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In a cutthroat market, to keep going - every business needs to have a competitive edge over contenders. The scenario in the Hospitality and tourism sector is nothing different, where lot of players can be seen battling for customers and for the bigger market share. Unlike before, with too many Hotels around competing with each other, the customers have a lot on platter to choose from and almost everyone today has the tendency to select nothing but the best service providers in the market. Price was, has been and would always be a prime concern for customers. Earlier when the choices were limited (in terms of service providers), the customers had no option than going for whatever they used to get in the market at the FIXED price asked by the suppliers. However, with the change in market scenario and entry of new players (and the trend is continuing), the customers have the power and they are the ones that have the final say in everything. In such a scenario (in an exclusive buyer's market), it becomes imperative for Hotels (companies) to be flexible in/with their approach towards customers. Irrespective of income group or standard of living, every customer has concerns about pricing. Who does not like best deals in anything? The customers would always look for highest quality products/services that come with the best price tag. The Hotels that befit the requirement of customers with respect to quality and pricing have fair chance of winning them, at the first place. In order to price better and win customers to their business, the Hotels need to know what their competitors are doing and what their pricing or customer strategies are. Watching and following business rivals is very important, because if both (hotels) are offering similar quality services and if one has a better pricing then customers would go with that supplier where they are getting better deals. Hence, to avoid losing customers to business rivals, hotels need to stay ahead of competitors and t

NEARLY 500,000 HOTEL operations jobs lost during the pandemic will not returning to the industry before the end of the year, according to a report from the American Hotel & Lodging Association. In response, AHLA has launched the "Hotels are Hiring" ad campaign with the goal of filling more than 100,000 jobs in the industry. A surge in leisure travel has led to improved conditions for most U.S. hotels, but AHLA's economic analysis found the recovery is far from bringing the industry back to pre-pandemic levels. Urban markets in particular are lagging. Hotel occupancy is projected to drop 10 percentage points from 2019 levels, the report said, and room revenue is expected to drop $44 billion this year compared to 2019. State and local governments have lost more than $20 billion in unrealized tax revenues from hotels over the past two years. AHLA and AAHOA held the Virtual Action Summit on July 20 to 22 in which hoteliers from across the country met with members of Congress to ask for help.

U.S. HOTELS ADDED 700 jobs in May, highlighting persistent workforce shortages, with 191,500 vacancies since early 2020, according to the American Hotel & Lodging Association. However, a survey by AHLA of hoteliers in May found 76 percent of respondents are experiencing a staffing shortage and 13 percent reported they are severely understaffed, meaning the shortage is affecting their hotel's ability to operate. By comparison, in a January survey, 67 percent said they were experiencing a staffing shortage, and 72 percent said they were unable to fill open positions. Total hotel employment is now approximately 1.92 million, according to the Bureau of Labor Statistics. This is still 191,500 short of pre-pandemic levels in February 2020, highlighting the ongoing struggle to find workers.