The independent hotels offer guests "the option of maintaining their differentiation while affiliating with 'soft' brands, which reflect a defined product and offer similar service support as franchisers or chains." (Swig, 2000) Swig additionally reports that Rob Cornell of Preferred Hotels believes that "global distribution brands have evolved today to provide the independent hotel owner; manager access to the latest in reservation distribution and marketing technology, partner relationships, quality stands, volume purchasing and sales infrastructure. " (2000) Technology is said to be the "new vehicle" that enables equal access..." (Swig, 2000) Finally, Swig states that "membership or affiliate organizations have matured and gained credibility with consumers. At the same time these groups have broadened their foundation of services and technology to strengthen independent hotels even further. Brand status has been achieved through the ability to satisfy both independent hotel operators and achieve strong reputations with consumers. The final step in this paradigm will be the positive recognition of independent hotel development from the investment community."{2000)
Carol Verret states that there are "cost-effective ways of positioning your independent hotel and resort" however, coordination is required. Verret states the following as a bare framework of such a plan:(1) Rate and Offering Positing - Decide on a rate structure in relation to the hotel's position in the market with the hotel's competitive set; (2) Revenue Management Strategy - Decide on the revenue management strategy; (3) Property Management System - this is termed a good investment although it is necessary to keep updated as new updates are released for the system; (4) GDS Presence and Reservations Capability - Stated to be a wise investment is hiring a company for provision of 800 number reservation services and GDS placement that will be picked up by the E-commerce channels. Desk staffing for sales is not a good idea since they may not be good sales people and furthermore the business peak season for reservations will also be the busiest time at the hotel; (5) Group Sales - it is stated that "a well-planned group sales effort can support your property in the off-season and maximize revenue in peak season." (Verret, 2005) in a separate article entitled: "The Challenge of Marketing Independent Boutique Hotels" Verret (2002) states: "We all have wonderful memories of a charming hotel in which we stayed that was free of the cookie-cutter image, had an intimacy that made us feel special and nooks and crannies that invited us to linger and relax. Hoteliers often harbor a retirement fantasy that when the mainstream career comes to a close, they will walk into the sunset and operate an inn or a bed and breakfast and will have gone to hotel heaven. Well, let me tell you that hotel heaven can turn into hell very quickly." (2002) How so one might ask? According to Verret due to the size of the boutique property, they often do not have the "clout in the market to recruit and retain good line employees. Seasonality can have the happy retired hotelier making beds, doing laundry and unstopping toilets in the off-season" due to being forced to lay off seasonal staff. Further budgeting and forecasting can create quite a problem if accurate records have not been kept. According to Verret: "Marketing an independent boutique hotel requires a certain finesse and accountability due to the restrictions of size and budgets." (Verret, 2002) Factors required for development of a "lean and targeted marketing plan" (Verret, 2002) are inclusive of the following: (1) Begin by developing a client profile for each market segment by season; (2) Use electronic distribution channels and manage the heck out them; (3) Develop a Public Relations Plan within your marketing plan; (4) Develop your own Customer Relationship Management program; (5) Develop cost effective mailing pieces targeted to past guests and potential guests that your profile for the period of time or promotion that you have developed; (6) This may sound trite but make sales calls based on your target customer profiles. (Verret, 2002)
In a set of case studies reported online, the E-Site Marketing Website the case study involving "The Hay-Adams" hotel is reported. The Hays-Adams is a 145-room independent luxury hotel located in Washington D.C. directly across from the White House. In 2002, the hotel was extensively restored. In order to increase awareness among consumers of the Hays-Adams Hotel E-Site Marketing was designed and developed and finally launched through an e-mail marketing campaign announcing the reopening of the Hays-Adams. Features of the email campaign are stated to have been as follows:
HTML e-card design, using an animated GIF to add movement to the piece without causing any of the difficulties that can result from sending out campaigns that use Flash technology
Three calls to action on the e-card, with...
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