Great way to attract members, drive rate premiums and boost room nights
All rate categories are available to sell via your brand website, GDS & at hotel
These have to be added to your hotels sell strategy
Points are awarded automatically
Support / engage with your Membership programme
Enrol, enrol and enrol
At check-in
At reservation
Helpful Tip: Remind guests who book through OTAs that if they had booked directly on our website, they would get reward points (and stress our Best Price Guarantee)
Optimize Your Direct Channels Ensure that your content is and up to date via Hotel Content Manager (HCM)
Translate your welcome text for relevant markets.
Have your best visual content possible (via HCM).
Researches demonstrate that outside of the price and location, visual elements remain the second most important factors among those evaluated during the purchasing process
Helpful Tip:
Label your pictures and include local attractions and landmarks near to your property to optimize Organic Search
Change Management
Stage 1 : Denial In the denial stage stakeholders are stuck. They will usually feel the change will be bad for them personally and they are afraid to lose the first three “Maslow Needs” (Physiological, Safety and Belonging Needs). Denial is usually unconscious; people deny that they are in denial! Yet employees in denial show certain signs:
They don’t engage or participate in discussions
They May do things to undermine the change or actively sabotage
They may become preoccupied with other, increasingly bureaucratic matters.
They don’t understand why the change is necessary. “Everything is going well!”
Here are tips on how to deal with denial:
Provide information in as many forms as possible and be clear about the drivers for the information.
Anticipate needs for comfort, security and belonging.
Encourage discussion and any kind of participation.
Don’t tolerate sabotage; confront stakeholders who aren’t going along with agreed working practices
Stage 2 : Resistance
Resistance is the next stage. It is VERY important to understand that employees don’t really resist change; they resist loss. They resist the perceived lack of control the change will bring. They resist being consciously incompetent. As a result, employees in resistance may:
Complain rather than try to make the change work
Engage in blame, criticism or anger
See only what’s wrong
Open resistance is actually good; when you hit resistance, inquire! Resistance signals engagement. This stage can also be a constructive time for employees to voice their concerns and scepticism about the change, which can be a good reality check for managers.
Here's a tip how to deal with resistance:
Listen to people’s feelings and concerns, don’t try to talk them out of it.
Encourage them to put their energy into trying to make the change work.
Encourage people to address their concerns and scepticism about the change than complaining or doing only what they want to do.
Recognize the losses that people fear, the loss of control, competence and come up with ways to address this, such as more training and communication.
Stage 3 : Exploration Employees in the exploration stage are starting to look to the future. They are looking for new possibilities, however, they’re also exploring alternatives (because they may retain some scepticism from resistance). This can result in a lack of focus, indecision, distraction, and too many ideas or a feeling of too much to do. It is important that this is well managed because an employee usually alternates between “exploration” and “resistance” for quite some time. Turning down alternatives and ideas could make an employee go back to the resistance! But employees in exploration generally are feeling hopeful that they can make it in the new organization and are receptive to problem-solving.
Here are tips on how can you help to address exploration:
Channel energy into positive directions; don’t turn stakeholders down but help them modify their ideas to better fit the change.
Encourage and support brainstorming and strategy sessions.
Provide positive feedback and acknowledge employees changing attitudes.
Address employee indecisiveness, remaining fears and lack of focus.
Provide training, along with referrals and networking so that employees can gain more knowledge and competence.
Help employees re-evaluate their careers.
Stage 4: Commitment
This is the final stage, but leaders must understand that commitment is not the same as consensus. Committed employees may not necessarily agree with everything, but they are convinced that there is an inspirational vision and a solid business strategy to move forward and that the vision and strategy can actually be implemented. Committed employees feel that it’s possible for them to contribute and to be successful.
They’re part of the team and willing to learn
They put energy into making things work or work better
They feel included and include others
You can encourage committed employees by rewarding success and acknowledging their accomplishments. As you do this, committed employees can effectively become champions – they become advocates for the change and help other employees move through their change curves.
