Last year, the GuestRevu team embraced the “travel” aspect of travel tech and collectively attended 13 events in cities 6000 miles apart. In all our travels, we’ve noticed a few salient themes that were discussed by multiple voices around the world, and we think these are the key takeaways for hospitality in 2024.
Our team visited the West Country Tourism Conference and listened to talks from various industry experts including, Amanda Winwood from Made for Life Organics, who spoke on Wellness Tourism. The statistics were eye-opening and proved that Wellness Tourism is still very much on the rise.
The Global Wellness economy is currently valued at a staggering £5.6 trillion globally, it’s clear that incorporating wellness concepts into your property and service offerings can be incredibly beneficial. This may seem daunting but as Amanda states “You don't need to put a spa in, you don't need capital investment to make people feel more well – start with a smile at the front desk."
There are many ways in which you could bring wellness offerings into your property mainly because as Justin Francis, co-founder and CEO of Responsible Travel told National Geographic “What constitutes a wellbeing holiday is subjective, I’d say a painting holiday in the Scottish Highlands or a wild camping experience can be as much about wellness as a vegan Pilates retreat. Wellness holidays simply allow you to rest and revive in your own way, mentally and physically.”
For example, you could offer a unique turn-down service including various aromatherapy items, such as scented candles, bath oils and even flowers. Turning down the lights and offering a candle-lit bath is sure to make anyone feel rested and pampered. If you want to spend a little more, invest in a hot tub for some of your premium rooms.
Another option is to collaborate with local Pilates, Yoga, or other fitness instructors to host classes in communal areas, conference rooms, or poolside settings. This can further enrich your wellness offerings and cater to diverse guest preferences.
Sustainability is certainly something that needs to be addressed, with more and more guests looking to travel sustainably and will seek out properties that uphold that ethos. A statistic released by Statista confirms that “83 per cent of travellers worldwide believe that sustainable travel is important.” And even more recently, Deloitte’s Sustainable Consumer 2023 survey indicated that when compared with results from 2022, “there was a higher proportion of consumers who stopped making purchases due to ethical or sustainability-related concerns, across a number of categories including hospitality.”
Wondering where to start? Here’s some advice from the WTTC
Chef Patron and Co-owner of the Black Bull in Sedbergh, Nina Matsunaga, who demonstrated her cooking skills live at the Lakes Hospitality Trade Show believes cooking seasonally is a great way to improve sustainability. In a nutshell, choosing ingredients locally has the double benefit of “heightening taste while lowering food miles significantly.”
“As chefs, we have a responsibility to our guests to source the ingredients we use sustainably,” says Nina, “By using what’s to hand we’re also supporting our local farmers and producers, and in doing so play our part in helping to ensure that our rural economy has the opportunity to thrive.”
The Pig Group has embraced a similar ethos almost since their inception – the embodiment of which is their well-known 25 Mile Menu. At a Hotel Marketing Association hotelier meetup, Lotti Bruce, Marketing Director at The Pig Group explained the importance of the 25-mile menu, not just as an important sustainability initiative for this B-Corp business, but also as a fundamental part of the Pig Hotel’s product and a unique selling point that earns, rather than costs the business money.
At the West Country tourism conference, The Pig Group’s CEO, Tom Ross, also gave some practical advice regarding sustainability initiatives, “it’s about focussing on what you do really really well, but it’s also about focussing on the benefits that these things have for your business. There is no doubt that there will be legislation that comes further down the line, depending on the size of your business, which forces you to engage with this ESG journey. If I could give you one piece of advice it would be to start measuring stuff when you can.”
Our head of marketing said that if she hears the words “AI” and “revolutionary” in the same sentence one more time, she may faint. Well, grab a cushion, because AI has the potential to be revolutionary in the literal sense, and is already revolutionising the way many of us work every day.
A key quote from ITB Berlin was: “AI is a must, not an add-on.” Some of the panellists who appeared on the ITB Berlin stage such as Leila Summa (CEO, Play To Change), suggested that driving technological change and innovation in any business but more specifically a hospitality business has more to do with the corporate culture than getting guest buy-in. To incorporate new technologies management must develop and communicate a clear strategy to ensure that all employees understand the benefits and the challenges of each new software. Dr Patrick Andrae, CEO of HomeToGo agrees, with his top quote out of ITB Berlin repeating the same sentiment, “those who are open to innovations are best equipped to make the most of artificial intelligence (AI) for their businesses.”
Another unique use of technology put forward at a panel discussion on Thursday on the eTravel Stage at ITB Berlin was the use of a ‘super app.’ The idea summarised by Jongyoon Kim of the South Korean travel platform Yanolja, is that this ‘super app’ “could act as a personal assistant for an entire trip, but also help with organising various booking activities on a single platform.” This concept also hinges heavily on fully functioning AI, being able to offer personalised suggestions and bookings for every guest.
GuestRevu’s own Amy Branford took part in a panel alongside Louise Hibbert (Director of IT for the SHR Group), Jose Soares (Director of IT at The Capital) and Michael Cowen (CEO of Terraflow.ai) at WTM Africa, where they discussed what AI means for the hospitality industry.
They emphasised the importance of strategic AI implementation, focusing on using it to solve specific problems rather than simply adopting the technology because it’s available. They all agreed that while there is value in AI in automating tasks, freeing up staff for more meaningful guest interactions, and personalising guest experiences, concerns were raised regarding the cost and complexity of AI solutions, particularly for smaller hotels.
Ultimately, many hospitality experts worldwide seem to agree that while AI offers exciting possibilities, it should always enhance, not replace, the core values of hospitality: exceptional service, genuine human connection, and a focus on the guest experience.
One of the highlights of the Hospitality, Restaurants and Catering Expo was HOSPA’s power breakfast, which featured a fascinating talk from Jeremey (Jez) Ward, on how hoteliers can use cloud technology to succeed.
Jez Ward is a seasoned IT leader and cloud strategist with over 30 years of experience in the industry. He's been instrumental in driving digital transformations, particularly in the hospitality sector, and is recognised as a leading voice in the cloud community. Historically, hospitality technology has been run on-premise, making it especially resilient to change. As a result, the hospitality industry hasn’t been as swift to adopt cloud services as other industries. However, this is rapidly evolving with many technology service providers now offering cloud-based software.
Compared to traditional on-premise systems, cloud technology offers hoteliers vastly superior flexibility and scalability. By moving property management systems (PMS), customer relationship management (CRM) tools, and other operational software to the cloud, hotels can reduce infrastructure costs, streamline operations, and access their data securely from anywhere. This shift enhances efficiency and ensures hoteliers remain competitive in an increasingly tech-driven landscape.
These systems offer real-time data accessibility, enabling hotel teams to respond promptly to guest needs and preferences, and automatic updates ensure hoteliers are always running the latest software versions, eliminating downtime. Additionally, cloud technology facilitates seamless integration with other tools, such as booking engines, revenue management platforms, and guest feedback systems, creating a unified ecosystem that supports better decision-making and personalised service delivery.
Businesses don’t operate in isolation. If your local community is thriving, there’s a good chance your business will be as well, and the converse is also often true. This is especially true for the hospitality industry where guests may choose to visit your hotel mainly due to your location.
One of our key takeaways in 2024 was to work with other businesses, individuals and bodies within your community to strengthen and grow together. Indaba South Africa facilitated this with their Business Opportunity Networking Day (BONDay), which is developed in close collaboration with the greater South African tourism industry.
It’s important to note that there are layers to what we may consider community. There is your immediate community in close physical proximity to your property, then there is the region in which you operate and finally, the country which becomes part of your broader community.
Why being active in your local community is good for business
The South African Deputy Minister of Tourism, Honourable Fish Mahlalela, addressed Indaba attendees and highlighted the pivotal role played by the hospitality establishments that lie at the heart of their communities, generating business opportunities and fostering a conducive environment for local development. He also discussed the need for government-established programmes aimed at helping smaller, less formal accommodations and attractions become part of the tourism industry and thrive. It’s clear that when one succeeds, it becomes a catalyst for positive growth throughout the local community.
Natalie Brighton, who represented GuestRevu at events like WTM Africa and Indaba Africa explained why these events that bring the community together are so beneficial, “The tradeshows weren't just about forging new connections, but also about solidifying existing ones. Face-to-face meetings with current clients allowed for in-depth discussions and strategic planning. The energy was electric, and everyone was eager to move forward.”
While the age-old love-hate relationship between hotels and OTAs continues, one of the key areas of concern for almost every hotelier is how to gain direct bookings. How does your hotel’s website help you stand out from the crowd? How do you keep your guests attention? And most importantly how do you encourage them to book with you? The answer is simple: great website design.
Sponsoring and judging the Hotel Marketing Association Awards meant we got to see some of the best website designs around. Those who had optimised their website for maximum impact did so by prioritising user experience and ensuring easy navigation, especially on mobile devices. High-quality visuals, such as images and videos and even virtual tours, which captivate visitors, provide a glimpse into the hotel's ambience and allow guests a sense of “trying before they buy” which is one of the key sticking points when purchasing a hospitality service.
Additionally, clear calls-to-action, fast loading times, and a seamless booking process are essential for converting website traffic into reservations. Remember, a well-designed website can not only attract potential guests but also convert them into paying customers. By investing in a user-centric website, you can enhance your hotel's online presence and drive direct bookings.
Making good use of the various software systems that are becoming available (and indispensable) for both larger and smaller properties alike is essential for remaining competitive in hospitality, but, without solid integrations, the benefits of technology can fall flat for hoteliers.
If a hotel’s software is operating in silos, pertinent information can be missed, or not collected at all, which undermines the efficacy of any campaign. Integrations allow for the seamless flow and analysis of data across multiple platforms, creating a flywheel effect: the better the quality and quantity of data mined by integrated software, the more informed and effective the resulting strategies.
This data exchange between platforms should go beyond basic guest details. Integrated systems can analyse guest preferences across their stay (or stays, at multiple properties in your chain), from booking choices to in-house requests. This allows hotels to personalise communication and anticipate needs, ultimately leading to happier guests and potentially, positive online feedback.
Integrated channel managers can gather data to predict ideal room rates, automatically updating them across various platforms. This eliminates manual updates and prevents overbooking. Additionally, PMS integration with revenue management systems allows sales teams to forecast demand based on real-time data, leading to more informed pricing strategies.
Ultimately, by fostering a data-driven environment with seamless communication between software systems, hotels can create a unified operational approach. This enables better guest experiences, drives efficiency, and keeps properties competitive in a rapidly evolving hospitality landscape.
If data is the driving force behind everything to do with hospitality technology, then even the best software and seamless integrations will have limited results if you have the wrong data, incomplete data, or no data at all.
At ITB Berlin, Markus Stumpe, CEO of Cruisewatch, which specialises in AI tools for the cruise industry suggested that one of the typical challenges companies face is that they overestimate the quality of their data. Data sources and quality integrations are a huge factor in ensuring companies have quality and relevant data to work from.
Guests (and consumers generally) expect more personalisation with every transaction. Personalisation is also increasing its scope with the advent of AI and the capabilities of technology now to completely tailor every touch point with the guest from the initial search process, their time at the hotel, right up until the guest leaves and all of the post-stay communications.
Data can, and should, also inform your operational decisions. Data from guest feedback or stock management can all help paint a picture of what is happening within the hotel and operational decisions can be made in accordance with what the data is telling you.
The collection and use of data for personalisation also encompasses previous points made in this article, namely the collection of quality data in order for the personalisation efforts to be effective, as well as the integration of technology systems, the more integration you have and the more data you are collecting during the guests journey, the better informed you will be to make effective personalisation strategies.
Whether it's crafting customised offers, anticipating dietary preferences, or even remembering past guest requests, personalisation goes beyond marketing. It creates memorable moments that can turn first-time visitors into loyal, repeat customers.
During the 2024 GuestRevu GREAT Awards ceremony in London, we welcomed experts in a panel discussion on all things guest feedback. From both the analysis of 75,000 plus reviews collected over three months and the panel discussions which took place between some of the leading experts in the hospitality industry we identified some key takeaways for guest feedback. Firstly, as we have already proposed, to get more reviews all you need to do is ask, says, Jane Pendelbury, CEO of the Hospitality Professionals Association (HOSPA). Another common response from our panellists was that responding to, both positive and negative reviews is of paramount importance.
What stood out for all of the experts and specifically Dr Wouter Hensens, dean of Stenden University South Africa, who analysed the review data was how well smaller hotels performed, both in terms of review score and review volume. Dr Hensens has long described this as the “David and Goliath” effect.
We discussed this phenomenon with some of our GuestRevu GREAT Awards winners who suggested that great reviews are often linked to a personal touch, making each guest feel special. While it is easier to achieve this feeling with a smaller property, it is possible in larger hotels if you have the right team suggested Terry, Owner of the Belmore Court and Motel.
His take is that “people remember people” and if your staff can make them feel like the only one staying in the hotel you can gain not just reviews but repeat stays and lifetime guests. This was echoed by Jane Pendelbury, who agreed that the personal touch and knowing exactly what your guests are looking for is what can really set your property apart, whether it be big or small.
By cultivating a guest-focused team and empowering them with tools to provide exceptional service, hotels of all sizes can excel in guest satisfaction and reputation management.
With long, irregular hours, high-pressure environments, and the expectation to always provide exceptional service, many hospitality workers face chronic stress and burnout. The industry has historically shied away from open conversations about mental health, but addressing mental health is not just a moral imperative but also critical to sustaining a healthy and productive workforce.
One of the major challenges is the stigma surrounding mental health in hospitality. Many employees fear that admitting to struggles could be perceived as weakness, potentially jeopardising their jobs or future opportunities. However, it is one of the industries with the highest prevalence of mental health conditions, according to the University of Cambridge, when reporting on the state of mental health in the industry, “just under one in four people (23.8%) reported mental health problems.”
Dr Shanquan Chen from the Department of Psychiatry, University of Cambridge, said: “Jobs that involve working face to face with the public, particularly where the employee has a degree of responsibility, and those that involve working irregular and long hours can all be emotionally demanding or even expose employees to violence and verbal aggression. This in turn could contribute to higher rates of mental health problems.
“Nevertheless, we would still strongly encourage industry leaders – particularly in those sectors that fare worst, such as the hospitality and real estate sectors – to take an urgent look and try to identify and address the underlying issues.”
By implementing mental health initiatives such as anonymous counselling services, regular mental health training, and fostering an environment where open conversations are encouraged, hospitality businesses can create a more supportive culture. Leaders can also model healthy behaviour by prioritising their own mental well-being, sending a powerful message that mental health matters at every level of the organisation. Addressing mental health isn’t just about reducing burnout—it’s about investing in people and creating a workplace where everyone can thrive.
In an industry that depends on human connection and exceptional service, prioritising the well-being of employees is not only the right thing to do but also a key to sustainable success.