Emerging Markets - BC Hotel Association

InnFocus
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PLUS: SHARPEN YOUR PENCILS > AMERICAN TRAVEL INTENTIONS > INSIGHTS ON SOCIAL MEDIA IN BC
Spring 2014
200-948 Howe Street, Vancouver, BC V6Z 1N9
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Vancouver, Coast & Mountains
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 Downtown Vancouver
Kootenay Rockies
Brady Beruschi, Regent Hotel, Revelstoke
Don Lutzak, Elkford Motor Inn, Elkford
Danny Rickaby, New Grand Hotel, Nelson
Amanda Robinson, Copper Point Resort, Invermere
Cariboo Chilcotin Coast
Pat Corbett, The Hills Health and Guest Ranch, 100 Mile House
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, Duncan
Kevin Walker, Oak Bay Beach Hotel, Victoria
Earl Wilde, Victoria Regent Waterfront Hotel & Suites, Victoria
Director at Large
Ian Powell, Inn at Laurel Point, Victoria
Featured Hotelier
Elfriede Schmoll at the BEST WESTERN PLUS
Wine Country Hotel & Suites, page 16
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
Spring 2014
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
Features
Columns
Opening Doors to Emerging Markets
4
President’s Message
11 Destination BC Update
5
CEO’s Report
BCHA Staff
12 Strategies to Overcome Labour Shortages
10 Green Initiatives
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
16 BEST WESTERN PLUS
10 Marketing
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6
Wine Country Hotel & Suites
23 Names in the News
18 Enhance Your ROI with OTA Best Practices
29 BCHA Member Benefits
24 Sharpen Your Pencils!
30 BC Hospitality Foundation
27 American Travel Intentions and Trends
30 What’s New?
28 Insights on Social Media in BC
President’s Message
We have seen a busy start to 2014, and there is
no sign of things slowing down any time soon.
As President of the BCHA, the first order of
business in the new year was to gather our
newly appointed Executive Committee for an
in-person meeting to discuss our plans and
priorities for 2014. In early January, we met
for a planning session in Victoria and came
up with four major areas of focus for 2014.
Please share your thoughts on any of the
issues below by connecting with me directly at
[email protected].
by Ingrid Jarrett
market. When compared to the $58 million
the Canadian government has allocated to the
Canadian Tourism Commission, it is clear that
more pressure has been placed on provincial
and regional governments to market tourism.
In order for BC to succeed in spite of these
evolving factors, it is important that marketing
initiatives in the province are streamlined.
We all understand that funds are limited, and
accordingly, in 2014 we will be working to align
marketing efforts and work collaboratively and
strategically to market BC as a top tourist and
business travel destination.
Tourism Marketing
Coming together is a beginning; keeping
together is progress; working together is
success.
Mark your calendar
and let’s CONNECT on
November 3-4, 2014
BC’s $13.8 billion dollar tourism industry is now
the single largest primary resource industry in
the province, generating an annual real GDP
of more than $6.4 billion in 2010 - ahead of
forestry, mining, oil and gas extraction, and
agriculture. The global market for tourism
is growing at an astonishing rate; worldwide
we saw international tourist arrivals grow
by 4% with over a billion people travelling
internationally, and revenues surpassing a
trillion dollars.
In October 2013, it was my pleasure to attend
the inaugural CONNECT Food + Drink +
Lodging trade show. The event was a great
success, bringing together industry leaders and
buyers from across Canada. Not only was it an
enjoyable trade show, it was also very lucrative
for many of us hoteliers as far as buying capital
items, upgrading our properties, and learning
about new innovative technologies in the
marketplace.
In BC, 2013 saw international tourist arrivals
grow by almost 5% with over 4 million visits
to our province. However, while we saw
travel and tourism grow in 2013, some key
trends are raising growing concern. BC is
losing more and more marketshare and is
experiencing increased difficulty competing
on the international stage. Countries like the
US have allocated up to 10% of their $200
million tourism budget to target the Canadian
?
4 InnFocus
We had so much momentum to build on from
the 2013 show that this year we extended the
event by an extra day! I am excited to announce
the 2014 CONNECT Food + Drink + Lodging
event has been scheduled for November 3-4,
2014. We’re looking forward to showcasing
great new products, attending informative
educational seminars, and meeting all of you
at one of the networking events. Attending
the CONNECT trade show will continue
to be 100% free of charge for all BCHA
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]
members and their staff. Mark your
calendar and let’s CONNECT on November
3-4, 2014. I look forward to seeing you there!
The Liquor Policy Review
Liquor revenue is a critical factor to sustain
financial viability for many hotels throughout
BC. In October 2013, the BCHA submitted
recommendations and met with Parliamentary
Secretary John Yap to discuss the government’s
Liquor Policy Review. Since then, the BCHA
has been working closely with our colleagues
at the Alliance of Beverage Licensees (ABLE
BC) to ensure the recommendations introduced
enhance and do not harm this vital revenue
stream. We will continue to monitor the
government’s Liquor Policy Review very closely,
and will be sure to keep our members informed
on any progress.
Help Wanted! 100,000 Job
Openings in BC Tourism by
2020!
BC’s natural beauty is attracting more people
than ever to enjoy all that our province has
to offer. From snowboarding in the Rockies
to enjoying a day at the beach on Vancouver
Island, all year round our province attracts
visitors who want to enjoy the great outdoors
as well as those who seek to enjoy a beautiful
vista from the comforts of one of our many
resort hotels.
With more and more people travelling to BC,
we must prepare ourselves for major labour
shortages. According to go2hr, there will be over
100,000 job openings in the tourism industry in
BC between now and 2020. More than 44,000
of the positions will be new jobs created by our
expanding tourism industry, and over 18,000
will be in accommodation services. There are a
number of programs and services available to
help with new hires. You can learn more about
anticipated labour shortages in your region by
visiting www.go2hr.ca/regions.
CEO’s Report
The BC Hotel Association provides a wide
range of benefits to our members; most
importantly we offer advocacy and member’s
programs. United under the association
banner, we have a stronger influence as
industry leaders, our voice is louder when
speaking with government, and we are able to
influence regulation and legislation because
we are recognized as an integral part of BC’s
economic viability.
The BCHA is governed by a 34-person board
of directors; we have directors from each of
the six regions of our province. It is important
to maintain an open dialogue with directors
in your region. They are your representatives
and voice at our quarterly meetings. It is at
these meetings where we receive regional
updates, vote on resolutions, and determine
the strategic goals of the organization.
As a BCHA member, you and your hotel also
enjoy a number of unique program benefits
exclusive to BCHA members. Programs such
as the Hospitality Insurance Program and
TotalGuard as well as discounts from Esso,
RONA, and Staples are just some of the many
advantages enjoyed by our members.
However, we can always do more, and that’s
why at the beginning of every year we do an
analysis to evaluate member participation
and feedback to understand any dynamics
that may be at play. For example, we have
offered a natural gas program for many
years. Recently the price has been at a record
low, meaning it makes no sense to lock-in
to potentially save some cost exposure. The
current natural gas program is managed by
our agent Absolute Energy. Absolute Energy
continues to expand member participation by
providing a high level of service and savings
over FortisBC and gas marketer rates. Larger
hotels, including recently registered members
on Vancouver Island, have assumed marketbased monthly rates that continue to be 20%
lower than FortisBC rates. Members signed up
on one year fixed rates with wholesale partner
Bluestream Energy have enjoyed both savings
and budget cost certainty. Absolute Energy
by James Chase
now recommends members consider longer
term fixed rates that protect today’s low prices
until 2019. Many BCHA members enjoy the
benefits of this program, and we recommend
you contact our program provider for further
details.
The BCHA works very hard in this extremely
competitive and dynamic environment to
present meaningful, unique, and cost-effective
programs. Another example is the work we
have been doing on credit card merchant
discount rates. In the last couple of years
we have seen credit card merchant discount
rates increasing and becoming a significant
expense for hotels across the province. The
BCHA has been investigating and piloting new
approaches for several years with different
providers and processors to determine if we
can bring a unique program to members that
is specific to the hotel industry. We have had
some limited success, however, delivery to the
entire province is always a priority and this is
where some of our partners had limitations. We
will continue to work on this initiative and will
keep you updated with the progress.
The BCHA telecom program is another longstanding benefit enjoyed by our members.
Managed by Globalive Communications, the
BCHA telecom program is currently benefitting
over 300 of our members. The program offers
remarkably low rates, and members never
have to change providers. The BCHA telecom
program covers regular direct dialed long
distance charges as well as the incoming calls
for toll-free lines.
The Hospitality Insurance Program is
owned by the BC Hotel Association and
managed by Western Financial Group. The
Hospitality Insurance Program, or HIP, is
the preferred insurance provider for our
members. The program was designed uniquely
for hoteliers to provide the right level of
coverage through specialized group insurance
programs. However, in the past year we saw
unprecedented natural disasters and extreme
weather in our country. The increased risk of
extreme weather is reflected in renewal rates
this year. Regardless, the Hospitality Insurance
Program is still the leading insurance provider
to hotels in BC and we will continue to work on
your behalf to ensure you receive the best rates
and the best coverage in the province.
Members benefits such as HIP as well as the
others described above serve as an integral part
of the value proposition of the association. As
mentioned earlier, we are stronger when we
are united, and we all benefit from working
towards shared goals both through advocacy
as with member benefit programs. Thank
you for your continued trust and support as a
BCHA member.
Next Issue Summer 2013
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•
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Getting Value from your DMOs
Online Reputation Management
The Evolution of Hotel Amenities
Differentiating your Property from the Competition
Call 1-800-667-0955 to book your ad by April 25
InnFocus 5
Photo courtesy of Canadian Tourism Commission
Opening Doors to
Emerging Markets
by Kathy Eccles
The Canadian Tourism Commission (CTC) reports that Brazilian travellers have the highest average spend
among all CTC’s markets and one of the longest stays at 19.5 nights. The Conference Board of Canada
is forecasting that, in 2014, BC will experience a 15.5% increase in visitation from China (compared to
2013) and a 3.5% increase in visitors from India. Brazil, China, and India are three emerging markets
being arduously courted by the CTC as well as provincial and regional tourism organizations (RTOs)
across the country. Canada’s tourism marketers offer a wealth of firsthand knowledge on how hoteliers,
tour operators, and suppliers can tap into the growing affluence of these vital international markets.
6 InnFocus
Monica Leeck, manager, Market Development Asia for Destination
BC, is packing for her fifth trip to India where she will attend Focus
Canada - India 2014, an annual CTC trade show. Her colleague at
Tourism Vancouver, Dayna Miller, Director of Sales, Travel Trade,
will be part of the 50 or so Canadian representatives who’ll spend two
hectic weeks meeting with up to 60 tourism buyers, conducting sales
calls and training, and hosting events for Indian travel agents and
tourism operators. According to CTC research, up to 95% of bookings
for outbound travel in India are made through traditional travel agents,
so trade shows such as these are a primary way of putting Canada front
and centre before the influential Indian travel trade.
Leeck, who is responsible for marketing BC to India, China, Korea
and Japan, describes Canada’s collaborative national, provincial, and
regional marketing efforts as “one big team that works together”. Her
advice for hoteliers and others wishing to reach emerging markets:
“Stay in touch with your local regional marketing arm. Send out leads
to your regions saying, ‘Do keep me in mind.’ It’s so important that they
are well-informed.”
The other crucial piece in the puzzle, she stresses, is to work with
receptive tour operators. She explains that these receptive tour operators
“do all the contracting with hotels and suppliers and sell [itineraries] to
the tour operators overseas.” She adds that the overseas operators will
not buy directly from suppliers, so the receptive tour operators offer a
bridge between Canadian companies and the international marketplace.
Up to 95% of bookings for outbound travel
in India are made through traditional travel
agents.
Negotiating the Indian Market
While In India, Miller will be selling Vancouver’s urban amenities,
including luxury shopping, high-end branded properties, proximity
to nature, and iconic experiences, like Alaskan cruises, which she says
“earn bragging rights” among Indian travellers.
Responsible for the markets of India and Brazil, Miller has learned
firsthand the importance of “understanding the cultural nuances when
dealing with any key international market.” Working in South Asia, she
has learned that Indian guests enjoy bartering. “It’s a cultural thing.
Large groups and incentive travellers have money to spend, but are
price-driven, and they will shop around.” She advises hoteliers and
tourism operators to exercise patience as negotiations may take extra
time. She further recommends that hoteliers interested in the Indian
market meet high service expectations, as many wealthy South Asians
have personal drivers and servants. Leeck adds that 60-70% of the
nation is vegetarian, and suggests that hotels ensure Indian dishes are
available. She notes that some followers of the strict Jain vegetarian diet
travel with their own chefs and may request the opportunity to prepare
their own food on the premises.
InnFocus 7
Brazilian Tourism
In 2012, Canada received 78,300 overnight visitors from Brazil, up 4.7%
from 2011. With the highest per-trip spend of any of CTC’s 11 markets,
these visitors injected $152 million into Canada’s tourism economy, an
increase of 9.1% over 2011.
The top three things Brazilians like to do when they travel is to explore
historical and cultural attractions, sample regional cuisine and enjoy
urban activities. They also like to shop, so much that Air Canada increased
their baggage allowance to encourage this practice.
According to Statistics Canada, the largest segment (29%) of Brazilian
travellers to Canada was between 25-34 years old, followed by 24% over
54 years old and 22% under 25. However, it’s the youth travel market
that holds sway in terms of future interest.
Attracting Brazilians
Canadian Hospitality for
Chinese Guests
>>> Hotel Association of Canada President, Anthony Pollard,
holds a Masters in Political Science and International Affairs, and
has traveled extensively in China. In his book Canadian Hospitality
for Chinese Guests, now in its eighth edition, he emphasizes the
importance of nonverbal communication, such as smiling, while
at the same time noting that Chinese guests value emotional
restraint. Here are more of Pollard’s tips for conducting business
and negotiating with the Chinese:
>>> Pay close attention to seating arrangements, as the highestranking persons sit opposite each other at the centre of a long
table, furthest from the door.
>>> At dinner, the best seating place is to the right of the host,
the next best to his left. The place of honour is opposite the door,
but is far from it, and, if possible, faces south. The lowest-ranking
person occupies the most vulnerable place, with the back to the
door.
>>> Respect the speaking order. Express yourself slowly and in an
intelligible manner, without interrupting the other party.
>>> Set aside ample time, as haste is ill advised.
>>> Understand that Chinese culture expects important
information to be revealed only towards the end of any negotiation.
>>> Do not continue negotiations during the meal that follows,
although this period is essential to the success of the process.
>>> Use interpreters who possess an excellent level of language
skill and who are trained in the relevant area.
Source: Canadian Hospitality for Chinese Guests, Anthony P. Pollard
(2011)
8 InnFocus
When it comes to appealing to Brazilian travellers, Miller says it’s helpful
to provide Portuguese language services, and cater to what research
shows is a desire for fine dining, friendly personalized service, highend shopping, and outdoor adventure. “Many Brazilians like to ski and
snowboard. Whistler is really well known.” She adds that there is growing
opportunity for pre- and post-activities as cities combined with nature
are a major attraction for this South American market.
Tapping into China
Along with India and Brazil, China is a powerhouse among emerging
markets. With 54 daily flights from China to Vancouver alone, Leeck
notes BC is “getting the lion’s share of capacity” from Mainland China.
Since Canada was awarded Approved Destination Status (ADS) by China
in 2010, the CTC reports that “overnight arrivals to Canada gained
significant momentum, expanding 22.5% in 2011 and a further 15.5% in
2012 to 273,000 trips.” The CTC also discloses, “pleasure travel surged
84.8% in 2012 to capture a 27.5% share of all trips.”
Stephen Pearce, Vice President of Leisure Travel and Digital Marketing for
Tourism Vancouver, is highly knowledgeable about marketing Canada to
Chinese visitors, which he says involves both consumer direct and trade
campaigns using social media, public relations, and Chinese celebrities to
literally sing Canada’s praises. Tourism Vancouver’s first-ever ambassador
is Chinese-Canadian singing sensation Wanting Qu, whose record has
gone six-times platinum in China; Pearce explains that her passion for
her hometown of Vancouver has struck a chord in China.
Set Your Priority,
Product & Programming
Pearce offers considerable insight into how hotels and hospitality
suppliers can tap into the lucrative Chinese travel market. He encapsulates
his advice into three Ps: priority, product, and programming. He believes
that once a business determines the Chinese market is a priority, the first
step is to develop a strategy. Like Leeck, he advocates connecting with
trade partners and receptive tour operators. “Dial up who is connected
and learn from them and work with them.”
Next, Pearce recommends reviewing your hotel or business as a product,
determining how sensitive your offering is to the Chinese market.
He suggests providing room menus in Chinese, hiring
Chinese-speaking staff, and putting slippers in the room.
He adds that a tea kettle is an important consideration
for Chinese guests, stressing “Don’t tell them to use the
coffeemaker for tea.”
The final P is programming. Pearce notes that Chinese
travellers visit Canada “for a whole bunch of reasons,
including education and business.” With that in mind,
he recommends building brand equity by becoming a
local ambassador, finding out about schools, or making
referrals to real estate or investment companies. To appeal
to Chinese guests, he explains, “shopping is part of their
DNA. It is very much a gift-giving culture. Provide helpful
tips on where to shop and how to ship back to China.”
His philosophy is that if you help your guests connect
with local influencers and attractions, they’ll be back. He
recalls an escorted group from China that was visiting
Vancouver to purchase properties. They later came back
to go on an Alaskan cruise. “They found something they
didn’t know was here.”
Receptive tour operators do all the contracting
with hotels and suppliers.
Ultimately, relying on the experts from all levels of tourism
marketing can open doors of cultural understanding, while
at the same time ensuring that guests from India, China,
Brazil and other emerging international markets are
constantly surprised and impressed with the compelling
experiences on offer in BC. Destination BC’s Leeck puts it
succinctly: “Our goal is to create a return visitor.”
InnFocus 9
Green Initiatives
by Joyce Hayne
Eco-Friendly Chemicals
An increasing number of accommodation providers are searching out
and using eco-friendly chemicals. We’ve asked two hotels in BC that
have achieved 4 or 5 Green Key Eco-Ratings about their use of ecofriendly chemicals.
Q: Where do you use eco-friendly chemicals?
A: In our housekeeping department. All the cleaning products - surface
cleaners, glass cleaners and air fresheners are eco-friendly. Our room
attendants use them for all tub, toilet, and tile cleaning, counter surfaces,
etc.
Q: How effective are they compared to the standard chemicals?
A: They are just as effective as regular chemicals, but need a little more
“elbow grease” now and again, especially with hard water stains.
Q: How cost-effective is it to invest in eco-friendly alternatives?
A: I think the investment is long-term as you are helping to reduce
harmful chemicals being introduced into the environment. Since we
have been buying the products in bulk, it has translated into a savings
in the long run.
Harbour Towers Hotel & Suites, Victoria 4 Green Keys Eco-Rating
Photo courtesy of the Pemberton Valley Lodge
Harbour Towers Hotel & Suites has 189 guestrooms, ranging in size
from standard to double-level penthouse suites. The 13‚000 sq. ft. of
flexible meeting and banquet space provides ample opportunity to test
eco-friendly chemicals. Housekeeping Manager Debbie Titus shared
the following:
Q: Where do you use eco-friendly chemicals?
A: In all the rooms and public spaces.
Pemberton Valley Lodge, Pemberton 5 Green Keys Eco-Rating
Q: How effective are they compared to the standard chemicals?
Pemberton Valley Lodge is a spacious all-suite hotel 25 minutes north
of Whistler. The property offers spacious, fully-equipped studios, and
one- and two-bedroom hotel suites. Two floors are pet-friendly. Public
areas include a pool and hot tub, business centre, meeting room,
fitness centre and more. David MacKenzie, Owner & General Manager
responded to our questions:
Q: How cost-effective is it to invest in eco-friendly alternatives?
A: They work just as well as standard cleaners.
A: We work on a cost use [basis] with the company that supplies us, so
[our calculations are] based on [usage] per occupied room. Eco-friendly/
biodegradable products usually cost more, but having said that, can we
put a price on trying to save this planet for future generations? I don’t
think so…. It is important that everyone - from the biggest companies to
the ma-and-pa businesses and each individual - do their part… to keep
the planet healthy and alive.
Marketing
Twitter Accounts to Follow
BC Hotel Association @bchotelassoc
Hotel Association of Canada @hotelassoc
Tourism Industry Association of BC @TIABC_CA
Canadian Tourism Commission @ctcct
go2 @go2hr
Destination BC @Destination_BC
Alliance of Beverage Licensees @ABLEBC
10 InnFocus
CONNECT Food+Drink+Lodging Show @ConnectShowBC
Green Tourism Canada @GreenTourismCan
Canadian Star Quality Accommodation @StarQuality4
BC Hospitality Foundation @BCHospitality
WorldHost Training Services @WorldHostBC
Link BC @linkbc
Emerit Tourism Training Certification @emerit_canada
Destination BC Update
by Marsha Walden
As members of BC’s accommodation industry,
you know firsthand how enormously
important tourism is to the wellbeing of
British Columbians, both in human and
economic terms. Travelling fulfills dreams,
connects people of the world, and refreshes
the human spirit. Tourism also generates
$13.5 billion in annual revenue in BC. It’s one
of the province’s largest industries, employing
over 127,000 people and generating more
than $1 billion a year in provincial tax
revenues.
Since I joined Destination BC late last year,
we have been working towards creating real
strategic clarity for the organization and
focusing the industry levers that truly drive
tourism revenue growth in our province. Over
the next year and beyond, we will concentrate
Destination BC’s energies on the role it is best
positioned to play for the collective success of
our province: we will inspire people to visit BC
and motivate their travel planning. In order to
do this, we are developing the organization’s
first long-term corporate strategy, which will
include a new marketing plan.
Over the past 6 months, our team has
conducted research on the British Columbia
brand in our major markets across North
America and around the globe. These insights
will help us determine what steps to take
to make BC resonate more powerfully with
potential visitors and how best to create more
compelling reasons for BC to be next on their
“must-see” list of destinations.
We know that travel decisions are highly
influenced by consumer confidence and the
underlying economic conditions in our source
markets. This has been a difficult hurdle
to overcome in recent years. In addition,
countries all over the world are increasingly
aware of the importance and impact of the
visitor economy. As we emerge from the global
economic doldrums, we now see aggressive
marketing investments by our competitors in
the US and Australia, and new competitors
from Eastern Europe and Sub-Saharan Africa.
While we may not be able to out-spend our
competition, we must out-smart them.
We have also seen a dramatic shift in how
consumers make their travel planning decisions.
Self-planning, online recommendations, and
real-time sharing of travel experiences through
social media are fundamentally changing
how businesses and Destination Marketing
Organizations interact with consumers and
how we market to them. Travellers are seeking
new experiences - soft adventure, cultural
exploration, and wildlife encounters, to name
a few. BC is exceptionally well positioned to
deliver these.
Winning in this environment will require
superb collaboration amongst Destination
BC, our counterparts, all levels of government,
and our industry partners. This means taking
what our province already has - incredible
natural assets, good infrastructure, and a
renewed customer focus on creating inspiring
experiences - and applying these to a clear,
cohesive strategy and common goals.
Tourism has the power to transform people
and BC’s economy. I am truly honoured
to have been chosen as Destination BC’s
Chief Executive Officer and I look forward
to working closely with industry to grow the
benefits of tourism.
Marsha Walden is CEO of Destination BC. You
can learn more about their programs at www.
DestinationBC.ca and follow them on Twitter at
@Destination_BC.
InnFocus 11
Photo courtesy of Treasure Cove Hotel
Strategies to Overcome
Labour Shortages
Improving Economy and Changing
Demographics Cause Staffing Challenges
by Carol Schram
At its core, the hospitality business is all about people. Hiring - and retaining - the right employees can
be make-or-break decisions for any operation.
12 InnFocus
“The foundation of Marriott service is that we
look after the associate, the associate looks
after the guest, and the guest looks after our
business,” summarizes Vancouver Residence
Inn by Marriott General Manager Suzanne
Allemeier. It’s a strategy that’s working;
Marriott was ranked fourth in Aon Hewitt’s
Best Employers in Canada list for 2014.
According to a 2013 study by the Canadian
Tourism Human Resource Council, the
tourism industry is going through a shift in
labour availability that will create chronic
personnel shortages in the years to come.
Hoteliers throughout BC are seeing signs
of this trend and taking steps to combat the
challenges in their markets.
“I’ve noticed that we used to have a lot more
students applying for part-time work, but
that isn’t the case anymore,” reports General
Manager Rebecca Monsen of the Treasure
Cove Hotel in Prince George. “They seem to
have more options; we now see lots of very
young or older non-skilled workers.”
Whistler has traditionally relied on an inflow
of foreign visitors with work visas but Sundial
Boutique Hotel owner David Demers says
that supply is dwindling. “There’s a shift
in demographics and more employment
elsewhere. In countries like Ireland, where
employment was bad for a few years, jobs
are coming back so people are staying home
rather than going abroad. That changes the
work force here.”
We offer flexibility in scheduling and cross-training from
department to department to give [employees] year-round work.
with managers looking to alternative
demographic groups to help fill the voids.
In addition to students, general manager
Tamara Turcotte of the Capital City Center
Hotel in Victoria hires single parents and
retirees, who are typically less transient.
“We like to offer maximum year-round hours
for our long-term employees,” she explains.
“We offer flexibility in scheduling and crosstraining from department to department
to give them year-round work. In return,
they’re able to schedule around their other
obligations while offering us loyalty and
dedication.”
“One thing that’s glaring is that hiring
practices will have to change because the
numbers just won’t be there,” Kiely continues,
“they’re going to have to start looking not only
at managing people and what they’re using as
incentives, but starting from the beginning
with where they’re finding these people.”
For new Canadians, for example, community
papers serving specific ethnic groups or local
immigration service offices could prove more
useful than traditional online job-posting
or social media sites. “There needs to be a
real look at tailoring the strategy to different
groups,” he recommends.
Hiring Incentives
New Labour Pools
The CTHRC study asked employees and their
employers to rank the importance of various
non-wage benefits that can influence which
jobs workers choose and how long they stay.
“There were some pretty big discrepancies
about where they ranked those benefits,”
Kiely points out (see chart below).
As the population ages, many Canadians
over 55 have been looking to change careers
or re-enter the workforce. While the YWCA’s
Job Options Older Workers Employment
Program is currently on hold due to a change
in government funding, job developer
Christine Glendinning is quick to tout the
The Provision and Importance of
Selected Non-Wage Benefits
Benefit
Young Workers More Scarce
“The 18-24 demographic is incredibly
important in the tourism industry,” explains
Jon Kiely, Vice President of Product
Innovation and Marketing for the CTHRC.
“That group represents about 34% of the
entire workforce in tourism, whereas in the
general economy, it’s only about 15%.”
Statistics Canada projects that there will be
7.3% fewer Canadians aged 18-24 in 2022
than there were in 2010 - a loss of some
242,000 potential young workers. Employers
will need to compete harder than ever if they
hope to attract and retain those workers.
Monsen uses job fairs at her local postsecondary institutes in Prince George to
attract young staff. Social media channels
from LinkedIn to Craigslist can also be
effective tools. However, the tide is changing,
% of Employers
Providing Benefit
Employer
Ranking
51% 31% 38% 44% 19% 48% 92% 17% 73% *
50% *
22% 55% 22% 10% 34% 21% 31% 4
11 8
7
16 6
1
17 2
*
5
*
13 3
14 19 9
15 10 Employee Ranking
of Importance
(based on provision)
Health/dental plans Short term disability Long term disability Employee life insurance Registered pension plan Flex time/flexible hours Training Group RRSP Employee discounts/free services Sales bonuses and/or commissions Company car/mileage allowance Profit sharing plan Maternity/parental leave Communications technology Telecommuting/home-based work On-site amenities Association memberships Job sharing Tickets to events 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
Source: 2012 Canadian Tourism Sector Compensation Survey, August 2013. Canadian Tourism Human Resource Council.
InnFocus 13
benefits of hiring older workers. “It’s a misconception that they’re not
energetic. They’ve got a really diverse background of experience and a
lot to offer.”
Rebecca Monsen has had great success slotting older workers into her
staff. “Our breakfast-attendant position has worked out really well.
We have a couple of close-to-retirement age women who work in that
department. It’s a customer service position where you’re talking to lots
of guests, and people in that age group are really good at connecting
with customers. Our guests have gotten to know Jane and appreciate
the familiarity. That adds value to our hotel.”
Monsen has tried a number of programs to bring new types of workers into
her hotel. She’s had the best success with the Foreign Worker program.
“We have a girl from Lithuania who has done very well - she’s been here
for almost a year. She comes to work, does her job, and communicates
well. We’re in the middle of renewing her application right now. She’s
been fabulous, so that [program is] starting to show some payoff. We’re
going to apply for another sponsored Labour Market Opinion (LMO)
worker this year.”
Engagement and Loyalty
SilverBirch Hotels & Resorts operates the Vancouver Residence Inn by
Marriott and the Harbour Towers Hotel & Suites in Victoria as part of
its portfolio of more than 20 properties nationwide. They received the
2013 Hotel Company of the Year award from Hotelier magazine and were
named one of the 50 Most Engaged Workplaces in Canada by Achievers.
“They’re two completely different awards, but in my mind they’re
connected,” says SilverBirch Senior Vice President of Human Resources
Christine Maassen. “Having an engaged workforce is a key way of driving
results.”
SilverBirch has increased its engagement levels even as it’s gone through
a very disruptive period - selling and closing properties and, in the case
of the Vancouver Residence Inn, closing for renovations from September
2011 to July 2012. “The existing team, some of whom had been with the
hotel for 20 years or more, were laid off for the renovation,” explains
Suzanne Allemeier, General Manager. “When we did the callback, we
got 96% of the old team back. It was fantastic.”
During the closure, some employees took advantage of SilverBirch’s
education benefit. Up to 50% of program costs are covered for staff
members who wish to upgrade their skills, whether it’s a wine course,
upgrading computer skills, or a Bachelor’s degree in hospitality
management from Vancouver Community College.
Keep Staff Happy and Feeling Valued
Vancouver Residence Inn by Marriott employees who planned to return
after the closure were able to keep their health benefits active, and
management maintained a Facebook page to keep employees abreast of
the renovation progress and to keep them connected with each other. “My
biggest strategy for a mitigating labour shortage is a retention strategy,”
affirms Maassen. “You develop them and create a future for them and
engage in a very honest conversation, and they see where they fit.”
At Treasure Cove in Prince George, a positive work environment also
keeps the good people around. “We’re locally owned and operated and
we’re No. 1 in occupancy in our market, which is an anomaly,” Monsen
says with pride. “In the last two years, we’ve run a lot of engagement
programs, which have been a huge success. We run a health and fitness
challenge every three months and I had 50% engagement in my last
round, which is astronomical. We have a really friendly work group,
with good people who like each other.”
14 InnFocus
1-855-382-3992
BEST WESTERN PLUS
Wine Country Hotel & Suites
Hospitality at Its Best in West Kelowna
by Terri Perrin
The BEST WESTERN PLUS Wine Country Hotel & Suites in
West Kelowna couldn’t be in a better location. It is perched
on a hill overlooking Okanagan Lake, with views of Kelowna
Mountain and Mount Boucherie, and it is close to all of the
region’s major tourist attractions. Within a few minutes
drive you can be at the mountains or the lake, with all of
the outdoor recreational pursuits they offer. Nine wineries,
several golf courses, and restaurants and shopping are also
nearby.
The hotel has 99 well-appointed rooms and offers an
abundance of free amenities including parking, continental
breakfast, coffee, local calls, and wireless high-speed
Internet as well as an exercise room, water slide, indoor
pool, and hot tub. Business travellers welcome the
conveniences of the hotel’s business centre and meeting
rooms that can accommodate up to 65 people. Those
travelling with companion animals appreciate that one
16 InnFocus
entire floor is dedicated as “pet friendly” and pets receive
a gift upon arrival.
The property was built in 2009 and is owned by Rod
and Judy Hazard of the Braemar Group of Hotels, which
includes two properties in BC, one in Alberta, and two in
Saskatchewan. The West Kelowna location is the only one
that operates under the BEST WESTERN PLUS banner.
Austrian-born Elfriede Schmoll was hired as general
manager in 2012. She oversees the day-to-day hotel
operation and management of a staff of 25 to 50 employees.
“Aside from the great location, amenities, and newness of
this property, it is interesting to note that because West
Kelowna is not part of the City of Kelowna, and the hotel
is on First Nations’ land, we do not charge a tourism tax,”
explains Elfriede. “That is always a pleasant surprise for
our guests!”
Like most properties in Canada, the BEST WESTERN PLUS Wine
Country Hotel and Suites, is not immune to the highs and lows
of seasonal travel. Fortunately, Kelowna is home to many sports
tournaments - soccer in summer and hockey in winter - and Elfriede
has been successful in marketing to attract team stays. There is
also a considerable amount of development in the area and many
construction-related contractors make the Wine Country Hotel
their home away from home. Elfriede has also worked closely with
the wineries, ski hill and other local recreational attractions to offer
attractive Stay and Play packages.
Elfriede believes that all businesses today have
to make a determined effort to be green and the
hospitality industry is no exception; especially
if you want to market to government travellers.
The hotel has a 3.5 Green Key rating from the
Hotel Association of Canada and is working to
earn a 4 Key rating this year.
“We have done everything, from the mundane
- like placing blue recycling boxes in all rooms,
Elfriede Schmoll,
General Manager
to changing the light bulbs and having low flush
toilets - to being more innovative and using disposable dishes made
of potatoes, not Styrofoam, at the breakfast bar,” describes Elfriede.
“While all guests are conscientious about recycling and energy use, I
find that our European guests are even more aware and demanding.
Again, you have to know your market and cater to their needs. Ecofriendly initiatives are certainly one of them!”
“It all comes down to knowing your community and its events, and
knowing how to promote your hotel to specific types of travellers. We
use all the traditional methods of advertising, but over the past couple
of years, we have started using more social media. A dedicated staff
member coordinates social media for all five Braemar properties.”
That confidence in knowing her market is something that comes quite
naturally to Elfriede. She has hospitality industry experience that goes
back to when she was a child! From age 11 through 18, whenever family
friends needed extra help at their hotels, her parents “volun-told” her
to lend a hand. She worked as a housekeeper and on the front desk.
“I didn’t like it back then!” she recalls. “So, I went to university, earned
a degree in Organizational Behaviour, and eventually immigrated to
Canada. I worked in a totally different field for 16 years before I realized
that I really missed working in the hospitality industry. Twenty years
ago, I secured a job at a hotel in Niagara Falls and I have never regretted
that decision. At that time, most of the hotels in Niagara closed from
November through Easter. The one I worked at was one of a few that
stayed open, so the skills I learned there are serving me well in my
new role in West Kelowna. I also worked at a hotel in Toronto and
the Sandman Group in Victoria. In these positions, I was fortunate
to gain a great deal of international sales experience and made many
industry connections. I was offered this position in West Kelowna
through those connections and I absolutely love it here!”
Elfriede and her team focus on offering guests a positively memorable
experience with superior customer service. In April 2012, they were
recognized for their efforts with a BEST WESTERN International
Housekeeping Excellence Award. To qualify for the award, the hotel must
maintain a minimum overall rating of 80% of brand quality assurance
inspections and it incorporates guest service scores into the overall tally.
“Knowing that our guests’ comments factored into the scoring made
winning this award even more meaningful,” concludes Elfriede.
InnFocus 17
Enhance Your ROI with
OTA Best Practices
by Kenneth Svejkovsky
The secret to enhancing your ROI is really no secret at all. Every business owner knows that the very
simple and non-changeable equation for enhancing your ROI is to increase revenues and/or decrease
expenses, hopefully achieving both at the same time. There is no easier, more effective way to increase
revenue than by developing, executing, and monitoring a sound revenue management strategy. As part
of this strategy, a very viable - though much debated - opportunity to do this effectively is through the
partnership with Online Travel Agencies (OTAs).
18 InnFocus
As the importance of this distribution channel
has grown, so has the mounting frustrations
for hoteliers working with OTAs. There are
lyrics from a famous song that go “You can’t
live with ‘em, you can’t live without ‘em.
There’s something irresistible-ish about
‘em.” And, though the original reference to
this song is the relationship between men
and women, these words might easily apply
to the relationship between hoteliers and the
fastest growing distribution channel for hotel
rooms - OTAs.
Regardless of the frustrations felt within
the industry, the reality is that whether
you are a branded hotel with substantial
marketing resources or an independent hotel
with very limited marketing resources, it is
highly unlikely that either will ever have the
financial means to compete in the marketing
arena where the top four OTAs alone have
combined sales that exceed $26 billion and
combined marketing budgets that exceed
$3 billion per year. It is projected that OTAs
will control over 30% of the entire world
travel revenue by 2014. Rather than feeling
frustrated and trying to compete directly, it
It is projected that OTAs will control over 30% of the
entire world travel revenue by 2014.
might be a far better strategy to recognize the
importance and potential of the OTA partners,
enthusiastically embracing the “irresistibleish-ness about ‘em”.
With that in mind, here are 8 proven best
practice strategies, which when utilized
consistently, can help managers, operators,
and owners, enhance their ROI:
Commit
The first requirement for successful
results with OTA partners is to develop the
relationship as a long-term strategy and
commitment. Though there are specific
promotions and opaque selling opportunities
on certain OTA sites that can help fill distressed
space, in order to achieve sustainable results,
total commitment is required. You have to
want to work with the OTAs and need to see
the long-term benefits in developing these
relationships. It is not necessary to work with
every OTA in the marketplace. Review each
business model - including payment policies,
associated costs, potential net return to the
hotel, and propensity to attract guests - that
best matches your hotel’s target market(s),
and then decide which might be the best fit
for your property.
Unless you are running at 100% occupancy,
there are likely opportunities available to you
with all or most OTAs. One recommended
best strategy is to participate wherever you
can with whomever you can, often referred
to as the Billboard Effect, where the more
exposure you have through the Internet,
the greater the propensity for increasing
unique visitors to your own website - thereby
increasing top-line revenue.
However, there may be valid reasons to
pick and choose which OTAs you prefer to
work with. For example, a luxury brand
may not wish to expose its product on a
InnFocus 19
presented by each OTA. You may not wish
to participate in every promotion, but it will
help your rankings on that website over time.
When determining if a promotion is a good fit
for your property, don’t be afraid to ask your
Account Manager for modifications to the
promotion if one small detail doesn’t work
for you. For example, in a recent 24-hour
50% off promotion opportunity, the original
booking dates ran from January 30 to March
31. As this is a time frame where inventory
is historically abundant for most Vancouver
properties, this might be a good fit. However,
when the OTA adjusted the booking dates,
requiring dates be included through the end
of April over a traditionally sold out holiday
week, the promotion no longer makes sense.
A simple call to your Account Manager
requesting participation with restricted dates
is usually attainable.
Revise Content Regularly
Develop the relationship as a long-term strategy and
commitment.
discount site in fear of eroding reputation
and potentially average daily rate (ADR).
Or, a small independent boutique hotel may
not have the human resources to properly
manage multiple OTA relationships, and
therefore choose to work with a select few.
Each property, each chosen revenue strategy,
and each OTA value proposition is unique, so
do some research and determine which OTAs
best meet the needs of your property.
Once determined, jump in with both feet
and commit for the long term as a strong
OTA partner. You can demonstrate your
commitment and ensure opportunity
optimization by doing a few key things
that can be accomplished with a minimum
investment of time and human resources.
Ensure inventory is always loaded for 18
months or more. Set restrictions and/or close
inventory only when absolutely necessary
to optimize revenue. Maintain price parity
across all channels, no matter how tempting
it may be not to.
Though the intricacies of improving ranking,
and therefore sales, are unique to each OTA,
constant availability, rate parity, and content
are important with every OTA.
20 InnFocus
Engage
OTA Account Managers are experts in
their field. Use their market intelligence
to help make the best decisions for your
property. Engage them in conversations on
a continuous basis. They will tell you exactly
what you need to do to get better results and
can be a tremendous resource in regards to
what is happening in the marketplace at any
given time.
Many OTAs include statistical information on
demand in the marketplace directly on their
consumer websites. These percentages are
based only on the overall inventory loaded
on their website for a given marketplace, but
are a good indication of what dates indicate
heavy demand and which dates show lighter
demand. Although it’s not the only way
to determine demand for your individual
property, it is a great generic indicator that
can be used to help determine dates where
rates and restrictions may need to be adjusted
for revenue optimization.
Another part of being engaged is to participate
in promotions and marketing opportunities
One challenge for OTAs that many Account
Managers convey is that a hotel loads content
and photos when they sign up and then
never reviews this information again. The
algorithms used by the OTAs in ranking are
dynamic, so content that may have been very
effective one day is no longer effective the next.
Schedule regular reviews and update content
as needed. Check your competitors’ content
to ensure that you are clearly conveying your
unique value proposition. Review reports on
the amenities and services most important to
guests and ensure that information is clearly
conveyed in your introductory paragraph on
each OTA listing.
Update Photos Often
The world of social media has made
consumers visually reliant. Your best
marketing investment is in high quality,
diverse photography. Show different room
types and make sure you include photos of
the television(s), bed(s), and bathroom(s) for
each room type. Add any photos that might
enhance the guest experience, including
public areas and local attractions that are
within walking distance. Recreate as much
of the guest experience as you possibly can
within the guidelines allowed by each OTA,
and update them as often as required. At a
minimum, you should change your lead photo
each season.
For example, in a recent case with one OTA,
after a property worked diligently to achieve
a 100% content score for optimal ranking,
suddenly changes were made to the content
requirements. The content score dropped
significantly with these changes, but when
revisions were made, the score returned to
100%.
Regular monitoring and updating is required
to ensure that your property ranking is
retained. It is recommended that you monitor
your listing at least on a monthly basis, or
you risk missing out on selling opportunities.
Know Your Competitors Intimately
Often the competitive set perceived by the
team at the property level may not be the same
those perceived by a guest when making a
buying decision. Each OTA site may represent
a different competitor set for your property,
and those properties can change based on a
number of different factors including time
of year and the primary market segment
purchasing at any given time. Many OTAs
will list the most recent competitors for your
property on their Extranet. Review these
frequently as possible so you can highlight
your property’s unique features.
Stick to Your Strategy
At times, particularly when rooms are sitting
empty, it can become very challenging to stick
to whatever revenue strategy your property
has established. However, prior to making any
major changes to your strategy, research the
marketplace and determine if the challenge is
price, demand, or positioning related. Then,
compare the historic booking patterns for
your property for any given point in time,
making adjustments that support - rather
than erode - your overall revenue strategy.
Personal experience and market research
conveys that demand is not generated by
simply dropping prices. The best practice is
to drop prices only when doing so will actually
create demand. Social media sites such as
Groupon, Living Social, and Travelzoo have
proven their ability to create demand and
can provide a substantial boost to occupancy
during need periods. However, merely
dropping the price a few dollars, or even a
substantial amount, when it will not create
new demand only results in a sale that most
likely would have been made at the higher
selling price.
One great example of this was in Vancouver
in July 2013. The booking pace for that period
was behind by about 50%. Many properties
panicked and slashed rates to off-season
levels. Recognizing historically that July
delivers, other properties maintained their
revenue strategies and finished the month at
record ADR and RevPAR levels. The demand
was delayed, but there was no indication that
dropping prices would create new demand
for this period.
Execute Without Fear
The three areas that tend to hurt OTA rankings
most are closing inventory, placing too many
restrictions, and not pricing appropriately
within the competitive set of each individual
OTA. It is sometimes a challenge to avoid
these past practices. However, if your OTA
goal is to help enhance ROI, you must execute
that strategy without fear.
InnFocus 21
Do not be fearful when you leave inventory open with your OTA, even when
you are sold out and risk overbooking. Be prepared by having alternative
options available to walk a guest in the event of overbooking, but keep
inventory open. Increase the rate, add minimum stay restrictions, create
a Run-of-House category that provides room assignment flexibility, make
the rate advance-pay, no-refund, but maintain at least one available room
each and every night for a minimum of 18 months out.
Pricing Strategies
Review pricing of the hotels in your competitive set and the pricing of
hotels ranked one star below and one star above your direct competitive
set. Don’t be afraid to push the pricing envelope. If you have a unique
selling feature that has demand for a specific market segment, stick to
your revenue strategy and hold out for top dollar. For example, if you have
rooms or suites that can accommodate 6-8 guests, while other properties
don’t, there is a large market for family and multi-generational travel. You
may wish to charge a premium on these accommodations in the summer,
even if the market demand and marketplace pricing in general is soft.
This strategy may hurt your OTA rankings in the short term, but guests
seeking these unique accommodations will find you through sorting
options, and you will have a competitive edge allowing you to buck
whatever current pricing trend there may be for standard types of
accommodations.
Price according to the demand for your individual property, regardless of
meeting the requirements of the OTA. Your goal is optimizing revenue.
The goal of most OTAs is transactional. Again, stick to your strategy.
Find the Passion
Optimizing incremental revenue through OTAs is not for the faint of
heart. It can be a tedious job of daily research and replication. The key
to success is finding that one or two perfect personalities and skill sets
within your organization that will help, plan, execute, and continuously
monitor sites with endless passion and drive. This individual may not
be the typical person who handles revenue management, as the skill sets
needed are unique and can have a huge positive impact on hotel revenue.
Select carefully and make sure that you see them foaming at the mouth
every time they talk about OTA strategy. Your OTA success requires
commitment and passion unlike any other strategy.
Over the past 5 years, having religiously practiced these strategies, I have
personally witnessed properties of varying shapes and sizes double their
OTA bookings each year, improve their RevPAR by up to 68%, increase
their Net Operating Income or Gross Operating Profit by 52%, and
enhance their overall Return on Investment (ROI) by over 500%. Here’s
hoping you find your personal “irresistible-ish” OTA strategy and achieve
similar results for your property.
Kenneth R. Svejkovsky, CHA, CTC, MCC, MBA, is General Manager/Ambassador of
Fun and Prosperity at the Rosellen Suites at Stanley Park.
Quick Tips
>>> Set your revenue strategy and change it SLOWLY if needed.
>>> Schedule monthly meetings with each OTA Account Manager.
>>> Post photos of tv(s), bed(s), and bathroom(s) for each room type.
>>> Update photos seasonally.
>>> Revise content quarterly.
>>> Highlight content that matters most to guests.
>>> Ensure your Unique Selling Proposition (USP) is appropriately
positioned in content.
>>> Position different USPs against each unique competitive set.
>>> Control the controllables.
>>> Determine if empty rooms are a result of price, demand, or
positioning.
>>> Discount ONLY when it can create demand.
>>> Participate in promotions if it supports your revenue strategy.
>>> NEVER close inventory.
>>> Overbook without fear.
>>> Limit restrictions except where essential for revenue optimization.
>>> Create a run-of-house category.
>>> Implement a property-wide upsell program.
>>> Use auto responders for post-stay follow up with exclusive repeat
guest offers.
>>> Train OTA specialists who will plan, execute, and monitor with passion.
22 InnFocus
Names in the News
by Debbie Minke
Congratulations to the following new general managers: Darren
Aylward, Ramada Hotel Downtown Prince George; Ron Johnson,
Ramada - Kamloops; Parm Kooner, Comfort Inn - Surrey; Fernanda
Ladeira, Penticton Slumber Lodge; Calvin Neal, Econo Lodge, Fort
St. John; Michael Pye, The Fairmont Hotel Vancouver; Annabel
Saunders, Best Western Plus Austrian Chalet, Campbell River;
Matt Scheibenpflug, Prestige Hotel Kelowna; Sandra Shaw, Best
Western Plus - Prestige Inn Radium Hot Springs; Ravi Sidhu, Days Inn
Vancouver Airport; Arthur Wong, The Beach Club Resort, Parksville;
and Dallas Worthington, Best Western Plus Sands Hotel, Vancouver.
Philippe Gadbois is the new Chair of the Hotel Association of Canada’s
Board of Directors. Gadbois has over 40 years of varied experience in
the hotel industry, including senior positions at Atlific Hotels, Realstar
Hospitality Corp, the ownership of a fully integrated hotel consulting
firm, and Hilton International. He is Senior VP Operations and Senior
VP Sales, Marketing and Development at Atlific Hotels and Resorts.
Paul Nursey is the new President of Tourism Victoria. He previously
served as Vice-President of Strategy and Corporate Communications
for the Canadian Tourism Commission.
Steve Halliday was awarded the Lifetime
Achievement Award by Hospitality Sales and
Marketing Association International’s BC
chapter (HSMAI BC). Halliday was selected for
his work defining standards for excellence in
hospitality management as well as his lasting
contributions to Vancouver’s hotel industry.
Prior to his retirement last August as Managing
Director of the Rosewood Hotel Georgia,
Halliday spent 26 years in senior positions
within Pan Pacific Hotels Group, most notably
as Vice President and General Manager of Pan
Pacific Vancouver for more than 10 years.
Rick Antonson, President & CEO of Tourism
Vancouver, was awarded Skål International
Vancouver’s 2013 Bill Rowe Memorial Tourism
Award for his role in contributing to the
success and growth of tourism in Vancouver
and BC. Skål International Vancouver also
inducted Norman Mastalir , Managing
Director of The Fairmont Chateau Whistler,
and Gary Collinge, General Manager of the
Hilton Vancouver Airport, as new members.
Mastalir has held numerous positions with
Fairmont Hotels and Resorts around the world since he joined the
company in 1978. Collinge has been in his current position since 2011,
and prior to that was General Manager of the Georgian Court and
Hampton Inn & Suites in downtown Vancouver and other hotels in
Calgary and Victoria.
The Board of the Canadian Tourism Commission (CTC) has appointed
Greg Klassen, CTC Senior Vice-President, Marketing Strategy and
Communications, as its Interim President and CEO. The appointment
follows the successful 10-year tenure of Michele McKenzie, who
announced her departure in fall 2013.
Norman Mastalir (centre), Managing Director of The Fairmont Chateau Whistler,
was inducted as a new member of Skål International Vancouver by Angus Wilkinson
(left) and Ivano “Coach” Corazza. Photo courtesy of Mark Kinskofer, Vision Event
Photography
The luxurious Rosewood Hotel Georgia has been ranked at No.
16 on TripAdvisor’s 2014 Travellers’ Choice list of the top 25 hotels
in the world.
The Tigh-Na-Mara Seaside Spa Resort & Conference Centre
in Parksville has captured the Hotel Association of Canada’s 2013 Hall
of Fame Award of Excellence in the Humanitarian category.
Starwood Hotels & Resorts and SilverBirch Hotels & Resorts
have been named as two of the 50 Most Engaged Workplaces™ in
Canada by Achievers. This annual award recognizes top employers
that display leadership and innovation in engaging their workplaces.
Canada’s second Marriott Autograph Collection property, Civic Hotel
Surrey City Centre, will be Surrey’s first mixed-use hotel and
residential project. The luxury hotel in the emerging City Centre project
will boast 144 rooms, a lobby based café, fine dining, fitness and pool
facilities, a large convention space, and catering services. Construction
has begun and completion is projected for fall 2016.
Set to open in May, the Skwáchays Lodge in Vancouver is being
billed as the first Aboriginal arts hotel. Six hotel interior designers
have donated their services and have teamed up with seven aboriginal
artists/designers to create 18 unique rooms with the installation of
original carvings, blankets and paintings. Each floor has its own animal
spirit - Raven, Eagle, Bear, Wolf and Orca. The Lodge also has a sweat
lodge and a number of gathering places including an artists’ workshop,
a smudge room and library. A traditional northern longhouse sits atop
this heritage building with a 40.5 foot totem pole.
SilverBirch Hotels & Resorts raised more than $44,000 in their
2013 Friends in Need campaign. Ten SilverBirch-managed hotels
participated, raising money for local charities including BC Children’s
Hospital Foundation, Ronald McDonald House, Canadian Red Cross,
Food Bank and Missing Children Network.
If you have any noteworthy community contributions, please send the
details to [email protected].
InnFocus 23
Sharpen Your Pencils!
Cost-Saving Initiatives that Offer a Return on Investment
by Terri Perrin
To the average person, comparing a balance sheet to an income statement and coming up with a cost
ratio may be just a number on a page, but to hotel managers and owners it is the Holy Grail of fiscal
measurement. Ever-increasing labour and energy costs, combined with seasonal highs and lows - and the
resulting feast or famine cash flows - make managing cost ratios an ongoing challenge for the hospitality
industry. There is no doubt that to keep close tabs on both fixed and variable costs and to determine
employee-to-room ratios and profitability, you need to be creative.
24 InnFocus
Turning Trash into Cash
When David McKenzie, General Manager
at Pemberton Valley Lodge, analyzed his
costs, waste disposal expenses stood out. His
property is located in a remote region, where
all garbage is trucked out of the area, so this
represented a significant monthly expense in
transportation and tipping fees. By investing
in a trash compactor and implementing a
hotel-wide recycling program, he was able to
reduce waste collection - and billings - from
twice a week to bi-weekly.
“During slow times, we also reduce costs by
booking guests into lower level floors first,”
says McKenzie. “When you limit the use of the
upper floors, there is a measurable reduction
in utility use, not just from heating and
lighting, but also the elevator.”
McKenzie has all of his employees on board
with cost-saving measures by turning off
lights, shutting down computers when not
in use, and using the stairs rather than the
elevator. He has also replaced six printers
throughout the building with just two, and
the lodge has gone virtually paperless. “Using
email to send guest receipts has reduced the
need for ordering office supplies from weekly
to monthly, saving us money on shipping,
paper, toner, equipment maintenance, and
time” notes McKenzie.
While not all cost reductions have the spin-off
benefit of being seen as eco-friendly, those
that do make you look good in the eyes of your
guests as well as your accountant!
Go Green to be in the Black
The Hotel Association of Canada’s Green Key
eco-rating and Green Tourism Canada’s audit
and certification programs are both designed
to help the hospitality industry meet a growing
consumer demand for environmentally
responsible business practices. The spin-off
benefit is considerable operational savings.
Being green can also help keep you in the black.
“Look beyond easy fixes, like reducing hot
water consumption and changing light bulbs,”
says Green Tourism Canada’s CEO, Angela
Nagy. “In many cases, significant savings can
be realized with very simple initiatives. For
one hotel group in BC, with 10 locations and
a total of 1,000 rooms, we determined that
operating their mini-bar fridges 24/7 was
costing over $25,000 a year,” she explains.
“Fridges are now unplugged when rooms are
vacant. A little sticker on each fridge explains
the cost-saving initiative to guests, inviting
them to ‘plug it in’ if they want to use it. The
estimated operational savings will be $10,000
a year - and all for the cost of a thousand
stickers!”
Analyze Your HVAC System
Arno Ricci, Chief Operating Officer of
Ontario-based Gordon R. Williams Corp.,
believes that hotel operators should also be
knowledgeable about advances in the energy
efficiency of heating, ventilation, and air
conditioning (HVAC) systems and how they
can be coupled with computerized wireless
(or hard-wired) thermostatic controls and
other devices.
“Packaged Terminal Air Conditioning
(PTAC) units represent the highest energy
expenditure for any property,” says Ricci.
“There may be a need to do some reshaping
in order to install new, more energy-efficient
units, but thankfully, it is usually an easy
retrofit. It is a case of having to spend money
to save money. Some utility providers offer
incentives for upgrades and your immediate
return on investment through rebates can be
as high as 25%.”
Ricci adds that some individual computerized
thermostat gauges are so sophisticated that a
connection to the front counter POS system
tells it when a room is rented and whether or
not the guest is actually in the room, adjusting
the temperature accordingly. The system can
also be connected to lighting control, turning
on the lights when someone enters the room
and shutting them off if the room is vacant.
The amount of money a property can save
through this type of automation is immense.
“There are other efficiencies that the property
gains with network technology,” adds Ricci.
“This includes electronic door locks, doorbells,
chimes, and many other things that, from a
guest’s perspective, make them feel like they
are in a high-end hotel. These enhancements
offer small savings, but savings nevertheless.”
Advanced network technology also enables
a property to participate in and financially
benefit from electrical load shedding
programs, which automatically reduce energy
consumption by a degree or two during peak
times, so the utility company can export
power to other locations.
Savings from Utility Suppliers
William Mbaho, Senior Media Relations
Advisor, BC Hydro Power Smart commercial
programs, reports that the utility company
has identified numerous electricity savings for
the hospitality industry. In some cases, there
InnFocus 25
are also incentive programs to help with the cost of implementation. He
says that the average hotel in BC could make significant energy-efficient
upgrades and realize baseline savings on their annual electricity costs.
(See sidebar.)
The Best Western Plus Uptown Hotel in Vancouver is a stellar example.
The property saved $1,800 on its annual electricity bill by switching to
LED lighting. With four light bulbs per guestroom, and more in common
rooms and staff areas, switching out 332 incandescent bulbs (40-60w)
for LED screw-in bulbs was a big investment, but it has paid off for them.
Light Bulb Moments
Avril Matthews, Director of Marketing and Sales for Victoria’s Inn at
Laurel Point, is proud to say that her property is the first (and only)
carbon neutral hotel in BC. Their environmental initiatives extend from
changing light bulbs - which resulted in an 86% reduction in energy
consumption and a savings of $8,000 per year - to encouraging staff to
take public transit, car pool, or ride their bikes to work.
“With the help of an energy auditor, we evaluated our exterior lighting
and discovered that our old driveway lighting had 18 lamp posts and
we were using 5,490 watts of power per hour,” explains Matthews. “We
installed new LED lighting on seven lamp posts and now use only 467
watts per hour. The lighting is brighter and we shouldn’t need to change
light bulbs for five years. We also removed a large rooftop neon sign and
replaced it with an LED sign. There was an immediate and dramatic
reduction on our utility bill.”
BC Hydro’s Estimated Savings
on Annual Electricity Costs
Lighting
• Upgrade incandescent/halogen bulbs to LED: 50-80% savings
• Replace incandescent or CFL exit signs with LEDs: 80-95% savings
• Upgrade outdoor signage to LED with photocells: 80-90% savings
Plug Load, Appliances & Refrigeration
• Use Energy Star/Efficient Commercial Cooking Equipment:
10-60% savings, depending on the appliance and usage
• Upgrade refrigerated cases (motors, lighting (LED), anti-sweat
controls): 50-80% savings
Heating, Ventilating and Air Conditioning
• Add demand ventilation controls to kitchen exhaust hoods:
Up to 50% savings, depending on kitchen utilization
For details on BC Hydro’s Product Incentive Program, visit:
www.bchydro.com/powersmart/business/product_incentive_program.html
Matthews also paid close attention to staff scheduling, saying that this is
one area where it is easy to become complacent. “You put a schedule in
place and then let it go on auto pilot,” she describes. “When we analyzed
our housekeeping staff, for example, we realized that there were blocks of
time when we had too many people and not enough work for them to do.
Keeping each employee’s number of weekly hours the same, we factored
in the dates and times of day when we needed to have more staff available
and introduced a schedule with six-hour shifts. This was well received by
employees, many of whom were juggling family commitments. Making
the change took work, but it worked!”
The Inn on Laurel Point is also engaging the community as a founding
member of ViSTA - the Victoria Sustainability Tourism Alliance. They
meet with other like-minded community partners to share marketing
power and resources in an effort to meet the ever-increasing demands
of their eco-savvy customers. Their collaborative efforts are helping to
increase sales and reduce operating costs.
Whatever expense-reduction measures you put in place, in order to
recognize a return on investment of your time and effort, staff training
and motivation is key to ensure the cost-saving initiatives are fully
understood and implemented as planned.
26 InnFocus
American
Travel Intentions and Trends
by MMGY Global
or has declined. Travellers are interested in
visiting approximately 10% fewer destinations
now than in 2012.
Americans intend to take as many or more
vacations during the coming year as they
did last year, although their list of preferred
destinations is smaller and they remain
cautious about discretionary expenditures.
This is according to the newly released MMGY
Global/Harrison Group’s 2013 Portrait of
American Travelers®.
The survey revealed a 3% increase in active
travellers planning to take more trips in the
year ahead (now 18% of all travellers), while
64% of travellers are planning to take the
same number of trips this year as they did
last year. This compares with 15% who are
planning to take fewer trips. Notwithstanding
their concern about household budgets,
leisure travellers in all annual household
income segments expect to spend slightly
more on travel/vacations in 2013 than they
did in 2012, a good sign that travel continues
to be a priority for Americans when they think
about their discretionary spending.
While the recession technically ended in June
2009, Americans’ travel behaviour reflects
a lingering concern about the impact of the
Great Recession on consumer spending, both
discretionary and otherwise. Specifically,
six in ten travellers are still looking closely
at every spending category, including travel
services, seeking ways they can save.
The level of interest in visiting several
popular, domestic destinations is also flat
“Technological advances and additional
sources of information are also factoring
heavily into the decision-making process, as
travellers are attempting to make smarter
choices, seeking better value and good
deals,” explains Steve Cohen, Vice President
of Insights at MMGY Global. “But we are
encouraged to see that travellers are planning
to spend more on travel and vacations, and
that 82% are planning to take as many or
more trips in the coming year as they did in
the previous year.”
Additional insights from the 2013 Portrait of
American Travelers® include:
• The Search for Travel Deals.
Comparison travel shopping sites such as
Kayak and Dealbase have gained in popularity
and are now used to make travel reservations
by 28% of travellers, up from 15% in 2010.
Meanwhile, 58% typically use an online travel
agency (OTA) such as Expedia, Travelocity or
Orbitz to research travel, yet the incidence
of the utilization of OTAs to make travel
reservations is down from 66% in 2010 to
58% in 2013.
• Vroom with a View. With travellers’
cautious attitude toward spending, it comes
as no surprise that automobile travel is on the
rise. Although the modes of transportation
used by travellers remain unchanged since
2010, the incidence of travel by personal
automobile has increased from 65% in 2010
to 69% in 2013.
• Have Smartphone, Will Travel.
Smartphone usage among travellers has
nearly tripled since 2010, and the act of
downloading travel-related applications
has also increased dramatically - from 19%
in 2010 to 36% in 2013. Among travellers
who have downloaded travel-related apps,
54% have downloaded airline branded apps,
followed by hotel branded apps (38%), and
destination guides (27%).
• Word of Mouth. 82% of travellers
express confidence in the recommendations of
friends and family members when considering
vacation destinations, while 58% turn to
online advisory sites such as TripAdvisor.
com. 41% are confident in reviews read on a
blog, while slightly less (39%) are confident
in articles found in newspapers, magazines,
TV, and radio.
• Medical Tourism on the Mind.
Travellers are significantly more likely to be
familiar with the concept of medical tourism
than in previous years (61% in 2013 versus
50% in 2010). When asked about their
interest in having a medical procedure done
in a foreign country, assuming comparable
quality, 22% would go “under the knife”,
compared with 17% in 2010. Interestingly,
the top destinations travellers are interested
in visiting to receive medical treatment
are those that offer universal healthcare
coverage: Canada (29%), United Kingdom
(23%), Germany (21%) and Sweden (19%).
Cost savings (87%) are cited as the most
popular reason why, followed by comparable
or better quality of care (66%), and access to
procedures not covered by their domestic
insurance (52%).
• Going Green for Green. Though 79%
of leisure travellers describe themselves
as environmentally conscious, just 10%
are willing to pay higher rates/fares for
environmentally-friendly travel services,
and only 11% have actually selected an
environmentally-friendly travel service
supplier who has demonstrated environmental
responsibility.
MMGY Global is the world’s largest and most
integrated global marketing firm with more than
35 years of experience in the travel, hospitality and
entertainment industries. For more information, visit
www.mmgyglobal.com.
InnFocus 27
Insights on Social Media in BC
Despite rumours of Facebook’s impending decline, the social media giant
is still dominant: the majority (67%) of BC adults visit Facebook at least
once a week and 50% use it daily; also 24% are using it more often than
6 months ago (54% the same, 21% less often).
A recent Insights West and 6S Marketing online poll surveyed 838 BC
adults regarding their social media use and found that Facebook still
leads the social media landscape by a significant margin. Two-thirds
of British Columbians (67%) use Facebook at least once per week, and
half (50%) use it daily compared to only a fraction of that who use
Twitter (13%), Instragram (5%), Pinterest (4%), or LinkedIn (3%) on
a daily basis.
When it comes to social networking sites other than Facebook, Twitter
is BC’s second most-used social network. Fresh from celebrating its
seven-year anniversary, Twitter receives weekly visits from one-fifth
(21%) of British Columbians, and daily visits from 13%. Half as many
visit Pinterest (11%), LinkedIn (9%) and Instagram (9%) at least weekly
and fewer than 5% use each of these daily.
still the most popular social networking site among those aged 18 to 29
(88% at least weekly, 76% daily), this group is also experimenting with
other social networks. The majority (60%) have used Twitter, and 36%
use it at least weekly. 41% have used Pinterest and Instagram (37%),
with one-in-five using these sites at least weekly (17% Pinterest and 22%
Instagram). 30% have used Tumblr, with 10% using it at least weekly.
Facebook is the only social media platform where British Columbians
are reporting positive momentum. More people report spending less
time (18%) on Twitter in the past six months than those who report
more time (13%). The same applies for Pinterest (20% less versus 9%
more), Instagram (18% less versus 5% more), LinkedIn (21% less versus
10% more), Tumbler (20% less versus 2% more) or Snapchat (18% less
versus 1% more).
Insights West is a Western-based, full-service marketing research company.
6S Marketing supports businesses through the use of digital marketing.
With the exception of LinkedIn, use of all social networking sites is higher
among the younger generation (18 to 29 year olds). While Facebook is
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28 InnFocus
BCHA Member Benefits
Green Key Eco-Rating Program
For more than 15 years, the Hotel Association
of Canada’s (HAC) flagship program - the
Green Key Eco-Rating Program - has been
evaluating and certifying properties in North
America and beyond on the extent of their
sustainable initiatives.
The Green Key Eco-Rating Program is
a graduated rating system designed to
recognize hotels, motels, and resorts that are
committed to improving their environmental
and fiscal performance.
The ratings range from 1 key to the highest
rating of 5 keys, and is based on the results
of a comprehensive environmental selfassessment. The program reviews the five
main operational areas of a property and
covers nine areas of sustainable practices. To
support their efforts, members are provided
with guidance on how to reduce utility
consumption, waste emissions, and operating
costs. Additionally, assistance is given
for employee training, staff and customer
enhancement, supply chain management, and
community involvement. Upon completion
of the program and being awarded a Green
Key Rating, an onsite inspection may be
conducted to confirm the rating.
by Louise Thompson
Approximately 250 of our hotel members
have signed up for this program, with more
joining on a regular basis. Companies who
wish to register ten or more properties may
be eligible for a discount.
Email [email protected].
Hospitality Insurance Program (HIP)
In partnership with the BC Hotel Association
(BCHA), Western Financial Group Insurance
Solutions is proud to be the provider of a
specialized insurance program (uniquely
designed for our members) with risk
management services for BCHA members
across the province. Western Financial Group
Insurance Solutions specializes in helping
Canadian associations, buying groups, and
independent businesses save money while
providing the right level of coverage through
specialized group insurance programs. HIP
will provide each member with immediate
premium savings from a trusted, professional
company.
Claims are handled with control adjusters
and lawyers under Western Financial Group
Insurance Solutions’ direction on behalf of
the BCHA.
A number of natural disasters, like the
floods in Alberta, made 2013 a tough year
for insurance companies, however, a large
number of BCHA members have found the
program is competitive and is a great benefit
of BCHA membership.
In addition to insurance coverage, Western
Financial Group Insurance Solutions also
offers invaluable tips on how to keep your
property risk free throughout the year. HIP
is available to all BCHA members in good
standing. Visit www.westernfgis.ca/bcha.
Telecom - Long Distance Program
A large number of our members have replaced
their current long distance program with the
BCHA Long Distance Plan. The rate is just 3
cents/min for all calls within North America,
using your phone, toll-free line, or fax line.
There are no contracts, no sign up fees, and you
don’t have to change your current long distance
provider. Many of our members have taken
advantage of great savings by joining the BCHA
long distance plan and adding their restaurant,
pub, or LRS in addition to their hotel lines.
To apply, contact Diane Forch, BCHA Billing &
Telecom Customer Service at 1-800-663-3153
ext. 754 or 604-443-4754.
InnFocus 29
BC Hospitality Foundation
From Delta Sun Peaks Resort in the Interior
to the Coast Plaza Hotel & Suites and Coast
Coal Harbour Hotel in Vancouver to Westin
Bear Mountain Golf Resort & Spa in Victoria,
more hotels and inns throughout BC are
embracing the cause and extending their
support to the BC Hospitality Foundation
(BCHF) and its ongoing Tip Out To Help
campaign.
“We see Tip Out To Help as a wonderful
initiative for everyone in our resort to
participate and help out those who work
in similar roles as us. While you hope
that it never happens to anyone, medical
emergencies often create financial hardship,”
says a spokesman for Delta Sun Peaks Resort,
where staffers raised several hundred dollars
for Tip Out to Help, the foundation’s annual
fundraiser aimed at raising awareness for its
work at the staff level.
Vancouver Island hoteliers have also shown
strong support for the BCHF, with the Westin
Bear Mountain Golf Resort & Spa raising a
whopping $4,000 for Tip Out to Help. This
was also the case at Chateau Victoria on
Vancouver Island when various departments
challenged each other to see who could raise
the most money in its most recent campaign.
The Maintenance, Administration, Front
Desk, Housekeeping, and Food and Beverage
departments took on the challenge. By press
time, these generous and dedicated staffers
had raised more than $1,000 - money that
will go directly to help those in our industry
who need it.
“I continue to be inspired most by our
beneficiaries. It’s incredible to see the
difference that we make to them,” describes
by Renee Blackstone
BCHF board chairman Bing Smith, who spent
24 hours washing dishes at a Vancouver
Denny’s Restaurant to raise more than
$6,000 for the BCHF.
Other Island hotels are doing their bit as
well, including Victoria’s Hotel Grand Pacific,
which is offering a special industry rate to
individuals in hospitality and will donate
5% of these sales to the BCHF. Downtown
Victoria’s Magnolia Hotel & Spa is offering
a similar rate to hospitality employees. “We
hope our friends in the hospitality industry
will support them by taking these properties
up on their generous offer,” says BCHF
executive director Alan Sacks.
Meanwhile, long-term supporters of the
Foundation, Vancouver’s Coast Coal Harbour
Hotel fundraised for the BCHF again in
October with a Jelly Bean Count Challenge,
pancake & waffle breakfast, and more. They
raised more than $900 while their corporate
partners, Coast Plaza Hotels and Suites,
generated more than $3,200.
A new event in Tip Out To Help this past year
- called Skills and Spills - drew an enthusiastic
crowd of participants, and promises to be
bigger and more fun this year as word spreads
about the Olympics-style games that had
teams cracking eggs, hustling through the
coat-check challenge, and racing through a
gruelling obstacle course to the finish line.
The event raised in excess of $20,000 this
past fall.
Do you know someone in the hospitality
industry that needs help? Call 1-877-6512236 or visit www.bchospitalityfoundation.
com to find out how to assist a friend in
your industry. Follow the conversation on
Facebook and Twitter (@BCHospitality).
Renee Blackstone is a freelance journalist who sits
on the BCHF Advisory Board.
What’s New?
by Debbie Minke
WorldHost® Training Services, Destination BC’s internationally recognized customer service
training program, recently launched their third online course, “Remarkable Service in the
Age of Social Media: Frontline Staff”. This course is designed to give frontline service
industry workers the knowledge and skills required to provide service that compels customers
to endorse, review, and recommend your business on social media channels like TripAdvisor,
Yelp, Facebook, and Twitter. Rather than a “how-to” course on social media administration,
this course focuses on creating on-location service experiences that shape online reviews,
commentary, and reputation. It is the first of three online courses related to service and social
media that WorldHost will be releasing over the next year. Visit www.WorldHosttraining.com.
Advertisers
BCHA (membership)
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BC Hospitality Foundation 30
Chemistry Consulting
14
Coldstream Commercial Sales BC
CONNECT
21
Encore Draperies
19
Haddon Equipment & SalesIFC
MJB Law
25
Northwest Stoves
22
30 InnFocus
Sealy Canada
Shaw Communications
Tex-Pro Western
Trafco
TrustYou
Western Financial Group
Insurance Solutions
19
IBC
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26
9
15
Up to 15 Mbps
dedicated
in-room WiFi*
*Translation: “More positive web reviews
than you can shake a pillow mint at.”
Shaw Business can keep you and your guests
connected with:
• In-room guest WiFi • Crystal-clear phones
• Ultra-fast Internet
• Corporate connectivity
• Tons of HD channels solutions
Learn more about how WiFi impacts your business
at www.shaw-business.ca/hospitality