The empty building from Monday to Thursday.
The hotels already had rooms, meeting spaces and food to offer. I helped bring those assets together for people whose reasons to stay extended beyond a leisure weekend.
- Business
- Boutique hospitality
- Engagement
- Six-week sprint, followed by quarterly advisory
Blended occupancy increased from 54% to 65%, while revenue per available room moved from around €75 to €92. The room rate held around €140, and food-and-beverage sales also benefited from midweek use. More of the existing property was earning through offers suited to a different reason to stay.
What the business needed.
The group had three properties and 90 rooms, with healthy weekend demand but too many empty nights during the week. Its usual response was to discount those nights. The engagement looked at who else might have a good reason to stay and what would make the offer useful to them.
Where progress was getting stuck.
The hotels were selling a leisure stay to the same audience throughout the week. Traveling professionals and small company offsites had different needs, many of which the properties could meet with assets already available. Those guests needed an appropriate package and a clear reason to consider it.
How I helped.
- I designed work-stay packages combining suitable desks, reliable Wi-Fi and food-and-beverage credit for people working away from home.
- I built an offsite offer around rooms, meeting space and catering, so a small company could understand the stay as a complete package.
- I directed content around the people and experiences each offer suited, with an approach that protected room rates.
What changed for the business.
Blended occupancy increased from 54% to 65%, while revenue per available room moved from around €75 to €92. The room rate held around €140, and food-and-beverage sales also benefited from midweek use. More of the existing property was earning through offers suited to a different reason to stay.
The source’s approximately €610K annual uplift combines annualized room and food-and-beverage changes.
Where I took responsibility.
I led segmentation, offer design and the content strategy. A content creator and videographer produced material to my creative direction, and a social manager ran the channel to that strategy. My role was to connect the commercial offer with the people and production needed to present it.
Could this help your business?
If you have capacity that sells well at some times and poorly at others, consider who might value it differently. I can help you identify that customer and shape an offer around their needs while examining what it means for your existing prices.
An anonymized engagement. Figures are rounded from client reporting and engagement records.
