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The results of the Revenue by Deign Hotel Social Media Monitor survey 2012, run in association with Rate Gain. Presentation made at the HOSPA members event
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HOTEL SOCIAL MEDIA MONITOR 2012
INCREASING Hotel Profitability
From Revenue by Design and in Associa@on with RateGain
Why the survey ?
To understand how hotels are resourcing, managing and tracking programmes
To assess engagement in social media programmes
To assess the level of investment and ROI in social media
To understand governance guidance and support for programmes
How seriously do we take social media?
EXPERIENCE Length of experience working with social media
Fully involved 32%
About an average amount 34%
Experimented, but not much
30%
None at all 4%
Which of these phrases would best describe the extent of your company’s acQvity in social media?
The range of experience with social media indicates that hotels are evenly split however 34% sQll have liSle or no experience in the use of social media
More hotels have been chaTng, for longer……
Half of respondents have less than 1year’s experience working with social media. This is similar to last year and the propor@on with more than 2 years experience is growing; once hotels are in – they remain in.
Just started within the last 3 months
About 6 months
Between 6 months and 1 year
Between 1 and 2 years
More than 2 years
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
How long have you parQcipated in social media programmes?
2011
2012
HOW IS SOCIAL MEDIA MANAGED? Who’s responsible? Do we out-‐source? Which departments are involved?
68%
8%
24%
Who manages your social media?
Someone in my Company We give it to a third party We use both
Social Media is predominantly managed in -‐house Most social media is managed in house, with only 6% giving responsibility in its en@rety to a third party. However a quarter seek services from outside, and this propor@on is growing as skills become more specific to each channel
Over half of hotels have no senior level sponsorship
This reflects the lack of maturity of Social in the industry and its level of importance in the eyes of senior management Lack of senior management involvement results in unregulated programmes and a significant risk for the property and the programme manager
Yes 48% No
52%
Do you have a Social Media Sponsor at Board or Director Level?
Hotels are shiYing more people on to social media. 2012 sees investment in more people (more than 1 person) to support programmes. This reflects cross-‐departmental involvement plus an increased emphasis on the importance of social media. This year also sees the introduc@on of more specific Social @tles such as: • Digital Marke@ng Manager • Content and Community
Manager • Social Media Manager
29.6%
51.9%
9.3% 9.3%
43%
34%
17%
6%
How many people are involved in social media management?
1 person
Between 1 and 3 people
Between 4 and 6 people
More than 6 people
2012
2011
MarkeQng takes ownership, but many more are involved Social Teams have mushroomed over the past 12 months. In 2011 overall ownership was difficult to establish. 2012 sees social media demanding effec@ve partnerships across departments and outsource partners contribu@ng specific skills to support new Social channels
Digital Mkg Agency
PR Agency
Ad Agency
Marke@ng Consultancy
SEO Company
Social media Consultancy
None of the above
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0%
Third Party Outsource Partners
Sales Marke@ng
PR RM
Res FO
Exec Team Management
Head Office Other
0.0% 20.0% 40.0% 60.0% 80.0% 100.0%
AddiQonal Departments involved
GOVERNANCE & GUIDANCE What support is given to those responsible?
In the wrong hands, and without safeguards social media is high risk Many hotels have not shored up their risk. Almost half of those surveyed had no formal governance place offering guidelines for those responsible for placing social media posts. This propor@on rises to almost 60% having nothing in place to guide employees in their use of social media whilst an employee of the company.
Yes 41%
No 57%
Don't know 2%
Governance for staff on personal use of social media whilst an employee?
Yes 46%
No 47%
Don't know 7%
Governance for staff on Social Media usage whilst responsible for posts?
Yes
No
Don't know
Social media exposes the whole organisaQon – staff are not being fully prepared
62% of respondents have no formal training in place for social media management; lack of training has got some companies into very hot water. Training skills focus on brand reputa@on management answering ques@ons correctly and applying the right tone of voice to post management
Yes 38%
No 62%
Don't know 0%
Do you train staff on how to use social Media networks
Yes
No
Don't know
27%
27%
26%
20%
What type of training is offered? Tone of voice
How to answer ques@ons
Escala@on of customer service issues
Tool to manage media streams
STRATEGIES & THEIR MANAGEMENT Strategies used by brands and independents to manage social media
Technology is a key enabler of communicaQons between brand and hotel
Just over half of brands surveyed allow their hotels to follow a local strategy and the remainder took a more central brand driven approach. Brands use technology to support management of communica@on between proper@es and cascading brand specific messages
Overall strategy
Tools to manage strategy and cascade messages between brand and property
Training
Governance over brand reputa@on
control
No formal strategy -‐ we communicate as
necessary
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
What measures are used to control social media at brand level?
How do we strategically plan for Social Media? 2012 sees a greater focus on budge@ng for social media but ac@vi@es remain tac@cally oriented with less focus on formalised strategies than in 2011. Social Media agencies gained significant influence in 2012 over 2011
We have a formal strategy that is agreed by our management
We have a propor@on of our annual budget set aside for social media management
We plan and invest in our ac@vity on a
project by project basis
We take advantage of tac@cal opportuni@es
as they arise
We are guided by our social media agency
None of the above
0% 10% 20% 30% 40% 50% 60% 70%
2011
2012
What are we trying to achieve with Social Media? Word of mouth marke@ng, guest engagement and brand awareness feature high on the list of objec@ves for using social media. Surprisingly Hotels are not yet finding a way to transcend the dominance of Customer review sites such as TripAdvisor through gathering and monitoring customer feedback. There is more realism in the market regarding revenue genera@on in 2012 over 2011
To publicise new products or services
To generate more sales leads
To monitor customer feedback
To gather customer feedback
To maintain a presence within this space
For HR and Recruitment
To increase awareness of our brand or hotel
To generate more bookings
To engage with guests
To develop our word of mouth marke@ng
To generate referrals
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2011
2012
COMMUNITIES & MANAGEMENT Where are we focusing efforts in Community Management?
Content Development is maturing; expanding across channels Developing user generated content, company blogs and running promo@ons are primary plajorms for user engagement. Video is increasing in importance as video channels grow in popularity. Flash sales and social buying sites lack the same level of alrac@on. QR codes are yet to breakthrough
Wri@ng of a Company Blog
Crea@on or management of user generated content
Running Compe@@ons
Development of Mobile Apps
Development of Video
Crea@on of QR Codes
Par@cipa@on in Social Buying sites
Par@cipa@on in Flash Sales
Par@cipa@on in Auc@on Sites
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
What acQviQes are we engaging in?
MySpace
Linkedin Individual Profile
Linkedin company profile
Twiler
Foursquare
Flickr
Delicious
Google + Business Pages
Google Places
Google Hotel Finder
YouTube
Digg
StumbleUpon
TripAdvisor
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Which plaborms are we using?
2011
2012
Google finding its feet in Social, TripAdvisor and Facebook remain key channels TripAdvisor and Facebook as important in 2012 over 2011, Twiler growth significant YoY. Google makes its debut with Google+ and Hotel Finder
More tools are used – but hotels sQll struggle with Qmely management There is greater use of technology and tools to support automated monitoring of interac@ons. Use of brand reputa@on reports has increased significantly over 2011 to support customer review management. Despite this it would appear the firehose of Social remains a challenge to manage with hotels struggling with @mely responses
Online dashboard
Pre-‐set messages
Respond within a specific @mescale
Manage interac@ons as and when
Monitor using brand reputa@on reports
Other
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Administering Campaigns
2011
2012
Investment Levels for 2012 Social is growing in importance from a budget and commitment level. Investment levels have increased in 2012 with a greater propor@on of hotels moving into significant investment level compared to the very small budgets of £1000 allocated last year.
2011 Investment Levels
2012 Investment Levels
26.1%
26.1% 15.2%
13.0%
4.3% 6.5%
4.3% 4.3%
Between 0-‐1K
Between 1k-‐5k
Between 5k -‐10k
Btween 10k and 25k
Between 25k and 50k Between 50k and 100k Between 100k and 500k
40%
24%
15%
12%
3% 3%
3%
0%
Engagement with CommuniQes on the increase, TripAdvisor remains focus of management effort Measurement of site posts and comments has increased over 2011, reflec@ng the growth in use and and engagement in community sites. Although measurement of customer reviews has decreased, its relaitve importance remains
Customer Reviews about our hotel/s
Customer referrals
Site posts and comments
SEO Placement and keywords
Travel meta search engine placement
OTA results placement
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
What are we measuring?
2011
2012
Authority entering slowly into mindset, some sQll not tracking Brand authority and integrity is a key factor in customer engagement. Measurement of authority remains small across respondents. Emphasis on measurement of referrals to websites has decreased, possibly due to interac@vity remaining within the channel of engagement. However the brand web site, or mobile site remain the key transac@onal site.
All comments and posts
Posi@ve comments and posts
No.of followers/friends
No. of referrals to web site
Sales
Authority e.g. Klout
Online brand men@ons
We don't measure or track ac@vity
0% 10% 20% 30% 40% 50% 60% 70% 80%
How do we track success?
2011
2012
CHALLENGES What are the immediate challenges?
NegaQve Comment management and Qmely responses key issues for reputaQon Hotels are now clear on who responds to posts, although response management in terms of skills, resource, tone of voice correct, and responding in a @mely manner are challenging. Managing nega@ve comments features as the top concern
Responding in a @mely manner
Managing nega@ve comments
Right response, and tone of voice
Minimising future search on nega@ve
comments
Bona fide comments vs false
Customer Review Best Prac@ce
Lack of resource Iden@fying review sites
Skills to manage brand reputa@on
Ownership of response
0% 10% 20% 30% 40% 50% 60% 70%
Brand ReputaQon Issues
Meaningful business objecQves and ROI key challenges; once defined OK with achieving
Pressure from management to do something is understandably not an issue, considering the overall lack of interest from senior levels, however defining meaningful business objec@ves and gesng an ROI show that Social management is growing up
Defining meaningful business objec@ves
Mee@ng business objec@ves we set
Gesng buy in from management
Pressure from management
Re-‐purposing hotel content
Ensuring a seamless response
Iden@fying return on investment
0% 10% 20% 30% 40% 50% 60% 70% 80%
Key Challenges in Social Media Management
2011
2012
RESPONDENT PROFILE Number geography and hotel type
InternaQonal Brand Hotel
NaQonal Brand Hotel
Independent Hotel
RepresentaQon Company
City Hotel
Resort Hotel
Spa Hotel
Social media agency
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%
Who took part?
"I work for, or represent one hotel
30%
2-‐10 hotels
34%
11-‐50 hotels
21%
51-‐100 hotels
4%
101 -‐500 hotels 4%
1000 and above 7%
How many hotels are you responding on behalf of?
Europe
Middle East
Africa
North America
La@n America Caribbean
Asia
Oceania
0% 10% 20% 30% 40% 50% 60% 70% 80%
Property LocaQon
Summary Brand reputation a key driver
Overall social is in its formative years
Training and processes need to cover the entire organisation
Lack of board level support restricts investment and programme development
Robust processes and investment levels are increasing but have a way to go
Technology increasingly important to keep up
So, how seriously do we take social media? Thank you!
Contact – Ally Dombey
Revenue by Design www.facebook.com/revenuebydesign
http://Revenuebydesign.wordpress.com @revenuebydesign
ally@revenuebydesign.co.uk 07769 904076
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