Destination and property content
Content that captures research-stage travel demand, not just brand searches.
Hotel marketing and hotel distribution are usually bought from different suppliers, and they end up working against each other. The agency drives awareness; the guest searches, finds the OTA cheaper or easier, and books there. The hotel pays for the demand twice.
We run both. Campaign work is planned with the channel mix and rate strategy in view, so demand created by marketing lands where it earns you the most: usually your own booking engine, sometimes deliberately an OTA when the ranking benefit is worth the commission.
Marketing and distribution are the same conversation
Most hotels buy marketing from one supplier and distribution from another, or from nobody. The two then pull against each other: the agency creates demand, the guest searches, finds the OTA cheaper or easier, and books there. The property pays for the guest twice: once in media, once in commission.
Because we run revenue management and OTA distribution as well, campaign work is planned with the channel mix and rate strategy in view. Demand created by marketing lands where it earns the most: usually your own booking engine, sometimes deliberately an OTA when the ranking benefit is worth the commission.
Destination demand is bigger than brand demand
Searches for your hotel's name are limited by how many people already know it. Searches for the destination, the experience and the occasion are not, and they happen weeks or months earlier.
Content built around those (where to stay for a particular trip, the drive, the season, what is worth doing nearby) brings people into your world before they have shortlisted anyone, and it is the only demand a marketplace listing cannot give you.
Protect the demand you already have
Before chasing new audiences it is worth stopping the leaks: brand-term defence so you are not buying back your own guests, a booking path that works on a phone, a Business Profile that is complete and current, and a review programme that keeps score and rate where they should be.
These are cheap, fast and unglamorous, and they usually produce more incremental revenue in the first quarter than any campaign would.
Reporting against the numbers a hotel is actually run on
RevPAR, ADR, occupancy, direct share and net revenue after acquisition cost, not impressions and reach. A hotel marketing report that cannot be placed next to the P&L is not doing its job.
Ours is built to be taken into an owners' meeting without translation.