Bill Geist's Zeitgeist

Can We Just Say It?

A recent article in Travel Weekly cites tourism providers and experts claiming that Mexico's current Terrible, Horrible, No Good, Very Bad Year is because of an over-supply of hotel rooms and Sargassum. And, while these two forces are never good, they could be mitigated by a well-financed and strategic marketing effort from the country's Tourism Board.

Which, of course, no longer really exists...as its previous $300 million budget has been reassigned to develop rail service on the Yucatan Penninsula. Tourism promotion is now, apparently, being handled by Mexico's Embassies around the world (can you say incoherent?).

And, now most (not all) of the country is seeing significant declines in occupancy and revenues. I get that Sargassum sucks. But, I gotta call it like I see it. Without a strong invitation to visit, Mexico will continue to suffer.

Sadly.

 

The Way it Should Be

A great article in Skift yesterday (and, who knew their mission was to keep the travel industry accountable?) on how IHG is pledging to not only do away with plastic straws but eliminate those mini-bottles of shampoo, conditioner and lotion in favor of bulk-size, refillable dispensers.

Best part of the story: IHG CEO Keith Barr says it's not pressure from governments that encouraged the move...the real pressure coming from guests.

“Governments collectively haven’t taken significant action in this space,” Barr told Skift. “The reality is our colleagues and our customers expect us to take a leadership position on things like waste.” 

And, ain't that the way it should be. Hell yeah.

What Took Us All So Long?

Sometimes, we are so consumed with the job at hand that we can't see the opportunity before us. Sometimes we get comfortable with the "norm" of how business has always been done. And, that's when innovation is an orphan.

My alma mater DMO, Destination Madison is starting to pick up some serious industry buzz for its recent roll-out of a concept that is deceptively simple. One that sort of paraphrases Simon Sinek's "Start with Why" to "Start with the Customer."

The Destination Madison Team took the time to break down the challenges faced by today's meeting and event professional. And, juggling contract upon contract from each of the hotels they planned to use certainly floated to the top as one of a planner's biggest pain points.

How to solve the dilemma? Design one contract for all the hotels in the city the planner intends to use.

They call it "One City. One Contract."

It's One brilliant idea. 

Kudos to Deb, John and the Team that makes those of us that call Madison home so proud...

The Proving Just Got Tougher

Those who have seen me present in Boardrooms and on stages know I'm pretty dismissive of counting Room Nights as a primary measure of the efficacy of Destination Marketing. Don't jump to conclusions here. Achieving Room Nights is important. Using them as your proof has been a slippery slope for over a decade.

And, it just got slipperier.

A new study from Hilton, NYC & Company and the PCMA Foundation has found that the practice of convention attendees booking outside the contracted hotel block has gotten much worse over the past 5 years. Like, twice as bad as the last study I saw.

Over the past three years, roughly half of all delegates attending large-scale, urban conventions are booking accommodation outside the block. 25% of attendees actually booked the HQ hotel...but didn't identify themselves as attendees qualifying for the block. Thus, they haven't been counted. Thus, our "proof" just got shakier. 

As the report states, all participants in this dance will need to re-evaluate the practice of establishing Room Blocks from the consumers' point of view.

And, DMOs need to find other ways to communicate our value.

Every Destination Covets a Todd

While government can jump start a visitor economy through the development of a Convention Center, Tournament-grade Sports Complex or other compelling infrastructure asset, it is often the private sector entrepreneur that can have the most profound impact.

Take Todd Nelson...a regular guy who owned a bar and pizza place in Wisconsin Dells. Today, he oversees a hospitality brand that grossed over $300 million in three destinations (soon to be four). A brand most of us would love to have in our destinations.

This USA Today story is both inspirational (from a personal point of view) and motivational.

Find your destination's Todd.

Because he (or she) is out there...just waiting.

David Burke

It's been years since we last spoke...but I never thought that last time would be.

David Burke, the long-time GM of the Breakers Palm Beach died unexpectedly last week. In a world of hospitality professionals who are generally nicer than the general population, David was one of a handful of tourism executives that stood out among a crowded field. I always looked forward to our time together when our careers connected us...and I'll now, once again, not be able to tell someone how much they meant to me.

And to so many others. To whit...this quote from his obit in Smart Meetings: 

“The first day on the job here...in your orientation class, first thing is you do a half-day of community service,” he said. “It’s all about ingratiating yourself into the community and doing what’s right. It’s so much fun working for a company that can do the right thing all the time.”

Yeah...we lost a huge heart.

Rest, David. And, we are all better for the way you lived your life.

My Kinda Resort

Seen at a resort in Northeast Ohio (click image to enlarge).

Necessities indeed.

I'm there.

Double Duty

You gotta love the innovation that Brandon Rounds brings to his job at Madison's HotelRED. 

By day, he is the hotel sales and events manager. On select nights, he becomes Bianca Lynn Breeze and presides over the hotel's Drag Queen Bingo, drawing over 100 each night.

It's the perfect combination of visitor and local activation of a hotel...and a blast, to boot.

Very cool.

Image Credit: Jenny Peek / Isthmus

The Most Dangerous Post in Government

While one might be excused for believing that the most powerful (thus, potentially dangerous) political position is the Chief Elected Official, I've come to believe that the individual with an unchecked power to put businesses out of business is the Assessor.

In some locales, the Assessor is appointed; in others, elected. In some, they require educational certification; in others, no experience is required. And yet, these individuals have the power to assign property values that result in property taxes being levied.

Over the past year, I have seen a number of blow-ups across the United States concerning Assessors that have, after years of ignoring their hotel community, come swooping in to re-assess the sector. In one case, a hotel was faced with a $1 million increase in property tax due. In another town, the lead hotel reported that his property tax had jumped 160% in one year.

The excuse from the Assessor's office in the first example was that they hadn't increased assessments during the recession in an attempt to "help" the hotel community during the downturn. Of course, the resulting unexpected $1 million invoice isn't exactly helping anyone (except the City).

Not that this blog is a platform for tax law reform...but, how does a single office have the authority to place a business on the precipice of solvency when its actions are neither easily anticipated nor fair?

I'm not saying that the hotels in question shouldn't be paying higher property taxes. If the land upon which they sit increases in value (based primarily on their own success), property taxes should go up. Just not by a million bucks (or 160%) in one year.

If an Assessor has the right to make up for missed increases in one fell swoop, the business should have the right to gradually achieve the new tax amount over the same number of years since the last assessment.

Just sayin'....

To Smart Responses

Marriott's recent announcement that it would begin reducing commissions it pays to meeting planners and third-party intermediaries from 10% to 7% has had the predictable result in some quarters (e.g., all hope is lost, I'll never use them again and/or they'll regret this).

But, you gotta love management companies like Preferred Hotels that, within a day, announced it would be increasing its commissions (at least in the short term) to 11%.

If an event planner wasn't familiar with the brand before, I guarantee you they are now.

Love it.