Hospitality and travel
Hotels, resorts, homestays, travel agencies and DMCs, including distribution and revenue work.
Every sector has its own buying rhythm. Hotels sell perishable inventory that must be priced daily. Education sells against a fixed admission calendar. Real estate sells one enormous decision after a dozen site visits. Manufacturing sells to a technical specifier who wants a tolerance table, not a brand story.
We keep separate playbooks rather than applying one method everywhere. Below are the sectors where we have enough depth to be genuinely useful, each with its own page setting out how we approach it.
Why we keep separate playbooks
The channels available to every business are broadly the same. How each sector's buyers use them is not, and that difference is where most generic agency work fails.
A hotel sells perishable inventory that must be repriced daily. A school sells against a fixed admission calendar and cannot recover a missed window. A developer sells one enormous decision after a dozen site visits. A manufacturer sells to a specifier who wants a tolerance table and is indifferent to brand storytelling. Applying one method to all four produces four mediocre results.
What a playbook contains
For each sector we keep the demand research (what people actually search, in what language, at what point in the cycle) plus the channel mix that has worked, the benchmarks we have seen from comparable clients, the compliance constraints where the category is regulated, and the metric that sector is genuinely run on.
That is why an engagement in a sector we know starts faster and with fewer expensive assumptions.
Being honest about depth
Hospitality is where we go deepest, because we also run revenue management and distribution. Real estate, manufacturing, jewellery and education are close behind. Some sectors we have worked in once, and some not at all.
If your category is one where we would be learning on your budget, we will say so before you commit. The method transfers; the sector-specific shortcuts do not, and pretending otherwise wastes the first three months of a retainer.
Competing clients
We will not take two directly competing clients in the same city and category without disclosing it to both first. In hospitality especially, where we hold pricing and distribution access, that boundary matters more than the revenue.
Where a conflict exists we will tell you at the enquiry stage rather than after a proposal.