Providing a bespoke booking service to the independent luxury hotel industry, Hotellivechat intends to improve hotel revenue, online conversion and website ROI, all from its headquarters. social located in Bridge of Weir.

Having gained first-hand insight into the luxury hospitality industry through its current telephone booking business, Hotelfone Director Roderick Whiteford has identified a gap in the hotel market to increase their number of online bookings in s’ engaging more effectively with their website visitors.

READ MORE: Scotland’s ‘underrated’ video game industry

Implementing software on hotel websites allows one of Hotelivechat’s 23 customer service professionals to chat online with potential website visitors and the company says it can help increase 25% booking conversions.

After conducting a six-month pilot period for the technology, Whiteford wanted to bring the service to market and secured a £ 60,000 investment from Business Loans Scotland.

Fully funded by the Scottish Growth Scheme and ERDF, Business Loans Scotland (BLS) provides commercial loans to Scottish SMEs from £ 25,000 to £ 100,000 and aims to ensure that good commercially viable proposals, such as Hotellivechat, do not fail. not a lack of access to finance.

BLS Fund Manager Andrew Dickson said: “I am delighted that Business Loans Scotland has been able to support Hotellivechat with loan financing to grow the business and market this bespoke booking service.

“This loan demonstrates our passion and commitment to supporting Scottish SMEs with the working capital they need to achieve their growth aspirations. I look forward to seeing the business flourish and I encourage all Scottish SMEs to join in. looking for access to funding to speak with the Business Loan Scotland team to see how we can help.

Inasmuch asGrowth Scope Forecast: Boutique Hotel Market
A recent market analysis titled Boutique hotel market was presented by ‘Orbis Research, which is an in-depth study of the market with illustrated views of key statistical information. The Global Boutique Hotel market research offers in-depth market analysis that covers key data on recent and development drivers, insights, evolving developments, and other key elements. The research report includes forecasts on the demand outlook for the industrial market up to an anticipated period. Also, it offers key insights into the intricacies of the market and economic environment and provides key insights for readers to capitalize on the various industry patterns.

This report is the latest research covering the examination of the effects on boutique hotel consumers of the COVID-19 outbreak. Key statistical statistics on the impact of the pandemic on the demand and supply chain and the financial scenario of the industry are presented here. In a post-COVID-19 context, the study also covers variations in industry dynamics and current developments and offers a futuristic perspective.

Competition Spectrum:
Marriott International, Inc.
hilton
Starwood Hotels & Resorts(Marriott)
Hyatt Hotels
Four Seasons Holding Inc.
Shangri-La International Hotel Management Ltd.
InterContinental Hotels Group PLC
Mandarin Oriental International Limited
The Indian Hotel Company Limited
Jumeirah International LLC
Kerzner International Resorts, Inc.
ITC Hotels Limited

The report also includes an early and potential assessment of the impact on the boutique hospitality industry of the global health crisis. This research report further includes an overview of the current and historical status of the industry to explain the growth trend of the industry over the span of the analysis. During the preparation of the study, extensive research and studies were conducted. In order to understand the market in detail, consumers may find this study very helpful. The main objective of the research report is to help clients understand the target industry in terms of segmentation, influential trends, definition, growth potential and challenges faced by the target market.

We have recent boutique hotel market updates in the sample [email protected] https://www.orbisresearch.com/contacts/request-sample/5759414?utm_source=PoojaGIR1

Report Highlights:
• The trends that will shape the boutique hotel industry in the coming decade.
• The strategic choices of market players important to the success of the Boutique Hotel industry.
• Growth strategies and recommendations for better investment choices.
• Compound annual growth rate (CAGR) % from the year 2015-2021 and estimated CAGR from 2022 to 2026.
• Demand trends, external factors and supply trends likely to influence the performance of the boutique hotel industry over the next decade.

The market is roughly divided into:

• Analysis by product type:
Business hotel
Suite Hotel
Airport hotel

• Analysis of applications:
Hall
restoration
SPA
Others

• Segmentation by region with details on country-specific developments
– North America (United States, Canada, Mexico)
– Europe (UK, France, Germany, Spain, Italy, Central and Eastern Europe, CIS)
– Asia Pacific (China, Japan, South Korea, ASEAN, India, Rest of Asia Pacific)
– Latin America (Brazil, Rest of LA)
– Middle East and Africa (Turkey, GCC, Rest of Middle East)

Contents
Chapter One: Presentation of the Report
1.1 Scope of the study
1.2 Key Market Segments
1.3 Players Covered: Ranking by Boutique Hotel Revenue
1.4 Market Analysis by Type
1.4.1 Boutique Hotel Market Size Growth Rate by Type: 2020 VS 2028
1.5 Market by Application
1.5.1 Boutique Hotel Market Share by Application: 2020 VS 2028
1.6 Objectives of the study
1.7 years considered

Chapter Two: Growth Trends by Regions
2.1 Boutique Hotel Market Outlook (2015-2028)
2.2 Growth Trends of Boutique Hotel by Regions
2.2.1 Boutique Hotel Market Size by Regions: 2015 VS 2020 VS 2028
2.2.2 Boutique Hotel Historic Market Share by Regions (2015-2020)
2.2.3 Forecasted Market Size of Boutique Hotel by Regions (2021-2028)
2.3 Industry Trends and Growth Strategy
2.3.1 Key Market Trends
2.3.2 Market Drivers
2.3.3 Market challenges
2.3.4 Porter’s Five Forces Analysis
2.3.5 Boutique Hotel Market Growth Strategy
2.3.6 Key Interviews with Key Boutique Hotel Players (Opinion Leaders)

Chapter Three: Competition Landscape by Key Players
3.1 Key Boutique Hotel Players by Market Size
3.1.1 Top Boutique Hotel Players by Revenue (2015-2020)
3.1.2 Boutique Hotel Revenue Market Share by Players (2015-2020)
3.1.3 Boutique Hotel Market Share by Company Type (Tier One, Tier Two: and Tier 3)
3.2 Boutique Hotel Market Concentration Ratio
3.2.1 Boutique Hotel Market Concentration Ratio (Chapter Five: and HHI)
3.2.2 Top Chapter Ten: and Top 5 Companies by Boutique Hotel Revenue in 2020
3.3 Head office and Area Served of Boutique Hotel Major Players
3.4 Key Players Boutique Hotel Product Solution and Service
3.5 Date of Enter into Boutique Hotel Market
3.6 Mergers and acquisitions, expansion plans

Do you have a specific question or requirement? Ask our industry [email protected] https://www.orbisresearch.com/contacts/enquiry-before-buying/5759414?utm_source=PoojaGIR1

Looking to bring about successful business relationships with you!

All variables, such as application, end users, product category, region, product subtypes, and others, are described in a bifurcated format in the research study. In the section of these areas, the global boutique hotel market strike is mentioned; it shows many segments and sub-segments of the global market. The report also includes consumers with specific government and industry policies necessary for the growth of the global industry. For the ease of readers, both demand estimates and capital versatility are offered quite clearly. The study report offers in-depth insights into global market sales, macroeconomic indicators, parent market trends and government forces, and industry attractiveness by market segment. A summary of the growth rate of the global boutique hotel market over the forecast period is given in the research study.

About Us:
Orbis Research (orbisresearch.com) is a one-stop-shop for all your market research needs. We have an extensive database of reports from leading publishers and authors around the world. We specialize in delivering customized reports according to our clients’ requirements. We have complete information about our publishers and therefore are sure of the accuracy of the industries and verticals of their specialization. This helps our clients map their needs and we produce the perfect market research required for our clients.

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• Opening of the new 175-room Clarion Congress Hotel in Bratislava
• Newly renovated Clarion Congress Prague
• Work in progress on the Comfort Hotel Budapest which should open at the end of 2022

February 16, 2022 // Franchising.com // Choice Hotels EMEA continued its strategic agreement with CPI Hotels, a hotel operating company in the Czech Republic and Central and Eastern Europe (CEE), as they opened their fourteenth hotel Choice – the Hotel Clarion Congress Bratislava.

Choice Hotels EMEA and CPI Hotels have a long-standing relationship that dates back to the 1990s. With the opening of the Clarion Congress Hotel Bratislava, CPI Hotels now has fourteen Choice hotels in the Czech Republic and Slovakia, including the newly renovated Clarion Congress Prague – one of the largest conference hotels in Europe.

The newly opened Clarion Congress Hotel Bratislava is a 175-room property conveniently located within walking distance of the city center and Old Town. It is well connected by public transport to the city center and to the nearby airports of Bratislava and Vienna. The property itself has a restaurant and bar in addition to conference facilities for 180 delegates and a fitness center.

The Clarion Congress Prague is one of the largest and most modern congress hotels in the Czech Republic, with a capacity for over 2,500 delegates. The hotel, which has 559 newly renovated and well-appointed rooms, is ideally located for sightseeing and business trips, with the center of Prague being ten minutes away by metro. The hotel is also connected to the Fénix shopping mall and a wellness and fitness centre.

CPI Hotels is also working on the opening of the Comfort Hotel Budapest, which is expected to open towards the end of 2022.

Commenting on the continuation of the agreement and the expansion of the portfolio, CEO of Choice Hotels EMEA, Jonathan Mills, said“We have a long-standing relationship with CPI Hotels and I am delighted that this will continue alongside the addition of these new properties.

“Despite challenging times for the hospitality industry, the EMEA region remains an important growth market for Choice Hotels and we are delighted to increase our presence in the region with the addition of these properties in Bratislava and Budapest to our portfolio.

“Sustainable growth for Choice Hotels EMEA relies on the right brands in the right places in the right markets. I’m sure guests will be excited about the offerings at both hotels and I look forward to more Choice Hotel properties opening in the area.

“This is an important year for us here at Choice Hotels EMEA as we continue to support our franchisees through this phase of recovery.

Jan Kratina, CEO of CPI Hotels said “It is an honor that our cooperation with one of the largest hotel groups in the world has been developing and strengthening for more than 25 years. I am confident that despite today’s difficult times, the 14 hotels that are part of the cooperation with Choice Hotels EMEA will be successful. I can’t wait to be there.

SOURCE Choice Hotels EMEA

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Kacey Bradley | September 06, 2019

By Kacey Bradley

Your pricing strategy should be variable, something that can change and evolve over time. You cannot anticipate the market and the consumers in it with a rigid structure. To approach the value of a hotel room, you need to consider a variety of factors, not just one. While some components are under your control, others are not.

Check out eight things that affect the value of hotel rooms below.

1. The economy

It might sound like common sense, but the economy has a significant effect on hotel room prices. Over the past 20 years, the industry has experienced two significant declines – one in 2001, after September 11 and a second in 2008 after the global economic crisis. Today the market has partially recovered and unemployment has declined. Hoteliers can upgrade rooms at higher rates when the economy is healthy and consumers have extra spending money. It is essential to always remain aware of the global market.

2. The location

The physical location of a hotel has a significant impact on the going rate. The value of your room will increase if the main attractions – such as a metropolitan area, amusement park, museum, natural wonder, etc. – are nearby. If you are away from anything of interest, you may have to compromise on the value of the room to attract guests. If there’s nothing nearby, think about how to make your hotel a desirable destination in and of itself.

3. The competition

Nearby competitors may benefit your hotel. Their presence will increase the demand and market size for all hotels in the region in general. Healthy competition encourages brands to re-evaluate the customer experience and improve offerings. However, he can also create a double-edged sword. If a 400-room hotel underestimates rooms to drive bookings, it may exclude a 100-room hotel that is unable to cut costs to that extent.

4. The type of room

What do your rooms have to offer? What sets you apart from the competition? A standard experience – a bed, TV, mini fridge, etc. – will get the standard value. Increase the value with in-room amenities like free Wi-Fi, a luxury mattress, and a coffee / tea bar. Give guests what they need to enjoy their experience in the privacy of their own room. An improved customer experience equals a higher room value.

5. Cleanliness

Cleanliness is crucial in the hospitality industry. First impressions are made as soon as a guest walks through the door. Guests will be on the lookout for common hotel pests, such as bed bugs, cockroaches, and mice. Avoid a disaster that can inflate the value of the coin teaching your staff about pest prevention standards. Look for extermination professionals and keep a speed dial expert in case something goes wrong.

6. Room service

Some customers, after checking in, do not want to leave their room, even to eat. Hotels that offer room service may rate their rooms at a higher rate. Today’s hotels are making room service an innovative experience, offering authentic cuisine made with fresh, local ingredients. Others cater to busy travelers with healthy and nutritious take-out options. Many use technologies such as smartphone apps to simplify the ordering process.

7. Technology

Technology is advancing rapidly. The hospitality industry is learning to use new resources to improve the guest experience and increase the value of rooms. Smart technologies, such as remote check-in and mobile room keys, meet customer wants and expectations. Many guests prefer eliminate the reception process absolutely. For hotels, this can significantly reduce personnel and labor costs. Occupancy sensors can also serve food menus to customers’ smartphones at optimal times.

8. Online presence

Today’s tech-savvy travelers rely on reviews to find out more about a place before they go. According to a study, 95% of travelers read the reviews before booking. If you don’t have an online presence – or worse, a negative one – you’ll lose a lot of the market. Make sure your hotel information is online and easy to find. Encourage customers to leave positive feedback. Online reviews that recommend your hotel can dramatically affect room demand and value.

You can embellish a room as much as you want, but it won’t necessarily improve the value. Several factors determine the ideal room rate, including location, competition, technology, and online presence. Consider the big picture before deciding on the value of the customer experience.

To say that the COVID-19 pandemic has ravaged the travel industry is an understatement.

Due to shelter-in-place orders and travel restrictions, hotels around the world have seen bookings drop exponentially.

The World Travel and Tourism Council (WTTC) estimates that 75 million travel-related jobs are at risk, and the downstream effect on some of the small and medium-sized businesses remains unknown.

The industry may be at a standstill, but it certainly won’t last forever.

Our hotel partners are already implementing social media and acquisition plans. To be ready for the recovery, boutique hotels can set the stage to ensure their digital ecosystem is in order before opening day – and a healthy digital ecosystem begins with your hotel’s website.

Here are four ways to clean your hotel website.

Be aware of COVID

In light of the COVID-19 pandemic, all of your actions related to the tips below should keep COVID recovery in mind. Consumers are afraid to travel.

To allay this apprehension, the travel and hospitality industry must strive to provide reassurance.

Let your customers and potential travelers know what you’re doing to ensure their well-being while they’re there. Itemize cleanliness, staff procedures, and any other policies you have in place to create a safe and healthy experience for your guests.

Another way to be aware of COVID is to offer booking flexibility. In times of economic uncertainty, consumers need to be confident that they can change their plans, or even cancel, if circumstances change.

Consider offering lenient cancellation policies and value-added offers, such as hotel or food and beverage credits, as well as competitive rates.

Not only will this give guests peace of mind, but they will also have the opportunity to explore your other amenities when they come to stay.

Back to basics

You have 15 seconds to hold a traveler ‘s attention when they click on your website. Within those 15 seconds, you need to present the right message for your prospect to book.

The only way to capture a consumer’s attention is to have a modern, clean, and easy-to-use website. When designing or redesigning a website, it is important to keep in mind the six key principles of website design: including simplicity, easy navigation, consistency of information and design. , friendliness and brevity.

The Six Key Principles should influence everything you do. For example, your home page should be clutter-free and navigation should be simple. Consider a collapsible menu or even a navigation style that only displays the sections that most consumers have come to see.

Everything should be up to date and consistent, including prices, hours of operation, offers, etc. In addition, your travelers should have access to the same experience whether they are using a mobile device or a desktop computer, which is possible thanks to responsive design.

Speak the speech

The website copy can be compelling or confusing. To avoid it being the latter, it must be clear, attractive and unique.

Travelers should be able to instantly understand the purpose of the copy, so avoid using unnecessary words. For example, “Air-conditioned rooms” is clearer than “Each of our 145 exquisitely designed rooms is equipped with high-end thermal air conditioning technology”.

The copy should make your travelers curious to learn more or supplement your call to action (CTA). “The integrated workstations and high-speed wifi make our rooms ideal for business travelers†is more appealing than “Our rooms are perfect for business travelers. ”

Use a copy to show how you are different from your competition, such as highlighting awards or other unique characteristics. COVID Recovery Tip: It will be important to outline the details of your cleanup and social distancing processes.

One of the most important parts of a website copy is the call to action, or CTA. A CTA can entice people to book or get them to book elsewhere.

In a CTA, it’s important to use action words, create urgency and scarcity, and minimize risk. Focus on the value you bring and highlight the offers.

Depending on when you’ll be open or expected demand, your CTA may be more flexible to create booking comfort now (with flexibility), but staying later.

Speed ​​up and optimize

One factor that Google uses to determine the ranking of search results is the speed of your web pages. In addition, travelers using their mobile to search are much more likely to leave a page if it takes longer than three seconds to load.

For all these reasons, use the Google Speed ​​Test tool and contact your website developer to rectify any issues affecting your website speed.

Page speed issues can also help you identify other issues on your website, such as large image files that need to be compressed, code bugs, or outdated plugins.

Pinterest increased SEM traffic and signups by 15% by increasing its website speed by 40%, and increasing your website speed can help you achieve similar results.

In addition to website speed, now is the time to check website metrics to see what is working and what is not.

Website traffic is likely slower than normal, allowing you to test on smaller audiences so you don’t lose out on valuable opportunities when traffic increases at a later date.

Test everything like CTA options, text, and images over a period of time long enough to give it statistical significance. If something makes a positive change, the answer is simple: keep it.

Your website is the window that gives potential travelers a view of your hotel. Right now, it’s the only thing they have to make booking decisions, which makes it one of your most important assets.

Take the time to make the right changes so you’re ready to ramp up your marketing – and bookings – when travelers are ready to make plans.

HotStats | February 24, 2020

For hoteliers and investors alike, it’s easy to be blown away by the revenue figures. Unfortunately, when labor costs rise, revenues can quickly decay. This is why the control of payroll data is at the heart of profitability.

Rising labor costs have scared the most seasoned hoteliers. And there are reasons to worry: ignoring the payroll can gut the profits. Consider how American hotels have performed in the third quarter Last year. Total revenue (TRevPAR) surged across the board, but struggled to filter down to bottom line.

Why?

Hotels were hit by a 3.7% year-over-year increase in labor costs.

The good news? Taking control of your payroll can free the operation from the vagaries of the job market and reveal new opportunities for profit. Here’s how to analyze the different components of your hotel payroll for better profit.

Why you should analyze your payroll

Payroll can be the fat that powers a refined machine. But if it’s badly managed, high labor costs can spoil the whole operation.

This is what makes accurate payroll management so crucial. Here’s a quick look at what makes labor costs such a dynamic number in the hospitality industry:

• Work has a high return on investment – The hospitality industry is driven by experiences. In fact, a Deloitte survey says 56% of guests who left a review for a positive stay did so because of experiences that exceeded or pleasantly surprised them. This means that investing strategically in the workforce can turn into more loyal and happier customers.
• It stimulates operational strength – A hotel is much more than a simple income in the room. This means that the more efficient each operation, whether it is a restaurant, spa or golf resort, the stronger the financial situation in the end.
• It is a high cost item – It’s simple. Since labor tends to be a large portion of a hotel’s costs, a more profitable payroll makes it easier to generate profits.

Which payroll components to analyze?

When it comes to the hospitality industry, labor costs are broken down by type of payments made and by category of paid employees. And both have deep intrinsic value.

First, hotel managers must follow the class of worker. Here are the easiest ways to break down these components:

• Management
• Non-management
• Contractual / outsourced work

Second, make sure you cover as wide a range of costs as possible. This means looking at these components of payroll:

• Wages
• Wages
• Bonus
• Advantages
• Distribution of service charges
• Social charges

When setting up benchmarks and analyzing payroll, the best route is to combine these two components and plot the results.

How to set up hotel payroll benchmarking

Remember, payroll tells a deeper story about labor costs, and so delving into the details of where the money goes will reveal new opportunities. Nonetheless, it is important to find out the costs from each source throughout the operation. Here are the benchmarking categories to consider:

• Payroll as a% of total turnover
• Payroll as% of total expenditure
• Management salaries and wages
• Salaries and wages of non-managers
• Total outsourced workforce
• Incentives or bonuses

Appropriately, each category offers an overview of the strategy. For example, maybe the benefits are an exorbitant percentage of the labor costs. It might be worth renegotiating the plans. Or maybe it’s worth relying more on the outsourced workforce.

On the other hand, it might spend too much on contract labor. There may be savings chances by removing some of these tasks internally. Whatever the end result, breaking down the numbers can illuminate a hotel plan and protect it from uncontrollable events.

A closer look at payroll

It’s easy to see the impact employees have on a hotel or resort. However, when looking at the numbers, don’t overlook the less obvious contributors.

Of course, most hotels will monitor the labor costs of front desk operators and room staff, but payroll should encompass the entire operation.

Ultimately, the goal should be to capture the full expense so that it can be used to drive a holistic approach. performance strategy. This means considering every square inch of costs. Here are some often overlooked labor costs:

• Catering staff
• Golf club and spa employees
• Maintenance personnel under contract
• Asset management and maintenance
• Non-management ownership and maintenance
• Additional ownership and maintenance expenses

The bottom line? By diving deeper hotel payroll benchmarks, the hotel will rely less on market developments and more on a global performance strategy. When set up correctly, payroll figures go from a frightening and unpredictable variable to a potential tool for growth.