Hello everyone and welcome to Hospitality Marketing the podcast, I am your host Loren Gray and this is episode #285 where each week we spend around 20 to 30 minutes sharing the most interesting tools, news, and techniques being used in marketing for the hospitality industry. We also do a quick recap of our weekly Live Video show “This Week in Hospitality Marketing” which also airs every Friday at 11:30 am Eastern US Time.. SO let’s get started;
00:07— Our Technique this week is; “Emerging and redefining logistics. The big rethink”
00:15 — News and Show Review
00:01 — Melissa reviews the new segmented survey update
00:11 — how are the theme parks have been handling this demand issue
00:17 — more data variations
02:16 — Show ends
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Hospitality Marketing the Podcast Show 285 Transcript (English U.S.)
Announcer — Welcome to this week in Hospitality Marketing. The podcast show number 285 with your host, Loren Gray.
Hello, everyone, and welcome to hospitality marketing the podcast. I’m your host, Loren Gray, and this is episode number 285. So each week we spend around 20 to 30 minutes sharing the most interesting tools, news and techniques being used in marketing for the hospitality industry. We also do a quick recap of our weekly live video show this week in Hospitality Marketing, which also airs every Friday at 11:30 a.m. Eastern US time so that let’s get started
Announcer — Now, today’s new resource tool.
So our tools for review this week and there are two of them are kind of and, as always, indicative of our technique discussion to now a slightly parallel degree, I should say, Let me explain to this where we are right now, being January, January 22nd, Um, we need to consider our continued conversations with our guests. Aziz. We’ll talk to him, review our show today as about the duration of the journey that we’re going through with covert and the darkness that were in in the perpetuation of what it’s gonna take to get out of it.
There are timelines as to whether we all agree to them or not. There are realistic timelines as to how all of our guests and including of ourselves, perceive our travel experiences. To that end, we need to be very sensitive to how we dialogue and what do we dialogue about. And we’ll have many more conversations just a few minutes when we do the show review to this end. But the the means in which we can dialogue can also be a positive one. It doesn’t always have to be factual, informative and functional.
It could be inspirational, aspirational and, um inspiring. And to that end, the two tools I would talk about today, one which we talked about really quite a while ago, I would spend well into two years ago. I think that’s what worth bringing back into the discussion again is King Sumo. For those unfamiliar with King Summer, which is literally how it’s spelled K I N G. S, um, o dot com King Summer is a contest builder. Now, why is this important? Well, one is we know that through active engagement with our guests.
Um, the strongest way that that our message gets shared out from our guest engagements can be the virility of their audiences that they engage with as we’ve talked many times before. Viral or virility of content is based on how well the content shared represents the person sharing it. And so, for that end, if you’re sharing an opportunity with your friends and family, you’re more likely to do that than you are to share other forms of things that don’t represent you. Well, like Hey, look what I’m showing you.
Look at what I’m giving you. Whatever that feeling value of that is, and you have to do it in such a way that allows for the more you share, the more reward to the share your and that’s what King sumo does. King Sumo basically increases to scales that you can control as to what you’re asking them to dio. I mean, commerce does this and other platforms. We’ve discussed what we’re dealing with King Sumer. Right now, um, that if you share it mawr on other platforms beyond the one or the two that they you have mentioned or that they found you on that.
It improves their odds of opportunity of success. So you’re literally asking them by them sharing to their audiences and on all the channels that they have access to this means of people to also participate in the contest or share what it is that they found a value. And that is the true. In a nutshell. Value of King Sumo is it gives you a wonderful platform with the disclaimers, the legalities, the requirements, the restrictions and everything else you need that you worry about going off. I’m gonna run a contest.
Oh, my gosh. You know, no purchase necessary void where prohibited. The typical jargon that you need to know is in there for exposure of liabilities. They do. It literally is. What do you want to do? What is the conditions of whether the sharing will be and what’s the reward for those to do it? And what are you drawing it and legitimize it by the random ization of the success of drawing it? That’s kings. Um oh, it’s very affordable. Very easy, very functional. But the key element of that is is we talked.
What were we talking about in our technique to session is it’s a positive communication without asking for something more about giving something. Yes, you are getting something for that. But you’re also making sure that you are giving something. And that, to that end, is the second tool we’re going to talk about, which is viral loops dot com v i r a l dash loops L o. P s dot com Viral loops is different in context of what it can do. What this does is it creates different conditional relationships, working some of those one thing share and get offer made, offer shared offer rewarded from those who are shared with and those that did this.
Sharing the templates that are less issue with viral apps is very robust, and I don’t get into the the uni degrees of all these things, but you are able to do referrals. Prelaunch incentives, newsletter referrals, um, give a weight of things viral loose for for buying gets referral of friends. It allows for a lot more variations toe other than just Hey, here’s your chance to win. The more you share, the more you care, the more you get opportunities to get. This one gives you the nuances of different types of engagements reward their engagement that is being provided.
Why is this important? One most importantly is it keeps an open dialogue with guests rather than just talking about it’s sunny and 72. And look how pretty it is outside or look at are pretty lobby or whatever. Generic evergreen diatribe, the most white noise posts from people that don’t know and have strategies. As we’ve talked many times on the podcast on the live show don’t have they just put content up to put content up. It’s not providing a value. This is a content that has a reward relationship built into it so that there’s a value to it.
By doing this, you get this by engaging this. You get this by sharing you get this all value propositions. So our tool tools for the week our, uh, king sumo dot com and viral dash loops dot com. Which brings us to our technique of the week
Announcer — Now for this week’s hospitality technique.
So our technique this week, the term in this statement and this goes to a more in depth conversation, um, is emerging and redefining logistics. The big rethink. This is my contention for making such a big statement is that, and again, the technique is emerging and redefining logistics.
The big rethink. I have the privilege of being asked once again to speak to the Vancouver British Columbia, HS my chapter next week. And they, of course, were asking, What is I would like to talk about? And I am browbeaten by the amount of white noise in the space social space linked in space, shared webinars and when resumes and content and things that are all about the new 2021. The five things to do in 21 21 about X y Z theme. The 10 things to do right now for 2021 the 25 things that you must have.
And that’s six steps to do that. And it’s all regurgitation of really not tangible. Uh, that’s not that the advice may be bad. If anything, at best, it’s generic. Attn. Best It might be adaptive, given the circumstances of being at the bottom of the hill, try to get to the top of the hill, but it’s not sensitive. Its’s tone deaf as to what needs to be discussed right now and what needs to be discussed right now is in context of what I’m gonna be presenting at the Vancouver B. C and the show note in the show notes.
You have a link to registering for that? If you like to. It’s a webinar. It’s online. It’s free. Um, um, yes, I think it’s for you. I’m sure it is. If not what worth a couple of dollars that they were asking for rebel use. Free, uh, distance. As I said, I was like, I should go check. Um, but the idea is we’re all going through this business cycle at different levels, or is one of my dear friends on the live show had referred to another quote. That was We’re all in the same ocean in the storm.
Just were in different type of boats. Um, there are hotels that had stopped operations completely and are trying to emerge back into the business. And that isn’t always to their choice and chosen time. They might be at a point where it’s now or never. If we don’t get back to generating revenue, we’re never going to be able to get back to generating revenue. Some hotels never got back to it and now have a new owners that are trying to get back into generating revenue for it. There are other hotels that batten down the hatches metaphorically and cut all costs and tried to cost their way through it and have touched nothing the differently than what they had done previous to the onset of the pandemic.
To think that they just open the doors again, that they can restart the stuff that they still had on the shelf, so to speak. Then you have those that realized that they can’t do that and they need to make some changes, but they have very little money to do it. Then you have other hotels that and restaurants that have survived and adapted and, uh, change what they’re doing and kept progressive with it. And, if not spend any money per se as much as they could or should, but have spent what they can to their survivability.
And then you have others that are going to emerge into the market that have taken the time to basically metaphorically take the car off the race track. Since we’re under a yellow flag and ripped the engine output a whole new engine in. So we have a better car going up when the race starts again. Eso everybody’s at different levels, and because of that, we also have to look at and this is a discussion on the live show today. I thought by now January 22nd that we would have a mawr defined opportunity of what our timelines of emergence of business would be like, unfortunately, uh, promises made and not completed or logistics that haven’t come through.
We’re not at vaccine levels that we were hoping to be at. We weren’t at optimistically places of opportunity that we would like to have been at, and this isn’t a political session or satire towards that, but the realities of our we’re behind on that curve. So the horizon line of success, the herd immunity percentages, the amount of vaccinations that air into the open public and so forth are not there yet. So our opportunity for all the diversification, what people’s decision processes are for travel experiences aren’t really satisfied yet at numeric levels, size levels for business.
We know there’s a reality that there’s a region ality response to this. There’s be some areas that will have better business because of geographically, where they’re located and the type of product that they represent. Resorts and in multiple service places in warm climates might well have the edge now, so to speak, for those that air willing to travel. And we’ll talk many, much more about the logistics of numbers that fuel travels. Survey Melissa Cavanagh brought to us on the live show today, but either which way? We have to rethink what we’re doing now.
I I made the symbolism that you think by getting to the top of the hill the journey’s over. But when you get to the top of the hill, that feeling of no, we’re just on the top of the ridge is still a lot more road to go before we get to the top of the mountain. And that’s why I feel we are right now. Me metaphorically. I feel like uh huh. I was full of optimism at the beginning of the year that the consumer sentiment say, saying that people were looking to convert their aspirations into bookings and I still feel that way.
But there is a reality that where we were thinking about a mid summer tsunami surge. That’s the desire of the audience that may not necessarily play out to the actualization of their actions. Um, where, then? The fall back to me was, well, really more realistically, probably late summer early also, you know, August, ever seen me fall? Um, that seems more realistic. Well, yeah, that would be probably opening doors in a lot of ways, but probably now we’re looking at the fact that, according to information, we’re not going to get any sort of statistical relevance of vaccinations and so forth in the public world until next year.
So that’s the long haul. We have to be prepared, as always for the worst hope for the best. But we have to be prepared, and we have to have plans so emerging. Redefining logistics is literally that for those who were holding out before making decisions, the world you just realizes has changed to this where we are right now. And rather than waiting for it to go back to the good old days, the good old days were gone. Even if and when all of this comes back to a level that is generally considered a success, the residual impact on our society is still there.
This isn’t just a light switch that goes back off saying, okay, we’re all back to what? We were pulling a We’re gonna have surgeons, Aziz. We talked about the live show Bursts really of business based on region ality business on type of business become pipe of product so forth and so on. All of us will have our bursts. And as we were talking about, also the fact that you know, some of these cannot be forecast that they happen because circumstances worked out that it happened that people felt this was the time they could travel.
And again, I don’t want to spoil our conversation over the live show review, but we’ll go through a little bit that in just a few minutes here. But the big rethink for you as an operator for whether it’s your hotel, whether it’s your restaurant, whatever it may be, is the need to know that you have to make decisions Now. The now part is what is it you’re going to do with the information you have in hand now? And that is about knowing that whatever funny and finances you have now have to be decided upon and sitting with the hatches batted down or cost conservation.
Or we’ll do this when condition ALS. You have to say, this is what we have now and this is what we have to rethink. And this is what we have to create now and from that decisions logistics, re thinkings and what you do to emerge into the market, to run a business now or the choice of not doing that where you literally decide this isn’t something we can maintain at this point, we have to make other financial considerations. So that is our big technique of the week emerging and redefining logistics.
The big rethink. So that brings us to our news and show review.
Announcer — Now, this week’s hospitality news that you should know.
So our co host today lots of fun. Open mic, basically like we’ve had no guest co host to have specialty today. Unlike last week where we had some great co host with us, it was really very inspirational, warm and fuzzy. But we had a Dell Gutman from a spy reputation management with us today we had ever seen, and from flip to we had, uh, they ever wonderful Miss Melissa Cavanagh with Fuel Travel.
We also had Tim Peter from Tim, Peter and Associates and Stewart, but also from Fuel Travel. And Melissa was really kind to bring back to us before anybody else even heard before was put on the website an update segmentation to the most recent consumer sentiment survey that we talked about live on the show a couple of weeks ago and also in the podcast on review while she had updates based on consideration of our conversations of going back and re segmenting the data pretty much on a very fundamental black and white those that have already traveled and those that have yet to travel because what we’re finding and that’s thes statistics showed quite strongly in the data she discussed on the live show is there is a fundamental difference in perception of travel for those who have already traveled and their willingness and propensity to travel again, and how soon and for how much and how far compared to those that have yet to travel for the same considerations.
And what was very interesting out of this is in the initial serving discussion where all those were homogenized together. Uh, it was very informational, as we have talked about in previous podcast. That January, which is normally a decision of travel month anyway, was super heightened in the aspect that it was even more so. The month of decision to change aspirational to definitive travel At what point and the what point was somewhere around mid year, June July. But when you segment enough to the those who have traveled versus not have traveled, that changed relatively dramatically to know January ISMM or not the time that people that have yet to travel are wanting to make definitive plans.
But now Mawr, like April, is the month that they are looking at making defendant of plans and those plans of travel arm, or about the end of the year beginning of next than they are anytime earlier. Compared to the statistics for those who have already traveled, that they still see it as January is the time to make some decisions for more travel and most likely sometime towards the mid late summer of this year. Um, but that’s the aspirational aspect of it. That’s the willfulness of wanting to travel the difference between it.
The point of the discussion, which lends ourselves to the technique is you need to plan for both. You need to know how to talk to both. You need how to what information you need to convey to both. You can’t banked one to the other waiting either or it’s an and conversation. For those who are willing to travel now and in the short term future, those people need to be spoken to in a way that they relate to about context and content that is relevant to the decision process.
Sounds very highfalutin. It’s about talking about what you have and what you’re doing. One of the most eminent aspects of the sentiment study was to show that most people were in those category, that category of recent travelers or tribal people that have traveled since Cove. It, um, is tell me about the restaurants. Then tell me about the safety they want to know. Where can I eat if I’m staying with you? What can I do when I’m staying with you? Things we’ve discussed many times over in a previous podcast.
For those who have yet to travel and are looking for travel plans, you guessed it first concern. What are you doing about safety, Then tell me about what I can dio so you can see the priority shift is literally a condition of their interest in travel timeline wise. But there was a very strong consensus shared by both as to how far they’re willing to travel in their travel plans right now and, when put together within an hour, stay consistent and in those that we have yet to plan for travel but plan to in the longer term, since those who have yet to travel during covet that’s still held true now, what began to get wider in spectrum was those that have already traveled are willing to travel on our and also two hours and also three hours.
So they’re spectrum distance wise is broader because of their willingness and attitude to travel. Having had already done it, those who haven’t their aptitude is less to make more of a tepid step and try that only an hour away. Regardless of this, from a marketing take away, I would be and we all agreed, absolutely finding every which way but loose to market to people that are an hour away from us. Draw a big circle around the map and say from driving or whatever. Who’s in this radius of an hour’s travel?
And that is who we should be focusing our efforts on and then remembering that you’re really speaking to two audiences, the audience that is yet to travel, that is thinking more future tense. They’re gonna be wanting to know more about safety before knowing what to dio those that are willing to travel on a shorter term tents arm, or about what it is that they could do when they’re with you, where they’re gonna be dining and what it is you that is possible for them before you talk to them about safety.
So there’s certain commonalities. But there’s also certain priorities, so putting those together are very strong combinations of understanding how again, going to the technique conversation of emerging into redefining logistics. The big rethink. How you move forward, why listening to the top 10 things to do right now in the top five things you do right now and all this other white noise is really just each other magpie ing or copying what each other is saying and the old adage if you say it enough times, it must be true.
That logic, since we’re holding a lot of these webinars that being rolled around and how twos and what to do’s and zoom casts. And you know, sage advice from providers and so forth, which, if you look at a lot of the sagely advice, is really leaning into what ultimately their business model is of Oh yeah, group business. There’s group business out there. You’re right. There is group business out there. But I wouldn’t be banking the bank on getting it in comparison to what businesses out there and build the model on what is available.
Not what your aspirational trying to build based on who’s telling you what is out there. And that’s the key element to listening to what people are saying to do and so forth. So the news items of all this really relate to that? Um, I did bring up Also the big emergent rethink when it comes to the technique is also related to a topic, and this news article being here is well on. I was always a fan of a mixed resolutions combination. There are things I think internally that you should band with four because people’s loyalty is to those whose paycheck is your names on the bottom of compared to the third parties, as much as they intend to work with you and are loyal to you, they have a diversification of how many people they’re loyal to.
Uh, they have a broader spectrum because you’re not the only client of per se. You’re not work. They’re not under your payroll. I always felt there was a good mix. I’ve had to rethink that. Um, I was a proponent of organization, having its own revenue manager, its own marketing person, both as a policeman and as a soured person to run things for the property. I’ve rethought that in many ways, because what’s happened now is if you take a person that is totally dedicated to a property or a handful of properties, their bias in this gun goes towards their their survivability or sustainability.
Their loyalty is sometimes, is Maura about that to themselves, keeping a position given the volatility of our market as much as it is about the success of what it is that they’re doing. And I’m not saying this is of all people but plays in the back. Unfortunately, I’m witnessed too many times from having lived it and now service it as a za consultant that sometimes decisions aren’t based on what’s best. But what’s on best for those making the decisions and survivability and self sustainability and sandbox and politics and hidden agendas unfortunately, creep themselves in, the larger the organization exists.
For that reason, I think there’s a real rethink as to putting third party in preference to internalization on. That is from a revenue management perspective, having somebody that has the exposure to other markets, other mediums, other people and is eminently qualified in that role. That’s their that’s their lane is revenue management. They’re gonna bring best of market best of breed best of technique every time to making decisions for your property compared to somebody that is sitting at the property, obligated to many more things beyond them. Revenue Management Team building, You know, manager on duty programs, front desk monitoring meetings in the morning, uh, team training, culture building, brand orientation, all those things that go along with having a paycheck from the property you’re sitting in to also not being in the mainstream of things there being only exposed to those things that are relevant to the hotel and Onley those things that the hotel is relevant to.
They aren’t given the wide view of the oceans like taking a fish out of the ocean. Yes, they survived in the ocean, but now they’re in a fish tank. They can’t survive back in the ocean because their perspective is Onley in the fish tank. So to that end, third party marketing, third party revenue management, third party sales in lots of ways have ah high value opportunity, both in cost savings right now and and also value of what’s being spent for them. I’m not against the fact that internalization of those things can’t occur and that a hybrid of those things go back into place.
But right now, logistically, the big rethink might be third party professionalism might be a way to go, and this isn’t self fulfilling, for this isn’t self serving. This is realization that it’s good to have people that know about these things in your market. But are they constantly being at the front edge of their training? Can they sell themselves to other businesses? Well, because they’re so knowledgeable in it. Are they comfortable in making sure that they’re sitting in the seat that you gave them and at which point to self preservation of maintaining that become a part of their decision process to something to consider.
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Eastern US time called This Weekend Hospitality Marketing The live show Simply go to hospitality, digital marketing dot com forward slash live and look for sure number 285 which was this week’s episode of the live shows. Well, so with that, I thank you for the privilege of your time, and I very much look forward to talking to you next week.
Announcer — You have been listening to this week in Hospitality Marketing, the podcast show 285 brought to you by hospitality, digital marketing and in support of the HSMAI Hospitality Sales and Marketing Association International All rights, reserved copyright 2021
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