Hospitality Sales & Marketing Association International â€“ Europe
HSMAIGAZETTE Novmber 2012
FACTS & TIPS ON SOCIAL MEDIA AND MOBILE PLATFORMS A quick overview and strategic advice from some of the most recognised leaders in social media in the travel industry. n SEE PAGE 8 SAUSAGE FINGERS, LOVE, OUR PRE-HISTORIC BRAIN
EUROPEAN HOTEL MARKET REVIEW
HIGHLIGHTS FROM HSMAI EVENTS
How sausage fingers, love and our pre- Trends on occupancy and supply growth Pictures and comments from our many historic brain affects our brand. across the European hotel industry. European events. n SEE PAGE 13 n SEE PAGE 16 n SEE PAGE 20
Global Identity New global HSMAI logo promoting a common identity and a stronger brand recognition. To strengthen their global image, HSMAIâ€™s global board of directors evaluated several alternatives to a new logo, and developed a clearer standard for how the logo is to be used in the respective regions and chapters. The new logo represents the common goal of growth and prosperity in sales, marketing and revenue for the travel industry. HSMAI Europe is proud to announce the new logo in this issue of the HSMAI Gazette. 2
CO N T E N T
A LETTER FROM THE PUBLISHER
HSMAI’s new global identity
A letter from the Publisher
Expanding Nordic Choice Hotels
Social media and mobile platforms
Sausage fingers, love, pre-historic brain
European hotel market review
Highlights from HSMAI events
PUBLISHER & EDITOR-IN-CHIEF: INGUNN HOFSETH, PRESIDENT & CEO ALL MATERIAL WRITTEN BY: INGUNN HOFSETH AND TARJEI GYLSETH (except pages 16–19, by STR Global) GRAPHIC DESIGN: JARLE PETTERSON, PERGAMENT ADVERTISING OPPORTUNITIES: +47 91652873 – email@example.com
HSMAI Europe active in London this winter INGUNN HOFSETH PRESIDENT & CEO HSMAI EUROPE
his autumn has seen an increase in activities on both a national and European level. In September regional conferences on service as an asset have been held in Norway, Distribution Day in Switzerland, and an educational seminar on Guerilla Marketing in the Netherlands. During October workshops featuring HSMAI, STR Global, TripAdvisor and others were hosted throughout the Baltic countries in cooperation with the respective national hotel associations. The events were well attended, and we are encouraged by the positive feedback. London will be frequently visited with events. HSMAI Europe started by visiting the World Travel Market in the beginning of November, will be back on 3 December, for the Business Travel Club, and again in February 2013, for the HSMAI Europe Revenue Management Conference.
hsmai.eu The HSMAI Gazette is published electronically by HSMAI Europe (Hospitality Sales & Marketing Association International). The magazine reaches hospitality sales executives and professionals throughout Europe. ©2012 by the Hospitality Sales & Marketing International – Europe. All rights reserved. Reproduction in whole or in part without written permission from the publisher is prohibited. Editorial address: firstname.lastname@example.org. HSMAI is a global organisation founded in America in 1927. HSMAI Europe is the European arm of the membership association. The association provides a forum where professionals within sales, marketing and leadership from the hospitality and travel industry meet for knowledge, inspiration, recognition and professional development, and where they can involve themselves through meeting with leaders, professionals and customers from across Europe. The material in this publication reflects the opinions and philosophies of the individual contributors—and does not necessarily represent or reflect any position (official or otherwise) of HSMAI, its staff, officers or officials. These articles are provided for the interest of the readers— and HSMAI does not certify any of the data or statistics in these articles. On the cover: The SAS Facebook page on an iPad, photographed by Jarle Petterson HSMAI EUROPE PARTNERS:
The current issue of the HSMAI Gazette highlights facts and tips on the use of social media, and on connecting with the customer on an emotional level to gain brand loyalty. With the challenges of recent years, travel industry professionals realise the importance of being experts at marketing across all platforms; customer relationship programmes, web, mobile, social media, PR and so forth. As technology and ideas change at breakneck speed, our job is to provide useful information and education on the latest and upcoming trends, and how they can be leveraged by our industry. Our success is measured largely by the value we provide our members. It is therefore exciting to see all the positive feedback we have received from delegates at our conferences. Nordic Choice Hotels continue their expansion and development of new concepts. We interviewed their dynamic leadership, Petter Stordalen and Torgeir Silseth, and also got an inside peak on their latest project “The Thief”, when meeting its project manager, Siri Løining. As we head into the last few months of the year, may your efforts prove successful and position you for a great start of the year 2013. We hope to see you all at one or more of our events this and upcoming year.
Rapid Expansion for the Nordic Choice Hotels The Nordic Choice Hotels has received attention both nationally and internationally for their rapid expansion, creative concepts and inspiring leadership. HSMAI contacted the leadership in Nordic Choice Hotels to let our readers learn more about the people and ideas behind their success.
About Nordic Choice Hotels Nordic Choice Hotels is the leading hotel company in the Nordic countries, with more than 170 hotels and 9.200 employees in the Nordic countries and the Baltic. Nordic Choice Hotels is marketing the brands of Clarion Hotels, Quality Hotels, Comfort Hotels, Clarion Collection Hotels and Quality Resort Hotels. Nordic Choice Hotels cooperates with Choice Hotels International, with more than 5.800 hotels worldwide.
PIX: Nordic Choice Hotels 4
Petter A. Stordalen, Chairman and owner, Nordic Choice Hotels Mr. Stordalen was in recognized as one of Europe’s Top 10 Extraordinary Minds in the Hospitality and Travel Industry. When HSMAI Europe announced that you were one of Europe's Top 10 Extraordinary Minds in the Hospitality and Travel Industry you told the audience about your background as a strawberry seller. Since then you have held many positions of responsibility. What made you decide to take the leap into the Big League of business, and what made you choose the hotel industry? I’m not into the hotel business. I am in the people business. My ambition has always been to interact with people. That’s what I did when I sold strawberries as a teenager, and that’s what I did when I worked in my father’s small grocery store. And that’s what I do in Nordic Choice. You have been applauded for many great accomplishments. What would you say has been, in your eyes, your most satisfying accomplishment, and what made it special? The Nordic Choice Hotels is a company that cares for more than financial results. We live by the triple bottom line philosophy. This means that we report on social responsibility and on environmental impact. We know our strengths as well as our weak spots. This inspires us to do better every day. What is the biggest challenge you had to overcome, and how did you do it? My biggest personal challenge was getting fired from Scandinavia’s largest mall chain, Steen & Strøm. I was on top of my life, and felt that nothing could get better. Business was good and life was even better. When I got fired it came completely out of the blue and I had no idea what I would do next. The only thing I did know, was that I wanted to build a new company, and a better one. That was the start of Nordic Choice Hotels.
If you would do it all over again, knowing what you know now, what would you have done differently? Nothing. I have made many mistakes, but I have learned from them. Allowing yourself to make mistakes is a key factor to success. If you believe that, regrets are obviously a waste of time.
In the first three years after your acquisition of Choice Hotels in Scandinavia the brand saw a more rapid expansion than most any hotel brand has ever seen. Can you tell us more about the journey? It was a crazy time. We were a small group of people with an ambition to change the industry. We were driven not only by a goal, but just as much by a purpose. We bought hotels that no one believed in, and some hotels that everybody believed in. From 1997 – 2000 we bought a new hotel, and got 50 new employees every fortnight. During the turbulence of the Financial Crises, we initiated some of the most risky establishments in Scandinavia. The story of Nordic Choice Hotels can be summarized in three words: energy, guts and enthusiasm. That is how we do business. One word often used to describe you is "visionary". What are some of the things you do to find inspiration? We’re all visionaries. People tend to forget how great the human mind actually is. We all got it! But I get inspired like everyone else: through music, through running, through other people and through accomplishments.
INTERVIEW Torgeir Silseth, CEO Nordic Choice Hotels Mr. Silseth was awarded CEO of the Year at HSMAI European Awards in May 2012. In being part of building a hotel empire, what has been the most important lesson you have learned? I started in the hotel industry as a chef. The most important lessons I’ve learned in this industry stems from that time. You can’t be afraid of failing, because that’s going to stop you from developing. Instead of using business one on one, use your common sense. If you’re going on a road trip, you need an engine, but you need your breaks too! But most importantly, whatever their position in your company, give everyone the opportunity to flourish. In an article from 2008 you contribute a low leave of absence caused by illness to a strong company culture where people feel they belong.
What would you say are some of the most important daily routines that contribute to this type of culture? I’m not sure if routine is the right word for it. But everybody needs to understand that we care about each other, and that we are working together for the best of our guests. Common goals create cohesion. Cohesion, as a result of a workplace where we care for each other, has a lot of positive results. For example a low leave of absence. Nordic Choice Hotels continues to surpass itself through the various new hotel concepts you are creating. What can we expect to come next? Innovation occurs at the boundary between our desire to do things differently and the needs of our guests. What comes next? You’ll have to wait and see. What words of wisdom would you share with young hoteliers who seek a career in the hotel industry?
Be open and curious. Never forget that this industry is about people – guests and employees. If you can make them satisfied and proud, you are guaranteed success. In October you and Petter Stordalen will hit the road on a tour you call the Nordic Choice Tour 2012. What is going to happen at the tour? I think this might be the biggest internal event in Scandinavian history. We’re going to meet all Nordic Choice employees in only 18 days. It’s about meeting our customers and employees in Norway and Sweden. We’ll tell them about our visions and values, celebrate what we’ve achieved together and make everyone excited about our new goals. But most importantly, we will learn from meeting our employees. In that way we will have the best prerequisite to be a better company in the future.
The Expansion Continues, Read about Their Latest Project; “The Thief” Siri Løining, Project Manager “The Thief”, Nordic Choice Hotels Nordic Hotels & Resorts is building a hotel called The Thief. Can you tell us about the concept behind the hotel? With The Thief, we want to steal our guests away from everyday life and offer them the hotel experience of tomorrow. It is a personal and exclusive lifestyle hotel that offers genuine experiences based on national and international art, design, gastronomy, proximity to the fjord and a dynamic urban environment. We emphasize on quality and comfort, and offer our guests the best of local and sustainable products. In each hotel room, the design is complemented by carefully chosen artwork: curator Sune Nordgren heads the hotel’s art concept. Current featured artists include Sir Peter Blake, Magne Furholmen, Kjell Nupen and Camilla Löw, with many more local and international artist to come. The area where The Thief is being built holds a special history, giving inspiration to the hotel's name. Can you tell us more about the history of the area? In eighteenth-century Oslo, this area used to be home to the city’s thieves and vagrants. The place soon became known as “Thief Island”, or Tjuvholmen. Today, this little island in the city center of Oslo houses world-class architecture and art, and is a district full of contradictions: Shoreline and car-free streets, art center and business district. The Thief’s location is unique in a European context. When working on The Thief project, which story would you say touched you the most, and why? It is difficult to mention only one. Working with The Thief I have
met many people with touching stories. They have influenced my way of thinking. I guess the sum of people that wish to contribute and generously share, regardless of their history, resources and interest in The Thief, has made the biggest impression. Rom 13: A book and an art exhibition. What is this project? Together with The Red Cross / Network after prison we did an art auction and published the book ROOM 13. The recognized Norwegian photographer Marcel Lëlienhof portrayed 22 famous Norwegians representing politics, business and culture, among them Thorvald Stoltenberg, Samsaya, Geir Lippestad and Bjørn Kjos. All portraits tell unique stories about making choices and taking chances in life. It is also about giving people a second chance, a little like what Tjuvholmen is all about – the city’s biggest comeback. The proceeds from the auction and the book have been donated to Network After Prison – an initiative by The Red Cross Oslo to help former prisoners reintegrate into the local community.
The List of The Thief & Oslo ESCAPE Routes - can you tell us about these two concepts? “The List of The Thief” is a yearly selection of new, inspiring pieces from Norwegian up-and-coming designers. The design pieces are selected yearly as part of The Thief’s close collaboration with DogA (the Norwegian Center for Design and Architecture). “The List of The Thief” has already become an important institution and showcase for young, talented Norwegian designers. From the list designers such as Magnus Pettersen, Siren Elise Wilhelmsen and Anne Haavind will showcase their design pieces at the hotel when it opens. Oslo Escape Routes is a very nice outdoor activity – four carefully selected walks around Oslo that explore design, architecture, art, and alternative culture. These routes were developed by The Thief in collaboration with DogA (the Norwegian Center for Design & Architecture) and Vulkan (a new, dynamic neighborhood defined by innovative & sustainable architecture). A slogan for The Thief is to treat rock stars as guests and guests as rock starts. How will this be reflected in your service prior to the opening of the hotel, and when it is open to the public? At The Thief, we swear by quality, focus on details and seek to surprise our guests. This means that all our guests should get the chance to feel like a rock star, and at the same time experience discretion and comfort in an intimate atmosphere.
Facts and Tips on
A quick overview and strategic advice from some of the most recognized leaders in Social Media in the travel industry. Given during the HSMAI Marketing Strategy Conference in Oslo, May 2012. 8
Social Media and Mobile Platforms PIX: Jarle Petterson
Sources: Geoff Parker, Click Consult, Christian Kamhaug, SAS, Paolo Torchio, Sabre Hospitality Solutions, Nicholas Schlappkohl, Rezidor Hotel Group, Karen Plumb, TripAdvisor og RJ Friedlander, ReviewPro Yes, we have a Facebook site and a Twitter account. So What? Social Media is about more than checking your friends’ status updates. We present here facts and trends about Social Media, and tips on how your organization can position itself to gain a greater outcome from your social media activities. About Social Media in General SoLoMo – Social, Local and Mobile – is neither a trend, nor a technology, but a fusion of those elements. People today spend on average 90 minutes more per day on media usage than they did just a few years ago, largely because of Social Media and increased functionality in mobile units. Changes happen an incredible speed, and new services emerge almost daily. Christian Kamhaug, Head of Social Meida in SAS, is none the less clear in his recommendation as to what you need to think about when you choose which platforms to use in your organization: “Evaluate benefits vs. cost: traffic, branding and sales HSMAIGAZETTE
vs. investment, maintenance and engagement.” Facts ·
All communication in Social · Media must support the business strategy and brand promise. In general, posts in Social Media are not indexed by Google. This is however something that constantly changes. Increase the number of Tips followers before you can increase ROI on your efforts. · One channel per Social Media platform: Every platform provides a unique opportunity to build your brand and market your products, but they also appeal to different users. It is therefore important to know · which audience you want to reach, how to reach them, and that you adapt a channel (or a URL link) to each of the Social · Media platforms. Make sure everything you post online has a “share” function. · Everything we do online should be able to be used on all
existing platforms (different browsers, iPhone, Android and Windows phones, different tables, PC/Mac, etc.). All channels carry a cost, even if advertising is free. Ads on Facebook, Pinterest and in other channels are great to create attention, but don’t expect a massive increase in sales. People want to be on Social Media, but are not necessarily in a buying mode while they are there. Things that can be communicated: Customer service, news and offers, fun facts, travel tips, job announcements, newsletters, pictures and video, feedback, experiences. What is desired return? Set goals. Non-financial goals are also acceptable. Find indicators that measures results. Listen, engage, involve. Analyze your findings between each phase. 90% read, 9% likes, comments and shares, 1% create content – be among the 1%!
Facebook Facts · ·
850 million users worldwide. About every 4th user is through mobile units.
Tips Facebook is the leader in the number of users, but also in usability. Of the biggest Social Media channels, Facebook is the only one to deliver in all the parameters in the table (right). (Source: SAS)
Twitter Facts ·
Good for listening, then to be used as an effective distribution channel. Still somewhat elitist, but the youth are coming.
Many questions on Twitter go unanswered. Engage in and talk about your brand, and answer all comments, both negative and positive. HSMAIGAZETTE
Pinterest Facts · · ·
Pinterest is a new star with 1.36 million daily users. “Repins” create new links. No links in Pinterest are tracked in SEO (Search Engine Optimization). Pinerly is a service that in many ways work the same way as Google Analytics, but especially for Pinterest.
Pictures sell and often receive many comments. Engage in the conversation with those who comment on your pictures. Good and creative pictures are shared more often, but the message needs to be relevant to the picture. Follow other people and conversations to increase your sources for interaction.
Foursquare Facts · ·
Foursquare integrates social, local and mobile. When visiting a place you can “check in” and compete with others about the number of check-ins to become “mayor”. So far in 2012 there are 4,5 million locations that have been checked in at in Europe. Create competitions for customers who check in on Foursquare. 11
Google+ Facts · ·
Google+ has 90 million users. The influence of Google+ users can increase CTR (Click Through Rate) as much as 20%. (Source: SEO Effect, The Netherlands, June2011).
Strategic activity on Google+ helps to increase Search Engine Ranking.
Like what you found here? Go to www.hsmai.eu (why not scan the QR code, right?) for more facts and tips on: · Mobile Platforms (iPhone, iPad, Android, Windows, etc.) · Customising the User Experience through Language and Location · The Customer’s Online Journey · Reviews
QR Codes Facts ·
QR codes close the gap between online and physical interaction. By using an app, users of mobile units can scan the code and be lead directly to your company’s website or campaign site. Questions are asked about the longevity of QR codes, and talk goes that scanning of logo’s and pictures will replace the QR code.
Tips It is possible to integrate QR codes with your logo or other icons. 12
Sausage Fingers, Love and Our Pre-Historic Brain “Assume that everyone has sausage fingers,” says Geoff Parker, Client Services Director at Click Consult, when he speaks about optimizing web based services to mobile units, while André Wiringa, partner and CXO at Performance Solutions, asks how your organization can become a Lovemark.
(Source: Performance Solutions)
TXT: Tarjei Gylseth, HSMAI PIX: Jarle Petterson There’s no doubt delegates at the HSMAIs Marketing Strategy Conference Thursday 24 May 2012 had the opportunity to gain a host of valuable knowledge. Did you for example know that there are more mobile units than toilets in the world? Fun fact, but how does that impact your business? Combine that with the fact that mobile traffic on the internet has increased with 250% per year, and chances are that you are one of those who use your smartphone to find information on the internet. What did you find while surfing the net? Most likely microscopic versions of a company’s regular website and in worst case scenario you can’t even zoom in on the site, leaving you unable to read the content. Every now and then you find good examples of companies that make great use of the sausage-finger principle, but the many sites who don’t use this
principle are likely the cause of the short amount of time a user on average visits a mobile site, and the low number of transactions performed on mobile units. Looking forward we see that already in 2013 the use of internet via mobile will surpass use via a desktop computer. Is your company’s mobile website ready for this? Has it been sausage-finger optimized? “Begin with the experience you want your customers to have,” encourages Andre Wiringa, who is the mind behind The Reverse Thinking Model. As opposed to traditional models for product development, that start with a product, The Reverse Thinking Model starts with the experience you want to give the customer, and then explores which scenario that will achieve this the best, including the management team, processes, and product. The model applies to both traditional business and the online experience you want to give the customers.
“Too many think too much about business, and too little about branding,” continues Wiringa. The goal is to gain more than just satisfied customers. By creating positive experiences that exceeds the customer’s expectations, while at the same time working on the organization’s internal engagement, you will be able to take your customers from being satisfied to becoming brand ambassadors. They are the ones who always choose your brand before your competitors and that defends you in social media and in conversations with friends and colleagues. To these ambassadors your brand has become a Lovemark, and as James Autrey, author of Love and Profit, says: “Loyalty is largely a matter of love.” Where would you place your company in the love quadrant? Contrary to popular belief, we apparently have three brains, not one. Our newest brain is our cognitive, or rational, brain, and is only a couple of HSMAIGAZETTE
(Source: Performance Solutions)
thousand years old. Our oldest brain, the very primeval brain if we may call it so, is our subconscious brain that is fed by our emotions. Love relates to this part of our brain. For hundreds of thousands of years man has made choices based on our feelings. 98% of our brain’s activity is in the subconscious. Why then are there so many who “seek to establish a contact with the 2% operated by our rational brain instead of the
much more powerful sub consciousness, ” asks Dan Hill, President at Sensory Logic. He emphasizes that the most important emotion in business besides love, is trust. “People manipulate objects, but are we being manipulated by Social Media?” continues Hill, and explains that the opposite of trust is contempt. If there is one thing any organization wants to avoid, it is contempt for its brand. That
is why all communication, in Social Media and other places, must contribute to build brand trust. Even negative comments must be answered, but in a professional way with the perspective of the customer experience in mind. Strategic goals for customer experience, and a literal as well as figurative facilitation for those with sausage fingers, will contribute to costumers and colleagues feel love and trust for the brand – the two
European Hotel Market Review Overview The European hotel market has experienced slowing demand since the beginning of this year affecting occupancy growth year to July (YTD), according to results from STR Global, the leading benchmarking provider to the hotel industry. Hotel demand (in terms of rooms sold) grew by 0.8 percent YTD compared to the previous year. Looking at supply growth in Europe, which would typically be expected to decline during the difficult economic times, has remained flat (+1.0 percent) year on year. The limited demand growth reflects the difficult trading environment across most European countries and led to an occupancy decline of -0.2% YTD. Average room rates (ADR) have continued to grow, however, the stagnant occupancy could indicate a more difficult time ahead. European hotel supply & demand [% change]
Source: STR Global 16
Comparing recent performance with historical data, some interesting trends have started to emerge. During previous downturns, occupancy declined for 5-6 consecutive months before ADR came under pressure. So far this year, occupancy has fallen for 3 consecutive months across Europe. Based on historical trends, this could potentially be cause for concern that ADR might also begin to weaken. However, one encouraging sign is that hoteliers are currently reporting higher ADR increases each month compared to the constrained ADR increases reported during the months prior to occupancy declines during the previous two downturns. The graph below shows the occupancy and ADR year on year percentage change from January 2000 to July 2012. During the 2001 downturn, occupancy started to decline from February 2001 and continued to fall until August 2002. Average room rates came under pressure six months later and reported declines from August 2001 to February 2004. The prolonged ADR decline resulted from the Iraq War/SARS crisis in March 2003 which impacted and reversed the initial occupancy recovery between January and July 2003. During the last downturn, occupancy fell from December 2007 to November 2009. Average room rates started to soften five months later in May 2008. European hotel performance January 2000-July 2012
Looking at the best performing market in the region in terms of revenue per available room (RevPAR) and growth in local currency, the Polish host cities of the UEFA EURO Football tournament show the strongest RevPAR growth with Warsaw (+33.0 percent) and Poznan (+30.3 percent) YTD. In Poznan in particular, growth was supported by both occupancy (+10.6 percent) and ADR (+17.9 percent). Meanwhile markets such as Yekaterinburg and Reykjavik saw occupancy growth as the main driver for RevPAR growth. In Yekaterinburg, occupancy increased by 17.6 percent whilst ADR declined by 6.0 percent year to July. Reykjavik on the other hand benefited from both occupancy growth (+15.0 percent) and ADR growth (+5.1 percent) YTD boosting RevPAR by 20.9 percent. At the bottom of the table in terms of RevPAR growth, Azerbaijan’s capital, Baku reported decreasing occupancy (-10.0 percent) and declining RevPAR (-14.3 percent) YTD. One of the main reason for the decline has been the impact of new supply (+29.9 percent) YTD. However, the good news for hoteliers in Baku is that for three consecutive years, demand growth YTD remained positive increasing in 2012 by 17.0 percent. Similarly in Bratislava which also experienced supply growth, saw RevPAR declining by 9.4 percent YTD. The decrease was led by declining ADR (-14.2 percent) moving from €73.47 year to July 2011 to €62.96 in 2012. Whilst average room rates have been under pressure in the Slovakian capital since 2008, the Ice Hockey World Champion which took place in May 2011 and its consequent impact on May 2012 performance, contributed to the YTD decline.
GUEST COLUMN Hotel performance in selected cities in Central, Eastern and Northern Europe, Year to July 2012
“We are pleased to see that the overall hotel market performance in Eastern, Central and Northern Europe continues to report RevPAR growth,” commented Elizabeth Randall Winkle, Managing Director at STR Global. “Our latest forecast, which we produce together with Tourism Economics, predicts for Warsaw to finish 2012 with double digit RevPAR growth, closely followed by Prague and Moscow with RevPAR growth expected to reach between seven and eight percent in the two cities. Looking beyond 2012, we currently forecast only Moscow and Prague to remain in positive territory in terms of RevPAR growth, as the other cities are forecasted to experience RevPAR declines in 2013.” Tracking the market In the current economic environment, market knowledge, analysis and planning have become an essential part of the decision making process to anticipate the next move of the competition. Benchmarking as part of a decision process allows managers to monitor the market trends and answer two important questions: How has my hotel performed on any given day against my direct competitors and have I been able to take my fair share of business for my hotel when the market was either growing or shrinking? The STR Global ‘STAR Report’ provides an overview of the performance by day, week and month across several segments and indicates changes in the market trend. The RGI (Revenue Generating Index) is a key indicator to understand how much business is captured compared to competition, helping managers to clearly assess their performance.
Sample STAR Report – RevPAR Performance and RGI Monthly Indexes
Source: STR Global Sample STAR Report – Segmentation for a typical property
The STAR report is available on an annual subscription basis, hoteliers also have the option to participate in STR Global’s Hotel Survey for free and receive complimentary market information in return. If you have questions how STR Global can assist you, please do not hesitate to contact us on email@example.com or +44 207 922 1930 Ext: 1503
HSMAI IN PICTURES
M he HSMAI T : d e d w o Cr 012 January 2
, ge in Oslo n a h c x E g eetin
Engaged delegates at the HSMAI European Revenue Management 2.0 conference in London, February 2012
Ingunn Hofseth (rig ht), President of HS MAI Europe, meets with the leade rship of HSMA Germ any at ITB
Concept Hotel of the Year: Scandic Hotels at the HSM Europan Awards AI in Oslo, May 2012
inner of the e Hotels and w ic ho C c di or N wards CEO MAI Europan A Torgeir Silseth, S H e th at " ar the Ye award "CEO of 12 0 2 in Oslo, May
Destination Developer of the Year: Luca Guerrieri at the HSMAI Europan Awards in Oslo, May 2012
Educator of the Year: Kjell Raymond Gangdal, d2o at the HSMAI Europan Awards in Oslo, May 2012
HSMAI IN PICTURES
High Achieving Performance Enhancer of the Year: Monique Jaspers-Wijn, VP Business Development EMEA at Sabre Hospitality Solutions at the HSMAI Europan Awards in Oslo, May 2012
Social Media: KLM Royal Dutch Airlines at the HSMAI Europan Awards in Oslo, May 2012
RAI at the HSMAI Social Responsibility: Amserdam 2012 Europan Awards in Oslo, May
A good time shared at the rooftop of Oslo, Norway at the HSMAI European Awards
HSMAI IN PICTURES
Active participation by delegates at the HSMAI M
Marketing Strategy Conference in Oslo, May 2012
HSMAI IN PICTURES
Welcome by Ally Do mbey, Managing Dire ctor Revenue by Design and Head of the HSMAI European Digital Marketing Advisory Board
Panel Discussion on Flash Sales with Nick Stafford, General Manager LivingSocialEscapes, Stephen Dunk, Managing Director Travelzoo Europe, and Suzie Wotton, VP Marketing Red Carnation Hotels in the panel. Moderated by Kevin May, Co-Founder and Editor Tnooz
How Digital Marketing Works in our Brains, presented by Dan Hill, President Sensory Log ic
Wiringa, Lovemarks, presented by AndrĂŠ nce Solutions Managing Partner/CXO Performa
Marketing Strategy, Building and Maintaining a Digital arketing & Revenue presented by Paolo Torchio, VP E-M ns Consulting Sabre Hospitality Solutio
stay on top of your market with reports from the leading source for hotel data STAR Report:
Hotel Market Forecast:
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To find out more about our products, contact us at firstname.lastname@example.org or +44 (0)207 922 1930.
HSMAI Revenue Management Conference The Rembrandt Hotel, London Thursday 7 February 2013
Excellent conference, really enjoyed the day. Of specific value was the networking with international RM and decision makers. ™ Very well organised. I am impressed. And I hope to be able to attend more meetings and learn more. Very inspiring I must say. ™
Join fellow Revenue Managers from across Europe in educational sessions and hands-on workshops presenting practial advice and trending topics. Save your place now!
Great selection of speakers and topics. ™
Photograph from the HSMAI Revenue Management Conference in London February 2012.
BUSINESS TRAVEL CLUB is a social networking event open to all members of HSMAI and corporate buyers of travel services. The club gives the members an opportunity to stay up to date on the latest industry developments, meet likeminded professionals, and develop their national and international network – all within an informal setting that also includes a couple of drinks.
BUSINESS TRAVEL CLUB Participation is free for all members of HSMAI and for buyers. Next European meeting: London, 6 PM – 9 PM (UK time) Monday 3 December 2012 at Sway – www.swaybar.co.uk
For more details and to confirm your participation, please forward an e-mail to email@example.com
HSMAI Europe's electronic magazine for travel and hospitality professionals.