Hotel Operations

🏨 Boutique hotels often over-activate spaces, leading to cognitive fatigue and tension for guests. These hotels mistakenly equate wellness with more activities, classes, and treatments. However, genuine recovery requires inactivity, allowing guests' systems to reset. By intentionally creating inactive spaces, hotels can foster true renewal, enhancing guest satisfaction and loyalty. This operational shift, prioritizing peaceful environments over stimulating features, may leave guests more functional and settled, influencing their likelihood to return. #BoutiqueHospitality #WellbeingDesign

🏨 Arrival interactions at hotels involve key roles: the doorman, front desk agent, and bellman. Each gathers distinct insights about guests within seconds, but without a system to share these observations, valuable intel is lost. Despite significant investments in front desk training, the absence of a structured communication framework among staff limits the guest experience. Improving this process doesn't require more staff but a cohesive, ongoing information exchange to enhance guest satisfaction.

It is a deceptively simple question, and one that rarely gets a satisfying answer. From the outside, the role appears composed, almost theatrical. A well-dressed figure moving through the lobby,…

🏨 Columbia Hospitality has taken over operations of the 57-room Hotel Grand Stark in Portland, Oregon, effective April 1. The boutique hotel, located near the Oregon Convention Center and Moda Center, was renovated and reopened in 2021. It includes the Little Bitter Bar. Situated in a building over 100 years old, it combines historic and contemporary designs. This acquisition enhances Columbia Hospitality's Pacific Northwest presence, adding to its diverse U.S. portfolio.

🏨 A Southeast full-service independent hotel faced challenges in recruiting a General Manager for nearly six months. Initial issues included a limited candidate pool, inadequate leadership skills among applicants, and late-stage withdrawals. A revamped strategy emphasized proactive outreach and reframed the role as a transformation opportunity. Within five weeks, six qualified candidates emerged. The chosen GM improved team retention, guest satisfaction, and renovation progress within six months. The original search struggled due to indistinct role definitions and insufficient incentives.

🍹 Hotels rely on revenue from non-room sources, like activities, spas, restaurants, and bars. Ancillary revenue typically surpasses 20% of total earnings, making every space critical for financial success. Optimizing your bar, even if it isn't the most "instaworthy," is key to boosting profits.

📞 Younger employees often overlook answering phones, causing customer frustration. Despite a digital age, phones remain the top choice for support, according to customer service and CX research. Ignoring calls, whether in stores, offices, or hotels, signals indifference. Training essential phone skills, setting expectations like answering within three rings, and minimizing call transfers can improve customer experience. Emphasizing these efforts during onboarding ensures businesses meet customer needs effectively.

🏨 Hoteliers often overlook the importance of optimizing their "base business"—recurring guests who consistently fill hotel rooms. Common examples include flight attendants or business-transient guests with local accounts. Instead of focusing solely on complex strategies like optimizing channel mix or pricing curves for events, hoteliers should prioritize strengthening this foundation to improve occupancy and profitability. Base business, akin to a solid foundation of a skyscraper, is crucial for sustained revenue growth.