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10 Best Guest Survey Software

Get the valuable feedback you need to improve your guest experience.
Most Popular
This vendor is the most popular in the category with 72 reviews across 13 countries.
95
HT Score
Hotel Tech Score is a composite ranking comprising of key signals such as: user satisfaction, review quantity, review recency, and vendor submitted information to help buyers better understand their products.
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COMPANY DESCRIPTION

Customisable surveys reflect your brand's look and feel, while asking the questions your business needs answers to. Dynamic smart surveys... read more

  • Based in
    United Kingdom
  • Founded in
  • 22 employees on Linkedin
Collect Guest Surveys to Improve Staff Operations
90
HT Score
Hotel Tech Score is a composite ranking comprising of key signals such as: user satisfaction, review quantity, review recency, and vendor submitted information to help buyers better understand their products.
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COMPANY DESCRIPTION

Through guest surveys, hotels can proactively solicit guest feedback to gain more valuable insights into the opinions of their guests, allowing... read more

  • Based in
    München (Germany)
  • Founded in
  • 170 employees on Linkedin
Publish surveys for maximum exposure and booking impact.
82
HT Score
Hotel Tech Score is a composite ranking comprising of key signals such as: user satisfaction, review quantity, review recency, and vendor submitted information to help buyers better understand their products.
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COMPANY DESCRIPTION

Improve online ratings and rankings by boosting review volume. Solicit guest surveys and collect reviews for TripAdvisor or Google to make the... read more

  • Based in
    San Francisco (United States)
  • Founded in
  • 133 employees on Linkedin
Not sure which Guest Survey Software is right for your hotel?
Get custom recommendations
Beautiful single-page surveys right after the stay let your guests know you truly care.
77
HT Score
Hotel Tech Score is a composite ranking comprising of key signals such as: user satisfaction, review quantity, review recency, and vendor submitted information to help buyers better understand their products.
Learn more

COMPANY DESCRIPTION

Honest feedback from your own guests in larger quantity than any public review site is the best source of data for both strategic decisions and... read more

  • Based in
    Goteborg, Sweden
  • Founded in
  • 11 employees on Linkedin
Harness guest survey feedback to deliver better experiences
66
HT Score
Hotel Tech Score is a composite ranking comprising of key signals such as: user satisfaction, review quantity, review recency, and vendor submitted information to help buyers better understand their products.
Learn more

COMPANY DESCRIPTION

Turn insight into action to improve operational and service excellence This powerful, yet flexible tool allows you to build effective in-stay or... read more

  • Based in
    Barcelona
  • Founded in
  • 80 employees on Linkedin

Medallia

Ranked 7th in Guest Surveys Top Alternative: GuestRevu (Surveys) (9.5 /10)
Customer Experience Management, Technology, Business Intelligence (DataText Analytics), Enterpris...

COMPANY DESCRIPTION

Medallia is a leading customer experience management (CEM) SaaS company. Founded in 2001, the company is trusted by some of the worlds top brands... read more

  • Based in
    San Mateo (United States)
  • Founded in
  • 1300 employees on Linkedin

Recent Guest Surveys Articles

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In the hotel industry price is king and reputation is queen

by
Hotel Tech Report

It’s not uncommon for tech companies in hospitality to start as B2C brands (business to consumer) then pivot to service hotel businesses instead.  Triptease launched as a TripAdvisor alternative before pivoting to become a direct booking platform.  Similarly, Munich based TrustYou started as a hotel booking website that aggregated reviews from around the web to provide a single trust score for properties around the world before becoming a leading guest feedback and reputation management platform. Back in 2008, TrustYou founder Ben Jost noticed that online review scores had the ability to make or break hotel performance.  He also noticed that reviews were being spread to more and more websites like TripAdvisor, Google, Facebook, Yelp and Expedia. Jost and co-founder Jakob Reigger hypothesized that if they could consolidate these reviews to provide travelers with a holistic view of a hotel by creating a proprietary aggregate score that they’d be able to leverage their neutral position to become a dominant booking platform. TrustYou’s booking platform experienced some success but Jost and his team noticed that thousands of hotel managers were coming to the site because they wanted to monitor their review performance across multiple channels - this was their ‘ah-hah’ moment.  With this insight, TrustYou pivoted from a B2C model into B2B (business to business) and the firm’s growth exploded. “I remember 5 years ago we had one slide in our sales deck showing a king and a queen on a throne. The headline said “when price is king, reputation is queen.” Maybe it will take another 5 years until we see those both equally presented, but I definitely see it in the future.” ~Benjamin Jost TrustYou has since doubled down on reviews and even demonstrated a commitment to reviews in it’s own business winning 2nd place in the 2019 HotelTechAwards beating out more than 100 hotel tech peers.  Everything that TrustYou does tests back to the fundamental question of whether a product or service will enable hotel clients to achieve higher review scores by delivering better service to guests.  That mission has resonated with hoteliers around the world and in 2017 alone the Company analyzed more than 100 million guest reviews and collected more than 4 million survey responses. TrustYou’s guest feedback and reputation platform consists of four main components that work in tandem to gather feedback, manage collection at scale and leverage that feedback to drive more business: Review marketing: Market guest reviews via a website widget to increase hotel website conversion Guest messaging: Communicate with guests before and during their stay to ensure a great experience then send surveys afterwards to increase review volumes and rankings Guest surveys: gather feedback from guests after their stay to maintain guest satisfaction scores Reputation management: Real time insights into review scores and online feedback across a variety of channels Reviews are critical to the survival of any hotel today and Benjamin Jost believes that trend is only accelerating.  We sat down with him to learn about his vision for TrustYou and to get his perspective on the evolution of reputation management in the broader hotel tech marketplace.   What was your background prior to starting TrustYou? After studying engineering, I worked for two Venture Capitalists in Paris and Munich. Then I decided to go on an 8 month trip around the world, and when I came back, I started working in corp dev / M&A for a renewable energy company. I think TrustYou ultimately was born from my urge to do something on my own.   Tell us how you founded TrustYou. My co-founder and old friend Jakob Riegger always had his own businesses from the age of 18, and from the outside, it always looked so cool to be your own boss. I think after working for various bosses in various types of organizations, I wanted to do something on my own, and when Jakob also simultaneously wanted to start something new, we brainstormed what we could do together. So the idea of creating a business together with my co-founder came before the actual idea of TrustYou. We started as a B2C company, so actually, our very first customers were users who heard about our site and used it. I know all my family used it because I told them to! But it wasn’t enough, and we were a typical underfunded, German startup and had no idea how much it would cost to actually compete in the B2C world of travel. So while running out of money we realized that more and more hotels were using our website and were looking up their reputation scores and reviews from across the web on our site. Of course they never booked their own hotel so we didn’t earn any money. But that was the starting point of our B2B business. I think it’s much easier to earn money in B2B than B2C so kudos for all the B2C companies who succeed in this world.   Wow, I didn’t realize that TrustYou started as a consumer facing brand. Can you talk about the B2B business today? We believe deeply in the power of feedback to build a better product and offer a better service. The only currency that counts to achieve that goal is feedback from your customers. Therefore, hotels need to find a product that helps them collect, understand and market guest feedback (reviews, surveys, messaging) for every customer, via every channel, at any time. I still strongly believe that a hotel’s reputation is more important than their room price and for sure a more sustainable competitive strategy. The TrustYou dashboard gives hoteliers real time insights to improve their businesses Who is one mentor that has really helped you scale TrustYou? Many people helped me over time. One mentor who was there from the very beginning until today is Philip Wolf, founder of Phocuswright, who still sits on TrustYou’s board of advisors. What makes him important to me, next to his great character, is his unvarnished opinion about tough questions and topics. You can surround yourself with people saying yes to everything or with people who point to facts that can be really are uncomfortable to tackle, e.g. cutting costs, hiring people you deem unnecessary at first, etc. And he doesn’t let go until you tackle them, which I appreciate. I don’t always like it, but I always appreciate it.   What's one commonly held belief that most hoteliers believe to be true that’s actually false? I think the one I most commonly hear is “I know my guests, I don’t need software to tell me”. Even if you are the type of hotelier who listens to their guests without a survey or reputation management tool, I definitely know you don’t measure any KPIs, track your progress over time, share feedback effectively with your team, or know if you’ll improve from where you stand today. Additionally, you still don’t respond to online reviews, especially the negative ones, and you don’t reach the average guest by sending them your own survey, your own questions. Technology does all of that for you, truly helping you listen to your guests, and win against the competition.   What's the most surprising thing you've learned about scaling technology into hotels? Scaling a business in hospitality requires more manpower than what I would have expected when we started. In the beginning, I thought we would be a self-service technology that hotels would just buy, login to, and use. But we quickly learned that the business would require not only our tooling but also our expertise. We have truly become a service company, as well as a software company, and that requires talented people to support the hoteliers. We’re happy to be an extension of our client’s team as their dedicated feedback experts.   Are there 1 or 2 companies that have been a particularly good partners for you? We partner with hundreds of different fantastic companies, so it wouldn’t be fair to just name one or two. However, what I would like to see in our industry are more open APIs and more simple connections.  I think this would be very beneficial for our common customers, the hotels, but many tech companies don’t operate that way. I wish every tech company in our space would have a section on their website “API for developers” where you can develop solutions on top of their APIs and widgets. I am pushing my company to be open in that way because it just becomes much easier for partners to work with us and new things can be created. For example, I would still love to see rate management companies correlate their data with our data. We have the APIs, just plug them in.   I would want every rate management company, every IBE, every website builder, every PMS, every CRM to use our APIs and products to build a better product. Review content plugged into different hospitality solutions is already happening on a small scale, but not everyone out there knows how easy and convenient it is and what kind of value add it can provide to their own solutions. We have an entire team dedicated to those needs.   Where do you see TrustYou in 5-years? I want us to power feedback not only from guests but from other stakeholders as well. I believe we will enable feedback and communication between hotels and guests using messaging apps like Whatsapp, Facebook Messenger, and SMS instead of email. To help service our clients, I would want our platform to act as an AI solution and suggest actions to hotels based their data instead of just presenting it. I also think feedback will move from “3 days after stay” to “real time”. And I want TrustYou to spearhead those trends.   How will the online reputation management category change in the next 5-years? I hope to see guest feedback become a “must-have”, where it belongs to a hotel stack like a website or internet booking engine. More and more hotels will have figured out that with a 4.1/5 overall score they can offer a $100 room rate, but with a 4.6/5 score they can charge $150. I remember 5 years ago we had one slide in our sales deck showing a king and a queen on a throne. The headline said “when price is king, reputation is queen.” Maybe it will take another 5 years until we see those both equally presented, but I definitely see it in the future.   Does TrustYou have any new products or feature launches that you're particularly excited about? We just launched a new restaurant analytics product (May 2019) that is seamlessly connected to the hotel’s toolset, so for all hotels that run a restaurant in parallel, they can more easily manage their online reputation. Additionally, we have combined our Analytics and Survey with our Messaging product together into one platform so that as a hotel you can manage pre-stay, onsite, or post-stay communication and feedback from one place. Another big launch is coming towards the end of 2019, but I can’t talk about it just yet. Stay tuned!   What's one piece of advice that you have for any entrepreneurs looking to get into the hotel tech space? When seeking funding and putting together your business plan, calculate an amount you think you need, and then double it!   What is the best book you've read lately? Blitzscaling by Reid Hoffman. It’s written by Reid Hoffman, founder of Linkedin and Paypal.     What is your favorite podcast My favorite “podcasts” these days are live interactions with my children. Very funny. Topics change every time. No scripts. I love it.   What is one thing that most people don't know about you? I’m very approachable, and I think anyone who has ever reached out to me knows that. I’m an open book. So if you have questions or need information, I’m always happy to hear it and respond back.

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The role of storytelling in the bid for direct and repeat bookings

by
Lara Salomon

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.

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Turning a serviced apartment stay into an experience

by
Lara Salomon

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.

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The 10 Best Places to Work in Hotel Tech 2019

by
Hotel Tech Report

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

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This is the tech you need to streamline your hotel's operations

by
Hotel Tech Report

As any hotelier can attest, a modern hotel operation is a tangle of systems and technologies. Navigating the options can be overwhelming and frustrating, mainly because it's impossible to know how reliable the technology is -- or how responsive customer service will be during the inevitable outage. With such high-stakes, it's easy to get caught up in the details or to delay making a final decision. “For an industry that’s fundamentally about human interaction, it’s ironic that technology has come to be such a big deal. But in today’s and tomorrow’s world, being strategic about how you allocate your tech investment resources is critical to the hospitality mission.” -Mark Van Amerongen, COO, Prism Hotels & Resorts To get to the nirvana of seamless hotel operations, it takes the best technology, customized according to each property’s needs. Irrespective of how long it takes to identify these solutions, the result should be a technology suite that works well together and is adaptable to ever-evolving guest expectations. Security and data protection should also be a priority as a hotel builds out its modern hotel operations tech stack. While your hotel may not need technology from all of these categories, each category has its own merits to carefully consider. Ask tough questions, request introductions to existing customers to prove further, and don’t rush into a decision on your hotel’s operating systems.   Property management systems (PMS) The broadest category of software for hotel operations is the property management system. It structures the entire hotel operation, acting as the centralized resource across the property. From housekeeping to reservation management, everything flows through the PMS. Without a PMS, a modern hotel would struggle to thrive. Yet many hotels remain constrained by a legacy system that doesn't offer some of the most important features for a hotel to remain competitive in today's environment. So what makes a great hotel property management system? Paraphrasing an old idiom in business, the best PMS is the one you use. You want to provide the most intuitive and reliable system to empower your staff. You don't want to implement a system that frustrates and confuses. Inevitably, turnover increases and the guest experience suffers.     When evaluating potential solutions, consider the interplay between the PMS and the rest of your technology. Given the centralized role of the PMS, it's important that all software in a hotel’s tech stack integrate seamlessly. Knowing that a new PMS sits seamlessly within an existing tech stack is vital. You also want the flexibility to grow with your PMS is good peace-of-mind for hotel GMs. Module add-ons, such as for spa, revenue management, guest CRM, group functionality, and channel management, can boost the utility of the PMS without having to evaluate and onboard another vendor. Ideally, each tool has a real-time connection with the PMS to avoid latency and inaccurate data. In addition to integrations and connectivity, here are three other important features when evaluating a PMS vendor: Approach to customer service. Many features in hospitality technology are commodified, but customer service isn’t one. Helpful, responsive, consultative, always available -- these are all words you want to hear from existing customers as you evaluate your options. Automation. Automation is beautiful. It helps reduce errors from manual data entry, which in turn reduces labor cost associated with manual inputs. The labor can then be allocated to something The greater impact. The consistency of both staff and guest experience is also improved, which makes everyone happier. Real-time dashboard.  A centralized source of real-time information about your hotel proves invaluable over time. At a glance, everything is laid out for action. With this real-time view, issues can be handled quickly and efficiently before they escalate, and data can be deployed to rally staff around performance targets. The PMS is one of the most mission-critical software, so be thorough in your questioning of potential solutions. The most pressing question is how a company approaches customer support. Features can be copied; customer service can’t. When there's an issue with the PMS, you absolutely need the peace-of-mind that someone will be there to take your call and fix the problem.     Staff collaboration In an intensive operation such as a hotel, keeping the staff organized and on track is a challenge. Reliance on paper checklists, manual work assignments, and paper logbooks can lead to inefficiencies, double-work, and communication miscues. Upgrading to modern staff collaboration software automates processes to ensure more consistency across the various departments, increases transparency as far as performance, and unites communications into a centralized hub for easy management. When the team is on the same page, the hotel operates more smoothly and provides an enhanced guest experience. Another benefit of this technology is that it expands the role of the front desk into sales. By empowering the front desk team to enter leads and collaborate with sales, more revenue is achievable. These are the most impactful features to look for in staff collaboration tools for hotels: Intelligent routing. The technology should help teams work together more effectively to improve the guest experience. Guest want consistent responses, whether they communicate via email, text, or face-to-face. Software that intelligently routes guest request to the correct department means that there's less time spent directing traffic and more time spent on the task itself. Automations. Even the most well-trained staff makes mistakes. Staff management and collaboration software can automate away some of these mistakes by providing a consistent operational checklist. For example, upon completing one task, the system can assign another task based on that completion. Schedule task can also keep properties maintained overtime, without having to remember critical tasks or assign them manually. Reports, analytics, and audits. One of the benefits of using staff management technology is increased productivity. This is not conceptual: analytics and reports chart progress and identify areas for improvement with particular departments or team members. Auditing a task’s history also boosts visibility into potential bottlenecks.  After finding the vendors that have the desired features, the first question to ask them is how easy the software is to learn. Not every team member is tech-savvy, so the training and onboarding process is critical for successful adoption of a staff management tool.     Concierge software Guest-facing functions have the potential to make or break a guest experience. The importance of the concierge varies, depending on hotel category. For those hotels that haven’t traditionally deployed a concierge, technology can actually make this a cost-efficient perk to offer. For hotels with an existing concierge, concierge software makes the team more efficient and accurate with their guest recommendations. In the order of importance, look for hotel concierge software that provides: Cross-channel communications. Portability across channels is important to guests. They may go to the desk, and then want the concierge’s recommendations via mobile. The software should make this easy to do for concierges, and easy to access for guests. The ultimate win is to make a seamless experience no matter who is staffing the desk. PMS/CRM integration. Guest profiles shouldn't live independently of other systems. The richness of a guest profile Defines how successful Hotel can be in properly personalizing the experience. Data should flow across these systems to enhance the guest experience, reduce double-work, and make the concierge more impactful. Knowledge base. It should be simple to add knowledge to a repository to pull from. Concierge recommendations should be prompt and accurate; a knowledge base that collects important information makes for stronger curation skills. When discussing your needs with a potential vendor, start by asking about the typical implementation timeline and process. There may be factors that delay implementation, such as integrating with other systems, so you want to be clear what’s expected on your end -- and how long it will take on their end.     Housekeeping management software As guests check in and check out of the hotel each day, housekeeping has a lot to keep track of. In addition to making sure that rooms are available for incoming guests, each room turn must meet service specifications. Housekeeping processes and communications must be on-point to make this all happen smoothly. Housekeeping management technology eliminates uncertainty and helps each housekeeper manage daily workflow without sacrificing quality. The software also allows reliable tracking of performance across the entire department. To achieve these productivity gains, here are some of the most critical features of housekeeping management software: A focus on productivity. The right housekeeping management software helps your staff to be more productive through greater transparency and accountability. Look for software that provides detailed reports and helps you motivate your staff to improve performance over time. Mobile. This is obvious but often overlooked. Your stuff is going to be moving about the property and the tools need to move with them. It doesn't make much sense to have a digital system that requires a paper printout. Another key point: The best technology timestamps key events, delivering reliable data essential for accurate reporting. Real-time notifications. On-the-fly changes to room availability happen; For example, a priority guest requests early check-in for a suite that still needs cleaning. The system should ping the housekeeping staff in real-time to adjust priorities in real time. When it comes to housekeeping management, the most pressing question is usually how the solution integrates with existing systems, especially the PMS. Direct integration eliminates duplicate data entry, supports data integrity, and allows you to use the best systems for each department.     Guest feedback software Gathering guest feedback, and using that data to benchmark progress against performance targets, is a critical part of a hotel’s operations. Guest feedback gives the GM a near-real-time view of the guest experience, helping to identify areas for improvement and immediate attention. As a hotel incorporates guest feedback, it improves. A responsive management team can transform negative feedback into a positive experience that builds goodwill. As more sites pop-up with reviews, from Facebook to Google to lesser-known brands, a hotel’s reputation demands a modern solution that starts with guest feedback. If you can catch the bad feedback before it's posted in a review, and encourage the best experiences to be shared, then you’ve set your hotel’s reputation on track. This drives more new business, alongside encouraging more repeat business from guests that feel heard. When you're looking to manage your reputation with software for guest feedback, you’ll want the following: Guest history. It should be clear how many times a guest has provided feedback so that your team can communicate in a more personal and relevant way with the guest. These attributes are visible pieces of a guest’s profile. Responsive design. Guests will likely complete surveys or provide feedback via a mobile device. All surveys and forms should look just as good on mobile as on desktop. Integration. If the feedback loop lives only in the guest feedback system, it may prevent that feedback from being acted upon quickly. PMS metadata can provide that context right in the feedback tool, allowing a potential issue (such as a broken HVAC system) to be routed instantly to the right department. For a detailed insight into a vendor’s approach to guest feedback, ask them for references. This is the most important questions for such a critical guest-facing tool. You'll learn more from the implementation experiences of other hotels than from the vendor itself. Of course, this advice extends to all vendors; however, with guest-facing solutions, it’s especially useful to know how (and if) a vendor has delivered on its promises to other hotels.    

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The role of storytelling in the bid for direct and repeat bookings

GuestRevu

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.

Turning a serviced apartment stay into an experience

GuestRevu

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.

The importance of a meritocracy like TripAdvisor in hospitality

GuestRevu

Some properties think of TripAdvisor as their best friend, others their worst enemy. But when it comes to online reviews, it is the one place that every hospitality professional turns to. There can be no denying the impact that the review giant has had on the hospitality industry, and Sally Davey knows this all too well. From competing with TripAdvisor with her own start-up, Tripbod.com, to becoming a valued member of the review giant’s international team, Sally has seen the industry shift over the years, and has seen the role that TripAdvisor, and guest reviews, have played in this evolution. She speaks to us about the importance of online reviews in levelling the hospitality marketing playing field, the value of management responses, and so much more.   Tell us a bit about who you are, and what your position is. I head up Industry Relations at TripAdvisor and am responsible for the company’s non-commercial relationship with industry. My team focuses on listening to feedback from the industry and identifying opportunities to improve operations and partnerships, as well as ideas for thought leadership projects. This often leverages TripAdvisor’s unique data asset to help provide the industry with leading indicators of forthcoming market changes.   What was your first job, and how did you come to work for the largest travel review platform? My first job was in a local pub in the Lake District, UK as a kitchen helper and then waitress. I continued working in hospitality throughout university before starting my own travel company. This grew into a business called Tripbod.com which TripAdvisor acquired in 2014.   How did you first come across TripAdvisor — was it as a potential employee, as a competitor, or as a reviewer — and what were your first thoughts about the company? Being an entrepreneur in the space I couldn’t not be aware of TripAdvisor. Lots of my local partners, when I was building Tripbod, were great fans of TripAdvisor, but as a start-up I wanted to disrupt it! At the time I felt TripAdvisor was doing a great job being the world’s largest platform for reviews and opinions, but that smaller businesses like mine could do a better job of personalising the experience. The challenge, of course, was getting to market. When I was introduced to the Head of Product at TripAdvisor at the time, I was keen to see if there was a business development opportunity. What I didn’t expect was to be so deeply impressed by the people I met that day and the company culture that came across. It turned out they were investing heavily in personalising the user experience and making some great strides, so it was an awesome opportunity to have impact from within — which I think they now call ‘intrapreneurship’!   Do you think that the founders of TripAdvisor ever imagined how far the company would grow? I think you always go into business with ambition and dreams, and Steve (TripAdvisor’s co-founder, and still our CEO) certainly does not lack vision! But there is also an element of organic growth to success, and having your users define your direction. As a company, we listen to our users – both industry and consumers – all the time so we can ensure their input is central to our decision making. I think some things have changed significantly since TripAdvisor’s inception, and others not at all. The company still has the same ambition as it did on day one — to help real travellers share their real insights into real destinations, which goes far beyond the sales pitch of a glossy marketing brochure. How we do that, and indeed how the industry engages in that with their own opinions, has evolved enormously. And thankfully our user experience has changed dramatically. Nowadays we don’t bombard you with pop-up windows like everyone did in the ‘good old days’!   Has the role of feedback changed since it has become freely viewable (and freely voiced) online through platforms like TripAdvisor? I think the role is still the same – to share feedback with a service provider that either gives well-deserved praise or gives suggestions for improvement. The difference now is that more opinions are shared and that is a really good thing. Some people just don’t feel comfortable giving feedback there and then in person, even if it is a glowing report, so it’s important for people to have their say in the way they feel comfortable sharing. This then benefits others considering booking with that same business, and can really help raise the profile of businesses that otherwise would struggle to achieve the same brand reach as competitors who have bigger budgets but possibly not as great service. TripAdvisor is a meritocracy that creates a level playing field based on quality, and that has made a meaningful impact on a lot of businesses in lots of parts of the world.   What would you say the role of guest feedback is in the hospitality industry? Every industry cares what its consumers think, especially if they want those consumers to come back. In hospitality, this is all the more important because travel is such a high-spend and high-emotion purchase. We have seen over the years that reviews help improve standards and reduce costs for businesses in paying for market research — they have what they need right there in the reviews for free! We also have third-party data to show that improvements in service quality and therefore review score leads to increased demand and revenues, so guest feedback really can be the start of a highly virtuous circle.   How would you say that TripAdvisor has changed the landscape for feedback? You only have to walk around a destination and count the TripAdvisor stickers in windows to know the impact has been significant. Businesses want to collect reviews, for all the reasons above, and because it gives them further opportunity to stand out from the crowd. As travel consumers, we are all individuals with different tastes and needs, and those differ depending on the type of trip we are on, so it’s critical that we connect the right consumer with the right property, based on their needs at that time. TripAdvisor is working hard on doing that better than ever and that means it’s a fantastic opportunity for all businesses on our platform to access the market.   What would you say to properties who view TripAdvisor reviews as damaging to their brand? The vast, vast majority of TripAdvisor reviews are highly positive and we know that most people want to praise the brilliant service they have experienced. It’s also important to share critical feedback when appropriate, because it raises standards across our industry and ensures transparency. We hope that businesses see that as an opportunity to shine, and that one poor review within a large number of positive ones does not negatively impact their business. What’s more, with the manager response tool, the last word goes to the business owner which really is a huge benefit. So I would always suggest businesses view critical feedback as an opportunity to thank the reviewer for their feedback, use it as an opportunity to improve and also to actually attract more business – we know, for example, that thoughtful management responses can actually increase future bookings, so there’s really nothing to lose!   If you could give one piece of advice to hospitality professionals looking to improve their listings, what would it be? Make sure you engage, frequently and thoughtfully. As mentioned, management responses are invaluable, but so too is current content. Make sure your listing content is up-to-date and consider seasonal adjustments to ensure you are really appealing to travellers who are thinking about booking right now. Photos are extremely important, especially of the inside of your property so it’s worthwhile investing in some great shots.   Is there a review or response that sticks out in your mind as portraying the value that this kind of platform holds for hotels? I was in Cape Town a few years ago and met a wonderful entrepreneur called Siviwe who had grown up in the Langa township. He wanted to start a tour company to show visitors to the city a different side of local life, from the perspective of his own community. One day someone told him about TripAdvisor and so he started asking customers for reviews and his business really grew as a result. Using his business success for good, Siviwe founded an incredible youth charity in that same township, which has been a major success and contributed to hundreds of children’s education in his community. For me, that reflects the power of a great entrepreneur and also of how TripAdvisor can really be an opportunity to grow great businesses – making sure the voices of the most brilliant and passionate business owners are heard by the visitors who are looking for the best experiences in a destination, regardless of where they are from or what marketing budget they have.   What is the best hotel that you have ever stayed in, and why? I have been very lucky to stay in some remarkable places. I’ve experienced the high end of the market, such as incredible ethical safari lodges in South Africa, as well as very small, low-key properties like amazing pubs in the Lake District that wow you with their service and personal flair. Each experience is so different that I couldn’t possibly choose just one! What I will say is that, for me, the link that connects all the best places I have stayed are those that take their responsibility seriously — to their local community and environment. I consistently find that those businesses also deliver the best service and experience, so that’s what I look for when I travel.

Loopon Named 2018’s Top Rated Guest Feedback Solution in the HotelTechAwards

By Hotel Tech Report

February 12, 2018 -  Hotel Tech Report has named Loopon 2018’s top rated Guest Feedback Solution based on data from thousands of hoteliers in more than 40 countries around the world.  Over 100 of the world’s elite hotel technology products competed for a chance to win this prestigious title. The HotelTechAwards platform (by HotelTechReport.com) leverages real customer data to determine best of breed products that help hoteliers grow their bottom lines. “Rapid feedback and iteration are the core lifeblood of any operations intensive business, hotels are no different.  Choosing a partner who can help you collect, analyze and effectively act on that feedback can be the difference between beating out the compset in the long run or falling behind” says Hotel Tech Report’s Jordan Hollander Loopon is poised for sustained growth in 2018. One of Loopon’s great strengths and source of growth is the fact that it combines all guest communication throughout the entire guest journey in a single easy to use and effective SaaS platform; commission-free up-selling before the stay, realtime chat during the stay as well as feedback and reputation management after the stay. An Oslo, Norway based Hotel Manager told Hotel Tech Report, “The product has a very easy dashboard that gives you good overview. It is quick and easy to follow up feedback from the guests in one system. The reports that can be forwarded to different staff within the company also gives us the possibility to get everyone involved.” To read the full review and more, head to Loopon's profile on Hotel Tech Report

Guest Survey Software Category Overview

What is guest feedback and hotel survey software?
If you are running a hotel today, there is only one thing that truly matters at the end of the day - that your guests are happy and would recommend you to their friends. Accepting that, you have a choice, either: (a) guess how you should operate using your gut feeling and manually figure out how every change affects your guest satisfaction or (b) automate asking your guests for feedback and let the data tell you how you’re doing and what you should improve. The latter, is what Guest Feedback Software is all about; asking for, responding to, sharing and analyzing feedback from your guests in order to improve and achieve higher guest satisfaction.

For info on guest feedback trends, questions that you should ask vendors and more download the 2019 Hoteliers Guide to Guest Feedback Software

How can guest feedback and hotel survey software improve profitability and efficiency?
Hotel survey software brings an unparalleled level of employee accountability.  No matter to what extent your operation is automated, at the end of the day your guest experience is the sum of all the individual contributions of everyone working for your property. By automating the collection of feedback from real guests you get fair, reliable and constructive feedback to share and learn from. Using quantitative feedback you can set clear measurable goals for your employees to strive towards.

This level of accountability ultimately creates a culture of kaizen or continuous improvement at your hotel. A modern guest feedback platform lets you improve your hotel operation in two distinct ways: 1) Systematic collection of qualitative feedback help you collect and prioritize ideas straight from your guests. 2) Intelligent use of meta-data such as room number allow you to do A/ B-tests, for example performing experiments in a specific room and see how that affects satisfaction for guests in that specific room.

While ORM (online reputation management software deals directly with online reviews, your guest feedback and hotel survey software is your first line of defense.  Feedback is everywhere no matter if you ask for it or not. When a guest is unsatisfied for some reason, actively and automatically asking for feedback gives you a chance to listen to the guest and solve the issue before the experience results in a bad public review, visible online for the world to read. Actively listening to your guests and showing a will to solve issues is the best possible way to turn a detractor into a promoter.

What are the most important features of guest feedback and hotel survey software?
  • Benchmarking: Benchmarking of your guest satisfaction using standardized key values will ensure you truly know how you are standing vs. your competitors. Providing a reference ensures you actually focus on the right issues.
  • Responsive Survey Design: The importance of mobile devices should be obvious and old news in the year 2018. Surveys that look and feel great on your guests mobile devices is simply a necessity to receive feedback today.
  • Import Meta-data from PMS: If a guest for example mentions that the shower head is broken, by knowing the room number the guest stayed in you can immediately fix the problem.
  • Guest Feedback Thread: If this is the 3rd time the guest stays at your hotel and 2nd time they provide feedback, a system that maintains this history about the guest will facilitate a lot more personal communication with the guest. (Beware to do this in compliance with the GDPR though!).
  • Response Management: Often guests will simply hit “reply” on the mail asking for feedback, rather than clicking the link and filling in a survey. Any vendor that sends surveys from a “dont-reply@vendor.com” will miss a lot of important feedback and booking requests.

What makes great guest feedback and hotel survey software?
  • Improves Net Promoter Score (NPS): Net Promoter Score is the gold standard for measuring customer loyalty/satisfaction. Commitment to an NPS-based system is guaranteed to increase your NPS. When asked for likelihood to recommend on scale 0-10: NPS = (% promoters) - (% detractors), Where promoter is anyone who have answered 10 or 9, detractor 6-0.
  • Improves online ratings: Your online reviews go hand-in-hand with how satisfied your guests actually are. Commitment to guest satisfaction and an NPSbased system will improve your online rating.
  • Direct RevPAR impact: Hotels with more satisfied guests will see a higher rate of returning guests, more guests arriving thanks to recommendations and more new guests thanks to good online reviews - all together improving your RevPAR.


What is the typical pricing for guest feedback and hotel survey software?

For a standard implementation with no special requirements or integrations to proprietary/in-house/legacy-systems there should be no implementation costs at all. Otherwise except IT-consultant hourly charges for custom integrations and hotels can expect up to $3,000 in implementation/integration fees off the bat.

With the broadening of scope of products in the category the pricing is getting more complex with a wide range between $50/$350/property per month. However, for a pure Guest Feedback & Reputation Management system for a single hotel, expect around $100/month.

For detailed pricing considerations and information, download the 2019 Hoteliers Guide to Guest Feedback Software

How long does it usually take for a hotel to implement new guest feedback and hotel survey software?
Implementation usually done in phases: 
1) Start asking your guests for feedback by enabling PMS-integration (list of checked out guests + meta data transferred to feedback platform) 
2) Initial staff training on how to actually respond to feedback 
3) Management training on how to analyze feedback and set strategic goals A good feedback platform should be easy enough to use that staff training is not required to get started, but rather for learning/discovering “advanced features”.

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