News for the Hospitality Executive |
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Coming Out of the
Slump:
How Guest Perceptions and
Behaviors Haven’t
Changed in the Past Year
By Rick Garlick, Ph.D., Senior Director of Consulting and Strategic Implementation, Maritz Research Hospitality Group, December 23, 2010 Last year, when many people stopped
traveling, hotels
frequently cut prices in order to bolster their struggling occupancy
rates. A year later, occupancy is coming
back, although the average daily rate (ADR) charged by hotels is still
lagging
somewhat. (The exceptions are New York
and a few other scattered markets where ADR is pretty much back to
normal.) Conventional wisdom suggests
that guests are happier when paying less money and having their hotels
less
crowded. There is also the belief that,
during the worst of the recession, people sought value and avoided
higher end
hotels. This would suggest that, now
that times are improving slightly, people might be likely to
‘trade-up’,
particularly since rates have, for the most part, not yet rebounded to
their
pre-recession levels. This holiday travel season – an economic
bellwether for the
airline and hospitality industry – Maritz Research projected that
traveler
spend would increase to near pre-recession levels -- translating to
expected
revenue growth of $3.85 billion for the industry compared to last
year. The
random digit dial telephone study included 442 respondents that stayed
at a
hotel some time within the past three months. Interestingly,
while hotel occupancy is up seven points
from a year ago
(44% in 2010, versus 37% in 2009), there is no significant change in
the type
of hotel travelers are occupying (i.e. they have not “traded up” in
their hotel
choices due to a strengthened economy), specifically:
For upscale/luxury hotels in
particular, there is good
news and bad news about their customers’ perceptions of service.
The
“good news” is that the Poll indicates there has been a strong uptick
in service
over the past year. Last year, 28% of
guests that stayed in an upscale or luxury property rated the service
they
received during their most recent stay as ‘excellent.’
In 2010 this percentage rose to 39%.
Unfortunately, these hotels don’t get the credit they deserve for
service
improvements. When asked whether service
at these properties was getting better, worse, or staying the same, only 8% said service at these upper end
properties was ‘getting better’ compared to 14% a year earlier. Seven percent (7%) said service was getting
worse compared to 4% a year earlier. While
these are not large significant shifts, it underscores the problem that
service
efforts are not being consciously recognized as improvements by guests,
even
though their actual ratings are higher. A similar problem exists with price
perceptions. Last year, hotel rates fell
considerably for
nearly every segment and market, but people barely noticed. More people
in all
categories thought rates actually increased (31% overall.)
With the exception of New York and a few
other selected markets, average daily rate has still not rebounded to
pre-recession levels. However, the
broader perception is that rates are going higher.
In other words, people are quick to notice
price increases, but far less likely to acknowledge decreases in rate. The bottom line is that efforts to attract
guests on the
basis of an improved experience, or a better price, often fail to get
the
attention of customers in the way a hotelier would hope.
Studies have shown that people naturally
remember negative experiences (e.g.., bad service encounters, price
increases,
etc.) much more easily than positive ones. Good
service, particularly at higher end properties, is an
expectation. Therefore, you have to do
something really
special to get noticed. One successful strategy is to appropriately
let guests know
when you’ve done something special for them. Of
course, this has to be handled very sensitively. Several
years ago, while staying at an
upscale property, I asked the server if he could bring me an item from
the
restaurant that had been removed from the menu two years earlier. After a few minutes, he came back and said,
‘I can get this for you but have to apologize to you in advance for a
delay. We’ve sent someone to one of the
other restaurants in the hotel to get the ingredients required to make
what
you’ve asked for.’ I thought to myself
that this server was brilliant. I would
have been happy had he simply told me he could grant my request. However, had he not told me of his extra
effort, I would not have been ‘wowed’ in the way that I was. In another example, a friend, who actually
owned several hotels, once told me how he asked a server if they could
get him
a bottled Coke rather than a fountain Coke. The
server said he was happy to oblige. My
friend said he wasn’t sure if it was deliberately
planned this way,
but he was in a sight line to see the server put on his coat, walk
across the
street to a convenience store, and return holding a bottle of Coke. People will notice negative changes such as
when prices
increase, but be less quick to notice when rates decrease or service
improves. It is important to let guests
know how you are creating value for them at every level of the property. This is a big reason why many consultants and
experts strongly caution against cutting rates, but rather advise
toward
advertising things you are adding to create value.
If you are going to stand out, you have to
find ways of blowing your own horn in a manner that draws positive,
rather than
negative attention to your hotel. Rick Garlick, Ph.D.,
is the Senior Director of Consulting and Strategic Implementation,
Maritz Research
Hospitality Group Rick currently focuses on hospitality
clients, but has
experience in a wide variety of industries. As a consultant for the
design and
execution of company research initiatives, he helps clients integrate
their
findings into action plans with bottom-line impact. Rick also provides
guidance
to research staff and develops new consumer, market and employee
research
products. He has been published in psychology and communication
journals and
has appeared on national media outlets CNNfn, CNBC, and NPR. Before
joining
Maritz, Rick worked at Gallup as a senior research director and
managing
consultant, and a professor at DePaul University. |