Business Approach
We provide a nurturing environment and flawless solutions. We engage, analyze, strategize, recommend, collaborate and support. Using the “big picture approach” throughout the process and collaborative resolution; jPHOiS creates an outcome that align with each firm, turning ordinary performance into extraordinary results.
Case Study - Richey Service Standards Score.
CHALLENGE:
• Collect insight in to the fundamental reasons why the resort was not reaching expected Richey guest satisfaction scores
• • Determine opportunities to improve future Richey scores and guest satisfaction
PROCESS:
• Review the resort consumer profile and enhance service at departmental level
• Review and analyze glitches trends and loss of business, including competitive operational financial performance and determination of no standardized processes to track, measure or benchmark glitches
• Implement series of customer and colleague interviews, focus groups and guest engagement sessions to identify trends
ACTION PLAN:
• Create focus groups of leaders in key departments entitled, “Richey Committee” to focus on each department’s opportunities for basic standards and service enhancement
• Implemented a resort wide metrics to measure all departmental performance with enfaces on the minimum service standards expected by departments
• Developed an internal “Richey Standards Audits Program” to increase standards awareness in all departments, ensuring employee engagement with new processes and understanding of expectations
RESULT:
• Increased Richey Service Standards Scores from 86% to 91% within 6 months of the “Richey Audit Program” creation
• “Richey Audit Program” voted as the #1 Service ideas for the brand
• Improve hotel bottom line due to the reduction of glitches and increase ADR as a result of improved service delivery
Case Study - Allimar Marketing
OVERVIEW
A boutique property located on the west coast of the United States was experiencing consistently falling occupancy, ADR, REVPAR and profits. The owners sought assistance to examine causes and contributors, and recommendations to alter the downward trends and recapture market share and profitability.
SITUATION ANALYSIS.
Allimar Marketing was hired to complete an assessment of the current sales and marketing efforts and make recommendations for improvements. Occupancies during the prior 7-year period ranged from a low of 47% to a high of 52%. In the current year the hotel was forecasted to achieve 42%. ADR ran a low of $167 to a high of $208. Current year ADR was declining to a forecast of $190. Annual room revenue was forecasted at $1,400,000. All indications were pointing towards declining revenues, REVPAR, ADR and occupancy. The hotel was far behind market share against the competitive set. The General Manager was willing but inexperienced, and the Management Company had limited experience in smaller, independent properties with their key expertise in franchise, branded mid-sized hotels. There was no sales effort, the Executive Chef had just resigned and the Owner was hoping for a strategic plan that would get the hotel back on track.
STRATEGY
Allimar Marketing was retained to oversee all sales, PR and Marketing activities with the goal to increase revenues, guest retention, guest acquisition and awareness.
First steps were taken for immediate impact on performance:
• Searched and retained an enthusiastic General Manager to oversee all operations and collaborate on marketing.
• Implemented Revenue Management services to affect price strategy, yielding, reservations training.
• Designed and executed a new website. Managed website updates/enhancements through CMS.
• Began monthly email campaigns to past guests and subscribers.
• Wrote monthly blogs to keep website fresh and assist with SEO.
• Identified several marketing partners for immediate implementation of the Marketing plan
o PR plan
o SEO/PPC strategies
o Marketing partnerships with local partners in the area
RESULTS
At the time the hotel was sold to the new owner 18 months after Allimar’s initial engagement, it was on track to exceed budget by $292,000 – almost 15% over budget - with an occupancy of 62%, ADR of $205.66 and REVPAR at $127.34. Overall metrics that contributed to improvement: Social media numbers tripled over the 18 months since our plan implementation. Email addresses grew from around 8,000 to over 20,000 names from guests and the website subscription page. Media mentions included over 20 articles covering food, location, Executive team members, etc…Previous media was limited to one or two mentions a year. Website visitors grew 72.57% YOY. Conversions grew 284% from the website.
FINAL SUMMARY
At the time the hotel was sold, all indicators showed considerable improvements in all metrics with profits and revenues rapidly increasing.