Today's Hotelier - April 2018 - 33

primarily to solo business travelers, for instance, then the
experiences you subsequently decide to build will be vastly different than if your customer base principally consists of large
leisure groups. Likewise, what appeals to midweek corporate
groups will contrast almost completely with what couples on
a weekend getaway are looking for. Undoubtedly your senior
executives have long since devised a shrewd plan to diversify
revenues from business and leisure guests, so you will need
to draft a priorities list that aligns those relevant activities
with each traveler tier.
As well, you will want to discern what experiences best
represent your region's specialty because, regardless of guest
type, people will want to live like locals. They want a taste
of something they won't be able to sample anywhere else.
Hence, if it comes down to two activities that both have similar
costs and appeal within one target demographic, you would
want to choose the one that's going to be more meaningful
to your guests.
Whatever experiences you establish
are only as good as your team's abilOUR:
STEP F
ity to inform customers. If guests aren't
prompted before booking, before arriving,
at check-in, while onsite and after they've
left, then it won't matter how good the
program is because no one will know
about it. These listed prompts represent all
the key touchpoints where activities can be
introduced to guests, and a solid effort must
be made at each in order to effectively get underway.
First and foremost, your website should have a section
devoted to onsite events and available activities so that customers can browse through these options during the research
phase of the purchasing pathway. Ideally, you will want to
subtly communicate that there's more to do at your property
than any of your competitors. Thinking broader, you will also
want to tout your region over others so there's an additional
emotional incentive. Preferably, your site should have some
sort of online booking capabilities for these activities, although
this may be beyond what's controlled at the property level,
and even still it's a headache to actually get done.
The touchpoints of the pre-arrival email and post-stay
follow-up are two closely related opportunities to educate
guests, with the former also serving as fertile grounds for
impulse buys if the price is right. More toothaches may result
as not every PMS is well-suited to distribute these sorts of
customized emails with specific calls to action. Additionally,
wielding your CRM will help to narrow your targets for select
package bundles or activity-infused upgrades.
Next pertains to when your guests officially arrive, for
which there is no getting around the need to train your front
desk clerks accordingly so that they can enthusiastically and
knowledgeably sell to guests. It's a unified effort where, even
though customers are the end goal, you must also promote

E YOULR
T
A
R
G
INTE MOTIONA
PRO FORTS
EF

your new programs internally so that all other departments -
particularly front office, sales, marketing and public relations -
can offer promotional assistance.
As the third pillar to complement digital and staff promotions, you will want to design a series of appropriate collateral
materials like brochures displayed in the guest rooms or on the
rack at check-in. Such low-tech vectors can also be distributed
throughout your area to drum up community awareness and
involvement. Along those lines, you might want to consider
hosting an appreciation event for the neighborhood, outlining
your intentions and announcing the launch.
Building what could eventually
STEP F
become its own department from the
IVE:
ground up will be fraught with temporary setbacks and an array of coordinated tasks necessary to have it running
smoothly. As such, it's much easier to
control an activity that doesn't require
any outside approval or profit-sharing.
Testing the waters in this regard means
starting with a small event or recurrent
experience that takes place entirely on your property and
does not hinge upon the involvement of an external partner.
This could be something as simple as incorporating more
regional foods into your food and beverage outlets, or perhaps
something a bit more complicated like procuring artwork from
local creators. Next, you might try out a punctuated event that
highlights the best of the area or even an art fare, both of which
have appeal to incoming guests as well as the community.
The goal here is to learn what works, so that you can readjust
your processes before future expansions into more serious
endeavors like full-day guided excursions or anything involving heavy equipment. After all, you might find that you've
drastically misjudged what your audience wants, where you
may only receive this feedback anecdotally once the program
is in its nascent stage.

STA
ONSITRT
E

Now is the time for when you truly
STEP S
start to synthesize your bucket list
IX:
with what your market research has
told you about your customers and what
they would most likely want in a travel
experience. Again, it's essential to
incrementally expand only when the
budget allows and only after properly incorporating feedback from guests as well as
your staff.
Start by appealing to your core demographic. You don't
want this to be a niche venture for only the select few who
fit the profile and, importantly, you need cash flow to justify
its existence. Keep in mind that each new experience you
develop requires additional staffing and lots of extra effort
to manage on an ongoing basis. As well, time is needed to

L ES S
MOREIS

TODAYSHOTELIER.COM | APRIL 2018 | 33


http://www.TODAYSHOTELIER.COM

Table of Contents for the Digital Edition of Today's Hotelier - April 2018

Letter From the Chairman
Letter From the President & CEO
Government Affairs & Advocacy
The C-Suite
Common Ground
Summer Season Offers Opportunities to Drive Business
Maximizing Your Experiential Travel Potential
What Can Hoteliers Learn From Other Industries?
Trends to Watch
Finance
Operations
Marketing
Small Business
Spotlight
Q&A
Perspectives
Travel
Leadership
Strategy
Design
Guest Experience
Food & Beverage
Technology
Operations
HR & Employee Relations
AAHOA Club Blue, Platinum, Gold & Silver Members
AAHOA @ Industry Events
Classifieds
Advertiser Index
Back of the House
Today's Hotelier - April 2018 - Intro
Today's Hotelier - April 2018 - cover1
Today's Hotelier - April 2018 - cover2
Today's Hotelier - April 2018 - insert1
Today's Hotelier - April 2018 - insert2
Today's Hotelier - April 2018 - 3
Today's Hotelier - April 2018 - 4
Today's Hotelier - April 2018 - 5
Today's Hotelier - April 2018 - 6
Today's Hotelier - April 2018 - 7
Today's Hotelier - April 2018 - 8
Today's Hotelier - April 2018 - 9
Today's Hotelier - April 2018 - 10
Today's Hotelier - April 2018 - 11
Today's Hotelier - April 2018 - Letter From the Chairman
Today's Hotelier - April 2018 - 13
Today's Hotelier - April 2018 - Letter From the President & CEO
Today's Hotelier - April 2018 - 15
Today's Hotelier - April 2018 - Government Affairs & Advocacy
Today's Hotelier - April 2018 - 17
Today's Hotelier - April 2018 - 18
Today's Hotelier - April 2018 - 19
Today's Hotelier - April 2018 - The C-Suite
Today's Hotelier - April 2018 - 21
Today's Hotelier - April 2018 - Common Ground
Today's Hotelier - April 2018 - 23
Today's Hotelier - April 2018 - Summer Season Offers Opportunities to Drive Business
Today's Hotelier - April 2018 - 25
Today's Hotelier - April 2018 - 26
Today's Hotelier - April 2018 - 27
Today's Hotelier - April 2018 - 28
Today's Hotelier - April 2018 - 29
Today's Hotelier - April 2018 - Maximizing Your Experiential Travel Potential
Today's Hotelier - April 2018 - 31
Today's Hotelier - April 2018 - 32
Today's Hotelier - April 2018 - 33
Today's Hotelier - April 2018 - 34
Today's Hotelier - April 2018 - 35
Today's Hotelier - April 2018 - What Can Hoteliers Learn From Other Industries?
Today's Hotelier - April 2018 - 37
Today's Hotelier - April 2018 - 38
Today's Hotelier - April 2018 - 39
Today's Hotelier - April 2018 - 40
Today's Hotelier - April 2018 - 41
Today's Hotelier - April 2018 - Trends to Watch
Today's Hotelier - April 2018 - 43
Today's Hotelier - April 2018 - 44
Today's Hotelier - April 2018 - 45
Today's Hotelier - April 2018 - Finance
Today's Hotelier - April 2018 - 47
Today's Hotelier - April 2018 - 48
Today's Hotelier - April 2018 - 49
Today's Hotelier - April 2018 - Operations
Today's Hotelier - April 2018 - 51
Today's Hotelier - April 2018 - 52
Today's Hotelier - April 2018 - 53
Today's Hotelier - April 2018 - Marketing
Today's Hotelier - April 2018 - 55
Today's Hotelier - April 2018 - 56
Today's Hotelier - April 2018 - 57
Today's Hotelier - April 2018 - Small Business
Today's Hotelier - April 2018 - 59
Today's Hotelier - April 2018 - Spotlight
Today's Hotelier - April 2018 - 61
Today's Hotelier - April 2018 - Q&A
Today's Hotelier - April 2018 - 63
Today's Hotelier - April 2018 - 64
Today's Hotelier - April 2018 - 65
Today's Hotelier - April 2018 - Perspectives
Today's Hotelier - April 2018 - 67
Today's Hotelier - April 2018 - 68
Today's Hotelier - April 2018 - 69
Today's Hotelier - April 2018 - Travel
Today's Hotelier - April 2018 - 71
Today's Hotelier - April 2018 - 72
Today's Hotelier - April 2018 - 73
Today's Hotelier - April 2018 - 74
Today's Hotelier - April 2018 - 75
Today's Hotelier - April 2018 - Leadership
Today's Hotelier - April 2018 - 77
Today's Hotelier - April 2018 - 78
Today's Hotelier - April 2018 - 79
Today's Hotelier - April 2018 - 80
Today's Hotelier - April 2018 - 81
Today's Hotelier - April 2018 - Strategy
Today's Hotelier - April 2018 - 83
Today's Hotelier - April 2018 - 84
Today's Hotelier - April 2018 - 85
Today's Hotelier - April 2018 - Design
Today's Hotelier - April 2018 - 87
Today's Hotelier - April 2018 - 88
Today's Hotelier - April 2018 - 89
Today's Hotelier - April 2018 - Guest Experience
Today's Hotelier - April 2018 - 91
Today's Hotelier - April 2018 - 92
Today's Hotelier - April 2018 - 93
Today's Hotelier - April 2018 - 94
Today's Hotelier - April 2018 - 95
Today's Hotelier - April 2018 - Food & Beverage
Today's Hotelier - April 2018 - 97
Today's Hotelier - April 2018 - 98
Today's Hotelier - April 2018 - 99
Today's Hotelier - April 2018 - 100
Today's Hotelier - April 2018 - 101
Today's Hotelier - April 2018 - Technology
Today's Hotelier - April 2018 - 103
Today's Hotelier - April 2018 - 104
Today's Hotelier - April 2018 - 105
Today's Hotelier - April 2018 - Operations
Today's Hotelier - April 2018 - 107
Today's Hotelier - April 2018 - 108
Today's Hotelier - April 2018 - 109
Today's Hotelier - April 2018 - 110
Today's Hotelier - April 2018 - 111
Today's Hotelier - April 2018 - HR & Employee Relations
Today's Hotelier - April 2018 - 113
Today's Hotelier - April 2018 - 114
Today's Hotelier - April 2018 - 115
Today's Hotelier - April 2018 - 116
Today's Hotelier - April 2018 - 117
Today's Hotelier - April 2018 - AAHOA Club Blue, Platinum, Gold & Silver Members
Today's Hotelier - April 2018 - 119
Today's Hotelier - April 2018 - AAHOA @ Industry Events
Today's Hotelier - April 2018 - 121
Today's Hotelier - April 2018 - 122
Today's Hotelier - April 2018 - Classifieds
Today's Hotelier - April 2018 - 124
Today's Hotelier - April 2018 - 125
Today's Hotelier - April 2018 - 126
Today's Hotelier - April 2018 - 127
Today's Hotelier - April 2018 - 128
Today's Hotelier - April 2018 - 129
Today's Hotelier - April 2018 - 130
Today's Hotelier - April 2018 - 131
Today's Hotelier - April 2018 - 132
Today's Hotelier - April 2018 - Advertiser Index
Today's Hotelier - April 2018 - 134
Today's Hotelier - April 2018 - 135
Today's Hotelier - April 2018 - Back of the House
Today's Hotelier - April 2018 - 137
Today's Hotelier - April 2018 - 138
Today's Hotelier - April 2018 - cover3
Today's Hotelier - April 2018 - cover4
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