation of your property
and identify areas within your operation that require attention to improve
Jeffrey L. Moss, executive manager, Culture & Staff development,
The Grove Park Inn Resort & Spa.
Established in 1946, the School of Hotel, Restaurant and Tourism Management
(HRTM), part of the Daniels College of Business at the University of Denver,
prepares both graduate and undergraduate students for senior management
positions in the fast-changing and competitive hospitality industry.
In today’s world of high turnover, a saturated hospitality market, and
hard economic times, one of the most useful recruitment and retention tools
we as hoteliers have are our benefits packages. They add an incentive
and compensation component that goes beyond the hourly wage. However,
to be effective, you must tailor your packages to fit the needs and desires
of your employees. You must also make sure that they are advertised.
Health benefits are some of the most powerful, but also some of the costliest
for the company. Having your employees commit to a healthier lifestyle
in order to reduce or slow down rising healthcare costs is a huge help
in controlling these costs.
Other non-payroll benefits offered by the panel companies included public
transportation passes, subsidized housing, free uniforms and dry cleaning,
free meals while on duty, on-site medical center, and use of the resort