The battle for bookings is nothing new — properties have been vying for coveted direct bookings and rebelling against the commissions charged by online travel agencies (OTAs) practically since they arrived on the scene. But the battlefield is shifting thanks to the introduction of Google Hotels. What is Google Hotels? Following the success of Google Flights, the search engine giant quietly launched a brand new feature to its ever-expanding repertoire in March 2019, helping users to find the perfect property for their next trip. Picture the scene: a traveller is planning a getaway for business or leisure, and naturally their first stop is Google. They type in something simple, perhaps “Hotels in London”, and what will they see? Beyond the Google Ad for the most popular OTAs, they will find what looks much like a booking platform: a list of available properties along with their prices, ratings, reviews and features on the left, and a view of the area ala Google Maps on the right sporting pins with pricing for every available property in the area. Click on a property on the left, or a pin on the right, and you’ll see a more detailed overview - photographs, reviews, a location summary, a link to the property’s website, and pricing from a range of sources including OTAs, and the property itself if it has made its pricing available. This is Google Hotels, the latest feature for the oracle of online information, which provides users with a quick and easily navigated breakdown of accommodation providers in the area that they are looking at, including the latest deals, filters to help travellers find precisely the features that the want and need, and even the option to book their stay directly from the platform. “You can filter by amenities such as “kid friendly”, “pool”, “fitness center” and many more, selecting as many filters as you wish. Basically, if you only want hotels that offer free breakfast, a pool and a fitness center, which are also kid friendly – you can set that out from the very beginning to avoid wasted time.” — God Save The Points This is the perfect opportunity for travellers since, as Gilbert Ott of God Save The Points puts it, “I love searching for hotels on 15 different websites just to get an idea of the best prices and places to stay, said no one ever.” But what impact does this new feature have on the tug-o-war that is the battle for bookings? Does it give an advantage to OTAs? To properties themselves? Or is it a new contender entirely, positioning itself as a new challenge for both sides to overcome? Ding, ding — Let the battle begin Round One: Where do properties sit when it comes to Google Hotels? At first glance, it would seem that Google Hotels is a great opportunity for properties to encourage travellers to book with them directly. The overview that Google Hotels provides for each property may look much like a Google My Business page by linking to the property’s own website, displaying their photographs and highlighting their latest reviews, but it also gives accommodation providers the opportunity to list their own pricing alongside that of OTAs, and offers them more control over where and how their guests are able to book with them. Find out more about improving your hotel's Google presence As Raini Hamdi of Skift points out: “Providing users the option to “visit our website” and also to phone the hotel directly via mobile or send a message... gives more ways for users to get in touch with hotels directly, bypassing the intermediaries which are listed further below.” “Google now offers a clear index for prices, reviews and photos, making a hotel’s content stand out a lot more prominently than in the past.” — Skift Better still, properties that are already making use of Google Hotel Ads will receive a bigger bang for their buck, being displayed first within Google Hotels search results, and highlighted amongst “Deals”, encouraging guests to book direct. However, if you’re not already advertising via Google Hotel Ads, adding your property’s pricing to the platform is not as simple as making sure that your website is listed, or even as simple as setting up and keeping your Google My Business listing up to date. A glance at the documentation that Google has put together for making sure that your pricing reflects correctly (and is ready for Hotel Ads too), shows that getting your property set up on the platform is at least a four-step process, often requiring some technical expertise or assistance from one of Google’s third-party integration partners. This means that, from the get-go, getting yourself listed on the platform requires some financial outlay if you don’t already have someone with technical experience on staff, which, for smaller properties, is often the case. Greg Sterling of Search Engine Land explains that, even with (and possibly as a result of) the introduction of Google Hotels, “it’s getting much more challenging to be visible in organic results for hotel category searches... Accordingly, hospitality brands are now all but compelled to buy Hotel Ads to appear anywhere above the fold.” And it’s not just the financial aspect that stops Google Hotels from being an ideal platform for direct bookings. Trish Leighton of Vizergynotes, “after browsing a few hotels, I noticed how difficult it was to get to the hotel website directly and how much effort was placed into directing clicks to the Hotel Ads.” “It’s what happens after you narrow down your search results that is having an impact on direct bookings. Google provides a handful of ways to book that room, with the eye-catching photos, hotel information tabs, reduced rate messaging, reviews, and nearby competitor rates far more appealing than the little “Website” button that actually takes you to the hotel website.” — Vizergy Though properties are able to list their own pricing and have buttons that link to their websites, the opportunities for directing travellers to those websites are often lost amongst OTA and competitor listings, or amongst the other range of calls to action that the Google Hotels overviews offer to travellers, mitigating the direct booking benefits that it may have held for accommodation providers. Round Two: What about OTAs' relationships with Google Hotels? You would think that the opportunity to have your properties listed prominently on Google’s latest feature, and continuing to get commissions when users choose to book through your platform would be seen as an overwhelmingly positive boon for OTAs, however the addition of Google Hotels is not all sunshine, roses and pockets full of cash for OTAs either. OTAs certainly have the advantage over independent properties and smaller groups when it comes to having multiple properties listed, multiple opportunities for travellers to be booking through them on the new platform, and the benefit of their reviews being displayed prominently in overviews for each property. However, the fact that users are able to book directly from Google’s platform rather than being directed to OTA websites is expected to have a significant effect on the traffic and popularity of third-party booking sites, particularly when Google makes booking from one platform such a pleasure. “Google Hotels offers all the functionality and tools of its competitors such as Kayak, Expedia and Booking.com. It has the benefit of Google Maps and integration with Google search results (generally pretty high in results). The question thus arises: will Google Hotels create a giant black hole that sucks all the direct traffic away from online hotel booking sites?” — Search Engine Land As Chetan Patel of Onyx Hospitality Group explained to Triptease shortly after the new platform had been released, “Google seems to be taking over the role OTAs have played in the guest journey so far, and are arguably doing a better job at it.” Does this mean that the battle for bookings is over? If so, who has won? The introduction of Google Hotels has certainly disrupted the battle for bookings that has been underway for over two decades, but while it offers benefits to both properties and OTAs, it doesn’t give either side an edge over the other. Rather, the two parties that benefit the most from the new platform are travellers, and Google itself. “Within months, Google has rolled out new features in flights and hotels that, we dare say, make it a convenient one-stop shop to book travel sans encumbrances. Given its dominance in search, hotels and online travel agencies are on another planet if they are not feeling wary.” — Skift More than anything, this latest innovation on Google’s part goes to show that accommodation providers can benefit from working together with OTAs — ensuring that their property is listed with as many agencies as is feasible, and that listings are consistently kept up to date. That way, their property has more opportunities to stay top-of-mind for travellers, even if they are not inclined to book direct. Read about how to embrace the Online Travel Agent After all, as Skift's Dennis Schaal explained, when hints of Google’s intentions were floating around back in October 2018, “when it comes to Google and its hotels redesign, few things are all or nothing. TripAdvisor can worry that Google now has more traveler photos and reviews, but some of them are from TripAdvisor. Hotel websites and phone numbers get featured, but clicking on a book button brings customers to an online travel agency site. In travel, it’s never winner take all.”
Direct and repeat bookings are akin to the holy grail in the hospitality industry. By highlighting your unique selling points to potential guests you can encourage them to take the extra step and book through your website rather than via OTAs, and hopefully see them return. One hotel that knows how to position it’s uniqueness to travellers is Good Hotel London. Originally built in the Netherlands as an immigrant detention centre, the floating hotel underwent a luxurious revamp, and a journey by sea to arrive in London’s Newham Borough, where it operates from the historic Royal Victoria Docks. As though that wasn’t enough to set the property apart, Good Hotel London, which forms part of the Good Hotel Group, operates under a ‘profit for non-profit’ model, putting its profits towards social causes such as Niños de Guatemala in Central America, and the company’s Good Training Programme, which provides training and employment to the underprivileged of Newham Borough Council. Good Hotel Group’s Global Operations Director, Liutauras Vaitkevicius, speaks to us about the efforts that the group takes to help their guests (and potential guests) understand their social aims, and how this helps them to encourage direct and repeat bookings. Where did you begin in the hospitality industry? I started my career in hospitality back in 2006. It was almost by accident. I had just started my studies at university and needed a part-time job for the evenings. I started with a very basic position, as a kitchen porter. As luck would have it, I was consequently given more responsibilities by my line managers, which allowed me to learn more about the industry in a very short period of time. While I have a real passion for operations and customer-facing roles, it was my two stints as Revenue Manager that have shaped my data-driven approach to hospitality. Since then, I’ve had a variety of roles, not skipping a single step along the way. I was a waiter, bartender, receptionist, duty manager, food and beverage manager, front of house manager, and Deputy General Manager. While I have a real passion for operations and customer-facing roles, it was my two stints as Revenue Manager that have shaped my data-driven approach to hospitality. I use those foundations every single day, even now, when making decisions both big and small. What is your position now? My current position here at the Good Hotel Group is Global Operations Director. This means that I am responsible for everything that goes on at all our hotels, and for ensuring that our guests and colleagues have the best experience possible day in and day out. What do you think it is that sets the Good Hotel Group apart? There are three key distinct areas that make Good Hotel Group unique and very different to all the other hotels out there. First, and most obviously, is the construction of the hotel. Originally built in the Netherlands, our hotel is a floating concrete platform which weighs over 8,000 tons. Within this platform, we have 148 bedrooms, a restaurant, a main bar and rooftop bar, four meeting rooms, and extremely spacious public spaces. Second, is our social business model. While there are now more and more similar start-ups, we feel we are one of the leaders in this field, working hard to inspire and lead the way for like-minded organisations. In our mission statement, we have called our model ‘profit for non-profit’, which translates to very simple action – all our profits go to good causes. In that respect, we are just like any other hotel – we generate revenue, we are subject to all the usual taxes, and we generate profit. The difference really comes at the end – what happens with those profits. Our work doesn’t start with a guest’s arrival, and doesn’t finish at the check-out. It is now much more complex and less defined by their physical presence, so it’s important that we really listen to each customer in person and online. Last, but not least, is our Good Training Programme. As part of our commitment to the local community, we run a special training and employment programme at our own expense. The aim is very simple – take local unemployed people (exclusively from Newham Borough Council), train them in real-world conditions, and give them confidence and skills to find full-time employment. During the programme, our trainees are treated in the same way as our regular colleagues – they get paid, they get holiday allowances and staff benefits. In fact, if you walked into the hotel at any given time, you would not be able to tell who a trainee is and who is a full-time member of the team. In that respect, we act almost like training, sourcing, internship and recruitment providers, all at our own expense of course. The idea is to break the cycle of unemployment and the cycle of negativity. Hospitality as an industry can, and should, be fun, interesting and full of opportunities. Sometimes, we just need to apply the right approach to it. Learn more about Good Hotel London — Read the case study How do you make sure that guests, and potential guests, are aware of your unique selling points? Our goal is to always build real human interactions. Of course, we do not discount marketing, PR and any other more-traditional approaches, but personal interactions will always remain more powerful and have the real long-term impact that we are aiming for. It is through our people, our colleagues, and our partners that we always spread our mission. Our founding story, our goals and mission, is imbedded in every staff member from their first interviews, their first interactions with any one of us. That really allows us to have our own way of telling our story and explaining our uniqueness. Are there any particular tools that help you to increase direct bookings? Which are they, and how do they help? Direct bookings, despite being such a widely discussed topic, is a complicated area these days. While it’s driven by very practical and financial reasons, there are no easy solutions. Our guests are people just like us – they want to have choice, options, and demand flexibility from everything. This includes the travel and leisure industry. So any individual, group or chain hotel would always find themselves competing against everyone else. But what represents great choice for guests, can sometimes create complications in distribution for hotels. Looking at the most successful direct booking stories, two clear trends emerge – pricing and storytelling. Here at Good Hotels, we empower the latter strategy – storytelling. Our offering is quite simple – you would never pay more if you book directly. But we will donate £5 per night to our partner NGO, Niños de Guatemala, which builds and runs schools for children in Guatemala. That way, by booking with us directly, there is a very real, very direct contribution to a good cause. We really see this approach working very well with our returning guests, and we feel it creates a sustainable cycle of positivity rather than short-term financial savings. How important is it to you that guests return again and again, and how do you encourage these repeat bookings? As a hotel, we value any repeat business – whether it’s for accommodation, events, our restaurant, or the funky rooftop bar. It means our guests know about us, trust us and like us enough to come back again and again. So as a business, we must have brilliant basics in place – great customer service, great product and, above all, a high level of consistency. But that goes only so far if there is no story, no soul behind our product. So it’s our story, our mission, our approach to business that we aim to promote. Our long-term goal is for guests to choose Good Hotels because of our concept first, followed by our great product, great location, and great value for money. The most obvious way to make sure that our guests keep returning to us is getting that valuable feedback. As a business, whether social or not, we would not get our customers coming back again if we didn’t know what they really thought about us. Managing expectations, understanding guest requirements, and being able to back it up with real data is important for us. A word that is used more than any other these days is “influence” — whether it’s digital influencers, or just regular guests visiting our hotel, everyone is now acting as an influencer and opinion shaper. The digital world has unleashed everyone’s ability to become more visible, to be seen by wider audiences, and to influence thousands of other people within minutes. The most obvious of these tools, in our industry, is TripAdvisor. Our team read and respond to reviews each and every day and track our performance. It’s really thanks to tools like GuestRevu that the team is able to manage all our reviews, look at areas for improvement, and take real, meaningful actions. Our work doesn’t start with a guest’s arrival, and doesn’t finish at the check-out. It is now much more complex and less defined by their physical presence, so it’s important that we really listen to each customer in person and online. Having said that, it has also become much more difficult to keep up with every single review, which are now everywhere. It’s really thanks to tools like GuestRevu that the team is able to manage all our reviews, look at areas for improvement, and take real, meaningful actions. Not understanding feedback would mean losing return customers, and losing return customers would mean eventual decline to competition. What advice would you give to other hoteliers hoping to work towards a social cause? Find a cause that is close to your heart and don’t over-complicate it. Making real change, real impact, is easier than you think. The key is to remain consistent and connect other business areas with it. Hotels, by their nature, encompass a wide range of activities and connect people in ways that no other businesses can. Use this in the right way and results will follow. Social causes shouldn’t be a cost to your time, efficiency or financials – when done right, they only add value. What’s the best hotel that you have ever stayed at, and why? That’s really easy to answer. My favourite hotel ever is Guava Garden in Gili Trawangan, a small island off the coast of Bali in Indonesia. My girlfriend and I stayed there a year and a half ago when we were backpacking through Indonesia. As we are both hotel managers, we tend to be quite picky and really take quite a bit of time to find the right hotel for us. The reasons why this was the best hotel are ample – it is family-run and owned, and has a traditional Indonesian spirit, but doesn’t compromise on quality, cleanliness or service. I’m of a mind that hotels like these are real grassroot heroes, often doing a better job than multinational chains. It was really this hotel, and the team there, that reminded me of the value of real human interaction and how enormous the benefits that come with it are.
It’s no secret that at GuestRevu we’re all about helping hospitality professionals to listen to, learn and earn from their clientele. And it’s not just loyalty, trust, and insights that you stand to gain – a better reputation can actually increase revenue and reduce overheads. To help you get to grips with the financial impact of embracing online reputation and guest feedback management tools at your business, we’ve put together an ROI Calculator to show what kind of return on investment you can expect when buying GuestRevu. What are these figures based on? Cornell University has done some excellent research into the subject of online reputation in the hospitality sector, but one research paper in particular looked at the correlation between review scores and room pricing, hotel occupancy, and RevPAR. They found that when a hotel improves its overall online review score by as little as 1%, there is often an impact on revenue and turnover across the board, resulting in, on average, an overall 1.42% increase in revenue per available room (RevPAR) for each point out of 100 by which a hotel improves its reputation. Since GuestRevu helped hospitality professionals to increase their TripAdvisor review ratings by 4% on average in 2018, and taking into account the amount of time that our award-winning online reputation management solution saves teams in monitoring and responding to reviews across platforms like TripAdvisor, Google Reviews, Booking.com and more, we’ve been able to work out just how much of a sound investment GuestRevu’s solutions can be for your company. What makes us industry leaders in guest feedback and reputation management? Don’t make us toot our own horn — our clients can speak for themselves, and it’s their feedback that saw GuestRevu topping the HotelTechAwards in 2019 in both the Guest Feedback Software and Reputation Management categories. We can talk all day about what makes GuestRevu an excellent solution — from our world-class customer service, to our two-way integrations with PMSs like Guestline and Mews, to our personalised approach to every property and business, big or small — but sometimes you just need to see the numbers, the return on investment, or the solutions in action for yourself. Click on the banner below to request a demo from a GuestRevu consultant.
INTELITY to power the innovative, UK-based hotel company’s enterprise brand mobile app. INTELITY™, the provider of the broadest enterprise guest engagement and staff management platform for hospitality, announced today that YOTEL has selected its platform as a brand standard. The trend-setting, tech-forward hotel brand plans to implement the INTELITY platform across all of its properties in order to provide travelers with superior guest experience and streamline daily operations. YOTEL’s new mobile brand app and mobile key capability, powered by INTELITY, will give guests the convenience of skipping the front desk through mobile check-in. They will also be able to request hotel services, communicate with staff, and access information, including curated city guides. YOTEL staff will use INTELITY’s full-service back-office solution, INTELITY Staff, to organize and fulfill guest requests, process and track work orders, and view real-time data analytics. The INTELITY platform also integrates with YOTEL’s property management systems (PMS), room controls, and robot butlers. “At YOTEL it is important to us to make the customer journey as seamless as possible, saving our guests and staff valuable time so that they can get on with what is important to them. It is for that reason that we will be introducing INTELITY as a brand standard across all YOTEL properties,” said YOTEL CEO Hubert Viriot. “Being able to offer a single app that features all of our properties across three brands, YOTEL, YOTELAIR, and YOTELPAD gives guests the ability to not only skip the front desk but have ready access to hotel services, facilities and information as and when they need it.” The company, which has hotels in major city centers and airports terminals around the world, will implement INTELITY at their new properties first, followed by a rollout at pre-existing locations. YOTEL plans to kick off the first phase of the new platform with the soft opening of its YOTEL Istanbul property this year. “We’re thrilled to partner with such an innovative hotel group. YOTEL is known for creating smart multi-functional spaces, inspired by technology, that truly map to the needs of modern travelers, and we look forward to rolling out the INTELITY platform across the entire brand,” said INTELITY CEO Robert Stevenson. “Our goal is to make the guest experience better in every way, and give guests access to the seamless experience they already have from airlines, mobile dining, and rideshare apps.” INTELITY will be at HITEC Europe in Booth #147. Visit the INTELITY website to schedule a time to meet with a member of the INTELITY team. About INTELITY INTELITY is the global provider of the most advanced hospitality technology platform for the hotel, casino, cruise, and luxury residential markets. INTELITY offers its customers comprehensive end-to-end solutions to manage guest experience and staff operations, in a single platform. In 2018, INTELITY merged with KEYPR yielding a combined 15 years of hospitality experience, rapid growth, and the most complete hospitality technology platform on the market. For more information, please visit www.intelity.com. About YOTEL Inspired by the luxury of first-class travel and uncompromisingly designed around guests, YOTEL takes the essential elements of luxury hotels into smaller, smart spaces and deliver extraordinary value and a sense of community with areas for co-working, social gatherings and exercise in sought after locations. Premium Cabins include YOTEL’s signature adjustable SmartBed™ with rejuvenating rain showers and SMART TVs, multi power and USB points and easy connectivity. YOTEL currently operates four airport hotels in London Gatwick, London Heathrow, Amsterdam Schiphol and Paris, Charles de Gaulle and five city centre hotels in New York, Boston, San Francisco, Washington D.C. and Singapore. YOTEL is expanding rapidly with new projects under development globally, including Istanbul Airport, Singapore Changi Airport, London, Edinburgh, Glasgow, Geneva, Amsterdam, Miami, Dubai, Mammoth, Park City, Porto, and New York Long Island City. YOTEL’s major shareholders include a controlled affiliate of Starwood Capital Group, the Talal Jassim Al-Bahar Group, United Investment Portugal and Kuwait Real Estate Company (AQARAT). YOTEL was created by YO! founder Simon Woodroffe OBE, who inspired by first class travel, translated the language of luxury airline travel into a small but luxurious cabin (www.yo.co.uk). Visit www.yotel.com for more information.
SAN FRANCISCO - Revinate, the software as a service (SaaS) company that helps hotels make the most of every guest, today announced a partnership with GCommerce, a leader in hospitality digital marketing services. Together, the companies can offer their clients a complete suite of digital marketing solutions to capture guest bookings throughout the entire traveler lifecycle, from discovery to booking to return visit. Kelly Robb, VP of Marketing and Growth at Revinate says, "Getting guests to book direct is harder now than ever before given the digital acumen of OTAs. Hotels need a strong partner, like GCommerce, to level the playing field and ensure that they can compete and win. With the addition of services around Revinate Marketing, GCommerce can provide clients with the industry's most powerful CRM, to ensure that the first booking will not be the last." "We have looked at a lot of guest data and email marketing solutions and I am excited to be able to offer Revinate Marketing to our customers," says Lindley Ferris, SVP Marketing at GCommerce. "In addition to being able to segment by audience and serve the most relevant emails, the data from Revinate Marketing will help us better understand our clients' guests to improve our overall marketing efforts." Aparium Hotels is one of the first companies to leverage both GCommerce's services and Revinate's software. Jenna Reed, Creative Director at Aparium Hotels, says, "As a joint customer, I'm excited to see Revinate and GCommerce working closely together to drive revenue on behalf of their clients. Both companies deeply understand the industry and the pressure on hotels to drive direct bookings. Both companies have been incredible partners and have given us the tools and expertise we need to hit our revenue goals."
When it comes to turning a stay into an experience, it is easy to assume that hotels have the upper-hand. After all, they have the convenience of a wide array of full-time staff who get to see and interact with guests day-in and day-out. But that hardly means that serviced apartments are out of the running — they are in fact ideally placed to offer more than just a bed to sleep in, and in many ways may even find themselves at an advantage when it comes to offering what guests look for from a hospitality experience. What is it that turns a stay into an experience? “Who can really say what creates a memorable stay? It's often inconsequential things that one might recall about hotels, long after the brand of toiletry and corridor artworks have faded in the memory.” — Brian Johnston, Traveller Pinpointing what it is that turns a stay into an experience is no easy feat, but it is one that many have attempted. If you ask the community on Quora, it seems that a great experience is characterised by exceptional service, comfort and attention to detail. Anthony Melchiorri would tell you (and did tell Travel Market Report) that “you can have all the marble in the world and butler service, but if you have rude people that don’t take care of your needs, you don’t have anything.” Brian Johnston of Traveller would agree that “quirkiness, friendliness and character are, in this increasingly commercialised travel world, the greatest luxuries of all.” When it comes down to it, it seems that there are five characteristics that excellent experiences often have in common. Let’s have a look at each of them, and what gives serviced apartments the upper-hand for providing stays that guests will remember. 1. Uniqueness When it comes to hotels, it often doesn’t matter whether a guest is staying in a Hyatt in London or one in New York, they can expect the room, and the service, to be the same. Serviced apartments, on the other hand, find themselves at a great advantage for offering a different experience, often incorporating local culture, while still offering the creature comforts that guests look for. “Cookie-cutter hotels don't retain my interest for long, and don't create stories I can relate years later.... It's just a reminder that quirkiness, friendliness and character are, in this increasingly commercialised travel world, the greatest luxuries of all.” — Brian Johnston, Traveller When it comes to experiences, guests are often not looking for what makes a stay the same as every other, but what sets it apart. While some serviced apartments make efforts to keep their style consistent, and others aim to have each apartment reflect its own unique style, all can reflect the city in which they can be found. Two apartments in the same building can look worlds apart, making the experience in those two apartments different from the outset, or two apartments worlds apart can have the same basic features, while still incorporating local art or cuisine to make the experiences within them unique. 2. Comfort Soft sheets, feather pillows and carpets that anyone would want to sink their feet into are comforts that hotels and serviced apartments are both equally equipped to offer. But once again, serviced apartments have the opportunity to provide comforts that most hotels simply can’t afford — those of space and home comforts. It is rare to find a hotel that makes a guest feel at home — as luxurious as any hotel might be, it’s unlikely that guests will want to venture from their rooms barefoot, or feel that they can pop down to the restaurant for a quick cup of coffee in the middle of the night in their pyjamas. But these are things that a guest wouldn’t think twice about when staying in a serviced apartment, because they haven’t just been allocated a single room within a property — they have been given the run of an entire apartment. They may not be willing to venture outside of the apartment barefoot, but they don’t need to — everything that they need, from a space to sleep, to a kitchen that they can make coffee or a midnight snack in, to a couch on which they can put their feet up and watch whatever they choose, comes standard, without the need to leave the comfort of their own space. It’s this luxury of space and the availability of creature comforts that put serviced apartments in the perfect position to provide an excellent experience. When guests arrive at a serviced apartment, it’s already far more than just a place to rest your head. It’s a space to relax and make yourself at home. 3. People When it comes to serviced apartments, there’s often a tendency for staff to form more personal relationships with guests than they would be able to at a hotel, since those staff are often be the point of contact for everything that guests need, and serviced apartment staff are accustomed to forming relationships with guests who are frequently there for extended lengths of time. These more personal relationships benefit both staff and guests. Guests will feel better looked after, their needs taken care of without the inconvenience of trying to find the right person to speak to; while staff will have the opportunity to personalise the guests stay, accommodating their preferences and pre-empting their needs. “You can have all the marble in the world and butler service, but if you have rude people that don’t take care of your needs, you don’t have anything.” — Anthony Melchiorri, Travel Market Report But it’s not just the opportunity to form personal relationships with staff that gives serviced apartments an advantage when it comes to people and their role in turning a stay into an experience. One of the benefits that many serviced apartments offer are communal spaces — from laundries, to gardens, and more — which provide guests the opportunity to interact with each other, far more so than they would do if they were only passing each other in a hotel hallway. Guests’ visitors are also often made to feel more welcome in serviced apartments than they would be in hotels, as the increased space (and often multiple rooms) that a serviced apartment offers is more suited to entertaining than a hotel room. 4. Exceptional Service Because serviced apartment staff tend to become accustomed to building relationships with guests who are, on average, at the establishment for longer periods of time than hotel guests, a culture of personalised service, and appreciating guests as individuals (rather than the occupier of room 34 for the night) tends to develop in many serviced apartment properties. As George Westwell, director of Cheval Residences, describes, his staff have “the luxury of time to actually engage with guests, which most guests enjoy as well. It builds it almost into a friendship.” “One story that sticks in my mind was from a colleague who had worked in a major group hotel. On talking about her previous job, she said: ‘We're firefighting all the time. All the time there are guests coming in, so many problems occurring, that we didn’t really get a chance to engage with the guests. But here, at Cheval Three Quays, it's brilliant, because we’ve got so much time to engage with the guests!’ She told me about one guest who goes out at seven o'clock in the morning to get his cup of coffee and then always brings her back a cup and chats for five minutes.” — George Westwell, Cheval Residences Because serviced apartment staff get to know their guests over a longer period of time, they can be prepared to greet friends and family of the guests by name, welcome them with open arms, or even just acknowledge that they know who they are there to see. These are opportunities rarely afforded to hotel staff, simply due to the number of staff interacting with each guest on a daily basis, and the number of guests that staff interact with daily in turn. 5. Attention To Detail Sometimes it’s not big, earth-shattering, mind-altering moments that make for a great experience. Sure, going bungee jumping or seeing Paris from the top of the Eiffel Tower for the first time would make a trip an experience to remember, but it’s often the moments in between that truly make an experience memorable, and it’s these moments that accommodation providers, and serviced apartment providers in particular, have the opportunity to provide. It’s attention to detail, from details about guests to details about the accommodations themselves, that sets serviced apartments apart. Attention to detail when it comes to guests goes back to having great people and providing exceptional service — the better opportunity that serviced apartments have to make note of personal preferences, and to form a relationship with guests provides them with the opportunity to pay closer attention to the details of a guests stay. It can mean making sure that a guest’s favourite coffee is waiting in his apartment on his return from a long day, noting which paper she prefers to read on her taxi ride and having it ready and waiting for her at reception, or having a vegan, gluten-free recipe at hand when a guest returns for dinner, because the cleaning staff noticed the lack of meat and bread in the kitchen. When it comes to the apartments themselves, attention to detail can mean making the style an experience in and of itself — a Victorian style to an apartment in London, for example, would provide a very different experience to an apartment with a modern feel, and it would be the details between them that would often set the two apart. Whether it’s about their unique style, the luxury of space and domestic comforts, the personal touch and exceptional service that the people who work there are able to provide, or attention to detail, because serviced apartments provide so much more than hotels in terms of accommodation and personalisation, they in turn have the opportunity to provide so much more in terms of experience.
Each year along with individual awards for the top rated product in each category, Hotel Tech Report recognizes the top 10 most customer centric global companies in the annual People's Choice Awards. The People's Choice Awards serve to honor and recognize companies who have balanced strong growth with a relentless focus on customer centricity. Hotel Tech Report has named IDeaS the winner of the 2019 People’s Choice Award based on data from thousands of hoteliers across more than 120 countries around the world. Over 100 of the world’s elite hotel technology companies competed for a chance to win this prestigious title. Other finalists include: TrustYou (2nd place), Clock (3rd place), TravelClick (4th place), GuestRevu (5th place), Mews (6th place), Guestline (7th place), Travel Tripper (8th place), Cloudbeds (9th place) and ALICE (10th place). The HotelTechAwards platform (by Hotel Tech Report) leverages real customer data to determine best of breed products and companies that help hoteliers grow their bottom lines. “The People’s Choice Award goes to the single company across all categories who demonstrates the strongest customer relationships during the HotelTechAwards. Clients came out to support IDeaS in droves - it has been incredible to see” says Hotel Tech Report’s Jordan Hollander. The most common pitfall that successful technology companies face is that scale often has an inverse correlation with customer satisfaction. With each new hire customers become further removed from the leadership team and with each new client their business becomes less critical to the company. IDeaS breaks the mold and is not just the largest revenue management software company in the world but also the most beloved hotel technology company in the industry as determined by verified client data. The key factors used to determine the annual People’s Choice award include total verified customer reviews, geographic reach of reviews and overall review sentiment and ratings. More than 200 verified IDeaS clients dedicated more than 25 hours to supporting the company by writing reviews about their authentic experiences with the firm. Unbiased and verified reviews build trust in a way that biased case studies and whitepapers cannot. The best companies know that the most effective way to communicate their value proposition is to empower and amplify the voices of their customers. “We saw 5 star reviews come in from Zambia to Moscow and everywhere in between. Happy customers vouched for IDeaS from cities we had never even heard of. This is the one of the most impressive organizations we’ve seen in hotel tech history. It’s hard to imagine how IDeaS keeps clients this satisfied at such an enormous global scale but if there’s one company everyone can definitely learn from about scaling a global organization with a relentless focus on customer centricity, its IDeaS ” says Hollander. IDeaS clients from the United States, Africa, Asia, Europe and Latin America commended the company for it’s world class customer service and software. Congrats to this year's finalists: IDeaS, TrustYou, Clock, TravelClick, GuestRevu, Mews, Guestline, Travel Tripper, Cloudbeds and ALICE! About the People's Choice Award The People's Choice Awards serve to honor and recognize companies who have balanced strong growth with a relentless focus on customer centricity. Early on as a startup its easier for companies to maintain strong customer relationships with a limited customer base. But as a company grows its install base and scales globally, maintaining high customer satisfaction becomes increasingly more challenging. Each year along with individual awards for the top rated product in each category, Hotel Tech Report recognizes the top 10 most customer centric global companies in the annual People's Choice Awards acknowledging the achievements of top innovators across all categories who embody the values, transparency and customer centricity that lie at the core of truly great companies. More info on the People's Choice Awards and scoring methodology
Creating a great work environment is the single biggest determinant of success for any business. Companies that foster great work environments attract the best people and the best people build the best products. A 2017 study that analyzed 326,000 employee reviews at publicly traded companies found that firms with high employee satisfaction outperformed the overall stock market each year by 135bp (1.35%). A similar study of 400,000 employee ratings found evidence of a statistical relationship between employee perception and a firm’s future earnings. Sophisticated enterprise software buyers know that when they partner with a technology company, they are buying into not just its products but its vision, mission and team. These buyers perform due diligence to understand the viability of any business that they plan to partner with and a deep analysis of employee satisfaction and vendor culture is part of that process. Hotel Tech Report hosts this award not just to help the community find great jobs, but also to help fast track diligence for hotel tech buyers who want to learn about the best vendors to work with. Understanding organizational culture is important for software buyers because companies that create great work environments retain employees longer, service customers better and innovate faster. Perks like ping pong tables, office snacks and vacation days are nice, but our 10 Best Places to Work in Hotel Tech list is determined by the glue that holds companies together. Each year we ask thousands of employees at hotel tech companies how they feel about their employers and anonymize the results. The 2019 scoring is based on 7 key data points: Work-life balance: Please rate how well your employer promotes work/life balance. Personal development: How much importance does your employer place on your own personal development? Gender equality: How would you rate the opportunities available to women in your firm? Employee confidence: How much confidence do you have in the future of your company? Values alignment: How well do your values align with the culture of your organization? Employee engagement: How passionate are employees about the company? Growth prospects: How many open roles are there for your employees to grow into? Without further adieu we give you 2019's 10 Best Places to Work in Hotel Tech: 10. Triptease Our research on Triptease validates that the Company truly lives and breathes the ethos of its name. Employees consistently cited off-sites and team trips as the highlights of their year. According to LinkedIn data, Triptease has grown its employee count 72% in the last 2 years. Sometimes when companies grow that quickly, it’s hard to maintain a great team culture. With the team spread all around the world, Triptease brings new employees for training and team building to the LondonHQ. New employees rave about the experience for the learning and friendships that come from it. Other notable events include Triptease’s renowned Direct Booking Summits (America, Europe, Asia) and a company wide Christmas party in Madrid (let us know if you need HTR on the scene to cover next year’s party - this one sounded like a rager!). Triptease employees are constantly blown away by how much management cares. One employee cited an unexpected bonus for a month of killer performance and another described to us how open management is to employee travel focused on career development. Ultimately, Triptease is one a big happy family and employees around the world are constantly connecting through a multitude team building activities and trips. Employees love the fast paced nature of consistently launching new innovative products. Check out open positions at Triptease 9. GuestRevu GuestRevu had a year in which critical company milestones rallied the team together. Not only did GuestRevu acquire a large regional competitor but the team also launched a major version update that required all hands on deck. Despite all the craziness of rapid growth, a new version launch and a major acquisition - one employee raved to Hotel Tech Report about how supportive the entire team was during the loss of a loved one. Another told us that she often needs to bring her 9-year old to work where he is always made to feel welcome and at home. The firm is so committed to its team that it sent out a company wide survey asking what employees wanted to learn and then purchased everyone access to Udemy classes to help them develop those new skills. The marketing team took classes on video editing and is already leveraging those skills to develop a series of video case studies for GuestRevu. Check out open positions at GuestRevu 8. Beekeeper For a company building software to help teammates communicate better - Beekeeper takes employee engagement and experience very seriously internally. As one employee told us, “Beekeeper does an excellent job of capturing feedback and always checking in to understand where you want to go and providing actionable feedback and support to get you there.” The Company promotes a healthy lifestyle through lunchtime sports and CrossFit. Taking it one step further, Beekeeper offers unlimited PTO and flexible work schedules to accommodate the expectations of the modern workforce. Beekeeper’s culture exudes transparency and humility. One employee told us that the team was initially put off by management’s decision to require employees to clean dishes at an off site before they realized that this was all part of the team building. This employee told us that the people they ended up washing dishes with ended up being their closest new friends and that the experience gave them an opportunity to bond in a way that most rarely do in the modern workplace. Another employee told us about a rewarding experience they had volunteering together at a homeless shelter. The team’s humility shined through further when a new employee (2 weeks in) alerted management about tensions between two departments. Much to their surprise both teams were thrilled to hear their new colleague’s insight and showed their appreciation. Management even went one step further offering this individual to run a huge cross-departmental retrospective 5 weeks into their job. It’s not often that companies are so open to self-reflection and change coming from a new junior hire and we really admire the culture that Beekeeper has nurtured. Check out open positions at Beekeeper 7. Hotel Effectiveness Hotel Effectiveness is an incredibly successful company that largely flies under the radar of hotel tech buzz. The Company provides revolutionary labor management software that we’ve covered here. If there’s one word that sums up the Hotel Effectiveness team culture - it’s ‘performance’. Employees are unilaterally motivated by consistently hitting lofty sales goals time and again. As a testament to this performance driven culture - one employee told us that one time their boss had to tell them to go home early and make some time for family when they were overworking themselves. This performance culture isn’t mandated from the top and is completely grassroots in that it’s driven by internal employee motivation and ambition. While you can expect to work alongside incredibly driven and ambitious colleagues at Hotel Effectiveness - they definitely know how to have a good time host a hilarious annual white elephant Christmas party. Check out open positions at Hotel Effectiveness 6. Revinate Revinate’s culture is characterized by constant iteration and testing. The Company is always trying new things and that affords a ton of learning opportunities to team members. This year while the technical team executed a full shift from hosted data center to cloud based AWS infrastructure the sales and marketing teams were tasked to rapidly grow the install base of the Revinate Marketing product. Both teams executed with near perfection and everyone celebrated with an impromptu party where key team members reflected on the incredible achievements of such a relatively short time period. Revinate embodies the startup spirit with enterprise scale. Revinate CEO Marc Heyneker is deeply involved in the day to day operations of the business and employees across the organization rave about his ability to inspire and teach. One employee told us a story about a serious head injury that left this person working remotely for several months. His team made sure to make him feel included as part of the office through the entire time away but that was only the beginning. The employee recalled being shocked that over a year after his injury Heyneker pulled him aside to check in on his health and to ask what he could do personally to help. Check out open positions at Revinate 5. Cloudbeds Cloudbeds management recently surprised its team with a beautiful new San Diego headquarters equipped with a 14 ft indoor willow tree, a massive outdoor workspace, game areas, stand up workstations and more. The environment is fun, welcoming and echoes the company theme - all things travel. Cloudbeds has an extensive wellness program because management knows that healthy employees are productive ones. This productivity paid off in 2018 where Cloudbeds achieved #75 on Inc Magazine’s fastest growing companies list. How are they growing so fast you ask? Well it’s probably because CEO Adam Harris told the team he’d dance to any song of their choosing. We will keep you posted once we get our hands on the video from Harris’ co-founder Richard Castle. The Company maintains several internal chat threads exclusively for team sharing of funny photos, videos and memes - so we expect the video to surface there as well. All jokes aside, Cloudbeds takes both employee and team growth very seriously. Each employee has weekly 1-1 meetings to review competencies and revisit their path to promotion. The Company is growing rapidly and there are constant opportunities for employees who prove themselves. Cloudbeds is also a 100% flexible organization where remote employees and those stationed at the headquarters all enjoy the ability to work from anywhere anytime. Cloudbeds has fostered a culture where its team members truly enjoy hanging outside of work and building friendships important for their personal and professional lives. Several Ukrainian teammates trained for a marathon together and one customer success rep has leveraged her friendship with the UX designers to pursue her passion for design. After taking several courses independently the UX team has given her several opportunities to practice her skills on live projects. Check out open positions at Cloudbeds 4. Clock Software Clock Software is another company on our list that is growing insanely fast but doesn’t take itself too seriously. One Clock employee told us that on their birthday coworkers wrapped his entire workstation and even put a bow on it. The only complaint we heard from Clock Software team members was that they are growing too fast and needed more staff to manage the growth. This is the best kind of problem to have. Clock is the oldest company on our list and celebrated their 22nd anniversary this year - a testament to the longevity of the business. Clock founder Krasimir Trapchev has focused on growing the client base without scaling the team too quickly. Trapchev is all about execution and he’s prioritized building a long term sustainable business over rapid scaling which is extremely unique in an environment where funding is so plentiful that CryptoKitties, a company that enables users to breed and trade digital cats can raise $15M. Clock is now starting to scale the team so it can take on more enterprise clients and its employees are fired up. If you want to learn how to build a real business without massive amounts of venture capital - check out open jobs at Clock because Trapchev is the Mr. Miyagi of entrepreneurship and you’d be wise to make yourself his Karate Kid. Check out open positions at Clock 3. Screen Pilot Screen Pilot takes team building very seriously with activities like bubble soccer, a British Bakeoff (it’s ok we Googled it, too), volunteering at an animal shelter, an escape room and even a city wide scavenger hunt around its hometown in Denver. The scavenger hunt and Screen Pilot’s quarterly volunteer days are a testament to Screen Pilot’s commitment to the surrounding community. While Screen Pilot is a top rated digital marketing agency, it’s a technology innovator as much as a marketing service provider. The Company has created what it calls SP Labs where employees brainstorm ways to better leverage technology to help its clients win more direct bookings. Think of SP Labs like an ongoing internal hackathon with dedicated teams set on solving acute problems for clients. It’s this kind of innovative mindset that lead Screen Pilot to a 2018 Adrian Award for social content creation. Check out open positions at Screenpilot 2. Mews Systems If you caught the Mews Systems booth at WTM you might think that it was a rocket science company with all the lab coats and futuristic decor that earned it the Best Stand Award. While Mews isn’t quite a rocket science company it is taking off like a rocketship having doubled its client base in the second half of 2018 alone. To support that kind of insane customer growth Mews had to 4x its team size in the last year - the fastest growth of any company in our list. So how can a company even hire that fast? Mews attracts 40% of new hires via referrals. If that doesn’t say something about the company culture we don’t know what does. With that kind of insane growth supported by an $8M Series A in June you’d think it’s all business but Mews employees say it’s very much a “work hard, play hard” culture. One employee told us that one of his favorite things about working at Mews is “daily banter with the boizz” - this kind of hilariousness is exactly what’s helped the Company take the industry by storm. Hoteliers everywhere are sick of generic jargon and boring brand marketing from hotel tech firms and Mews is the antidote. Employees frequently cite founder Richard Valtr and CEO Matt Welle as saying “At Mews we are family and we will take care of any family member in need." Mews also boasts an extremely inclusive culture illustrated by the firm’s attendance at the Prague Pride celebration wearing special edition Mews gear to the event. The Company also has a shared value culture at its core and participated in UK Byte Night last year. Byte Night prevents youth homelessness by having corporate teams sleep in the streets to raise awareness and funds for the cause. Richard and team participated which is really cool and a statement to the quality of people that you’ll work with when you join the Mews team. Check out open positions at Mews 1. ALICE ALICE employees widely agreed that quarterly town hall meetings are the foundation of ALICE’s connected team culture. ALICE staff loves the opportunity to connect with colleagues from around the world, align around the company vision and get transparency into how the business is performing at a macro level. More than doubling its size in 2018, ALICE unsurprisingly had to upgrade its HQ office to add more space and acquire obligatory startup amenities like a cold brew keg, stand up desks and lockers. ALICE goes so much deeper for its team and invests heavily in career development. Employees participate in a company wide book club, receive access to free Udemy courses and are nurtured along a very clear path to promotion. ALICE employees talk about the clarity of path to promotion more than any other company’s employees on our list. Setting a clear path to promotion is important for making employees feel like they’re constantly progressing and puts them at ease knowing that there’s always room to grow internally. Major consulting firms like BCG and McKinsey have perfected this art but rarely do we see startups who are able to provide such transparency to their staff - kudos ALICE management.One employee told us that she was promoted 4 times in the last 3 years - a testament to ALICE’s ability to reward top employees. Even a remote worker was able to win ALICE’s Culture and Values Award twice in 6 months. This individual told us that they felt like they were on an island while working previous remote jobs - but felt very connected to the inclusive ALICE team. ALICE acquired GoConcierge this year and is making serious strides with major enterprise clients after its $30M Series B funding - a testament to the strong prospects for the firm and probably why employee confidence in the firm is best in class. “When you receive a high five from the CEO, that says a lot about the culture of the company,” says one team member. High fives all around! Check out open positions at ALICE
The hospitality industry has become a very dynamic one in recent years. Revenue Management strategies that would have once been deemed acceptable and rational, are no longer efficient. Be a next-level Revenue Manager and avoid the three big mistakes that are commonly made with making pricing decisions. 1. Putting Quantity Over Quality Firstly, despite what many Revenue Managers think, occupancy is not the deciding factor of how profitable a hotel is and should not be their main priority. Higher occupancy will actually result in lower profits if, in order to achieve it, the ADR is dropped to a rate that is not compensated. Take this simple example- A hotel with 100 rooms sells 90 of them, at a 100 euro rate. This results in 9000 euro in revenue. The Revenue Manager then decides to set a 100% occupancy goal, selling 100 rooms at an 85 euro rate. This results in only 8500 euro in revenue. You must find the right balance between occupancy and ADR in order to achieve your highest potential profits. Furthermore, even if an ADR reduction is compensated by an increased number of bookings, don’t forget about the extra operational expenses that come with renting more rooms! So when you’re faced with a thin option between higher occupancy or higher ADR, bear this in mind before making your choice. It’s usually better to focus on ADR in properties with no extra revenue-generating departments, like restaurants, bars and spas. 2. Making Price Adjustments Based on Occupancy Making pricing decisions based on occupancy alone is a big mistake and can lead to revenue losses. An important factor to consider is the number of remaining days before arrival. For example, 70% occupancy tomorrow is very different to 70% occupancy 90 days from now. In the first case, you should lower your price to sell those remaining rooms. The second case indicates high pick up outside of the standard booking window, which should lead to increasing the room rate in order to benefit from the high demand. Another price adjustment trigger is the booking pace, which gives a better insight into room demand. Say, for example, the occupancy for the upcoming weekend is at 70% and each day for the last 7 days has seen a significant percentage of bookings for that weekend. This demonstrates a high demand, which allows for a price increase since the pickup indicates early sell out at the current price. In another situation, no reservations have been booked for the weekend during the last seven days, and the hotel received 3 cancellations yesterday, so the occupancy dropped from 73% to 70%. Although the occupancy and the number of remaining days are the same in both situations, this second scenario shows that demand is weak or the room rates are too high. Therefore, a smart Revenue Manager will make an opposite price adjustment, lowering the rates to stay competitive. This confirms that occupancy alone cannot provide enough information for effective Revenue Management decisions. 3. Pricing Based on Competition Another misconception that is still prevalent among many Revenue Managers is that they should base their prices on their competitors’ rates. Certainly, it’s important to always be aware of your competitors’ rates. However, that’s not to say that you should prioritise their prices over your hotel’s actual supply and demand. Different types of travelers are looking for different kinds of accommodations at different times. Even in the unlikely case that your competitor has identical features to your own hotel, your comp sets may not always be skilled in current Revenue Management strategies. How do you know they’re accurately following demand fluctuations and are instantly reacting to these fluctuations with optimal pricing? Your competitors might not be aware of the true demand in your area, let alone for your hotel. Therefore, by following their prices, you may sell out way too early or be left with many unsold rooms. Furthermore, your competitor may have just booked a large group reservation that resulted in an increase in price for transient business. With fewer rooms to fill, they can afford to increase their prices for those that are leftover. However, the true demand for your hotel hasn’t changed, so by following their pricing decision, you will be left with drastically diminished occupancy rates. Conclusion So, now you know what not to do, what you should do is concentrate on increasing actual profits and focus on the real demand flow. Just by making this simple shift in thinking, you’ll be much more in line and clued in with where the hospitality industry is going these days. In turn, that will help your property be more successful!
Hotelogix, a leader in cloud-based Property Management System has announced the integration of its PMS with Beonprice, a leading provider of revenue optimization solution based on Artificial Intelligence to hotels. This strategic integration is designed to help hotels leverage business insights to price their rooms better and achieve improved profitability. Speaking on this development, Prabhash Bhatnagar, Founder at Hotelogix said, “Beonprice is a valued revenue management solution provider among mid-segment hotels, globally. The integrated offering will help Hotelogix customers with a simplified way to execute revenue management best practices and to come up with competitive room pricing.” Beonprice helps maximize hotel profitability by finding the best combination of consumer demand and hotel supply through patented SaaS Artificial Intelligence technology. It considers a hotel’s different client segments as fundamental criteria to help the hotel determine the optimal price for various room types, markets and nights of stay to increase revenue. Currently, the company serves around 2,000 hotels across the globe. Expressing his views on this association, Rubén Sánchez Martín, Founder & CEO at Beonprice said, “We are very satisfied with this alliance. Hotelogix is a trusted PMS provider to the global hotel industry. Through our association, we are sure to help more hotels globally in their effort to boost revenue.” Commenting on this alliance, Patricia Etchehun, Revenue Manager at Hotel Mulen Tandil, Argentina said, “Due to this powerful and much-needed integration, we have been able to keep an eye on market demand and competitors in real-time. And at the same time, we can now effectively follow up the forecast achievement from the marketing plan. Based on forecast, demand and competitor, and with the invaluable tool that Beonprice & Hotelogix jointly offer, we easily come up with an accurate dynamic pricing strategy which already is showing positive results.” About Hotelogix Hotelogix provides a robust cloud-based Hotel PMS that helps hotels to automate and manage their end-to-end operations with ease. It also assists hotels to drive growth, increase revenue and to enhance their online reputation. The PMS is hosted on Amazon Web Services, and thus offers the much-needed stability and security to hoteliers. The company has rich experience in serving global markets with customers in 100 plus countries including developed geographies such as North America and Europe. About Beonprice Beonprice is a global leader of a Revenue Optimization solution based on Artificial Intelligence to maximize hotel revenue. Beonprice finds the best match between consumer demand and hotel offering through a proprietary AI SaaS technology. Beonprice already has more than 2,000 clients in more than 30 different countries, including international hotel chains such as Iberostars Hotels & Resorts, Room Mate Hotels, RIU Hotels & Resorts, Petit Palace Hotels, Lopesan, and Grupo Posadas, among others.