Talking Tourism - BC Hotel Association

InnFocus
BC Hotel Association
Talking Tourism
WORKING WITH YOUR DMO TO BOOST BUSINESS
Rising Above
the Crowd
WINNING COMBINATIONS
SET HOTELS APART
The Progression of
Hotel Amenities
PM40026059
PROPERTIES STRIVE TO STAY
AHEAD OF GUEST EXPECTATIONS
PLUS: WHY ONLINE REPUTATION MANAGEMENT IS A MUST > TED CONFERENCE A BOON FOR VANCOUVER
Summer 2014
200-948 Howe Street, Vancouver, BC V6Z 1N9
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www.bchotelassociation.com
@bchotelassoc
Vancouver, Coast & Mountains
Brady Beruschi, Ramada Limited Downtown Vancouver
Ross Dyck, Sylvia Hotel, Vancouver
Ian Lowe, Crystal Lodge & Suites, Whistler
John Kearns, Sheraton Vancouver Guildford Hotel, Surrey
David MacKenzie, Pemberton Valley Lodge, Pemberton
Joann Pfeifer, Vancouver Marriott Pinnacle Downtown, Vancouver
John Sandor, Sutton Place Hotel Vancouver, Vancouver
Leonard Wiens, Royal Hotel, Chilliwack
Directors at Large
Taj Kassam, Sandman Hotel Group, Vancouver
Sarah Kirby Yung, Coast Hotels, Vancouver
Craig Norris-Jones, Pan Pacific, Vancouver
Past Chair
David Wetsch, Ramada Limited Downtown Vancouver
Kootenay Rockies
Don Lutzak, Elkford Motor Inn, Elkford
Danny Rickaby, New Grand Hotel, Nelson
Amanda Robinson, Copper Point Resort, Invermere
Featured Hotelier
Cariboo Chilcotin Coast
Pat Corbett, The Hills Health and Guest Ranch, 100 Mile House
Nicholas Saklas at Abigail’s Hotel, page 16
Vancouver Island
Rick Browning, Best Western The Westerly Hotel, Courtenay
Jonathan Cross, Hospitality Inn Hotel, Port Alberni
Reid James, Hotel Grand Pacific, Victoria
Kurt Pyrch, BEST WESTERN Cowichan Valley Inn, Duncan
Kevin Walker, Oak Bay Beach Hotel, Victoria
Earl Wilde, BEST WESTERN Cowichan Valley Inn, Duncan
Director at Large
Ian Powell, Inn at Laurel Point, Victoria
Thompson Okanagan
Don Brogan, Walnut Beach Hotel, Osoyoos
John Douglas, Nancy Greene’s Cahilty Lodge, Sun Peaks
Ingrid Jarrett, Watermark Beach Hotel, Osoyoos
Gavin Parry, Coast Capri Hotel, Kelowna
Tim Rodgers, Best Western Plus Kamloops Hotel, Kamloops
Director at Large
Heather Bodnarchuk, Prestige Harbourfront Resort & Convention Centre, Salmon Arm
Northern BC
Colin Bateman, Aspen Inn and Suites, Smithers
Sam Mangalji, Inn on the Creek, Dawson Creek
Al McCreary, Hudson Bay Lodge, Smithers
Rebecca Monsen, Treasure Cove Hotel, Prince George
Director at Large
Steve Smith, Crest Hotel, Prince Rupert
Executive Committee
President, Ingrid Jarrett, Watermark Beach Hotel, Osoyoos
Past President, David Wetsch, Ramada Downtown Vancouver
Treasurer, Allan McCreary, Hudson Bay Lodge, Smithers
Vice President, Jonathan Cross, Hospitality Inn Hotel, Port Alberni
Vice President, John Kearns, Sheraton Vancouver Guildford Hotel, Surrey
Vice President, David MacKenzie, Pemberton Valley Lodge, Pemberton
Vice President, Joann Pfeifer, Vancouver Marriott Pinnacle Downtown, Vancouver
Vice President, Kevin Walker, Oak Bay Beach Hotel, Victoria
Vice President, Earl Wilde, Victoria Regent Waterfront Hotel & Suites, Victoria
BCHA Staff
James Chase, Chief Executive Officer, Vancouver 604-443-4750
Colleen Lamothe, Manager, Comm. and Gov’t Relations , Vancouver 604-443-4751
Louise Thompson, Member Services Coordinator, Vancouver 604-443-4756
Website: www.bchotelassociation.com
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Summer 2014
Features
6
Talking Tourism: How to Work With Your
4
Destination Marketing Organization to Boost 5
Business
9
10 Rising Above the Crowd: Winning Combinations
25
Set Hotels Apart
27
14 TED Conference a Boon for Vancouver
29
15 Canadian Business & Leisure Travel Trends
30
16 Abigail’s Hotel
18 The Progression of Hotel Amenities: Properties
Strive to Stay Ahead of Guest Expectations
21 BCHA Member Value Program Profile
22 Why Online Reputation Management for
Hotels is a Must
26 International Arrivals to BC and Canada
26 Chinese Tourists Have Daily Access to Vancouver
InnFocus is published quarterly by EMC Publications - a division of
EMC Executive Marketing Consultants Inc.
19073 63 Avenue, Surrey, BC, V3S 8G7
t 604-574-4577 1-800-667-0955 f 604-574-2196
[email protected] www.emcmarketing.com
Publisher: Joyce Hayne
Design & Layout: Krysta Furioso
Copy Editor: Debbie Minke
Columns
28 Making Great First Impressions
President’s Message
CEO’s Report
Marketing
Names in the News
What’s New?
BCHA Member Benefits
BC Hospitality Foundation
President’s Message
It has been a very busy first quarter for the BC
Hotel Association; there have been a number of
important issues that have seen the BCHA step
up to the plate and look for new and innovative
ways to connect with government. In May,
we held our second board meeting of 2014 in
Kelowna and targeted the government’s party
convention by having many of our directors
attend, in an effort to connect with Ministers
and MLAs in an informal setting. We also
hosted a dinner for all local Okanagan hoteliers.
We enjoyed a presentation from BCHA staff and
had an opportunity to meet with new colleagues
and old friends. We hope to continue meeting
with members in every region of the province,
but in the meantime, please remember that I am
always available to you by email (president@
bchotelassociation.com).
We may not be able to out-spend our
competition; we must out-smart them.
As you are aware, the tourism industry in
Canada has been severely underfunded since
the recession. While the economy has been
steadily bouncing back, the tourism industry has
struggled to rebound. Destination marketing
funding has been slashed at the federal level,
and Canada has dropped from 7th place (2002)
to 16th place (2012) in international arrivals.
As Marsha Walden, CEO of Destination British
4 InnFocus
by Ingrid Jarrett
Columbia wisely noted, “We may not be able to
out-spend our competition; we must out-smart
them.” Canada may not be able to outspend our
competition, especially our neighbours to the
south, but we can work together to effectively
stretch every marketing dollar to the limit.
The BCHA has been working hard to align
marketing efforts and work collaboratively and
strategically to market BC as a top-of-the-list,
must-see destination.
Don’t forget to save the date.
CONNECT is returning to Vancouver
November 3-4.
BC’s Food, Drink and Lodging Expo, the
premiere event for BC’s vibrant hospitality
industry, returns to the Vancouver Convention
Centre West. The tradeshow is owned by the
BCHA in partnership with Restaurants Canada
and the Alliance of Beverage Licensees, and is
designed specifically for our members to be a
one-stop shop for association managers and
staff. As a BCHA member you and your staff
are invited to attend for FREE! Please visit
connectshow.com for details.
The Liquor Policy Review unfolds.
The provincial government’s Liquor Policy
Review has been very well received by British
Columbians. The BCHA continues to play an
active role in the Liquor Review in a number
of ways, particularly by supporting our sister
association, the Alliance of Beverage Licensees
(ABLE BC). Over the summer we anticipate
the introduction of Happy Hour, and in the
near future we expect there will be changes to
expand and enhance Serving It Right. ABLE BC
has been instrumental in leading the charge,
and we will continue to keep you up-to-date on
all developments.
The best ROI is retaining workers!
We have spoken at great length about the
current and emerging labour shortage facing our
province, and our colleagues at go2hr have been
an invaluable resource by providing regional
labour market information, and by supplying a
number of resources to help hoteliers prepare
for and manage the challenge ahead. I believe
as hoteliers we are well positioned to weather
the storm; we offer meaningful employment
in one of the greatest industries in Canada.
However, it is important to have an employee
retention strategy in place. go2hr has provided
some great insight on retaining skilled seasonal
workers. For more information, please visit
www.go2hr.ca/RetentionTips.
CEO’s Report
Giving Back to the Industry
The BC Hotel Association has been involved
as a founding member of the BC Hospitality
Foundation (BCHF) since its inception back
in 2006. The BCHF is our industry’s charity,
which offers financial assistance to individuals
within the hospitality community who face a
medical crisis.
Who do you know that BCHF can help?
The BCHF also supports the industry’s next
generation by providing scholarships to top
students who are enrolled in hospitality,
culinary, and wine programs in BC. One of
the many highlights from the 2013 CONNECT
Food + Drink + Lodging Show was the
awarding of over $15,000 in scholarships the
BCHF bestowed on students from across the
province.
The BCHF has provided almost $250,000 to
more than 50 of our industry colleagues who
found themselves in a financial crisis due to
a health issue. It has also awarded close to
$120,000 to 80 students as part of the “Our
Future Leaders” scholarships.
In order to support a growing number of
beneficiaries, it is more critical than ever that
we spread the word to each and every one of
our industry colleagues. The mission of the
BCHF in 2014 is to help more people than
by James Chase
any previous year. The only way they can
accomplish this is with our help.
The Alliance of Beverage Licensees has
a New Executive Director
Any hotel, inn, or resort can contribute to
the Foundation in a number of ways. The
most important thing to do is to spread the
word. The BCHF is the only charity of its kind
in North America, and it’s our charity. Let
your colleagues know that there is someone
out there who is ready to help. The next
thing to do is to engage your team in a small
fundraising initiative that could include
fun as well as fundraising. You can visit the
bchospitalityfoundation.com website to find
ideas on how to easily do this.
The BC Hotel Association is pleased to welcome
Jeff Guignard as the new Executive Director of
the Alliance of Beverage Licensees. Jeff comes
to ABLE BC from the Parliament of Canada
where he worked in areas related to small
business and national defense.
The Annual BCHF Golf Tournament is another
great way to show your support for the BCHF.
This year, the tournament is taking place on
July 14 at Westwood Plateau Golf & Country
Club, Coquitlam.. I hope you will join us and
industry leaders from across the province
for what is always a fantastic event. You
can make a difference today by contacting
Executive Director Alan Sacks (asacks@
bchospitalityfoundation.com) and contributing
a prize or signing up a team for the golf
tournament.
The BCHA has a very close working relationship
with ABLE BC. Over the past year we worked
closely together on the provincial Liquor
Review. ABLE BC has been the industry
leader since Day One, and has been an
invaluable resource to hoteliers with liquor
primaries or LRSs. Jeff comes to us with a
rich communications background serving
as the Chief of Staff to several BC Members
of Parliament. With a rich management
background, Jeff brings a wealth of experience
in stakeholder relations and government
communications. His related work experience
and knowledge of the province’s diverse regions
make me confident ABLE BC and the BCHA will
be well served with Jeff at the helm.
Welcome to the team Jeff!
For more information on the BC
Hospitality Foundation, upcoming events,
and how to get involved please visit
www.bchospitalityfoundation.com.
InnFocus 5
Nelson’s historic downtown.
Photo courtesy of Kootenay-Rockies Tourism
Talking Tourism
How to Work With Your Destination Marketing
Organization to Boost Business
by Joanne Sasvari
When Ian Thorley began his new job as director of sales and marketing for Bellstar Hotels & Resorts,
the first thing he did was contact the destination marketing organizations (DMOs) in the communities
where his properties are located. He knew the DMOs would bring visitors to the regions, and with any
luck, to his hotels. “It was a bit of a no-brainer,” Thorley says. “There are very few hotel properties that
are destinations in themselves. People don’t go to the hotel. They go to the destination.”
6 InnFocus
Osoyoos. Photo courtesy of Destination Osoyoos
Still, there are property owners and managers across BC who don’t see
the value in what their local DMO does. DMOs work with the region’s
stakeholders by connecting tourism businesses through natural routes
and corridors, and in turn promoting these travel experiences to potential
visitors. “Working together and building experienced-based travel
opportunities assists us in making more of an impact in the marketplace,”
explains Ellen Walker-Matthews, market experiences specialist for the
Thompson Okanagan Tourism Association (TOTA). “We are a big boat
- the more people rowing together, the better.”
So, how do you get the most out of your DMO? Start by following these
best practices.
How It All Works
First, it helps to understand how Canada’s tourism marketing structure
fits together.
At the top is the Canadian Tourism Commission, the national body that
sets direction, attracts international media and hosts trade shows such as
Rendez-vous Canada. Next, at the provincial level, is Destination British
Columbia, followed by the regional DMOs, such as TOTA or Northern
BC Tourism, and finally, the municipal DMOs, like Nelson Kootenay
Lake Tourism or Destination Osoyoos.
The idea behind this tiered system is to streamline the flow of information
as well as dividing the workload, while avoiding duplication of efforts.
DMO representatives organize marketing opportunities, communicate
with media, and attend trade shows, so individual businesses don’t have
One of the most important things a DMO does
is provide information and business tools, often
for free.
to do it. “It just wouldn’t be cost effective for a property to attend these
things,” says Ryan Martin, owner of the Hume Hotel in Nelson.
At the regional level and up, DMOs are designed on a stakeholder model
rather than a membership one and are not allowed to charge fees as
many municipal tourism bodies do. Naturally, it’s this last part of the
system that leads to the greatest misunderstandings. In cash-strapped
Prince Rupert, for instance, some hoteliers have complained that their
money goes to little more than paying tourism staff salaries, while
in Smithers, where hotel tax collection has funded tourism for many
years, it’s a different story. “It’s created a culture among our hoteliers
that it’s just the way it is,” describes Gladys Atrill, Marketing Director,
Tourism Smithers. “It makes it easier than in some of my neighbouring
communities, where there is some acrimony around it.”
Work With the Tools
One of the most important things a DMO does is provide information
and business tools, often for free. The easiest way to get value out of a
DMO is simply to use those tools.
Destination British Columbia, for instance, posts a huge amount of
information online; it also offers seminars and holds tourism summits.
InnFocus 7
TOTA sends out regular bulletins covering trends, statistics, and news.
Even smaller DMOs provide professional development opportunities like
WorldHost Customer Service training, which Destination Osoyoos offers
for free. “That’s something we’re paying for,” says Marketing Director
Brianne Hearle. “And it’s so important - especially for front-line staff.”
That said, all that information has to come from somewhere, and often
it’s from the DMO’s stakeholders. So the sharing of information has to
go both ways. When a request for information goes out, it’s crucial that
properties respond promptly, thoroughly and accurately. “The stats
are so important to us in identifying where visitors are coming from,”
Hearle explains. “And that really helps us in identifying where to target
our advertising.”
It’s not just statistics that are important to report - so are any major
changes affecting a property. Martin, for instance, regularly updates
Nelson Kootenay Lake Tourism about staff changes, renovations, and
menu updates, and he invites members of the DMO down for lunch to
chat about what’s new. “We have a good relationship,” Martin shares.
“Sometimes it seems that there’s a lot of apathy out there. You’ve got to
get involved.”
Communication Is Key
“It’s always about communication,” Matthews says. “Communicate.
Communicate. Communicate.”
Clear communication is essential, whether it’s positive, negative, or
simply informative. In Osoyoos, for instance, Hearle attends local hotel
association meetings, and reps from different properties sit on various
tourism committees. After each meeting, the DMO produces a report
with recommendations based on the concerns and ideas that are raised.
“Open lines of communication are the most important part of it,” she
states. “If there is something they are not happy with, they should tell
their DMO right away.”
Similarly, in Smithers, Atrill and the rest of the players in the town’s
tourism scene meet regularly to discuss what’s working, and what isn’t.
“It’s really collaborative,” she describes. “Not that there aren’t hiccups,
but it works really well. Communication is the key to everything.”
Good communication also allows all the stakeholders to take advantage of
valuable opportunities, such as when visiting media come through town.
As the point of contact, the DMO will likely put out a request for comped
or discounted rooms. That may seem like a big ask, but the payoff can
be well worth a few dollars off the bottom line. Martin recently hosted a
writer, who later featured the Hume Hotel prominently in a Maclean’s
magazine story. “That kind of advertising you can’t buy,” he exclaims.
“You’ve got to look at the larger picture.”
Play Well With Others
It’s simple: “Tourism in general is a team affair, and so is the DMO
relationship. We are only going to win if we work together,” says David
Rooper, General Manager of Nanaimo’s Coast Bastion Inn. “It doesn’t
matter if I’m going head-to-head with other properties. It’s only going
to benefit us if we work together.”
Of course, not everyone in the accommodation business agrees. Some
hotel managers are convinced they’re busy enough and don’t need any
help. That’s a shortsighted view, Atrill says, because you never know
when a market or a major part of the economy will collapse. “I think we
8 InnFocus
Whitewater rafting near Smithers.
Photo courtesy of Tourism Smithers
Five Top Tips for
Working with a DMO
1. DO offer ideas, sit on boards, ask questions, provide feedback,
join marketing initiatives, sponsor community events, team with
other businesses, and get involved.
2. DON’T delay when responding to requests from your DMO.
3. DO willingly share up-to-date stats and information.
4. DON’T neglect to take advantage of the seminars, bulletins,
and other tools on offer.
5. DO prepare to host trade and media reps, and take part in
community events.
all need to have a long-term view,” she says. “Recognize you’re all on the
same team, and try not to be super territorial.”
That’s a lesson the smaller DMOs have also had to learn. More and
more they’re partnering with other communities to share resources and
messaging, as Tourism Smithers did at the recent Outdoor Adventure
Show in Vancouver. Instead of representing Smithers, Atrill attended as
part of the Northern BC region. “I’m a one-woman show,” she explains.
“I’d be completely delusional if I thought I could do this on my own.”
Working as a team may mean offering to sponsor a festival. It may mean
sharing an advertisement (and its costs) with other properties. It may
mean working with a community that was once considered a competitor.
Most of all, it just means showing up.
“To get a lot out of anything, you’ve got to put something in,” Rooper
affirms. “Get involved. You are going to be asked to participate, which is
not a bad thing, so participate.”
Sure, some people will always want to go it alone. But increasingly, that’s
just not how it works in tourism and hospitality. As Thorley notes, “There
will always be stakeholders who will say, ‘What have you done for me lately?’
We cannot rely on the DMOs to provide business, but they bring a lot to the
table. Business begets business. It helps everyone in the end.”
Marketing
by Matthew Vernhout
Understanding Canada’s Anti-Spam Legislation
Sending commercial electronic messages
(CEMs) to customers and prospects is about
to get a little more complicated for most
businesses. Canada’s Anti-Spam legislation
(CASL) is set to come into force on July 1,
bringing with it potential fines that could reach
into the millions. With this new legislation,
new challenges will be presented to businesses
that want to connect with their customers and
prospects over digital messaging channels like
social media, email, install applications, and
programs that alter data during transmission.
CASL introduces a number of required
elements to digital communications that range
from collecting consent to send marketing
communications and installing software
on a computer or mobile device. These
requirements are set to regulate how consent
is acquired and withdrawn when used for
commercial activities. The days of pre-checked
boxes and consent buried in the terms and
conditions of your website or contracts with
your clients are limited.
Under the anti-spam legislation a CEM is
defined as a digital message sent to any
electronic address (i.e. email address, Twitter
account, or text message) that promotes or
advertises a product, person, event, investment,
or business. In more general terms, if there is
any commercial activity tied to the message, it
would be considered a CEM under CASL. Even
sending a request for consent to send additional
CEMs will be considered a CEM under CASL
and requires consent.
Under CASL there are two main types of
consent for messages - express consent
and implied consent. Express consent is
defined as a positive action taken by a user to
provide consent (i.e. checks an unchecked box
granting permission) and remains valid until
the user withdraws consent by asking to be
unsubscribed from future CEMs. In contrast,
an implied consent is only considered valid
for a period of two years after the consent is
granted.
In order to collect an express consent, the
recipient must be presented with a clear
statement of the purposes for collection,
identification of the requesting party, contact
information, and other prescribed information.
An affirmative action must also be presented
to the user that indicates a desire to receive
messages; an example would be checking
a box to agree to receive CEMs from your
organization. The Canadian Radio-television
and Telecommunications Commission (CRTC)
clarified that pre-checked boxes will not meet
the requirements for express consent under
the legislation.
Implied consent can be collected during a
business transaction (defined in the act as
an Existing Business Relationship (EBR))
such as booking a room and staying at a
hotel, a donation of time or money (defined
as an Existing Non-Business Relationship
(ENBR)) to support an association or Not for
Profit, or by supplying an email address via a
subscription form from the recipient.
not include any commercial content or they will
need to comply with the consent requirements
for sending CEMs.
Many businesses also rely on referrals for
business growth. CASL addresses this by
allowing a single CEM to be sent to an
individual that is referred to an organization
and where the prescribed information and the
full name of the person initiating the referral be
listed within the body of the message.
Realizing that there is a lot of work ahead for
many businesses, the enforcement process for
CASL will take part in three phases throughout
a transition period designed to bring portions
of the law into force over the next three years.
Users requesting information on products,
room rate requests, or providing feedback
(positive or negative) also have a short time
frame of implied consent, lasting six months,
where messages are sent in response. This
provides the needed time to establish an
ERB/ENBR, express consent, or address the
concerns of the user. Tracking the dates and
time of these implied consents will be key to
managing the various expiry of consent for
these records.
Phase One: Addresses the consent clauses
and digital messaging portions of the legislation
- July 1, 2014.
Identification of the data collector and sender
of the message play an important part of
CASL compliance. CASL lists a number
of required items be present at the time
of subscription and in each CEM sent to
subscribers. These include the senders; postal
address, contact information (one of phone
number, email, or contact form), a statement
about unsubscribing, and a link to your privacy
policy. Should users select to unsubscribe,
it must be free, easy to execute, and readily
performed “without delay, and in any event no
later than 10 business days after the indication
has been sent.”
During this transition period your existing
list members with express consent under the
privacy legalisation will also be grandfathered
in as express consent under CASL. Any implied
consent members can continue to be messaged
and should be targeted for a consent upgrade
as they renew their business relationships or
the transition period ends.
CASL provides a number of exemptions for
businesses in order to send transactional
messages that complete a transaction (e.g.
room confirmation, cancellations, and billing
emails), deliver a product or service, address
safety, or warrantee information and messages
that may be legally mandated by a court
order. These exemptions may not require
consent, but they will require the other parts
of the prescribed identification information be
included in the messages. Also, unlike some
other anti-spam laws, these messages must
Phase Two: Addresses computer programs
and data alteration portions of the legislation
- January 15, 2015.
Phase Three: The final part of CASL will
bring into force the private right of action
and will come into force after the three-year
transition period on July 1, 2017.
For more information on CASL, please visit
the official website at Fightspam.gc.ca, or
Inbox Marketer’s CASL resource centre
at www.inboxmarketer.com.
Matthew Vernhout is a digital messaging industry
veteran and Certified International Privacy
Professional with more than 10 years of experience
in email marketing. Matthew shares his thoughts
on industry trends via an email newsletter and
his social marketing blog EmailKarma.net, which
was recognized in 2010 as one of Canada’s top 40
marketing blogs.
Follow Matthew on twitter: @emailkarma
InnFocus 9
Photo courtesy of The Burrard
Rising Above the Crowd
Winning Combinations Set Hotels Apart
by Kathy Eccles
It takes more than one advantage to set a hotel or resort apart from the competition. The Delta Victoria
Ocean Pointe Resort & Spa holds bragging rights as the only full-service resort with waterfront access
and a private dock in Victoria Harbour. Recently, the hotel paired a $20-million renovation of its rooms
and public areas with top-tier innovations. The new SmartDesk, unique to Delta, allows guests to hook
up their laptop, iPhone, or video camera to view pictures and movies on their room’s flat screen TV.
10 InnFocus
Everything has been redesigned to be “sleek,
clean, and clutter-free,” explains General
Manager Kimberley Hughes. Plugs in the
bedside nightstand allow guests to keep their
mobile devices close. She adds that there’s
now a designated place to put keys, a separate
built-in luggage area, and an amenity shelf
in the bathroom that frees up counter space.
At the resort’s private dock, guests can hop
aboard a water taxi to take them around
the harbor, or set off on a whale-watching
excursion. A solarium pool offers glassed-in
swimming year-round. In the full-service
spa, a Registered Massage Therapist provides
guests with wellness tips, including takehome suggestions for stretches to address
problem areas. Every night at 8:00 pm,
children gather for story time in the lobby,
enjoyed with milk and cookies. On Earth
Day, children were read the Dr. Seuss
environmental tale, The Lorax. Patio dining,
tennis courts, and complimentary bicycles
all “enhance the resort feel, especially in the
summer,” notes Hughes.
When it comes to stand-out service, Hughes
explains that the resort’s staff switches
Photo courtesy of Prestige Lakeside Resort Nelson
gears between business guests, who want
to be recognized and “have their keys in 30
seconds,” and leisure travellers, who want to
hear about everything there is to do in the
city. “We really flex our standards. One size
can’t fit all.”
had seen better days when it was shut down
in 2011 and reinvented as the hip, stylish
“The Burrard”. Retro touches are an ode to
Vancouver’s mid-century craze for plastic
and neon, while modern amenities include
in-room Nespresso coffee machines.
Retro Décor and Modern Amenities
General Manager Dani Pretto describes the
hotel’s renovation: “We let the building speak
for the rebound. We kept the retro charm and
quirkiness, and the branding came off that.”
Built in 1956, the former Burrard Motor Inn
InnFocus 11
Photo courtesy of Prestige Lakeside Resort Nelson
As a result of online feedback, the hotel’s
athletic club is now open 24 hours.
The hotel’s website cheekily bills it as “Melrose Place without the pool
to drown in.”
The result is an appealing blend of urban-retro design and contemporary
conveniences. Pretto explains, “We put a nice coffee machine in the
rooms, so guests can wake up to premium coffee.” Along with free
parking, branded bottled water, free Wi-Fi, and complimentary calling
in North America, the hotel has a fleet of premium Brooklyn Cruiser
bikes for exclusive guest use.
Conceding that the hotel’s “quirky retro building” is not always what
people are used to, Pretto says, “the reason for the over-the-top branding
is so expectations are set.” With TripAdvisor as an indicator, the formula
is working. “We’re getting great comments, all fours and fives over the
last week,” Pretto observes. “We came from ranking 96th in Vancouver
to topping out at 16. We’re sitting comfortably now at 30, in a very
competitive market.”
12 InnFocus
Waterfront Locations Inspire InHouse Design
Sonu Murphy, Marketing & Creative Content
Manager for Prestige Hotels & Resorts, was
amazed the first time she visited Nelson,
defining it as “an eclectic artists’ and athletes’
mecca.” She describes the company’s Prestige
Lakeside Resort Nelson as “a beautiful
destination in the Kootenays with a waterfront
location, lake and mountain views, and a fullservice facility catering to everything guests
need.” Balconies and lawn patios offer views
of Kootenay Lake and Elephant Mountain.
In the summer, a restored historic streetcar
stops at a pick-up spot outside the hotel and
takes guests on a heritage tour along Nelson’s
waterfront.
Murphy advises, “The lakefront location
makes us unique enough, but the waterfront
walkway is an added bonus,” attracting
photographers and artists with easels among
the hotel’s leisure guests as well as athletes
training for triathlons who run, swim, and
cycle along the walkway.
As social media has intensified, in particular
over the last seven years, “rooms and
their amenities have been driven by guest
feedback,” Murphy observes. As a result of
online feedback, the hotel’s athletic club is
now open 24 hours.
When it comes to renovations, Murphy
explains, “We listen to our guests, do it right,
and do it ourselves.” As testament to that,
family-owned Prestige Hotels & Resorts has
renovated nine hotels in four years and built
a new hotel in 2011, all handled by in-house
design and renovation teams.
For Prestige Lakeside Resort Nelson, the
designers have created a variety of spacious
room types, including themed designer suites,
popular for wedding photos. With in-room
jetted tubs and upscale furnishings, the
hotel’s themed suites are travel-inspired and
range from a Tuscan villa to a beach house in
The Hamptons.
Prestige Hotels & Resorts used the same inhouse approach to building its newest flagship
property, the Best Western Premier
Prestige Oceanfront Resort in Sooke. With a
gleaming “Island Colonial” exterior, Murphy
says the resort “is an amalgamation of all the
guests’ feedback received over the years.” The
Photo courtesy of Prestige Lakeside Resort Nelson
The hotel’s themed suites are travel-inspired and range from
a Tuscan villa to a beach house in The Hamptons.
luxury property features different rooms on
every floor and a waterfront spa with private
outdoor treatment rooms. Garnering rave
reviews, it achieved a TripAdvisor Certificate
of Excellence 2013.
Showcasing a Sports-Minded Edge
“We never stop looking for ways to have the
edge or be different,” shares Hattie Myers,
Director of Sales and Marketing at Aava
Whistler Hotel, a TripAdvisor Travellers’
Choice 2014 winner. She adds, “The skill is to
know your market and only offer something
you can do well. For example, Whistler is
home to the best bike park in BC and, although
not awarded, we consider the Aava to be the
most bike-friendly hotel in Whistler.”
The hotel offers a bike valet, tuning station,
bike wash, and a secure bike vault. “You can
borrow a GoPro for the day to capture your
epic Whistler moments, and we will download
it and present you with a DVD to take away
free of charge,” advises Myers.
?
In the winter, guests can drop off their ski or
snowboard boots and pick up a warm, dry
pair in the morning “thanks to our new boot
dryer,” describes Myers, adding “We feature
a live edge community table in our lobby
equipped with electrical and USB outlets, so
guests can charge their devices while making
new friends from around the world.”
However, Myers stresses, the hotel’s most
important stand-out feature is its front-line
team. “They are happy, fun, genuine people,
who will go out of their way to make sure our
guests are having a great stay. Without them,
all the fun stuff wouldn’t be as much fun.”
Differentiate Yourself
In order to improve your marketshare,
highlight your unique offering. Catering to
niche markets provides a golden opportunity
to increase your business.
Ask an Expert
Ask a question about hotel operations or marketing
and we’ll ask an expert to respond to it.
Email your question to [email protected]
InnFocus 13
TED Conference
a Boon for Vancouver
by Debbie Minke
Organizers of the 30th anniversary TED
Conference, TED2014 - The Next Chapter,
chose Vancouver to host its annual signature
event, and the city reaped the benefits.
Tourism Vancouver estimated the direct and
indirect economic impact of this high-profile
conference at $4.5 million.
TED is a nonprofit organization devoted
to spreading ideas, usually in the form of
short, powerful talks that are 18 minutes
or less called TED Talks. TED began in
1984 as a conference where Technology,
Entertainment, and Design converged, and
today covers almost all topics - from science
to business to global issues.
From March 17 to 21, the 1,200 selected
attendees gathered in Vancouver for
TED2014, held in the Vancouver Convention
Centre. The conference offered a series of 12
themed sessions with 18-minute talks, music,
comedy, dance, short talks, and video. Five
All-Star sessions featured past TED favourite
speakers with updates and current news. The
impressive lineup of speakers included Chris
Hadfield, astronaut; Bill and Melinda Gates,
philanthropists; Sting, composer, singer,
author, actor, and activist; Larry Page, CEO
of Google; Richard Ledgett, Deputy Director,
National Security Agency; Jimmy Wales,
14 InnFocus
founder of Wikipedia; and Gabby Giffords
and Mark Kelly, former US representative
and NASA astronaut, and survivors - amongst
many others.
TED stage designers developed a customized
Next Chapter Theatre within the conference
centre, crafted to maximize the impact
of talks. This unique, wooden theatre
facilitated multiple configurations for
sitting, listening, and connecting with the
speaker, and its thousands of pieces have
been dismantled and stored for next year’s
TED conference.
Evening events were offered along with art
exhibits, tech demos, and other immersive
experiences, and attendees were encouraged
to explore Vancouver’s hotels, restaurants,
and some of BC’s most exciting spaces.
TEDActive was held in Whistler, parallel with
the TED2014 conference. The event featured
a live simulcast of the conference on HD
screens, with an emphasis on connection,
conversation, and creation.
TED2014 delegates were hosted by a number
of downtown hotels, including the Executive
Hotel Le Soleil. “It was a win-win situation
all around,” shared Barbara Hicks, General
Manager. “March can be a slow month, but due
to TED2014 our occupancy showed almost 10
points improvement. We’re looking forward to
next year’s conference, and hope they stay in
Vancouver for 2016 and beyond.”
Economic Impact of TED2014 on Hotels
Week of March 16-22
Variance
2014
2013
2010-2013 Average
Occupancy +8.5%69.3% 55.9%
63.9%
ADR +15.6%$172.55 $141.49
$149.28
RevPar +24.7%$119.49 $79.06
$95.79
Based on properties in Downtown Vancouver. Courtesy of Tourism Vancouver
Canadian Business &
Leisure Travel Trends
by the Hotel Association of Canada
Latest results from the 2014 Hotel Association
of Canada (HAC) Canadian Travel Intentions
Survey show that business and leisure travel is
projected to remain the same as last year. 81%
of business travellers will be travelling more or
the same for business in 2014. The exception
is Ontario, where business travel is projected
to be down 4% over last year’s numbers. The
highest increase for business travel in 2014 is
in the Prairies and BC at 27%, 3% more than
the national average.
83% of leisure travellers will travel more or
the same as last year and 11% will travel less.
Overall, leisure travel intentions are the same
as 2013 and 2012 results. While leisure travel is
static nationally, 36% of BCers said they would
be travelling more for leisure, 14% more than
the national average and up 2% over 2013.
Respondents from the Prairies expressed the
most uncertainty regarding leisure travel with
17% indicating they will travel less than 2013
and 8% undecided.
Business travellers who said they would be
travelling less this year explained they would
be doing so for two main reasons, the price of
gas/energy (20%) and the cost of airfare (20%).
The economy, not as much of a concern in 2013,
has jumped back into the top three reasons
for travelling less for business in 2014 (17%).
The Canadian dollar, for the first time in four
years, is again a concern with 16% of business
respondents. Worries about the economy,
the Canadian dollar, and the price of gas are
highest with Ontario business travellers.
Canadians Travelling to the US
29% of Canadian travellers said they would be
doing more travel to the US in 2014 than 2013,
up 3% over last year’s numbers.
17% of 2014 respondents said they travelled
to the US for cheaper airline tickets in 2013,
with the highest number of cross-border ticket
buyers from BC and Ontario. A further 23%
said they plan on cross-border shopping for
cheaper air fares in 2014. An alarming 60% of
respondents also said they knew people who
travelled to the US in 2013 to purchase cheaper
airline tickets.
“Canada’s aviation cost structure is one of
the highest in the world - according to the
Organization for Economic Cooperation and
Development (OECD), Canada ranks 136th
out of 139 countries,” says Tony Pollard, HAC
President. “Aviation and airport fees and
charges make Canada’s aviation costs almost
30% higher than other jurisdictions. It is no
wonder Canadians continue to flock to the
US to purchase less expensive airline tickets.”
Influence of Technology
More Canadian travellers are looking to the
web and social media for travel information.
Social media, while not influential for business
travellers four years ago, now has almost a
quarter of business travellers saying they use
information from this medium to help make
their hotel selections with online testimonials
having the most impact on accommodation
selection (58%). 72% of leisure travellers
said ratings on Internet booking services
and other sites have a great deal of influence
on where they choose to stay. 51% of leisure
travellers in the 18-24 year-old category and
34% of those in the 25-34 year-old category
are most influenced by social media, while
leisure travellers in the 55+ category are the
least influenced.
“More and more Canadians are using social
media to post pictures, load videos, and make
comments about places they have stayed,
and it’s having quite the influence on other
travellers’ decisions,” notes Pollard. “Hotels
know they are being scrutinized like never
before and are rising up to the challenge.”
Smart Phones - Travellers Are
Connected
70% of travellers (up 11% over 2013) use
smart phones when they travel. The majority
use their phones to get in touch with family/
friends (52%), particularly those from the
Prairies (59%). As always, Canadian travellers
are weather-obsessed, with 48% (up 7% over
2013) saying they use their smart phones to
check the weather. 40% said they use GPS
and/or get directions on their smart phones,
an increase of 8% since 2011. Facebook is
becoming more popular with all age groups
with 29% of travellers (up 5% from 2013) using
their smart phones to check Facebook.
For the first time, HAC asked about hailing a
cab with a smart phone, and 13% of travellers
said they have. 14% book hotels (almost same
as 2013) and 7% buy air, train, or bus tickets
on their smart phones. 10% use their smart
and mobile phones to Tweet, up 3% from 2013.
“Almost 60% of 18-34 year-old travellers are
using their smart phones for GPS or directions,
20% more than the rest of the Canadian
population. The days of reading a map are
long gone for this young adult crowd,” explains
Pollard.
Green Key Program - Important to Both
Business and Leisure Travellers
The importance of hotel environmental
certification such as the HAC Green Key
program took a dramatic leap this year with
44% of Canadian business travellers, up 18%
over 2013 numbers. Those from the Atlantic
(53%) found it the most important, followed by
BC (48%). 3% more leisure travellers over last
year said environmental certification programs
are important to them. This is up 7% over the
past five years.
InnFocus 15
ABIGAIL’S HOTEL
Rebranding Heritage
by Chris McBeath
If there were one small property that epitomizes Victoria’s
grace, old-world charm and hospitality, it would be Abigail’s.
Styled as an inn, and located in the heart of the city, this
family-run, 23-room, luxury hotel has been a part of the
cityscape for more than 80 years. It consistently earns
TripAdvisor comments such as “unbelievably perfect”,
and “the warmest welcome we’ve ever received in a hotel”.
“Being so highly favoured on sites like TripAdvisor is bit of
a double-edged sword,” explains Nicholas Saklas, General
Manager, who joined the hotel in March 2010. “It’s a terrific
problem to have, and to sustain that level of excellence is to
constantly innovate, anticipate, and keep the product fresh.
Complacency isn’t a part of my vocabulary.” Nor is it a part
of his management style.
16 InnFocus
Taking the Helm
Nick, whose background is in corporate finance based in
Vancouver, came into the hotel business with very little
experience in the sector. “I worked at The Fairmont Empress
when I was a student and loved the positive vibe of the
industry,” he recalls. “Being a hotelier was never in my plans,
but the timing of this opportunity was serendipitous. My
mother wanted to ease out of running the property and my
wife and I were expecting our first child, so moving to the
island was a quality family decision all around. Besides, one
of the conditions of my involvement was that no one else
had to be involved.”
It was, perhaps, opportune that a Chartered Accountant
would take the helm during the global financial crisis,
because Nick was able to plan through and beyond the economic slump.
“It was exactly the right time for us to change gears and redefine who
we were,” he says. “Abigail’s had fallen into an identity conundrum.
Our services, collateral, and overall image supported a B&B concept
with luxury boutique hotel standards and a country inn ambiance. We
have elements of all those things, but it was also a time when the word
‘boutique’ began to describe everything from 3-room B&Bs to 100-room
hotels. Quite frankly, our messaging was confusing potential guests.”
Refresh, Rebrand, Recharge
After a thorough business analysis, Nick
rebranded Abigail’s as simply a small hotel, and
with that, refreshed its imagery to depict a chic
heritage and urban experience.
“The world had changed when I took over, and I
could see where we needed to go,” he describes.
“Integration of our back-end systems with OTAs
Nicholas Saklas,
(online travel agents) and booking engines was
General Manager
essential.” With more than 40% of bookings
coming from the hotel’s direct booking engine alone, Nick also put a lot
of energy into a renewed Internet presence, noting that “We’re on our
third website in four years.” He also started to engage with Facebook
and Twitter on a regular basis, not as a revenue generator, but as a way
to keep the name and brand fresh.
“Keeping ahead of OTA updates used to be a full-time job, which for a
23-room hotel is an issue. Integrating our systems with engines such
as Expedia and TripAdvisor has been a huge bonus.” Repeat bookings
and OTA reservations make up the remainder of their business.
Service with a Genuine Smile
Optimizing technology has helped realize record growth over the last
three years and has worked well for Abigail’s year-round staff of 18,
all of whom reflect a passionate service culture and multi-tasking
flexibility. For example, three of the five front desk personnel started
in housekeeping, and while in-house staff promotion will always be
the priority, Nick admits that as an outsider himself, he is more open
than many to hiring non-industry personnel. “They represent a clean
slate with no pre-conceived ideas as to how something should be, and
that can be a real plus.”
Another anomaly, at least in hotel terms, is that Abigail’s has no fullservice restaurant. “Our dining room seats 16 and we have gourmet
chefs who come in to create an exceptional breakfast experience. We
flirt with the idea of offering dinner on the weekends, but with so many
outstanding restaurants on our doorstep, we believe that dining out is
integral to enjoying the Victoria experience.”
That said, Abigail’s offers a range of complimentary hors d’oeuvres that
usually set the stage for the evening. As a small property, these intimate
soirées enable guests from all walks of life to share conversation over
mouth-watering treats. “Often it’s here where magic happens,” shares
Nick. “In an industry that’s all about meeting and exceeding guest
expectations, we create an environment that really sets us apart. It is
where Abigail’s Hotel shines time and time again.”
InnFocus 17
Photo courtesy of Hotel 540
The Progression of Hotel Amenities
Properties Strive to Stay Ahead of Guest Expectations
by Carol Schram
A generation ago, hotel guests were easily dazzled by a room outfitted with a coffee-maker and pay-perview movies. These days, travellers arrive with a discerning palate and their entertainment one click away
on their laptops and iPads. They’re looking for lightning-fast Internet connections and a whole lot more.
Guest expectations for hotel amenities are a constantly moving target.
How Did We Get Here?
probably the early 80s, and hotels were charging for it. It’s been a kind
of one-upmanship ever since then.”
General Manager Jonas Melin of Vancouver’s Inn at False Creek - Quality
Hotel, part of the Quality Hotel chain, says the shift in hotel amenities
has been enormous since he started in the industry in 1990. “At the
three-star tier, soap and toilet paper were the amenities, and the bed.
Over the last 10 to 15 years, the amenities of the five-star hotels have
started to trickle down; we have what we call ‘amenities creep.’ We’re
always battling the challenge of providing the amenities and services
that people feel they should have, regardless of their room rate.”
Where Are We Now?
“I think back to when coffee was first introduced to the rooms,” recalls
General Manager Tom Matthews of the Summerland Waterfront Resort
and Spa, who has been in the business for nearly 40 years. “It was
Some of the comforts recently added to the guest experience at the Inn at
False Creek - Quality Hotel include new eight-setting pulsating shower
heads, better quality bedding featuring duvets and extra pillows (with
18 InnFocus
Paid coffee became free coffee, which became coffee and tea, which
became one cup coffee-makers and a choice of flavours. Now guests
can enjoy soft pod gourmet coffees, teas, and even hot chocolate. The
momentum hasn’t stopped.
personalized pillow options available), fluffier towels, complimentary
bottled water, and single pod coffee-makers featuring Seattle’s Best
Coffee. Outside the rooms, the hotel is focusing on quality food and
beverage options such as locally-grown produce and microbrews on tap.
The Oswego Hotel is a luxury boutique property in Victoria. “The
expectation is to provide amenities of luxury standards, but now we’re
also seeing a lot of it is about rates,” observes General Manager Suzanne
Gatrell. “As a hotelier now, we’re having to work with less revenue, but
still provide those amenities that the guest wants, and ultimately the
experience. That’s where it’s different today from where it was before.”
Recent additions to the Oswego experience include 100% turndown
service throughout the hotel, a fresh new line of toiletries that better align
with the Oswego image, and a strong emphasis on healthy, local food
and environmental friendliness. In-room coffee is fair trade, seafood in
the restaurant is certified Ocean Wise and composting is being added to
the recycling programs in all in-room kitchens this year.
At the Summerland Waterfront Resort, attention to detail is just one
aspect of creating memorable points of difference in the guest experience.
Matthews points to local touches like the farm-to-table menu in their
bistro and locally-roasted coffee with French-press coffee makers as a
couple of the touches that make his property special.
Over in Kamloops, the Hotel Five540Forty recently completed a $14
million renovation that upgraded guestrooms, meeting spaces, and so
much more. “We just opened a new fitness area, with state-of-the-art
LifeFitness equipment, open 24 hours a day,” says General Manager
Bryan Pilbeam. “That’s an expectation people have.
Importance of In-Room Amenities
Wireless Internet Access
In-room Coffee
Bedding and Pillow Choices
Flat Screen TV
Alarm Clock
iPod Docking Station
Mini Bar
89%
78%
77%
70%
67%
27%
24%
Source: Carbonview Research
InnFocus 19
“ T h e mu st is t h at w e hav e t o o f f e r
complimentary, wireless internet,” summarizes Gatrell. “The demand to be able to
have three or four devices using that wireless
is more important today than it was before.
We have to be very proactive.”
Photo courtesy of The Oswego Hotel
Going above and beyond doesn’t have to be
extravagant or expensive.
“Also, after 40 years of being closed, we’ve
re-opened our rooftop pool and terrace area.
We have a great sound system, so we can
play music, and we also have fountains that
stream into the pool itself. That running water
drowns out the traffic noise, so you feel like
you’re in a resort area within a downtown
city centre.” The Mountview Terrace area is
also available for events and receptions and
poolside service is offered year-round.
Demand for hotel business centres is
changing, reports Pilbeam. “There’s still a
need for it, but it’s not what it was. Printing
still comes into play, and people need it in
a pinch. Most people now carry their own
devices, but some leisure travellers don’t,
particularly the elderly who aren’t so reliant
on such things.”
20 InnFocus
“The challenge now is to keep the
infrastructure in place to meet the demand
that’s out there for Wi-Fi,” adds Matthews.
“Each year, we seem to have to up the ante
in terms of our capacity.”
Where Are We Headed?
Aiming High
What challenges does the future hold? “I could
see entertainment being a part of it,” shares
Matthews, “keeping up with the technology.”
When it comes to setting the standard
for guestroom amenities, “the higher-end
properties are certainly the leaders,” shares
Matthews. “I travel extensively, and we stay at
a lot of different hotels around North America
and internationally. I think the Fairmont
Group has the best guestroom amenities that
we’ve experienced.
“Most guests enjoy staying in hotels. They
want something more than they get at home,”
adds Pilbeam. “It was pretty easy to stay ahead
of that 20 years ago and even 10 years ago.
Now, we’ve got to at least try to stay ahead
of what people enjoy at home in terms of the
quality of their TV and speed of the Internet.”
“The important pieces are still going to be
the great night’s sleep, a great shower in the
morning, and a good cup of coffee. The trick
will be to try to stay ahead on the technology
side.”
“I can remember staying at the Fairmont in
Vancouver 10 years ago,” adds Pilbeam. “All
the incredible technology they had there was,
and still is, very impressive.”
Introduction of Hotel
Amenities by Decade
Going above and beyond doesn’t have to be
extravagant or expensive. Gatrell says that
focusing on the individual will be key to
meeting ever-increasing guest expectations.
“We have to continue to provide the best
service that we can for our guests and let
them know how much we appreciate them.
People will become more and more loyal to
properties that really care. They want to be
acknowledged by name. They don’t want to
just be a number.”
1950s - In-room coffee
1960s - In-room minibars, 24-hour room service
1970s - In-room movies
1980s - Hotel business centres
1990s - In-room voicemail
2000s - High-speed and Wi-Fi Internet access,
single cup coffee-makers
2010s - iPads
Adds Pilbeam, “The most impressive thing
for me is still when I get a handwritten
note. It doesn’t have to be from the GM, just
from somebody welcoming me to the hotel.
When people travel so much, those personal
touches are without match. At the end of it
all, we’re innkeepers at heart. That spirit has
to continue on.”
BCHA Member Value
Program Profile
The Hospitality Insurance Program
BC hoteliers understand the importance of
purchasing insurance. Insurance provides
financial protection for the business in the
event of an unexpected occurrence, whether
it is property damage, theft, or a claim of
negligence. Insurance is also a requirement of
many business agreements - from loans and
mortgages to franchise agreements. However,
the process of purchasing insurance is not
always straight-forward and has often left
hoteliers wondering if they have the proper
coverage to protect their business.
Recognizing the challenge faced by its
members, the BCHA partnered with Western
Financial Group Insurance Solutions, in
2009, to develop an insurance program
that would provide members with industryspecific insurance coverage, risk management
services, and a fair and transparent cost
structure.
The Hospitality Insurance Program operates
under a unique structure called “Protected
Self-Insurance” [PSI]. The program has
a significant self-insurance component;
however, the participants are always provided
complete insurance protection by A-rated
insurance companies. The unique structure
provides a heightened level of control to
program participants, rendering numerous
benefits such as a preferred rating structure,
long-term rate stability, and an opportunity
to receive returns of premium during lowclaim years.
Since the inception of the insurance program,
participating members have received regular
risk management visits and advice as well
as enhancements in coverage. To create
further member control through economies
of scale, the BCHA has partnered with fellow
associations in other provinces and has been
successful in increasing the size and scope
of the program. The program has grown to
insure more than 1,300 properties, of which
more than 300 are located in BC.
Benefits of Participation in the
Hospitality Insurance Program:
Cost - Preferred BCHA rating.
Value Added Service - Risk management,
loss prevention, and building evaluation
services are provided to all insured members
at no additional cost.
Ownership of Premium - PSI fund pays
defined portion of claims; any balance after
claims of each year’s fund belongs to insured
members.
Proven Structure - PSI structure proven
as a long-term solution for associations and
buying groups across Canada since 1982.
In-House Claims Department Participants receive advice and support from
hospitality industry claims experts.
Western Financial Group Insurance Solutions
specializes in the administration of programs
for associations, buying groups, and public
entities. The organization is committed to
providing long-term, sustainable insurance
solutions for its clients, and helps clients
manage risk to be proactive in eliminating
insurance claims.
If you are interested in learning more about the
Hospitality Insurance Program, information
is available at www.westernfgis.ca/bcha or by
contacting BCHA Member’s Services Coordinator,
Louise Thompson, at 604-443-4754 or 1-800-6633153 ext. 756.
NEXT ISSUE
Culinary Tourism – Travellers love to experience other cultures through the artisan food produced in the area.
What food experiences can you promote in your food and beverage outlets to develop Culinary Tourism packages?
Fall 2014
Tech Trends – Guests are travelling with a greater number of electronic devices and are placing high demand
on WiFi and Internet services. Booking procedures have also changed as technology provides new options for
reserving rooms and selecting restaurants to dine in.
Artwork August 1
Luring Leisure Travellers – How can hotels capture the attention of people planning family reunions, weddings,
class reunions, and other large functions? These lucrative groups book large room blocks and include good food
and beverage business too.
Reserve July 25
Published September 5
Extra Circulation at
the
Connect Trade Show
Social Media Strategies – Hotels need to connect with guests in as many ways as possible and opportunities are
continually changing. From guest-sourcing to blogging, there are many ways to engage with your guests.
InnFocus 21
Why Online Reputation
Management for Hotels is a Must
by Eric Schiffer
A hotel can make or break your vacation or business trip. Even five-star BC resorts make the occasional
mistake. A room might not have been cleaned up to your standards; the amenities might not have been
as advertised; an employee could have treated a guest rudely; and so on.
22 InnFocus
The most important statistic to remember
is that people are three times more likely
to leave a negative review than a positive
review. A positive experience is generally
rewarded by a complaint-free checkout and,
hopefully, a return visit or word-of-mouth
recommendation to somebody else. Rarely
does a potential guest hear about the positive
experiences. However, a negative experience
will lead to a scathing public review - and this
is something your potential guests will most
certainly hear about.
Here are some reasons why online reputation
management for hotels is a must:
The Inevitable Bad Review
Timing is everything. Don’t immediately
respond to bad reviews before doing your
due diligence. First investigate the complaint,
do something to fix the problem, and then
respond to the review. Nobody should come
to your hotel to find out that a negative
review they read was right all along. You
have had plenty of time to address the issue
- particularly in regards to aesthetics. If the
Don’t immediately respond to bad reviews before
doing your due diligence.
review mentions a filthy bathroom, call for
an immediate inspection of all bathrooms. If
new protocols are needed, implement them. If
the review mentions stained carpeting, order
a carpet cleaning. The cost of these fixes is
miniscule when compared to the cost of losing
business over a bad review.
After you’ve addressed the problem at the
heart of the review, it’s time to respond
respectfully and intelligently. If possible,
include a photograph of the improvements.
Express your appreciation for their feedback
and offer the reviewer a financial incentive to
return to your hotel.
InnFocus 23
Your loyalty programs should be centered on social engagement.
Accentuate the Positive
It’s amazing that many hotels aren’t requesting
reviews from their guests. Install a kiosk with
an iPad in your lobby, where they can easily
leave a review. This is the 21st century version
of comment boxes. Make it easy for guests to
share their experiences online.
Engage Your Social Media
While social media means it has never been
easier to reward loyal guests, few hotels
capitalize on it. This is a golden opportunity
just waiting for the right hotelier to monetize
it. You want the public to interact with your
hotel. If they check-in on Yelp or Facebook,
offer a discount on a return visit. Use it to build
your email distribution list (with permission,
of course). Your loyalty programs should be
centered on social engagement.
Regardless of the reason why people are staying
in your hotel, many enjoy the idea of meeting
new people while they’re on vacation. These
travellers, usually young business people, can
24 InnFocus
be catered to with a portal to connect them to
their fellow travellers. This service, which you
could even charge for, could let guests choose
to interact with another person in the hotel’s
restaurant or bar in a fun and safe way. Airlines
already allow flyers to play games against each
other or chat during the flight. Why shouldn’t
this extend to hotels? If the hub were at the
hotel’s restaurant or bar, the potential for more
revenue is there for the taking.
Total Exposure
Unless you are part of a chain of hotels, if you’re
not found on Yelp or TripAdvisor you won’t be
found at all. Major fees are required to rank
highly on these databases, but that doesn’t
mean an independent hotel on a smaller
budget can’t reach these customers. The key
is exposure. Post branded content on the
multitude of web profiles that can be created for
your hotel. As an added bonus, these profiles
will rank on your Google search results as they
become more and more active.
Partner with the Airlines
When a grounded flight leaves hundreds
of people stranded at the airport, offering
discounted or complimentary rooms for
stranded passengers travelling on partner
airlines is a public relations win for both
sides. The stranded passengers will be left
with a positive experience when it could have
been negative, and any lost revenue on the
discounted rooms can be made up at the gift
shop, restaurant, bar and parking lot as well as
Internet usage. It would be profitable, and the
impact on your reputation would be a valuable
additional benefit. You would certainly ensure
those stranded passengers would be loyal to
your hotel on their future trips.
Eric Schiffer is Chief Executive Officer at
Reputation Management Consultants. They
create custom templates for reviews, manage
review sites, and can maintain a myriad of
profiles on your behalf. Eric can be reached at
[email protected].
Names in the News
by Debbie Minke
The BCHA welcomes the following new members: Avalon Inn ,
Osoyoos; Four Points by Sheraton Kelowna Airport, Kelowna;
and the Yukon Inn, Whitehorse.
Congratulations to these new general managers: Sherry Blake, Holiday
Inn Express Kamloops; Indu Brar, The Fairmont Waterfront Hotel,
Vancouver; Theresa Dickinson, Swans Suite Hotel, Victoria; Geoff
Flesher, White Cap Motor Inn, Wells; Theresa Ginter, Nita Lake
Lodge, Whistler; Nuno Gama, Poets Cove Resort & Spa, Pender Island;
Minsoo Jung, Bear Country Inn, Terrace; Deborah Kawabata,
Coquitlam Sleepy Lodge; Tyler Laitinen, Kingfisher Resort & Spa,
Courtenay; Andrew Maas, Quality Inn - Northern Grand; Michael
Pye, The Fairmont Hotel Vancouver; and Corrina Sheets, Holiday Inn
West Kelowna; and Miao Yang, Huntingdon Manor, Victoria. Glenn
Eleiter has been appointed Hotel Manager at the Rosewood Hotel
Georgia in Vancouver. Kitimat City Centre Motel is now City Centre
Suites by Kiticorp, and Desiree Wilson is the GM. Best Western
Villager Motor Inn is now the Days Inn Vernon.
SilverBirch Hotels & Resorts has appointed
Jonathan Korol as the company’s new Senior Vice
President, Investment and Portfolio Management.
A Vancouver native, Jonathan is returning home
from New York where he most recently served as
the co-founder and managing principal of Amadeus
Property Partners.
Geoff Ballotti is the new President & CEO for
Wyndham Hotel Group. Ballotti has served as President & CEO of
Wyndham Exchange & Rental as well as Wyndham Vacation Rentals.
Gail Mandel, CFO of Wyndham Exchange & Rental, is now taking on
the additional responsibilities as COO of the division.
TIABC has appointed six new board members. Jacqueline Clarke,
Stuart Coventry, Patrick Gramiak, Andre Kuerbis, Deborah
Kulchiski and Sandra Oldfield will join the existing seven board
members to form the full complement of the 13-member TIABC Board
of Directors.
Destination Osoyoos has appointed Gail Scott as
Managing Director. An experienced community
economic development professional, Scott has
previously held senior management positions with
the Peachland Chamber of Commerce, Leduc-Nisku
Economic Development Authority, Olds Institute for
Community and Regional Development, Venture
Kamloops, and the provincial Ministry of Small
Business, Tourism, and Culture.
Eric Watson has been named Chief Operating Officer of MasterBUILT
Hotels, a group of companies that is focused on the development,
investment, construction, and operation of Microtel Inn & Suites by
Wyndham branded hotels in Canada.
Mike Muir is Best Western International’s new Vice President North
American Development.
Skål International Vancouver voted in a new board of directors: Lydia
Miller, President; Ivano Corazza, SICAN Rep/EST; Katherine
Grant, House; Valentina Tang, Program; Harvey Lee, VP Finance;
Gordon Chatry, Director; Jonas Melin, Director; Joyce Hayne,
PR & Communications; and Ron Waterhouse, Director.
Delta Sun Peaks Resort is now the Sun Peaks Grand Hotel and
Conference Centre. In addition to the hotel name change, and a
move to locally-based management, Sun Peaks Resort Corporation is
announcing the next steps in the resort’s development master plan,
which includes additional trails for both winter and summer outdoor
adventures. Skiable terrain will grow to 4,200 acres for the 2014/2015
winter season. This larger trail network will tie Sun Peaks Resort with
Lake Louise in terms of area, making Sun Peaks one of the three largest
mountain resorts in Canada.
A year after its inauguration, Hospitality Sales and Marketing
Association International British Columbia chapter (HSMAI
BC) was honoured as the fastest growing chapter in all of the Americas.
A global organization of sales, marketing, and revenue management
hospitality professionals, HSMAI is committed to putting forth
educational programming that helps hospitality industry professionals
fuel sales, drive revenue, and inspire marketing.
The Comfort Suites Kelowna has been awarded its fourth
consecutive Gold Hospitality Award from Choice Hotels Canada. To
qualify for a Gold Award, a property must be among the top 10% of
more than 300 hotels. Hotels are ranked based on a variety of criteria,
including guest surveys and third party reviews that look at the condition
of guestrooms and the property. Congratulations to Carla Carlson,
General Manager, and her team!
The Fairmont Vancouver Airport was named winner of Skytrax’s
Best Airport Hotel in North America at the 2014 World Airport Awards
in Spain, and Vancouver International Airport garnered Best Airport in
North America. The Airport Hotel Awards are based on the overall hotel
experience, access from the airport to the hotel, warmth and friendliness
of hotel staff, cleanliness, in-room amenities, fitness and spa facilities,
quality of food and restaurant service as well as value for money.
The Strathcona Hotel in Victoria celebrated its 100th anniversary
in March with a concert by Juno Award winners the Sheepdogs, the
introduction of an anniversary beer, and other festivities.
US News and World Report has released its list of 2014 Best Hotels
in Canada. The Rosewood Hotel Georgia captured 2nd place, the
Fairmont Pacific Rim was third, Hastings House Country House Hotel
was fifth; Four Seasons Resort and Residences Whistler - 8th place; The
Wickaninnish Inn, Tofino - 12th place; Shangri-La Hotel, Vancouver
- 13th place; Loden Hotel, Vancouver - 14th place; Wedgewood Hotel
& Spa - 15th place, Four Seasons Hotel Vancouver - 16th place; The
Fairmont Chateau Whistler - 19th place; Clayoquot Wilderness Resort
- 20th place; L’Hermitage Hotel, Vancouver - 21st place; and Sonora
Resort, Sonora Island - 22nd place.
SilverBirch Hotels & Resorts is introducing a new electronic
pay statement system for its 3,000 associates at all of its hotels and is
teaming up with Tree Canada to celebrate the initiative by planting a
tree in honour of each associate. The trees will be planted in the five
regions across Canada that the company currently operates in, including
BC. As a testament to SilverBirch’s commitment to environmental
responsibility, each of its operating hotels has its own “Green Team”
and has been awarded at least four Green Keys.
If you have any noteworthy awards or community contributions,
please email the details to [email protected].
InnFocus 25
International Arrivals
to BC and Canada
Source: Destination BC
Chinese Tourists have Daily Access to Vancouver
China Southern Airlines is the first airline to now offer daily Boeing
787 flights from Guangzhou, China to Vancouver. That potentially
brings over 200 Chinese tourists to Vancouver each day on the new
Dreamliner planes. There is also a possibility of increasing that flight
frequency to 10 per week during the high season, from June to October,
if the demand is there.
26 InnFocus
The World Tourism Organization is projecting that by 2020 China will
have 100 million international travellers, the world’s fourth largest
outbound tourism market.
According to Destination BC, in January 2014 BC had 16,459 visitors
from China, which was a 74.2% increase over January 2013. In 2013,
BC saw 203,100 Chinese tourists, up 26.1% from 2012.
What’s New?
by Debbie Minke
to the market is the platform’s direct messaging
capability, which is time flexible, forced or
passive, and totally controlled. For example,
if a corporate group is in the hotel, messages
can appear on the TVs of those guests only. A
special screen advertising happy hour at the
bar can appear on all TVs from 3:00 - 6:00 pm.
This unique feature is one of dozens provided
by Odyssey. www.invue.com
Education & Training
Huebsch® HT200 is a new 200-pound
tumble dryer for on-premise laundries.
Available with Galaxy™ controls, the singlepocket tumble dryer can help laundry operators
increase staff productivity and utility efficiency.
The Galaxy-equipped HT200 features 30
programmable cycles, three cycle types,
and reversing technology for greater drying
consistency. Reversing technology allows
the machine to stop, pause, and then switch
direction, which helps reduce the balling
or roping of large items, such as sheets,
comforters and tablecloths. Operators can
further decrease labour and energy costs and
extend the life of linens by adding the optional
Over-dry Prevention Technology (OPT) on
Galaxy controls. Baffles provide pinpoint
moisture readings throughout the entire load,
and once the tumble dryer senses the pre-set
level of dryness, it automatically shuts off. With
OPT, linens experience 31% less fiber loss,
which allows laundry managers to spend less
money on linen replacement. www.huebsch.
com, www.haddon.ca
Inova manufactures innovative, space-saving
and multifunctional furniture. Now available
in Canada, the hospitality industry product
line features patented and freestanding
TableBeds, Sofa-WallBeds, WallBeds,
Sofa-TwinBeds and coordinating cabinetry
systems. [email protected]
InnVue’s innovative Odyssey HD² Solution
generates new revenue streams for hotels and
helps maximize guest satisfaction and loyalty
with its uniquely interactive experience. By
integrating television entertainment and
connectivity, Odyssey drives interest to key
property amenities and timely promotions
from the moment a guest enters the room. New
The Canadian Tourism Human Resource
Council (CTHRC) and the American Hotel
& Lodging Educational Institute (EI) are
proud to announce a credential recognition
agreement that will offer hotel administrators
the opportunity to hold credentials from both
organizations. This agreement is an excellent
example of two national organizations
working together to serve their sector and
address the needs of the industry. In Canada
and internationally, the CTHRC offers the
Certified Hotel General Manager
(CHGM) credential through emerit, its
training and certification brand. EI offers its
Certified Hotel Administrator (CHA®)
to hospitality professionals in the US and
around the world. Under the agreement, each
organization recognizes the two credentials
as equivalent, “testifying to a comparable
degree of competency and knowledge of their
holders.”
More importantly, each organization has
agreed to award their credential to individuals
who hold the other organization’s designation.
This means that for only a small cost to cover
administration of the credential, a hotel
manager who has earned the CHGM credential
will also be awarded the CHA credential,
or vice versa. This will give top hospitality
administrators the professional recognition
they deserve across North America and around
the world.
“The Hotel Association of Canada is very pleased
that a GM achieving the CHGM credential in
Canada is automatically eligible for the CHA
designation in the US and vice versa,” stated
Tony Pollard, Hotel Association of Canada
President and CTHRC Treasurer. “This is
a ground-breaking credential recognition
agreement between two organizations that
provide world-class training and professional
certification for the industry in North America.
It is also an excellent example of international
co-operation, which benefits these highly
skilled individuals and enhances recognition
of their credentials around the world.”
“The Council is very pleased with the
cooperative effort in coming to this agreement,”
said Wendy Swedlove, CTHRC President. “It
will serve industry professionals well in both
countries, bringing more profile to these
credentials, which both attest to an individual’s
achievement of the highest level of competence
in this profession.” www.cthrc.ca
“The content and the program requirements
of the CHGM are consistent with those
of the CHA, and it makes sense for our
organizations to recognize the professionalism
and dedication of the general managers and
hotel executives who have earned either
certification,” said Robert L. Steele III, CHA, EI
President. “This agreement is consistent with
our company’s efforts to work cooperatively
with other organizations to advance the stature
of the global hospitality industry.”
go2hr has launched Leadership 2 Go, a new
online resource centre designed for front-line
team leads and their managers. The resources
can be accessed online and completed at any
pace. Leadership 2 Go includes a number of
assessment tools, templates and resources to
improve leadership skills, from developing an
understanding of personal strengths to leading
teams and defining goals. It is available at no
cost for BC tourism and hospitality industry
employers and employees. www.go2hr.ca/
leadership
Food and Beverage Management
International Competency Standards
and Certification for food and beverage
management professionals are now available
from emerit. The Food and Beverage
Management International Certification
program places successful candidates
among the elite of their profession and
rewards them with a globally-recognized
emerit professional designation, Certified
International Foodservice Management
(CIFM). The certification program and
credential was developed by an international
committee of food and beverage professionals,
and is recognized by major industry players
around the world. www.emerit.ca
InnFocus 27
Photo courtesy of The Oswego Hotel
Making Great
First Impressions
by David Wilson
No doubt you’ve heard the saying, “You can’t judge a book by its cover”.
In most cases it is true, but have you ever wondered why publishers
spend thousands, if not hundreds of thousands of dollars just getting
the cover right? Likewise, guests will get their first impression of your
hotel when viewing and experiencing the exterior.
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subscription to
InnFocus
Email to subscribe
[email protected]
You want to make guests feel welcome, secure, and impressed by your
property. Incredibly, you only have 10 seconds to win your customer over
upon arrival. Will your hotel’s entrance drive, parking lot, and exterior
make a great first impression, or are they dark, dingy, and dirty spaces
where a guest will feel uncomfortable? Are the entrance mats changed
daily so they’re always clean? Is there gum on the driveway that you can’t
remove? Is the parking lot well lit? Are the stairwells freshly painted? Is
there clear signage directing guests from the parking lot to the lobby? Is
your exterior signage clean and well maintained?
Landscaping also adds to a positive first impression. Perennial
flowering plants and seasonal flowers will add colour year-round and
are inexpensive and easy to maintain. Ensure your lawns are also well
manicured.
After cleaning, some of the simplest and most economical improvements
can include good, efficient, and reliable lighting. If you can’t change all
your lights at once, start small and replace a few lights at a time.
Painting can spruce up stairwells, the parking lot, and the drop off area
of your hotel. When was the last time they were painted? Is the paint still
there after the winter? There are some fantastic, acrylic-based paints that
are used for highway and airfield markings that will outlast the asphalt!
They can be applied in less than a day, and offer the added advantage of
creating an anti-slip environment, which is essential in Canada’s winter.
Make sure the exterior of your property gives a great first impression
and sets up your guests for a memorable stay.
28 InnFocus
BCHA Member Benefits
Now that the warm weather has arrived, many
guests will be looking to take some time to go
hiking, mountain biking, bird watching, or
white water rafting. There are many different
ways to explore the beauty of our province this
summer and fall.
Up in the Yukon, guests can follow the trail
taken by those who arrived over 100 years ago,
from every corner of the earth, hoping to hit
gold at a time when the territory was steadily
seeing hotels and townships appear due to
the influx of inhabitants. Today, visitors who
travel to the Yukon can pan for gold, hike the
trails first trodden by hopeful explorers, and
see the spectacular scenery from high above
in a helicopter.
For BCHA members that have properties with
a spa, we have a number of associate members
who are able to help by supplying sweatbands,
wraps, non-slip soled slippers, and robes as
well as sports towels for the gym and golf
course. Think about adding your logo to these
items to promote your property.
In downtown Vancouver, some properties
offer complimentary bikes for guests to take
for a spin around Stanley Park, Yaletown,
by Louise Thompson
or the False Creek Seawall. Lynette Peter,
Sales Manager at the BEST WESTERN PLUS
Downtown Vancouver, reports that their six
complimentary bikes are very popular with
guests. The hotel also has a busy fitness and
entertainment centre with a beautiful view of
the city’s skyline.
The Burrard, also in downtown Vancouver,
provides retro-style Brooklyn cruiser bike
rentals to match the unique style of the hotel.
The courtyard patio, open during the warmer
weather, provides a little oasis in the heart of
the city where guests can sip a beverage in
the sunshine.
Prince George’s Esther’s Inn has placed spin
bikes near their pool, which together with the
hot tub and sauna are popular with guests
throughout the year.
The Edgewater Lodge in Whistler offers
kayak, canoe, or paddleboat rentals, inviting
guests to explore the pristine beauty of Green
Lake. Fishing excursions, bird watching, and
horseback riding are also available.
The Pacific Inn & Conference Centre located
in Surrey, has a bright, tropical atrium where
guests can step into a waterfall-fed indoor
pool, then head to the Coccoloba Health Club
with state-of-the-art equipment or take a class
in aqua aerobics, yoga, or pilates.
Value-added services like the ones described
here encourage guests to enjoy all that your
property and your location has to offer.
The BCHA has united with over 200 businesses
that offer an array of discounts and services
for BCHA members.
Visit bchotelassociation.com to view the
BCHA Buyers’ Guide for a list of all our
associate members, or contact me directly at
[email protected].
InnFocus 29
BC Hospitality Foundation
by Renee Blackstone
We’ve been wondering why we aren’t
getting any applications for BC Hospitality
Foundation benefits from people in the hotel
sector. BC hotels and inns are among our
biggest supporters, and yet no one from their
ranks has applied for our help since 2012.
It’s a situation we know must change and we
think it can, with your help.
No, we do not have our hand out for money.
Right now, ours is a helping hand extended to
those who work in all sectors of the hospitality
industry and who find themselves in financial
straits because of accident or illness. We have
helped people in the hotel sector in the past,
but we’re convinced there are more out there
who could use our assistance. This province’s
hospitality industry employs 175,000 people,
and every one of them needs to know about
us.
That’s where your help comes in. We need
you to spread the word to all your employees
- many of whom may be covered by medical
and disability plans - that the BCHF is there
for those who are not covered by such plans
or whose needs extend beyond available
insurance support. Even with a health plan,
benefits run out, and some plans are not
comprehensive.
Perhaps a little history is in order. Some
of you may know that the BCHF began in
2007 with just one beneficiary. Michael
Willingham, a well-known and respected
wine agent, was driving to an appointment
in October 2004 when he was rear-ended.
The accident led directly to a debilitating
stroke four months later, and after more
than one bleak year of struggling, Michael
was given a helping hand by industry friends
Photo by Craig Barker
and colleagues who held fundraisers for him.
That marked the beginning of the work the BC
Hospitality Foundation has been doing ever
since. To date, we’ve supported the industry
with funds totalling more than $420,000,
which has gone towards medical assistance
and scholarships.
The BC Hotel Association came on board in
2009 and has been a huge supporter of our
many fundraising events, including Dish ‘n
Dazzle, our golf tournaments, and our newlycreated Skills & Spills event. We couldn’t
have reached the happy place we’re in now,
where we have enough money to give away
to anyone who needs it, without support
from the accommodation sector. Support and
participation from the hotels in our province
has been - and continues to be - key to our
success.
In the past, we’ve helped people like Frank
Clements, a long-time head bartender at
the Pan Pacific’s Cascades Lounge, who had
stage four bone cancer, and Empress Hotel
employee Glen Yuen, who was diagnosed with
acute myelin leukemia and required a series
of complex treatments at Vancouver General
Hospital for an entire year. The money raised
by friends and colleagues was augmented
by a cheque from the BCHF, which helped
Glen deal with living expenses while on the
Mainland for treatment.
We know there are more people out there like
Frank and Glen, people whose heavy loads
can be lightened by a helping hand from us.
Won’t you help spread the word? We’d really
appreciate it.
Renee Blackstone is a freelance journalist who sits
on the BCHF Board of Advisors.
Advertisers
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30 InnFocus
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Tex-Pro Western
Van Houtte Western Financial Group
Insurance Solutions
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