SweetBeam featured on HotelChatter

December 21, 2012

SweetBeam has recently been featured on popular hotel news website HotelChatter. The post describes some of SweetBeam’s key features, and how they benefit both hoteliers and hotel guests. For the full feature, please click on the following link: Hotelchatter

SweetBeam’s Campaign for The Stafford London Recognized at Hotel Marketing Association Awards

December 19, 2012

SweetBeam client The Stafford London by Kempinski has been recognized by this year’s Hotel Marketing Association (HMA) Awards. The Stafford received the ‘Highly Commended Award’ in the Best Marketing Activity for Individual Hotel or Conference Centre category for SweetBeam’s recent campaign for the Stafford London by Kempinski. The SweetBeam campaign, which promotes the hotel’s restaurant The Lyttleton, has been very successful. SweetBeam boosted guest spending on both lunch and dinner at the restaurant by over 28%, despite the presence of literally hundreds of competing restaurants minutes away on St. James’s in Central London.

For more about this year’s HMA Award winners, please visit: http://www.hotelmarketingassociation.com/extra231.html

SweetBeam and the Stafford London by Kempinski in the Running for World-Renowned HMA Awards

December 10, 2012

SweetBeam’s campaign for the Stafford London by Kempinski has been chosen as a final contender for the 2012 Hotel Marketing Association (HMA) Awards.  SweetBeam was selected as a finalist in the ‘Best Marketing Activity’ category for the campaign’s innovation, creativity and return on investment. The Stafford enlisted SweetBeam’s expert services in the summer of 2012 and has already seen notable increases in guest spending.

 

Winners will be announced at The Savoy Hotel in London on Monday, 17th December 2012.

SweetBeam Selected as Top 3 Finalist for Prestigious Innovation Award

December 4, 2012

SweetBeam has been selected as one of the top 3 finalists in the Concours pour la Promotion de l’Innovation TIC en PACA in France. The Awards recognize innovative companies that have made significant advancements in new information and communication technologies.

James M. Sullivan, Former Lodging Development Chief of Marriott International, Joins SweetBeam Advisory Board

November 25, 2012

SweetBeam today announced that James M. Sullivan has joined the SweetBeam Advisory Board. Mr. Sullivan comes to SweetBeam after more than 25 years at Marriott, where he held the position of Executive Vice President Global Lodging Development for Marriott International, Inc.

During his tenure, Mr. Sullivan grew Marriott’s global hotel portfolio from 539 hotels to more than 3,400. Sullivan also spearheaded the addition of key brands to Marriott’s growth platform such as The Ritz-Carlton, Renaissance and Bulgari.

Jim’s experience will be a valuable asset as we ramp up SweetBeam’s global growth to meet customer demand,” said Troy Simoni, CEO of SweetBeam. “He is a seasoned executive with great sensitivity to the needs of hotel owners, operators and guests worldwide.” 

“I am honored and excited to work with SweetBeam,” Mr. Sullivan said. “SweetBeam is one of the best things to happen to luxury hotels in years. It delivers more revenue and profit per guest, which is the holy grail in our business, and it enhances guest communications in a beautiful and universal way. Soon, every forward-thinking luxury hotel will be using SweetBeam.”

Cross-Sell to Provide Service in the Hospitality Industry

April 18, 2012

Cross selling not only drives increased revenue for hotels, but also enhances guest satisfaction by offering suitable information that is appreciated. Sweetbeam offers the opportunity to present guests with targeted and relevant information at exactly the right time. Here’s an article on the importance of cross selling in order to maximize guest satisfaction and revenue.

Guests of hotels and resorts at the top end of the hospitality range of properties are being under-serviced. The impact is felt directly on the top line of sales and potentially indirectly through return visits. However, research by The Forum Corporation of North America confirmed that 88% of customers value being advised on products and services that better meet their needs. Further, 73% are interested in hearing about new products and services and 42 percent buy “sometimes” or “frequently”.

The hospitality industry more than any other, has segments which desire to have their wants satisfied as well as their needs and appreciate an appropriate cross-sell or up-sell.
Guests using four star and five star resorts and hotels consist of three basic segments:

  • Leisure (tourist) guests
  • Conference guests and
  • Business guests

The needs and wants of the guests in each case go beyond the provision of somewhere to sleep, somewhere to eat and somewhere to conduct meetings. Leisure guests at a resort or hotel clearly want to spend time away from their normal environment. Otherwise why would they come? They need good accommodation, pleasant staff, a variety of food experiences and efficient and effective service.

They want, however, to experience many different things which can be retained as a pleasant memory to be recounted amongst friends and family. For leisure guests a stay at a resort or hotel is not just about relaxing but about bragging rights which build their self esteem. They may want, for example, to have a dining experience that is significantly different from anything they would get at home.

Except for reservations staff and some front office staff, hotel and resort staff do not know enough about the services the property they work in provides to be able to advise leisure guests about the services that are available.
Similarly, conference guests need efficient handling of their conference sessions. Audiovisual must work first time, every time. Refreshments must be available at the time of a break commencing. An ability to be flexible in meeting changed break requirements is very desirable. Planned excursions and events must be executed smoothly.

Individual conference guests, however, often have further wants. Guests may want an upgrade in the wine package that is served with dinner. Guests as individuals may want, but be unaware of, the facility to provide a massage. Guests may want to play a round of golf after the conference is completed.

Business guests have needs and wants somewhat of a combination of a leisure guest and a conference guest, with some additional needs attributable to carrying on their daily business whilst out of the office, often in another state or country.

READ THE FULL ARTICLE HERE:
http://www.changefactory.com.au/articles/customer-service/cross-sell-to-provide-service-in-the-hospitality-industry/

Turning Ancillary Revenues into Loyal Customers

March 22, 2012

Ancillary revenue is increasingly integral to profitability in the hospitality industry, especially in recessionary times. Sweetbeam uses rich data to effectively target relevant ancillary services and outlets after the guest arrives at the property, driving increased revenue for the hotel. Here is an interesting article on the unlimited possibilities -and benefits- of programs that maximize ancillary revenues while increasing customer satisfaction.

“Service providers have an unparalleled opportunity to maximise the potential of their ancillary revenue programmes, to generate increased revenues, and to produce more loyal and satisfied customers, according to Janet Titterton of Collinson Latitude.
Seemingly ubiquitous and often controversial, ancillary revenues are a prominent part of modern business. Nonetheless, although ancillary revenue programmes have rapidly become an essential and established part of many business models, particularly in the travel industry, they have certainly not yet realised their potential. To look closely at these programmes today is to see unfulfilled – and unlimited – possibilities.

Just like Web 2.0, the time has come for ancillary revenues to take the next leap forward, becoming dramatically more effective, widespread and relevant to consumers – and especially to loyal customers.
There are practical steps service providers need to take to ensure ancillary revenue programmes do much more than just produce one-off, short-term boosts in income. Real-world, online solutions can help you achieve the fundamental goals of ancillary revenue. If you want to retain profitable customers for life, you need to add value to their experiences, not costs.”

Read the full article here