Edinburgh's visitor levy has been live since 24 July. Three months on, the question I keep coming back to is not whether it's fair. It's whether anyone is quite sure how to collect it.

Having spent much of my career in Scottish hotels, I know where new rules land first. The front desk. And that is exactly where this one has landed.

What has actually changed

The levy is 5% of the cost of paid overnight accommodation, before VAT, for up to the first five nights of a stay. It covers hotels, guest houses, B&Bs, hostels, self-catering and short-term lets. It applies to stays from 24 July 2026 for any reservations made on or after 1 October 2025. The council expects it to raise close to £50m a year by 2028/29, and some of the early money has gone on a new city centre policing unit. Not everyone is cheering. Scottish Ballet has said the levy adds to an already unsustainable cost burden for touring to Edinburgh, and has reduced its December run as a result.

The first quarterly returns and payments fell due in October. That is the moment the paperwork stopped being theory.

Operators said the guidance was hard to follow

Some accommodation operators have reportedly raised concerns about inconsistent guidance on how to collect and remit the charge. Those worries started before launch and carried into the first month. Hotel and B&B owners told STV they had little guidance as bookings opened. Accountants Johnston Carmichael noted that the council's guidance still left questions unanswered, including the VAT position and how the 2% that providers keep to cover their costs would work in practice. A month in, The Scotsman reported a business body warning of major problems for Edinburgh firms. Since then the council has published an information pack for businesses, and VisitScotland points providers to a national online platform for returns and payments. So has it settled down? I'd like to hear from people doing it day to day.

Part of the confusion is built in. The council leaves it to each business to decide when to charge: at booking, at check-in, at check-out, or by absorbing it. So two hotels on the same street can handle the same levy in two different ways, and the guest notices. There have also been reports that some online adverts don't make clear whether the levy is already in the price.

The guests who should not be paying

This is the part that gets overlooked. The levy only applies to paid stays away from someone's only or usual home. The council's visitor page lists people who are not liable, including:

• people who are homeless or at risk of homelessness
• people living in very poor housing, such as serious damp or overcrowding
• people experiencing domestic abuse or other violence
• asylum seekers and refugees
• members of Gypsy or Traveller communities staying on dedicated sites

People receiving certain disability benefits are exempt too, including Personal Independence Payment, Disability Living Allowance, Attendance Allowance and Adult Disability Payment. If someone on those benefits shares a room, the person with them is exempt as well. In separate hotel rooms, the person without the benefit still pays.

How they get it back

The guidance I have read says providers collect the levy from every guest, and exempt guests then claim it back from the council. VisitScotland's advice describes it the same way: the visitor pays the provider, then applies for a refund if exempt. The council can refund only the levy itself, not any other charges or taxes, and the stay must have ended before a refund can be requested. If a prepaid booking is cancelled, the levy has to be refunded to the guest.

That puts hoteliers in an awkward spot. A guest says they should not be paying. You are not meant to decide that, but you are the one being asked. So it helps to know the answer, and to know where to send them. Check the council's page for the latest wording before you rely on any of this.

Why the rest of Scotland should be watching

Edinburgh was first, not last. Glasgow is due to bring in 5% in January 2027, Aberdeen 7% from April 2027 and Stirling 3% from June 2027, with West Dunbartonshire also approved. Changes to the law this year let councils charge fixed amounts and vary them by place or season. Edinburgh providers keep 2% of what they remit, while Glasgow has set 1.5%. For anyone running hotels in more than one council, that is a lot to keep straight.

Where LevyCheck fits

Official returns and payments go through the national online platform, so LevyCheck is not a replacement for that. This is why I'm building it: it helps work out the levy and check the figures before a quarterly return goes in, so nobody is doing sums at the end of the quarter, which can be a long and tedious task.

I'm testing it with a small group of operators at the moment, and I'd genuinely value honest feedback. If you run an Edinburgh hotel, guest house or B&B and would like to try it, send me a DM.

What has been the hardest part of the levy for you so far?

Three weeks ago I asked my LinkedIn network a question. If a hotelier can see the potential value of a technology, why might they still not use it? I suggested four reasons: time, operational pressures, uncertainty about the return, or nobody owning the process.

I've been thinking about it ever since, and I believe there's a simpler answer sitting underneath all four. It's also an uncomfortable one, because it applies to something I've built myself.

Why good ideas still don't get used

You may have heard the comparison before, and I think it fits. Think of a vitamin and a painkiller. A vitamin is good for you. You know you should take it, and when you forget, nothing happens. A painkiller is different. When it hurts, you go and find one, whatever else is going on.

Now look at those four reasons again. No time, too much pressure, unsure of the return, nobody in charge. Those are exactly what happens to a vitamin. Nobody finds the time, the budget or an owner for something they can live without. If the pain is bad enough, they find all three.

Anyone who has run a hotel knows how the day goes. The phone rings, a guest has a problem, a member of the team is off sick, and the plan for the morning disappears. In that world, a good idea has to compete with things that are actively on fire. A nice idea that would make next quarter a little better never wins that contest. Every new system also asks something of a team: training, a new habit, someone to look after it. The return may only show up months later. A painkiller asks for the same effort, but the relief starts straight away, and that changes the sum.

I don't think hoteliers are slow to adopt technology. I think a lot of technology, mine included, is a nice to have.

My own idea is a vitamin

BHpeople is the Guest Intelligence platform I've been developing for the past few years. It helps hotels recognise their guests and give them customised, surprising stays by getting to know more about them. I genuinely believe in it.

But if I'm honest, a hotel that doesn't use it loses nothing it can see on a Monday morning. The guests still arrive and the rooms still sell. The hotel is simply a little less memorable than it could have been. Today, that makes it a vitamin. My bet is it won't stay one.

It's a hard thing to write about my own work. But I'd rather say it plainly than keep building a lovely answer to a question nobody is asking.

What a painkiller looks like

LevyCheck is the tool I'm building to work out and check the newly introduced Edinburgh visitor levy for hotels, guest houses and B&Bs, and will follow in Glasgow, Stirling, Aberdeen and West Dunbartonshire next year. It's a new rule, and it lands on small teams with very little spare time. I spent years in hospitality, and I know that the introduction of this will eat into precious time that would otherwise be spent looking after guests.

I don't think anyone needs persuading that it's a problem. They just want it sorted, and sorted correctly. That makes it a painkiller. But the only way to find out is to put it in front of real hotels. If it's a painkiller, they'll tell me quickly. If it isn't, I'd rather find out now than after I've spent months polishing it.

How to tell which one you've got

Here are three questions I'm now asking about any idea, mine included.

• Does it solve something that keeps someone awake at night, or something they'd like to have?
• Is there a deadline, a penalty or a real cost if it isn't dealt with?
• Are people already spending time, money or goodwill trying to fix it?

If the answer to all three is no, I'd be careful. It may still be a good idea. It's probably a vitamin. Be honest with yourself when you answer, because it's easy to see pain where you want it to be.

Vitamins can win, but only in time

There's a fair argument against all this. Plenty of vitamins turn into painkillers. Think of Wi-Fi in hotel rooms. There was a time when it was a pleasant extra. Now a hotel without it would be marked down by its guests, and nobody thinks of it as a treat. I believe personalisation will go the same way. If surprising guests and giving them customised experiences became commonplace, not doing it would put a hotel at a real disadvantage, and the pain would arrive. I just don't know when. Until it does, anything that stops a real pain will get the attention first.

If you build or sell a vitamin, the lesson isn't to give up. It's to be honest about where you are, and to look for the pain sitting next to it. A hotel that won't buy an intelligence tool, might still buy something that takes a tedious task off the front desk. The first can earn you the second, and the second can open the door to the first.

So what's hurting you?

If you're looking for a gap, start with the problem, not the solution. Not “what would be nice to have”, but “what is genuinely hurting right now”.

So I'd like to ask hotel owners, general managers and the teams who run things day to day: what eats the most time, or causes the most worry, in your business at the moment? Not what you'd like. What hurts. It could be something in the front office, in housekeeping, in reservations, or in the paperwork nobody enjoys.

Leave a comment, or email me at martin@beyondhospitality.co.uk. I'll read every reply carefully, and I'd genuinely welcome your thoughts.

Edinburgh made history on 24 July 2026, when it became the first city in Scotland to bring in a visitor levy. If you run a hotel, guest house, B&B or self-catering property in the city, you are already part of that story.

Having spent many years in Scotland's boutique hotels, I know a new rule can feel like one more job on a very long list. I genuinely believe this one is manageable. With a clear picture of how it works and a little preparation, it becomes just another part of your routine.

The best operators I have worked with always handled change the same way. They understood it early, put a simple process around it and got back to looking after their guests. That is exactly what I would encourage here.

The levy in plain English

The levy is 5% of the net cost of paid overnight accommodation, charged on the first five consecutive nights of a stay. You add it to the guest's bill and pass it on to the City of Edinburgh Council, so guests never make a separate payment.

It applies right across the sector: hotels, B&Bs and guest houses, hostels, self-catering, caravan parks and campsites. Everyone is playing by the same rules, which is a good thing.

As a quick example, a room at £150 inc of vat a night means £5.95 of levy per night, or £29.75 over a five-night stay you would have to pay to the council.

One rule is worth knowing early. The levy applies to stays from 24 July 2026, but only for bookings made on or after 1 October 2025. A stay after the start date is not automatically liable, so the booking date matters as much as the arrival date.

The money goes back into the city. The council has said it will be invested in public services, culture, heritage and events, and in the visitor economy that keeps all of us busy.

What it means day to day

For most operators the percentage is the easy part. The real work is in the detail, especially across a busy week with a mix of bookings.

These are the areas where a little help goes a long way:

• Checking the booking date as well as the stay date.
• Applying the five-night limit on longer stays.
• Spotting stays that may be exempt.
• Keeping a clear record of every charge, in case the council asks to see it.

The encouraging news is the council's stated approach. It has said it will explain and encourage first, with enforcement as a last resort. The aim is to help operators get it right, not to catch anyone out.

If you have a question, the council's Visitor Levy team is happy to help. You can reach them on 0131 200 2331 or at visitorlevy@edinburgh.gov.uk.

Even so, good records are your best friend. If a question ever comes up, being able to show exactly what you charged and why makes it a short and friendly conversation.

Taking the pressure off

This is where I would like to tell you about something I have been working on. I spent years in hospitality, so I know that kind of admin is where evenings go. I have developed a support tool to take the strain out of the levy, and it is currently being tested with a small group of operators.

Here is what it does for you:

• Saves time. The calculations and paperwork are done for you, so you are not wading through spreadsheets at the end of a long shift.
• Improves accuracy. The sums are done consistently on every stay, so you are not relying on a calculator and best guesses.
• Highlights irregularities. If something looks out of place, it is flagged, so you can sort it out before it becomes a problem.
• Works out the levy due. You can see what to collect and what to pass on to the council.
• Keeps the records. Everything the council may want to check is kept together and easy to find.

In short, it lets you get on with welcoming guests.

Here is a short demo, using made-up data, so you can see it in action:

I would genuinely love to hear what takes up the most time for you right now. That is how I make it better for every operator who uses it.

Glasgow, Stirling and more are next

Edinburgh is only the start. Four more council areas have confirmed a levy for 2027, and each has its own rate and rules, as VisitScotland sets out.

Do not wait for the start date. Booking dates matter in some of these areas, so you may need to be ready earlier than you think. Stirling's levy, for example, also applies to bookings made from 1 January 2027, and Glasgow has its own booking-date rule that reaches back to bookings taken from 1 April 2026.

If you run more than one property, or take guests who travel between cities, the differences add up quickly. Other councils are looking at a levy too, so it is worth keeping an eye on your own area.

The sensible move is to get your process right now, while Edinburgh is the only city live. What you set up today will carry you through the lot.

Let's talk

Whether you run a boutique hotel, a guest house or a self-catering apartment, you do not have to work this out on your own. Edinburgh's levy is a very manageable change, and a little preparation now will make 2027 a lot smoother.

If you have questions about the levy, or would like to see how my support tool works, get in touch at martin@beyondhospitality.co.uk. I would be delighted to hear from you.

How are you preparing, and what is giving you the most headaches? I would genuinely welcome your thoughts.

A loyal customer can spend years choosing the same company, renewing the same contract, recommending the same service, and forgiving the odd mistake. Then one day they leave, not because of one dramatic failure, but because they finally feel taken for granted.

That frustration is becoming more visible. Scroll through LinkedIn and it is not hard to find posts from long-standing customers who feel ignored, under-rewarded, or treated worse than someone signing up for the first time. The tone is often the same: “I have been with this company for years, so why am I getting a poorer deal than a new customer?”

This is not just a customer service complaint. It is a warning sign.

When loyal customers start voting with their feet, the issue is rarely the product alone. It is the feeling that loyalty has become invisible. Companies may talk about retention, lifetime value, and customer experience, but many still behave as if the next new customer matters more than the customer who has stayed.

Loyalty feels different when recognition is missing.

Loyalty breaks when recognition disappears

Most loyal customers do not expect red carpets. They expect simple signs that the relationship matters.

Recognition can be small:

• A fair renewal price
• Faster help when something goes wrong
• A thank you that feels real
• Access to deals without having to threaten to leave
• Service that reflects the length and value of the relationship

When these things are missing, loyalty starts to feel like a one-way agreement. The customer keeps showing up. The company cashes the payment. Nothing comes back.

That feeling becomes sharper when new customers are given better offers. This is common in broadband, mobile contracts, insurance, banking, subscription services, gyms, and software. A new customer sees a discount, bonus, free upgrade, or welcome package. A loyal customer sees a renewal price that has crept up.

The message may not be intentional, but it lands clearly:

“Your loyalty is useful to us, but it is not worth rewarding.”

That is a dangerous message because it changes how customers see the relationship. They stop thinking, “This company looks after me.” They start thinking, “I need to look out for myself.”

Once that shift happens, retention becomes much harder. The customer is no longer emotionally attached. They are comparing, searching, asking friends, checking reviews, and reading the small print. The company has pushed them into the market.

Why companies often favour new customers over loyal ones

Many companies claim to value loyalty, but their systems tell a different story. This is often less about bad intent and more about what the business measures, rewards, and prioritises.

Growth targets dominate the conversation

New customers are easy to count. They look good in reports. They help teams hit sales targets. They create a sense of momentum.

Loyal customers are quieter. They renew, repeat, and stay. Their value builds over time, but it does not always create the same internal excitement as a fresh sale.

That can lead to a strange imbalance. The customer who has contributed for years receives standard treatment, while the prospect who has contributed nothing receives the best price and the most attention.

This is why some loyalty programmes feel hollow. They may offer points, badges, or minor perks, but the core experience still says the new customer matters more.

Retention teams are often reactive

Some companies only act when a customer threatens to leave. That teaches customers to complain, cancel, or negotiate if they want fair treatment.

The pattern is familiar. A loyal customer calls to question a price rise and hears there is nothing available. Then they ask to cancel and suddenly a better offer appears.

That moment damages trust. The customer learns the company could have helped before, but chose not to. Even if they accept the new deal, the relationship has changed.

A saved cancellation is not always a saved customer. Sometimes it is just a delayed departure.

Loyalty is treated as inertia

Some businesses assume long-standing customers will stay because switching feels difficult. That may have worked when customers had fewer choices, less information, and more friction.

It works less well now.

Customers can compare prices quickly. They can ask their network for recommendations. They can read complaint threads and reviews. They can switch many services online. Even in sectors where switching still takes effort, the emotional barrier is lower than it used to be.

A customer who feels ignored will often tolerate inconvenience if leaving gives them a sense of control.

The service gap is easier to see than ever

Poor recognition used to be a private frustration. A customer would complain to a friend or family member, then perhaps write a letter or call a helpline.

Now a poor experience can become a public post within minutes. LinkedIn is especially revealing because many complaints there are not just rants. They are often written by professionals who understand customer experience, service design, procurement, or leadership. Their posts carry weight because they connect a personal experience to a wider business issue.

A typical post might say:

“After 12 years as a customer, I was offered a worse deal than someone joining today. When I asked why, I was told the new offer was only for new customers. So I left.”

That kind of story travels because it feels familiar. People comment with their own versions. The pattern becomes visible.

Service failures also feel worse when customers have given a company plenty of chances. A new customer may forgive a slow reply. A loyal customer may see it as proof that the company does not care.

The longer the relationship, the higher the expectation. That does not mean long-standing customers are unreasonable. It means they have invested trust. When that trust is not returned, disappointment cuts deeper.

Leaving becomes easier when trust has worn thin.

What loyal customers actually want

The answer is not always bigger discounts. Many loyal customers want fairness, ease, and respect.

Price matters, especially when household budgets are under pressure. But customers rarely leave because of price alone. They leave because price combines with poor treatment.

A loyal customer might accept a higher price if:

• The service is reliable
• The company explains changes clearly
• Support is easy to reach
• Long-standing customers receive fair access to offers
• Mistakes are fixed without blame or delay

By contrast, even a small price rise can trigger anger when service is poor or recognition is absent.

Fairness beats gimmicks

A loyalty scheme that offers a free coffee after ten visits can be useful. A birthday email can be pleasant. A points balance can encourage repeat use.

But none of that fixes unfair treatment.

If a loyal customer is paying more than a new customer for the same service, a token perk can feel insulting. It suggests the company has confused activity with appreciation.

Customers are quick to spot this. They know the difference between a real benefit and a decorative gesture.

Speed matters when something goes wrong

Recognition is most powerful during a problem. That is when loyalty should count.

If a customer has been with a company for years, they should not have to repeat their history from scratch. They should not be passed from person to person. They should not receive scripted replies that ignore the context.

A good service team can see the full relationship and act accordingly. That might mean prioritising a repair, waiving a minor charge, offering a clear explanation, or giving a named route to resolution.

These moments are not just operational. They are emotional. A customer thinks, “They know me. They see the history. They are trying to put this right.”

That feeling builds loyalty more than any points scheme.

The hidden cost of taking loyal customers for granted

Losing a loyal customer costs more than the lost payment. It can affect reputation, referrals, staff morale, and future growth.

Long-standing customers often bring more than revenue. They recommend the company. They help new customers feel confident. They provide feedback. They may buy more products over time. They are also more likely to forgive occasional mistakes if the relationship feels fair.

When they leave, companies lose that stored goodwill.

There is also a public trust cost. A complaint from a new customer may sound like a mismatch. A complaint from a customer of ten years sounds like a warning.

People pay attention when loyal customers walk away, because it suggests the problem is not a one-off. It suggests the company has changed, or the customer experience has weakened, or the business model now depends on quiet overcharging.

That perception can spread quickly.

For staff, it can also be demoralising. Front-line teams often know when loyal customers are being treated badly. They hear the frustration. They may want to help but lack the authority. Over time, that creates tension between what the company says about customers and what staff are allowed to do.

How companies can rebuild trust with loyal customers

Companies do not need to be perfect. They need to be honest, fair, and consistent.

A better approach starts with a simple question:

Would our best customers feel proud to say they stay with us?

If the answer is no, the company has work to do.

Make renewal fair by default

Customers should not have to threaten to leave to get a fair deal. Renewal pricing should be clear, easy to understand, and defensible.

That does not mean every customer must pay the same price. Offers can vary. Needs can vary. Service levels can vary. But companies need to avoid punishing customers simply because they stayed.

A fair renewal process should explain:

• What has changed
• Why the price has changed
• What options the customer has
• Whether better plans are available
• How the customer can switch within the company if needed

Transparency reduces resentment. Silence fuels it.

Give service teams permission to recognise history

A customer’s length of relationship should matter when they need help. Service teams should be able to see customer history and use judgement.

That might include small gestures, such as:

• A goodwill credit after repeated problems
• A faster route for long-running complaints
• A personal follow-up after a serious issue
• Access to the same offer available to new customers
• A clear apology when the company has fallen short

The key is not to create a VIP class that ignores everyone else. It is to stop treating a loyal customer as if they arrived yesterday.

Measure the quality of staying, not just the act of staying

A customer can renew and still be unhappy. They may stay because switching is annoying, because alternatives are unclear, or because they have not had time to leave yet.

That kind of retention is fragile.

Companies should pay attention to signals that show how customers feel, not just whether they remain on the books. Complaints from long-standing customers deserve close attention. So do repeat contacts, renewal disputes, downgrades, negative reviews, and public posts from experienced customers.

The best warning signs often appear before cancellation. Companies that listen early can save the relationship before it becomes a public breakup.

Stop making loyalty hard work

A loyal customer should not need to become a negotiator, detective, or complaints expert.

If the best deal is hidden, the customer feels tricked. If getting help requires multiple channels, the customer feels trapped. If the company only responds after a public complaint, the customer learns that private loyalty has less value than public pressure.

Good loyalty feels easy. It reduces effort. It reassures the customer that staying was a sensible decision.

The companies that win will make loyalty feel mutual

Customers are not becoming less loyal. They are becoming less willing to give loyalty without evidence that it is valued.

That is a healthy shift. Loyalty should never mean accepting worse treatment year after year. It should mean a fair exchange between a company that consistently serves well and a customer who chooses to stay.

The companies that understand this will have an advantage. They will not wait for angry LinkedIn posts before they act. They will look at long-standing customers and ask whether the experience still feels fair from the customer’s side.

If loyal customers are walking away, the message is clear. They are not just leaving for a cheaper price or a shinier offer. They are leaving because the relationship stopped feeling mutual.

Treat loyalty as something to earn again and again, and customers have a reason to stay. Treat it as something already secured, and even the most loyal customer may eventually close the door behind them.

The kitchen is one of the busiest places in any restaurant, where chefs juggle multiple tasks under intense pressure. Many chefs see artificial intelligence (AI) as unrelated to their craft, but AI offers practical tools that can ease their workload and enhance creativity. After all, cooking is about passion, instinct, creativity and experience, qualities that no algorithm can replicate. This post explores how AI can support busy chefs, helping them save time, reduce waste, and innovate in the kitchen.

How AI Helps Manage Time and Tasks

Chefs often face tight schedules and high demands. AI can assist by automating some of the more repetitive administrative work that often keeps them away from the kitchen and their teams:

Key Points Summary

• Recipe Management: AI tools suggest recipes based on available ingredients and dietary preferences, streamlining menu planning.
• Inventory Tracking: Real-time monitoring of stock levels prevents shortages and over-ordering by predicting future needs.
• Scheduling Assistance: Optimises staff schedules by analysing peak hours and availability to avoid overstaffing.
• Training Manuals: Custom training manuals ensure consistency and quality in staff training.
• Menu Creation: Assists in designing diverse menus that cater to seasonal ingredients and dietary restrictions.
• Induction Programs: Streamlines the onboarding process for new staff with efficient resource provision.
• Supplier Communication: Generates professional emails for timely communication with suppliers.
• Allergen Documentation: Aids in creating detailed allergen documentation for compliance with food safety regulations.
• HACCP Procedures: Assists in drafting and updating Hazard Analysis Critical Control Point procedures for food safety.
• Guest Feedback Analysis: Processes guest feedback to provide insights into customer satisfaction and improvement areas.
• Innovative Menu Suggestions: Proposes new menu items based on food trends and customer preferences.
• Social Media Content Creation: Helps generate engaging content to promote the restaurant on social media.
• Food Trend Analysis: Tracks and summarises emerging food trends to inform menu development.
• Stock Requirement Forecasting: Predicts future stock needs based on sales data and seasonal trends for efficient inventory management.

By handling these tasks, AI frees chefs to focus on what really matters which is using their creativity in ensuring the presentation and quality of the food is cooked to perfection.

Reducing Food Waste with AI Insights

Food waste is a major challenge in kitchens, both environmentally and financially. AI helps chefs minimise waste by:

• Predicting demand: AI analyses historical sales data and external factors like weather or events to forecast how much food to prepare.
• Portion control: Smart kitchen devices use AI to measure ingredients precisely, avoiding excess.
• Menu optimisation: AI identifies popular dishes and suggests adjustments to reduce leftovers.

This not only saves money but also supports sustainability efforts.

Inspiring Creativity and Innovation

Some chefs worry AI might replace their creativity, but it can actually inspire new ideas:

• Flavour pairing: Algorithms analyse thousands of recipes and chemical flavour profiles to suggest unique ingredient combinations.
• Recipe adaptation: AI can modify recipes to fit dietary needs or ingredient availability without sacrificing taste.
• Trend spotting: AI scans social media and food blogs to identify emerging culinary trends, helping chefs stay ahead.

AI can be a creative partner rather than a competitor.

Practical Tips for Chefs to Start Using AI

Busy chefs can begin integrating AI without disrupting their workflow:

• Start small: Use AI apps for recipe suggestions or inventory alerts before adopting more complex systems.
• Choose user-friendly tools: Select AI solutions designed for kitchens, with simple interfaces and clear benefits.
• Train the team: Involve kitchen staff in learning how AI tools work to ensure smooth adoption.
• Combine AI with expertise: Use AI as a guide, but rely on your skills and intuition to make final decisions.

By gradually embracing AI, chefs can improve efficiency and creativity without feeling overwhelmed.

The Future of AI in Kitchens

AI will continue to evolve, offering even more ways to support chefs. Voice-activated assistants could help hands-free in busy kitchens. AI-powered robots might handle repetitive tasks like chopping or plating. Data-driven insights will refine menu planning and customer experiences.

Chefs who explore AI now will be better prepared for these changes. Rather than seeing AI as unrelated, they can view it as a useful tool that enhances their work and helps them focus on what they do best: creating great food.

Times are tough. The market is tighter, opportunities feel fewer, and roles that once moved quickly are now harder to come by. For many in hospitality, the idea of moving companies isn’t just a career choice, it’s constrained by reality. Scarcity changes behaviour. It encourages people to stay put, hold on, and value security over exploration. And in that context, loyalty isn’t just admirable, it’s often necessary.

Longevity in any industry is often worn as a badge of honour. Ten, fifteen, even twenty years with the same brand can signal loyalty, consistency, and deep-rooted expertise. But beneath that polished surface lies a more complex question, at what point does staying too long in one place stop serving you, and start limiting you. Does loyalty help or hurt your career growth?

This post explores the advantages and disadvantages of staying with a company for an extended period and whether moving on can open doors to better opportunities, specifically in hospitality.

Benefits of Staying Long-Term with One Hospitality Company

Deep Knowledge of Company Culture and Operations

The industry thrives on movement: new openings, evolving guest expectations, shifting service standards. Yet many professionals find themselves rooted in the familiar, building careers within a single company, and there's comfort in that. You understand the culture and values instinctively and develop a strong understanding of operational procedures. You know how decisions get made, who influences what, and how to navigate challenges without friction. This level of internal knowledge is powerful and helps you perform your role efficiently and build trust with colleagues and management.

Opportunities for Internal Advancement

Many hospitality companies prefer to promote from within. Staying long-term can position you as a reliable candidate for leadership roles or specialised positions.

Strong Professional Relationships

Long tenure helps you build lasting relationships with coworkers, clients, and suppliers. These connections can provide support, mentorship, and networking opportunities that benefit your career. Staying put allows you to go deep rather than wide. You develop mastery, not just competence. You’re trusted. You’re relied upon. You can influence outcomes because you’ve built credibility over time. In leadership roles, especially, this consistency can translate into stronger teams and more stable operations. Guests feel it too, there’s a rhythm, a confidence, an unspoken assurance that things simply work.

Stability and Financial Security

Remaining with one company often means steady income, benefits, and sometimes bonuses or retirement plans. This stability can be especially important in an industry known for seasonal work and fluctuating demand.

Drawbacks of Staying Too Long in One Place

Limited Exposure to New Skills and Ideas

Hospitality is a fast-changing industry with evolving guest expectations, technology, and management styles. Staying too long in one company might limit your exposure to fresh ideas and new ways of working, the more your thinking could unconsciously narrow. What once felt like expertise can slowly become repetition. You begin solving the same problems in the same ways, surrounded by people who think similarly. Innovation, when it does appear, often feels incremental rather than transformational.

Risk of Career Stagnation

Without new challenges, your skills might plateau. Employers may perceive long tenure as a lack of ambition or adaptability, which could reduce your chances of promotion or salary increases. What works brilliantly in one company doesn't always translate elsewhere. Systems, standards, and cultures vary wildly across the industry. Someone who has thrived in one environment for years may find themselves exposed when stepping into a new one. Not because they lack ability, but because their experience has been shaped within a single lens.

Narrow Professional Network

While internal relationships grow stronger, your external network may shrink. Moving between companies helps you meet diverse professionals, which can lead to new job opportunities and collaborations.

Potential for Complacency

Familiarity can breed complacency. You might become comfortable with routine tasks and miss chances to push yourself or take on new responsibilities.

Advantages of Moving to a New Hospitality Company

Broader Skill Set and Experience

This is where movement becomes valuable. Changing companies, whether strategically or opportunistically, forces adaptation, exposes you to different management styles, customer bases, and operational systems. It strips away the safety net. You're no longer the person who "knows how things work". You have to listen again, observe again, prove yourself again. That's discomfort. It’s growth in its rawest form. Exposure to different service philosophies, leadership styles, and operational structures broadens your perspective. It challenges assumptions you didn’t even realise you held. You start to see hospitality not as one system, but as a spectrum of possibilities.

Increased Earning Potential

New employers often offer higher salaries or better benefits to attract experienced hospitality professionals. Job hopping strategically can boost your income faster than staying put.

Expanded Professional Network

Each new workplace introduces you to new colleagues, mentors, and industry contacts. A broad network can help you find future roles or partnerships.

Fresh Motivation and Challenges

Starting a new job can reignite your passion for hospitality. New challenges encourage learning and personal growth.

Risks of Changing Companies Too Often

Perceived Lack of Loyalty

Frequent moves might raise concerns about your commitment or reliability. A CV filled with short stints can raise questions about commitment and resilience. Relationships, arguably the most valuable currency in hospitality, take time to build. Constant movement can mean constantly starting over, never quite reaching the level of influence or trust that long-term tenure provides. Some employers prefer candidates who show stability.

Adjustment Periods

Each new job requires time to learn company policies, build relationships, and prove yourself. Too many transitions can disrupt your career momentum. There’s also a deeper, more personal cost. Every move requires energy, mentally, emotionally, and sometimes geographically. New teams, new expectations, new pressures. Not everyone thrives in that cycle.

Possible Gaps in Experience

If you move without gaining meaningful skills or achievements, your resume may look inconsistent or shallow.

How to Decide What’s Best for Your Career

Assess Your Current Situation

• Are you still learning and growing in your role?
• Do you see opportunities for advancement?
• Are you satisfied with your compensation and work environment?

Set Clear Career Goals

Identify what skills, positions, or experiences you want next. If your current company can’t provide them, it might be time to explore other options.

Consider Timing and Market Conditions

Look at the hospitality job market and your personal circumstances. Moving during a hiring boom or after gaining solid experience can improve your chances.

Seek Advice and Mentorship

Talk to trusted colleagues, mentors, or career coaches who understand the hospitality industry. They can offer valuable perspectives.

Final Thoughts

Staying with one hospitality company for a long time has clear benefits. But it can also limit your growth if you become too comfortable or miss out on new experiences. Moving to a new company can expand your skills, network, and earning potential, but it carries risks like adjustment challenges and perceptions of disloyalty. If you’re still learning, still being challenged, still growing within your current company, staying is not stagnation. It’s progression. But if you’ve become too comfortable, if your environment no longer stretches you, if you’re relying more on what you know than what you’re learning, it may be time to move, when the market allows it.

The best approach depends on your personal goals and situation. Regularly evaluate your career progress and be open to change when it aligns with your ambitions. Taking thoughtful steps to gain diverse experience can keep your hospitality career dynamic and rewarding.

The best careers in hospitality are rarely accidental. They’re shaped by deliberate decisions, when to stay and deepen, and when to move and expand. Because in the end, it’s not about loyalty to a company. It’s about loyalty to your own growth.

My career has taken me through some very different worlds, submarines, airlines, trains and hotels, but the lesson running through all of them has been the same: great service depends on great people, working together with trust, precision, tight communication and a common goal. Delivering exceptional service requires more than just individual skill. It demands a team that works seamlessly, understands each other’s roles, and pays close attention to every detail. This post explores how these experiences connect and what they teach about working together to provide perfect service.

Team Dynamics Under Pressure in Submarines

Working on a submarine is a unique challenge. The environment is confined, the stakes are high, no room for ego, guesswork or mixed messages and every action can have serious consequences. In this setting, team dynamics are not just important, they are vital for survival and success. Each crew member must be on the same wavelength, anticipating each other’s moves and communicating clearly without hesitation.

Attention to detail is critical. A small mistake can affect the entire vessel. Everyone has a role to play, every detail matters, and the safety and wellbeing of the whole team depend on each person playing their part properly. You learn quickly that when people are calm, clear and connected, they can achieve remarkable things together. This creates a culture where trust and reliability are non-negotiable. Everyone looks out for one another, knowing that their safety depends on it.

The lessons from submarines translate well to other industries. The focus on clear communication, shared responsibility, and detailed checks forms the foundation for any team aiming to deliver flawless service.

Synchronising Service in Airlines

Airlines operate in a fast-paced environment, expectations are high, timing and coordination are everything. Service becomes a carefully balanced performance. From ground staff to cabin crew and pilots, every team member plays a role in ensuring passengers have a safe and comfortable journey. The guest experience is shaped by how well the team reads each other. A smooth service does not happy by accident, it happens when people are all on the same wavelength, anticipating what is needed before it is even asked for, and supporting one another without fuss or drama. The airline industry demands precision and teamwork similar to submarines but with a strong customer service focus.

Cabin crew must work together to manage safety procedures, attend to passenger needs, and handle unexpected situations calmly. They rely on clear signals and shared understanding to deliver service efficiently. The team’s ability to anticipate each other’s actions helps maintain a smooth flow, even during turbulence or delays.

Attention to detail shows in everything from safety checks to meal service. Each step follows strict protocols, but the human element, being aware of passengers’ comfort and needs, makes the difference between good and great service.

Keeping Trains on Track with Teamwork

Trains connect cities and communities, and their operation depends on a well-coordinated team with all departments on the same wavelength. From conductors, drivers and engineers to station staff and onboard catering teams, everyone must work together to keep schedules, ensure safety, and assist passengers.

The train environment shares similarities with both submarines and airlines. Like submarines, safety is paramount, and like airlines, service quality matters. Conductors coordinate with engineers/drivers to manage speed and stops, while station staff communicate updates to passengers. This requires constant accurate communication and a shared understanding of the journey’s progress.

Attention to detail is evident in maintenance routines and safety checks. Teams must be vigilant to spot issues before they become problems. The culture of looking out for each other helps prevent accidents and ensures passengers feel cared for throughout their trip.

Hospitality’s Focus on Connection and Care

Hotels represent a different kind of service environment, where the focus shifts more toward personal connection and anticipating guest needs. A hotel is a living, breathing operation where every department is connected. The team includes front desk staff, housekeeping, maintenance, food and beverage, and management, all working together in harmony to create a welcoming experience. If one part is out of sync, the whole guest experience can be affected. But when everyone is aligned, watching out for each other and pulling in the same direction, something special happens. Service becomes more natural, more personal and far more memorable.

In hotels, being on the same wavelength means understanding the guest’s journey from check-in to check-out. Attention to detail here is about noticing small things that make guests feel valued and seen.

The hotel team also supports each other behind the scenes. When a guest has a special request or an issue arises, the team collaborates quickly to find solutions. This culture of mutual care ensures that service remains consistent and guests feel genuinely looked after.

Common Threads Across Industries

Despite the differences in submarines, airlines, trains, and hotels, several key themes emerge:

• Clear communication is essential to keep everyone informed and aligned.
• Attention to detail prevents errors and enhances the quality of service.
• Being on the same wavelength means anticipating needs and supporting each other.
• Mutual care builds trust and creates a positive work environment.

These elements combine to create teams that deliver exceptional service, no matter the setting. Whether navigating underwater, flying thousands of feet above ground, moving passengers across cities, or welcoming guests into a hotel, the principles remain consistent.

Applying These Lessons to Your Team

Teams in any industry can benefit from these insights. Start by encouraging open communication and regular check-ins. Build routines that emphasise detail and accuracy. Foster a culture where team members watch out for each other and share information freely.

Training programs can include scenarios that highlight the importance of teamwork under pressure. Recognise and reward behaviours that demonstrate care and collaboration. Over time, these practices build a strong foundation for delivering service that stands out.

Looking back, I realise that whether I was underwater, in the air, on the rails or in a hotel, the message was always the same. Be detailed, Be dependable. Be aware of the people around you. Above all, stay on the same wavelength if you want to deliver something truly exceptional.

Micromanagement is one of the most common leadership styles in workplaces, yet it often goes unnoticed as a serious problem. It quietly erodes trust, lowers morale, and reduces productivity. For HR directors, senior managers, and hotel general managers, recognising and addressing micromanagement is essential to building a healthy work environment and sustaining team performance.

This post explores the hidden risks of micromanagement, how it affects teams, and practical steps leaders can take to avoid falling into this trap.

Micromanagement often appears as excessive focus on minor details, creating clutter and distraction.

What Micromanagement Looks Like in Practice

Micromanagement happens when leaders excessively control or closely observe the work of their team members. Instead of delegating tasks and trusting employees to deliver, micromanagers intervene in every step, often questioning decisions and requiring constant updates.

Common signs include:

• Frequent requests for progress reports on small tasks
• Overriding decisions without clear reasons
• Insisting on approving every minor detail
• Reluctance to delegate meaningful responsibilities
• Correcting work repeatedly instead of coaching

For example, a hotel GM who insists on personally approving every guest room setup or menu change may slow down operations and frustrate staff. A senior manager who demands hourly updates on project status can create unnecessary pressure and reduce focus on actual work.

Why Micromanagement Is Harmful

Micromanagement damages workplace culture and performance in several ways:

1. It Destroys Trust

When leaders do not trust their teams to do their jobs, employees feel undervalued. This lack of trust discourages initiative and creativity. Staff may stop sharing ideas or taking ownership because they expect their efforts to be second-guessed.

2. It Lowers Morale and Engagement

Constant oversight makes employees feel watched and controlled. This environment leads to stress, burnout, and disengagement. People want to feel respected and autonomous, not like they are under a microscope.

3. It Reduces Productivity

Micromanagement wastes time. Leaders spend hours on minor details instead of focusing on strategic priorities. Employees spend time justifying their actions rather than doing meaningful work. This slows down decision-making and execution.

4. It Blocks Development

Employees learn and grow by taking responsibility and making decisions. Micromanagement stunts this growth by removing opportunities to solve problems independently. Over time, teams become less skilled and less confident.

Real-World Examples of Micromanagement Impact

Consider a hotel where the General Manager or HR Manager insists on approving every staff schedule change. This slows down shift planning and frustrates supervisors who know their teams best. Staff may feel their managers lack authority, leading to confusion and delays.

In another case, a senior manager in a corporate setting demands detailed daily reports on minor tasks. Employees spend more time compiling reports than completing their work. The manager misses the bigger picture because they are caught up in trivial details.

These examples show how micromanagement can create bottlenecks and reduce overall effectiveness.

How to Recognise If You Are Micromanaging

Leaders often do not realise they micromanage. Reflect on these questions:

• Do you feel the need to control every step of your team’s work?
• Do employees hesitate to make decisions without your approval?
• Are you frequently correcting small errors instead of coaching?
• Do you receive complaints about lack of autonomy or trust?
• Are you spending too much time on minor details?

If you answer yes to several of these, it’s time to adjust your approach.

Steps to Move Away from Micromanagement

Changing leadership habits takes effort but delivers strong results. Here are practical steps:

Build Trust Through Clear Expectations

Set clear goals and standards upfront. When employees understand what success looks like, they can work independently with confidence.

Delegate Meaningful Tasks

Assign responsibilities that challenge your team and allow them to make decisions. Avoid assigning only routine or trivial work.

Focus on Outcomes, Not Processes

Instead of controlling how tasks are done, focus on the results. Allow flexibility in methods as long as goals are met.

Provide Support, Not Surveillance

Be available to coach and answer questions, but avoid constant check-ins. Encourage open communication rather than frequent status reports.

Encourage Learning from Mistakes

Create a safe environment where employees can try new approaches and learn from errors without fear of punishment.

Thoughtful leadership creates space for trust and independent work.

The Benefits of Letting Go

Leaders who reduce micromanagement see clear improvements:

• Stronger teams that take ownership and innovate
• Higher employee satisfaction and lower turnover
• Faster decision-making and execution
• More time for leaders to focus on strategy and growth

For example, a hotel GM who empowers department heads to manage their teams can focus on guest experience improvements and business development. Senior managers who trust their teams to handle daily operations can spend more time on long-term planning.

Micromanagement quietly undermines leadership effectiveness and team potential. Recognising its signs and shifting toward trust-based leadership creates a healthier workplace and stronger results. Leaders who step back and support their teams without controlling every detail unlock greater engagement and success.

If there’s one thing we’ve learned in hospitality, it’s this: you can repaint the lobby a thousand times, but one grumpy check‑in trumps a thousand thread counts. Hotel marketing can dazzle with sleek branding, picture‑perfect rooms, and catchy taglines, but reputation? That’s built (or broken) one human interaction at a time.

The Hotel Marketing Mirage

Smart marketing is a masterpiece of storytelling. It sets the tone, attracts the dream guest, and paints a vision of unforgettable stays. Instagram reels sparkle, websites promise “effortlessly refined comfort,” and ads feature staff who seem born to carry trays and compliments with equal grace. But let’s be honest, marketing isn’t magic; it’s a promise. What happens next depends on whether the real people behind the brand live up to it. And that’s where the heartbeat of reputation truly lies.

People: The Unfiltered Brand Ambassadors

Every staff member, from the concierge who remembers your dog’s name to the housekeeper who folds your towels like origami art, is a living, breathing extension of a hotel’s brand. They don’t just “deliver service”; they write the brand story in real time. And guests? They’re the publishers, sharing your story on TripAdvisor, Google Reviews, and everywhere else in mere seconds.

Reputation today moves at WiFi speed, and all it takes is one “Karen‑level meltdown” moment to send a five‑star fantasy crashing into a two‑star reality. The good news? The inverse is also true. A single genuine smile, a swift solution, or a thoughtful gesture can flip an entire guest experience from average to unforgettable.

Enter BHPeople: Your People‑Powered Reputation Engine

That’s where BHPeople comes in, not as the headline act, but as the insight that makes every performance unforgettable. Because let’s be clear: hotel reputation isn’t built by marketing alone. It’s built by people. By the way a guest is welcomed, remembered, understood. By the small, thoughtful moments your team delivers every single day.

BHPeople simply gives that human touch context. It helps your team understand not just who is arriving, but why they matter, turning guesswork into confidence and good service into genuinely meaningful experiences. No more missed signals, no more “if only we’d known” moments. Just informed teams, better decisions, and experiences that feel considered rather than coincidental.

The result? A team that doesn’t just deliver service, but shapes perception. And guests who don’t just stay, but talk, recommend, and return. Because in the end, reputation isn’t what you say about your hotel, it’s what people say after they leave. And BHPeople helps make sure they’re saying the right things..

Because Reputation Is a Team Sport

At the end of the day, a hotel’s reputation isn’t owned by the marketing department, it’s built, moment by moment, by people. Marketing sets the promise, but it’s your team who delivers it, shapes it, and ultimately defines how it’s remembered.

That’s where BHPeople makes the difference. By giving your team the right context at the right time, who’s arriving, what matters to them, and where the opportunities are, BHPeople turns good service into intentional service. It removes the guesswork, connects departments, and ensures everyone is aligned around what really drives reputation: delivering the right experience to the right guest, every time.

The best hotels already understand that when you support your people, they elevate everything. BHPeople simply equips them to do it better, with insight, clarity, and confidence.

So yes, keep your sheets crisp, your website stunning, and your social media buzzing. But remember, your most powerful reputation driver walks through your doors every day. And when your team is informed, connected, and empowered through BHPeople, your reputation doesn’t just grow, it compounds, with every guest, every stay, every story told after they leave.

Ready to turn everyday service into reputation-defining moments? Discover how BHPeople can give your team the insight they need to deliver experiences that guests remember and talk about.

Guest Intelligence Platform for Hospitality | BHPeople

The 80/20 rule dates back to 1896, when Italian economist Vilfredo Pareto noticed something curious. Around 80% of Italy’s land was owned by just 20% of the population. He then spotted the same imbalance everywhere:

• 80% of peas in his garden came from 20% of the pods
• 80% of Italy was owned by 20% of the population, a pattern he noticed in multiple countries

Pareto didn’t set out to help hoteliers run better businesses, but he accidentally gave hospitality one of its most powerful strategic lenses.

Why Pareto Would Have Loved Hospitality

Hotels are a perfect real-world example of Pareto’s principle. A small group of guests:

• Drive the majority of repeat revenue
• Influence brand perception
• Generate referrals and advocacy
• Require less selling, discounting and persuasion

Pareto’s insight was about understanding where impact really comes from and allocating attention accordingly.

From Economic Theory to Hotel Strategy

What Pareto observed over a century ago now plays out daily at front desks, in loyalty reports and in repeat guest lists. The question isn’t whether the 80/20 rule applies to your hotel. It’s whether you’re:

• Identifying the right 20%
• Recognising them consistently
• Designing experiences around their expectations
• Protecting relationships that quietly protect your revenue

Because once you see the pattern, you can’t unsee it.

Technology Makes the 80/20 Visible

Modern guest intelligence platforms make the 80/20 rule actionable. They help hotels:

• Identify high-value and high-influence guests early
• Build richer profiles that evolve with every stay
• Connect behaviour, preferences and context
• Alert teams to moments that matter

This isn’t about favouritism, it’s about focus. When teams know who sits in that top 20%, they can deliver:

• Seamless recognition
• Thoughtful personalisation
• Fewer friction points
• Experiences worth sharing

And that’s when word of mouth accelerates.

Why the 80/20 Rule Changes How Word of Mouth Should Be Managed

Word of mouth doesn’t scale evenly. One influential guest recommending your hotel to their inner circle can outperform:

• Hundreds of anonymous online reviews
• Thousands in paid media
• Countless OTA impressions

This is where technology becomes strategic, not operational. By identifying and understanding that vital 20%, hotels can:

• Focus personalisation where it has the greatest return
• Invest time and resources with intention
• Design moments that trigger organic advocacy
• Build loyalty that compounds over time

Not all guests drive growth equally and that’s okay. The opportunity is knowing which ones do.

Why Word of Mouth Matters More Than Ever

Today’s guests don’t just trust reviews, they trust people.

• A recommendation from a CEO to another CEO
• A founder sharing a stay with their network
• An influencer mentioning a hotel without being paid.

These moments drive:

• Higher-value bookings
• Longer stays
• Lower price sensitivity
• Greater loyalty

One influential guest can quietly outperform thousands in ad spend, if the experience gives them something worth talking about.

The Invisible Force Filling Hotel Rooms: The Power of Word of Mouth

In an industry obsessed with algorithms, attribution models and booking windows, the most powerful sales engine in hospitality still can’t be bought.

• It’s whispered over dinner
• Shared in a WhatsApp group
• Posted casually on LinkedIn, Instagram or a private members’ forum.

Word of mouth doesn’t shout it persuades, and when it works, it doesn’t just fill rooms. It builds reputations, attracts the right guests, and compounds value over years, not nights.

The Real Risk: Ignoring the 80/20 Rule

The biggest drawback isn’t adopting this mindset, it’s ignoring it. Hotels that fail to recognise their most valuable guests risk:

• Losing them quietly to competitors
• Becoming interchangeable
• Competing only on price
• Spending more to earn less

The 20% don’t complain loudly, they just don’t come back.

Call to Action – Start Knowing Better

Vilfredo Pareto gave the world a principle. Modern hotels now have the technology, data and insight to act on it. Ask yourself:

• Do we know who our most influential guests really are?
• Are we building profiles that grow smarter with every stay?
• Are we designing experiences the right people want to talk about?

The future of hospitality won’t belong to the hotels with the biggest marketing budgets. It will belong to those who understand that a smaller number of the right guests can drive extraordinary results.

Because when you win the 20%, the 80% tends to follow. Start understanding the ones who matter most, because the future of hospitality won’t be built by the many, it will be shaped by the few and how well you treat them.

For most of my career as a hotel General Manager, I had the same recurring thought, often late at night, usually staring at tomorrow’s arrivals list:

Who are these guests… really? Not just their name. Not just their room type. Not just whether they prefer oat milk or feather pillows. But who they are in the real world, what they do, the influence they hold, the decisions they make, the networks they move in, and the stories they carry with them when they walk through the lobby doors. Because deep down, I believed something very simple:

“If we truly understood who was coming to stay with us, we could fine-tune our service in a way that creates genuine loyalty, not transactional satisfaction.”

The Manual Obsession Every Good GM Knows Too Well

So, like many hotel leaders who genuinely care about experience, we did what we could with the tools we had.

• We searched.
• Manually.
• Endlessly.
• Reservation by reservation.

Google searches, LinkedIn profiles, Company websites, Press mentions, Awards. Boards. Start-ups, Investments.

Sometimes we found nothing, many guests understandably have no digital footprint at all. And that’s perfectly fine. But sometimes, we uncovered gold.

• A guest who had just sold a company.
• A founder mid-funding round.
• A managing director overseeing thousands of employees.
• A quiet investor backing brands we all recognise.
• An industry influencer with reach far beyond their Instagram following.

And when we knew, really knew, something about them, magic happened. Not in an obvious, cringeworthy way. But in subtle, thoughtful moments that made them feel seen. And those moments? They changed the relationship entirely.

From “Nice Stay” to “You Just Get It”

The difference between a good hotel stay and a memorable one is rarely about luxury alone.

It’s about relevance. It’s about anticipation. It’s about the guest thinking:- “How did they know this about me… without asking?”

That’s where loyalty is born. That’s where advocacy starts. That’s where a guest stops being a booking and becomes a promoter. But here was the problem…

This Was Never Scalable

What took hours, sometimes an entire day to research a list of arrivals depended on:

• experience
• instinct
• curiosity and a lot of caffeine……

It wasn’t consistent, it wasn’t fair and it certainly wasn’t scalable. And yet, the value of that knowledge was undeniable. That’s when the thinking shifted.

What If We Focused on Influence, Not Ego?

I started refining the question. Instead of “Who can we find?” It became:

“Which guests, if we truly impressed them, could become our strongest advocates?”. Not celebrities for the sake of it. Not vanity VIPs. But:

• senior decision-makers
• entrepreneurs
• founders
• managing directors
• influential leaders
• people whose recommendations genuinely move markets

Guests who:

• travel often
• influence where teams stay
• recommend brands within powerful circles
• and quietly shape buying decisions

If hospitality is about relationships, then these relationships mattered disproportionately.

Turning a Hotel GM Problem into a Technology Solution

So I did what any slightly frustrated hotelier would do. I tried to automate it.

What if:

• a process that took hours could take minutes.
• guest influence could be assessed consistently.
• relevant public information could be surfaced automatically.
• hotels could know without guessing.

By combining structured data, AI, and public information sources, we created a system that:

• identifies guests with potential influence
• generates a contextual profile
• highlights roles, industries, achievements
• references news, projects, and visibility
• and assigns a potential influence rating…

Not to label guests. Not to judge them, but to help hotels prioritise where personalised effort delivers the greatest return, emotionally and commercially. And that’s how BHPeople was born.

This Isn’t About Creepy. It’s About Care

Let’s be clear. This isn’t about surveillance. It’s not about ego and it’s definitely not about treating guests differently in an obvious way. It’s about using intelligence responsibly to deliver better hospitality. The best experiences are the ones guests never realise were planned. And the best loyalty is earned when guests feel understood, not sold to.

The Bigger Question for Hotels

The real question isn’t whether hotels can know more about their guests. It’s this:

If the information already exists, is it better to ignore it, or use it thoughtfully to improve experiences?

Because the hotels that win tomorrow won’t just be the most beautiful. They’ll be the most  aware.

Over to you

Have you ever had a guest where one small, well-timed gesture changed everything? Or asked yourself, “If only we’d known this sooner…”?

That moment, that gap between knowing and not knowing is exactly where BHPeople lives. And it all started with a GM, a reservations list, and a lot of late-night curiosity. Watch this space for further developments.

Hotels love a full house. We celebrate sell-out nights, RevPAR spikes, record weekends and those “best month ever” WhatsApp messages that briefly distract us from tomorrow’s forecast. We obsess over pace, pick-up, channel mix and the booking that arrived at 2:47am via an OTA we pretend not to rely on.

But quietly, often invisibly, the real money checks in without fanfare. It’s not the guest who stayed once. It’s the guest who stays again. And again. And again.

Customer Lifetime Value (CLV) is the guest who never really checks out. They just keep returning under different booking references. Despite being one of the most powerful financial levers in hospitality, CLV remains one of the least discussed.

What CLV Really Means for Hotels (Beyond the Spreadsheet)

At its simplest, CLV is the total value a guest generates across their entire relationship with your hotel, not just one stay.

That includes:

• Rooms
• Food & beverage
• Meetings and events
• Referrals
• Brand advocacy
• Lower acquisition costs

Yet many hotels still treat each stay as a standalone transaction:

• Win the booking
• Deliver the experience
• Send the invoice
• Hope for a review
• Start again tomorrow

CLV forces a different mindset. It asks:

• Who could this guest become over time?
• Who do they influence?
• What future value are we nurturing—or losing?

Once you start thinking this way, the economics of hospitality change.

The Quiet Power of a “Good Guest”

Let’s do some basic realistic hotel maths.

One business traveller:

• 15 nights per year
• £220 average rate
• £60 ancillary spend per stay

That’s ~£4,200 annually.

Extend that over 6–8 years. Add colleagues, meetings, referrals and more direct bookings. That single guest can easily be worth £30,000–£50,000+.

CLV isn’t loud. It compounds quietly over time. And because it arrives gradually, many hotels fail to see it at all.

Returning guests spend more, cost less to acquire, forgive mistakes more easily and become organic marketers through word-of-mouth, reviews and recommendations.

This is revenue that doesn’t require discounting or commissions. It’s relationship-driven profit.

Why Some Guests Matter Disproportionately More

Not all guests are equal. Some fill rooms. Others fill pipelines.

Senior decision makers—CEOs, board members, partners and regional leaders, don’t just travel. They influence:

• Preferred hotel lists
• Corporate travel policies
• Conference destinations
• Brand partnerships

One strong relationship can unlock hundreds or thousands of future room nights.

Entrepreneurs and founders are often overlooked early on. Their first stays may be modest and irregular. Then funding lands. Teams grow. Travel scales fast. Hotels that recognise founders early often become their default base, and long-term hospitality partner. Many of today’s most valuable corporate accounts started as one founder booking one room.

Influencers (the real kind) aren’t defined by follower counts. They’re industry leaders, consultants, journalists, operators and connectors. Often working quietly behind the scenes, they shape opinion and drive recommendations you’ll never directly attribute. One loyal influencer can generate dozens of bookings without ever tagging your brand.

CLV isn’t just revenue. It’s reach.

So Why Is CLV Still Undervalued?

Because CLV:

• Doesn’t show up instantly
• Lives across departments
• Requires long-term thinking
• Isn’t owned by one team

Revenue focuses on today. Marketing focuses on acquisition. Operations focus on delivery. CLV lives in the gaps between them, and that’s where value is often lost.

Meanwhile, hotels spend heavily on acquisition:

• OTA commissions
• Paid search
• Promotions
• Discounting

Often 20–30% of room revenue is gone before the guest arrives.

Repeat guests? They book direct, spend more, cost less and provide resilience when markets tighten.

Retention: The Most Profitable "Unsexy" Strategy

Retention doesn’t feel exciting. No launch. No fireworks. No campaign buzz.

But even a 5% increase in retention can dramatically lift profitability through higher frequency, lower costs and stronger emotional loyalty. Hotels built on loyalty survive downturns. Hotels built purely on demand spikes don’t.

Where BHpeople Comes In: Turning CLV Into Reality

This is where BHpeople (www.bhpeople.com), an app currently in development, becomes critical. The challenge with CLV isn’t understanding it, it’s operationalising it. BHpeople is designed to help hotels recognise, retain and grow high-value guests earlier, without adding complexity for already stretched teams.

1. Identifying high-value guests earlier: BHpeople helps hotels spot influence, roles and network potential before years of stay history exist, so relationships can be built before the full value arrives.

2. Understanding people, not just bookings: Traditional systems track stays. BHpeople focuses on who the guest is, what they influence and why they matter commercially, shifting hotels from transactional recognition to relationship intelligence.

3. Empowering staff, not scripting them: CLV is built by people. BHpeople surfaces meaningful guest context so teams can make thoughtful, human decisions, not just follow SOPs.

4. Making retention feel natural: Loyalty comes from feeling known, valued and remembered. BHpeople supports continuity across visits and teams, reducing friction, the silent killer of loyalty.

5. Creating a shared CLV language: BHpeople helps align revenue, operations and leadership around long-term guest value. CLV stops being a metric and becomes a habit.

CLV as a Brand Strategy

The most successful hotels don’t win on rate alone. They become the default choice. The trusted option. The familiar favourite.

CLV thinking turns guests into advocates, stays into habits and hotels into long-term partners. BHpeople supports this shift by helping hotels focus less on transactions and more on relationships that compound over time.

Final Thought: The Most Valuable Asset Doesn’t Sleep in a Room

Hotels invest heavily in buildings, design, technology and marketing. But the most valuable asset doesn’t depreciate, it compounds.

Customer Lifetime Value isn’t just a KPI. It’s a philosophy. And BHpeople exists to help hotels see that value sooner, nurture it better and retain it longer.

Because the real luxury in hospitality isn’t thread count or square footage: It’s being the hotel someone comes back to, without even thinking about it.

January is not a surprise. It doesn’t arrive early, move dates, or suddenly appear because of “market conditions.” It comes around at exactly the same time every year, immediately after December has done what December always does: exhausted teams, inflated revenue figures, and a dangerously optimistic sense that momentum will somehow continue into the new year. And yet, every January, the same ritual unfolds across the hotel industry. Occupancy dips. Pace slows. Forecasts are revised. And somewhere between the 3rd and the 10th, payroll becomes the emergency. Hours are cut. Rotas are reworked. Recruitment freezes are announced. Conversations start with “we just need to get through this month” and end with teams quietly wondering how secure their roles really are.

The strangest part? None of this is new. Let's delve into why this happens every year.

The January Problem Isn’t a Sales Shock — It’s a Memory Problem

Seasonality in hospitality is not breaking news. In most UK and European markets, January consistently delivers:

• Lower leisure demand following December peak travel
• Reduced corporate travel as budgets reset
• Increased price sensitivity from guests
• Higher cancellation and shorter booking windows

Industry benchmarking data has shown for years that January RevPAR typically drops between 20–40% compared to December, depending on location and market mix. Labour costs, however, do not fall automatically. Contracts remain. Skills remain necessary. Standards still need to be maintained. So when January payroll suddenly feels unmanageable, the issue usually isn’t demand, it’s expectation. Too many hotels plan December like it’s sustainable, and January like it’s a surprise.

When Payroll Becomes the Lever of First Resort

Labour is the single largest controllable cost in most hotels, often representing 30–45% of total operating expenses depending on service level and positioning. That makes payroll the most tempting lever to pull when revenue softens. But temptation isn’t the same as strategy.

Cutting payroll quickly can:

• Reduce short-term cash pressure
• Improve labour percentage optics
• Satisfy immediate ownership concerns

What it doesn’t do is protect:

• Guest experience
• Team engagement
• Operational resilience
• Medium-term revenue recovery

In fact, repeated short-term payroll cuts are one of the fastest ways to quietly undermine long-term performance.

The Hidden Cost of “Just for January”

Payroll cuts are often positioned as temporary. “Just for January.” “Until demand picks up.” “Only a few weeks.” But teams experience them very differently.

Reduced hours mean:

• Reduced income during an already expensive month
• Increased stress and disengagement
• Higher absence rates
• Greater likelihood of staff looking elsewhere

Hospitality already operates in a tight labour market. Post-pandemic data consistently shows higher attrition rates in Q1 compared to other quarters, particularly where employees experience instability or poor communication. When January becomes synonymous with insecurity, hotels don’t just lose hours, they lose trust. And trust, once lost, is expensive to buy back.

Service Quality Suffers Long Before Revenue Notices

Guests don’t see payroll percentages.

They see:

• Longer waits at check-in
• Slower room turns
• Fewer proactive service moments
• Tired teams doing the work of two people

January guests are often fewer, but they are more observant. They’re generally travelling for value, not indulgence. They’re more likely to leave reviews. More likely to notice inconsistencies. More likely to remember how they were treated rather than what thread count the sheets were. Ironically, this makes January one of the most important months for service delivery, not the least. Cutting payroll without protecting experience doesn’t just save money. It actively weakens reputation at a time when every positive review matters.

The Best Run Hotels Don’t “Survive” January — They Use It

There is a clear pattern among hotels that handle January well. They are rarely the biggest, newest, or most luxurious. They are the ones that planned.

These hotels typically:

• Forecast January conservatively from early Q4
• Build staffing models that flex without panic
• Communicate openly with teams well in advance
• Treat January as an operational investment period

Instead of asking “How much can we cut?” they ask “How do we get maximum value from the hours we keep?”

That shift in mindset changes everything.

Payroll Planning Should Start Before the Festive Playlist Does

One of the most common mistakes is allowing December performance to distort January expectations. December is not “normal trading.” It is peak trading with peak pressure.

Using December payroll levels or revenue assumptions as a baseline for January guarantees disappointment.

Smart payroll planning starts in autumn, when:

• January occupancy forecasts are built realistically
• Labour models are adjusted in advance
• Teams are informed early about seasonal patterns
• Flexibility is designed, not improvised

When staff know what January will look like, it stops feeling punitive and starts feeling professional. Surprises damage morale. Transparency builds it.

Flexibility Beats Cuts Every Time

There is a significant difference between flexible payroll and slashed payroll.

Flexible payroll includes:

• Cross-trained teams who can move between departments
• Multi-skilled supervisors covering multiple functions
• Smarter shift patterns aligned to demand peaks
• Reduced agency reliance through better internal planning

Slashed payroll usually means:

• Fewer people doing more work
• Managers covering gaps reactively
• Increased errors and burnout
• Lost revenue opportunities through understaffing

The first protects service and culture. The second erodes both.

January Is Prime Time for Training — Whether You Use It or Not

One of the biggest missed opportunities in hospitality is underusing quiet periods.

January is ideal for:

• Upselling and service recovery training
• Systems and technology refreshers
• Leadership development
• SOP reviews and process improvement
• Sales alignment and cross-department workshops

Hotels that cut payroll aggressively often eliminate the very hours that could improve performance for the rest of the year. Training doesn’t feel urgent when occupancy is low, until March arrives and teams aren’t ready.

Labour Efficiency Is Not About Fewer People — It’s About Better Deployment

Efficiency is often misunderstood. True labour efficiency is not achieved by cutting hours indiscriminately. It’s achieved by ensuring the right people are working at the right times, doing the right tasks.

That requires:

• Accurate demand forecasting by daypart
• Understanding where service truly adds value
• Removing low-impact tasks that consume time
• Empowering staff to make decisions without escalation

One well-trained, empowered team member often delivers more value than two disengaged ones rushing through a shift.

January Guests Are the Easiest Loyalty Wins of the Year

January guests are often:

• Returning customers
• Value-driven explorers
• Locals using facilities during quieter periods
• Business travellers with flexibility

They are not distracted by crowds or chaos. They notice details. They remember names. They feel atmosphere. This makes January one of the best months to:

• Build loyalty
• Capture feedback
• Test service enhancements
• Create advocates for the brand

But only if the team is present, engaged, and supported.

The Long View Always Wins

Hotels that repeatedly default to payroll slashing every January often see the same downstream effects:

• Higher recruitment costs later in the year
• Longer onboarding times
• Inconsistent service standards
• Weaker culture
• Reduced operational confidence

The short-term savings rarely outweigh the long-term cost. By contrast, hotels that manage January with intention often emerge stronger, calmer, and better prepared for the year ahead. They don’t just protect margin, they protect momentum.

The Question January Forces Every Hotel to Answer

January will always be quieter than December. That isn’t the question. The real question is what kind of operator you want to be when it arrives. One that reacts every year as if it’s unexpected? Or one that plans for it as part of the cycle? Because January doesn’t reveal how good your spreadsheets are.

It reveals:

• How well you plan
• How much you value your people
• How seriously you take service
• How confident you are in your operation

And the hotels that get that right don’t just get through January.

They use it to build the rest of the year.

Opening a new hotel often feels like crossing a finish line, but the truth is that the real race begins well before the doors open. The return on investment (ROI) for any hotel is largely determined during the pre-opening phase, not after the grand opening. Hotels that achieve high ROI do so because they invest time and effort in clear, disciplined, and thoughtful preparation months in advance.

This post explores the key factors that separate high-performing hotel openings from those that struggle to meet expectations. Understanding these elements can help hotel developers, operators, and investors set their properties up for long-term success.

Setting Clear Goals and Expectations Early

The foundation of a successful hotel opening lies in defining clear, measurable goals before construction finishes. These goals should cover:

• Financial targets such as occupancy rates, average daily rate (ADR), and revenue per available room (RevPAR). Pre-opening budgets should be based on practicality, not best-case scenarios. Thoughtful cost control at this stage directly impacts long-term profitability. When spending is managed early, the operation opens on stable footing rather than under pressure.
• Operational benchmarks including staffing levels, service standards, and guest satisfaction scores. Pre-opening is not the time for rushed hires. A strong, well-selected leadership and operations team sets standards early and prevents expensive corrections later. The right people don’t just fill roles, they shape culture, systems, and long-term performance.
• Marketing objectives like brand awareness, local partnerships, and booking channels. Awareness doesn’t magically appear on opening day. Early marketing builds anticipation, demand, and trust, setting the pace for faster stabilisation. When guests already know you before you open, momentum starts strong and stays strong.
• Define the operating philosophy early know exactly what the hotel stands for. When the philosophy is clear, alignment follows. When it’s not, confusion shows up everywhere. Every hotel needs a clear sense of purpose. When leadership and staff understand the values, service approach, and identity of the property from the start, alignment becomes effortless. Without that shared direction, even the best plans struggle to hold together.
• Choose technology that supports operations, not complicates them shiny systems are tempting, but efficiency is far more valuable than trend. The best technology simplifies processes, supports staff, and enhances the guest experience without adding friction. If it doesn’t make daily operations easier, it’s costing more than it gives.

By establishing these targets early, the entire team can align their efforts and track progress effectively.

Building a Strong Pre-Opening Team

Successful hotel openings rely on a well-structured team with clearly assigned roles. This team should include operations, sales, marketing, finance, and human resources. Each member must understand their responsibilities and deadlines.

Regular communication is essential. Weekly meetings to review progress, address challenges, and adjust plans keep everyone on the same page. By holding bi-weekly cross-departmental meetings during its pre-opening phase, can help identify staffing gaps early and avoid costly last-minute hires.

Training Staff Before Opening Day

Staff training is often underestimated but plays a critical role in guest experience and operational efficiency. Training should start weeks or even months before opening, covering:

• Hotel policies and procedures
• Customer service standards
• Use of technology and property management systems
• Emergency protocols

Hands-on training, role-playing, and shadowing experienced employees can build confidence and competence. Ensuring comprehensive pre-opening training had can result in fewer guest complaints in the first quarter after opening.

Creating a Targeted Marketing Plan

Marketing efforts should begin well before the hotel opens to build anticipation and secure early bookings. A targeted marketing plan includes:

• Identifying the ideal guest profile
• Developing a compelling brand story
• Launching a website optimised for bookings
• Engaging local businesses and tourism boards
• Using email campaigns and public relations to generate buzz

Partnering with local event organisers to offer exclusive packages, attracting business travellers and tourists alike, can result in a higher booking rate in the first three months compared to similar hotels without such partnerships.

Managing Budget and Timeline Strictly

Pre-opening budgets often balloon due to unforeseen expenses or scope changes. Keeping a tight grip on budget and timeline requires:

• Detailed project plans with milestones
• Contingency funds for unexpected costs
• Regular financial reviews
• Clear communication with contractors and suppliers

By avoiding costly delays implementing weekly budget checks and adjusting procurement schedules proactively, can help the property open on time and within budget, directly contributing to a stronger ROI.

Leveraging Technology Early

Technology can streamline operations and improve guest experience from day one. Pre-opening teams should:

• Select and install property management systems (PMS)
• Integrate booking engines and channel managers
• Set up customer relationship management (CRM) tools
• Train staff on all systems before opening

Hotels that invest in technology early reduce errors, speed up check-in, and personalise guest services.

Monitoring and Adjusting After Opening

The opening day is not the end of preparation but the beginning of ongoing improvement. High-ROI hotels monitor key performance indicators daily and adjust strategies quickly. This includes:

• Tracking occupancy and revenue trends
• Collecting guest feedback actively
• Addressing operational issues promptly
• Refining marketing campaigns based on data

Final Thoughts

Engaging guests across different generations is no longer optional for hotels aiming to build lasting customer loyalty. Each generation brings unique preferences, values, and expectations that shape their travel and hospitality experiences. Understanding these differences and tailoring engagement strategies accordingly can lead to stronger connections, repeat visits, and long-term success in hotel management.

Why Generational Engagement Matters in Hotels

Hotels serve a diverse clientele, from Baby Boomers seeking comfort and personalised service to Millennials and Gen Z travelers valuing technology and unique experiences. Ignoring these differences risks alienating key customer groups. Engaging each generation effectively helps hotels:

• Build emotional connections that encourage repeat stays
• Increase positive word-of-mouth and online reviews
• Adapt services and amenities to meet evolving guest needs
• Enhance brand reputation and market relevance

For example, a hotel that offers tech-savvy check-in options and social spaces appeals to younger guests, while providing quiet lounges and attentive concierge services attracts older travelers. Recognising these preferences is the first step toward meaningful engagement.

Understanding Generational Preferences

Baby Boomers (Born 1946-1964)

Baby Boomers often prioritise comfort, reliability, and personalised service. They appreciate:

• Friendly, knowledgeable staff who remember their preferences
• Traditional amenities like in-room coffee makers and spacious bathrooms
• Loyalty programs with tangible rewards such as free nights or upgrades
• Quiet, relaxing environments away from busy social areas

Hotels can engage Boomers by training staff to offer warm, personalised greetings and by creating spaces that encourage relaxation and privacy.

Generation X (Born 1965-1980)

Generation X travelers value convenience and balance. They often travel for both business and leisure and look for:

• Efficient check-in and check-out processes
• Reliable Wi-Fi and work-friendly spaces
• Flexible booking and cancellation policies
• Family-friendly amenities for those traveling with children

Offering seamless technology combined with family-oriented services helps hotels connect with Gen X guests.

Millennials (Born 1981-1996)

Millennials seek authentic experiences and social connections. Their preferences include:

• Mobile-friendly services like app-based room keys and service requests
• Unique, local experiences and eco-friendly practices
• Social spaces such as rooftop bars or communal lounges
• Opportunities to share experiences on social media

Hotels that integrate technology and local culture into their offerings can capture Millennial loyalty.

Generation Z (Born 1997-2012)

The youngest adult travelers, Gen Z, are digital natives who expect:

• Instant access to information and services via smartphones
• Interactive and immersive experiences
• Sustainable and socially responsible practices
• Personalised recommendations based on data

Engaging Gen Z means investing in smart technology and demonstrating genuine commitment to sustainability.

Practical Strategies for Engaging Multiple Generations

Personalise Communication

Use guest data to tailor messages and offers. For example, send Baby Boomers emails highlighting comfort packages, while offering Millennials notifications about local events or eco-friendly initiatives.

Design Flexible Spaces

Create areas that serve different needs: quiet zones for older guests, co-working spaces for Gen X, and vibrant social hubs for younger travelers.

Train Staff on Generational Awareness

Equip employees with knowledge about generational preferences to improve service quality and guest satisfaction.

Leverage Technology Thoughtfully

Implement technology that enhances convenience without overwhelming guests who prefer traditional interactions.

Promote Loyalty Programs with Varied Rewards

Offer a range of rewards appealing to different generations, such as experiential perks for Millennials and straightforward discounts for Boomers.

Encourage Intergenerational Activities

Organise events that foster interaction between different age groups, such as cooking classes or workshops, which can appeal to a broad audience and promote community.

Utilise Social Media Strategically

Engage with different generations on their preferred social media platforms, using Instagram for younger audiences and Facebook for older guests, ensuring content resonates with each group.

Gather Feedback Across Generations

Regularly solicit feedback from guests of all ages to understand their unique needs and preferences, allowing for continuous improvement of services and offerings.

Highlight Sustainability Efforts

Emphasise eco-friendly practices and sustainability initiatives, which are particularly appealing to younger generations while also resonating with socially conscious older guests.

Measuring the Impact of Generational Engagement

Hotels that actively engage multiple generations often see:

• Higher repeat booking rates
• Increased average length of stay
• Improved guest satisfaction scores
• Stronger online reputation through positive reviews
• Enhanced customer loyalty and brand affinity
• Greater word-of-mouth referrals and recommendations
• More diverse revenue streams through varied offerings
• Increased engagement through tailored marketing strategies

Tracking these metrics helps managers adjust strategies and invest in initiatives that resonate with their diverse clientele.

Final Thoughts on Generational Engagement in Hotels

Building loyalty across generations requires understanding and responding to distinct guest needs. Hotels that embrace this approach create welcoming environments where every guest feels valued. This leads to stronger relationships, repeat visits, and a competitive edge in the hospitality market.

In today’s hospitality landscape, guest reviews are more than just feedback, they are a core part of your brand identity. Whether glowing or critical, reviews shape traveller expectations long before they visit your property. And because platforms like TripAdvisor continues to be the world's most influential review platform, how you respond publicly can make the difference between hidden visibility and top-ranking success. Consistently and thoughtfully responding to reviews leads to higher guest satisfaction scores, stronger online reputations, and, importantly, better algorithmic placement on TripAdvisor. But the value isn’t just technical. Every response is an opportunity to build trust, show authenticity, and demonstrate commitment to service.

Let’s break down why review responses matter and how hospitality businesses should be responding to maximise impact. Online reviews shape how travellers choose where to stay, eat, and explore. Trip Advisor stands out as one of the most influential platforms for hospitality businesses. While some owners see it as a necessary evil, it is recognised as being a valuable tool for visibility and customer engagement. Balancing the benefits and drawbacks is crucial for navigating the online review landscape effectively. Responding to reviews can actually build trust, improve reputation, and boost bookings. This post explains why engaging with reviews on Trip Advisor matters and how to do it effectively.

Why Trip Advisor Reviews Matter More Than Ever

Trip Advisor hosts millions of reviews from travellers worldwide. Many potential guests read these reviews and their responses before making decisions. Positive feedback can increase bookings, while negative comments can deter visitors. Ignoring reviews leaves your business vulnerable to unchecked criticism and missed chances to connect with customers.

• Trust builds through transparency: Responding shows you care about guest experiences.
• Reviews influence search rankings: Active engagement can improve your visibility on Trip Advisor.
• Feedback helps improve services: Constructive criticism points out areas to fix.

Strategies for Improved Customer Engagement

Adopting a proactive strategy for online engagement can significantly enhance your reputation. Focus on engaging with guests via digital platforms, expressing gratitude for positive feedback, and carefully addressing any concerns raised. This proactive method creates a welcoming atmosphere that attracts potential guests.

Impact of the Strategy

Engaging with customers online can lead to an increase in bookings. When guests see that the owner values their feedback and is committed to enhancing the overall experience, they feel more assured about their decision to book.

This straightforward yet impactful strategy not only boosts the establishment's reputation but also creates a sense of community among guests.

How to Respond to Positive Reviews

Acknowledging positive reviews encourages repeat business and strengthens your brand image. When guests take the time to praise your service, a thoughtful reply not only shows appreciation but also encourages others to share their experiences.

Tips for responding to positive reviews:

• Be personal: Use the guest’s name if possible.
• Express genuine thanks: Avoid generic phrases.
• Highlight specific compliments: Mention what they enjoyed.
• Invite them back: Encourage future visits.

Handling Negative Reviews with Care - Solution Orientated

Negative reviews can feel frustrating, but they offer valuable opportunities to demonstrate professionalism and improve your business. Your response can turn a dissatisfied guest into a loyal customer and demonstrate to others that you take feedback seriously. TripAdvisor emphasises empathy, clarity, and professionalism in all responses.

Key steps for addressing negative reviews, and remember that future guests will read your replies so make every line easy to follow, respectful, and helpful.:

• Respond quickly: Timely replies show attentiveness.
• Stay calm and polite: Avoid defensive or emotional language.
• Acknowledge the issue: Show you understand their concerns.
• Offer solutions: Explain how you will fix the problem or invite them to discuss offline.
• Keep it brief and clear: Focus on resolution, not argument.

The goal isn’t to win an argument, it’s to win trust.

Best Practices for Managing Trip Advisor Reviews

Consistent and thoughtful engagement with reviews requires a clear strategy. Here are practical tips to manage your Trip Advisor presence effectively:

• Set a schedule: Check reviews daily or weekly.
• Assign responsibility: Designate a team member to handle responses.
• Use templates wisely: Customise replies to avoid sounding robotic.
• Monitor trends: Look for recurring issues to address proactively.
• Encourage reviews: Politely ask satisfied guests to share their experiences.
• Respond promptly: A 48–72 hour window is ideal. Timely responses demonstrate efficiency and care, and TripAdvisor rewards recency.
• Personalise every response:Avoid generic replies and always start with gratitude.

Implementing these practices can help decrease negative reviews and address complaints more promptly, as certain issues may arise unexpectedly. Encouraging feedback will enhance guest communication and demonstrate your concern, creating a positive atmosphere.

The Long-Term Benefits of Engaging with Reviews

Engaging with Trip Advisor reviews is not just about damage control. It builds a positive cycle of trust and loyalty that benefits your business over time. Think of it as a marketing opportunity, a guest tool and a ranking strategy all in one. Those that consistently engage on Trip Advisor see higher visibility, more trust and stronger long term relationships.

• Stronger reputation: Active communication shows professionalism.
• Better guest relationships: Personalised responses create emotional connections.
• Increased bookings: Positive reviews and responses attract more visitors.
• Valuable insights: Guest feedback guides improvements and innovation.

Businesses that ignore reviews risk losing credibility and miss chances to grow. Those who embrace feedback, even when it’s tough, gain a competitive edge.

In a world where travellers rely on community opinions more than brand messaging, your response is your voice. Make it genuine, timely, and guest-focused, and you’ll not only meet TripAdvisor’s best-practice recommendations, you’ll stand out in a crowded marketplace.

In the hospitality industry, knowing a guest’s name is just the starting point. Hotels often face the challenge of building meaningful relationships that go deeper than surface-level interactions.BHPeople, an app under development, offers a fresh approach by helping hotels discover more about their guests, highlighting influential visitors, senior decision-makers, and emerging talent. This platform also brings the latest news and relevant context to the forefront, enabling hotels to create connections that last.

Moving Beyond Traditional Guest Lists

Traditional guest management systems focus on names and reservation details. While this information is necessary, it does not provide the full picture needed to engage guests effectively.BHPeople changes this by providing background news and articles with influence scores, helping you to enrich guest profiles with valuable context.

• Identifying senior decision-makers who influence business travel choices
• Spotting rising talent who may become future loyal customers
• Highlighting influential guests who can amplify the hotel’s reputation

This approach helps hotel staff tailor their service and communication to each guest’s unique background and interests. For example, a hotel might prepare a personalised welcome package for a senior executive or offer networking opportunities to a rising star in their industry.

Surfacing Relevant News and Context

Understanding guests also means staying informed about what matters to them. BHPeople integrates the latest news and updates related to guests’ industries, companies, or personal achievements. This information allows hotel teams to:

• Base personal conversations on recent accomplishments or events
• Offer timely recommendations or services aligned with guest interests
• Build rapport by showing genuine awareness of guests’ professional lives

For instance, a hotel concierge could mention a recent award that a guest’s company received or suggest a local event related to the guest’s field. These small touches create memorable experiences that encourage repeat visits and show you care.

Additional Touches to Enhance VIP Guest Experience

• Personalised Welcome Amenities: Provide a curated welcome basket featuring local delicacies or the guest's favorite snacks, along with a handwritten note from the hotel manager.
• Customised Itinerary: Offer a tailored itinerary that includes exclusive access to local attractions, networking events, or industry-related seminars that align with the guest's interests.
• Upgraded Room Features: Consider complimentary upgrades to suites or rooms with exceptional views, along with luxurious amenities such as high-end toiletries, plush robes, and a selection of premium beverages.
• Dedicated Concierge Service: Assign a personal concierge to assist with any requests, ensuring a seamless experience throughout their stay, from dining reservations to transportation arrangements.
• Exclusive Networking Opportunities: Organise exclusive events or dinners with local business leaders or influencers in the guest's field to facilitate valuable connections.
• VIP Access to Hotel Facilities: Provide special access to amenities such as private lounges, spa services, or rooftop areas, ensuring the guest feels valued and pampered.
• Post-Stay Follow-Up: After their visit, send a personalised thank you message along with a special offer for their next stay, reinforcing the relationship and encouraging future business.

Turning Guests into Long-Term Advocates

The ultimate goal of BHPeople is to help hotels build lasting relationships that go beyond a single stay. By uncovering deeper insights, hotels can:

• Personalise marketing efforts to match guest preferences
• Anticipate guest needs before they arise and ensure they are seen
• Foster loyalty through meaningful engagement
• Utilise guest feedback to improve services and offerings
• Offer exclusive rewards for repeat customers
• Implement a seamless booking experience across all platforms
• Provide tailored recommendations based on previous stays

For instance, a hotel might invite influential guests to exclusive events or offer tailored loyalty rewards based on their interests. These strategies encourage guests to become advocates who recommend the hotel to colleagues and friends.

Practical Steps for Hotels Using BHPeople

Hotels looking to maximise the benefits of BHPeoplecan follow these practical steps:

• Train staff to use the platform effectively, focusing on how to interpret and apply guest insights.
• Integrate BHPeople data with existing customer relationship management (CRM) systems for seamless access.
• Develop personalised guest experiences based on the enriched profiles and news updates.
• Monitor guest feedback to refine engagement strategies continuously.

By embedding these practices into daily operations, hotels can create a culture of connection that distinguishes them in a competitive market.

Real-World Impact

Overall Benefits of Using BHPeople

Utilising BHPeople can bring numerous advantages to businesses by enhancing guest interactions through tailored insights. Here are the key benefits:

• Increased Repeat Bookings: By understanding guest preferences and behaviours, businesses can create personalised experiences that encourage guests to return, leading to higher repeat bookings.
• Enhanced Guest Loyalty: When guests feel recognised, seen and valued, their satisfaction increases, fostering loyalty and encouraging them to engage more with the business.
• Improved Brand Awareness: Satisfied guests are likely to share their positive experiences, enhancing brand visibility and reputation through word-of-mouth and social media.
• Customised Recommendations: Tailored suggestions and targeted promotions based on individual guest profiles significantly enhance the overall guest experience.
• Stronger Business Partnerships: Collaborating with local vendors and service providers allows businesses to offer unique packages and experiences, benefiting all parties involved.
• Active Guest Participation: Personalised interactions encourage guests to participate more in events and activities, further enriching their experience.

In summary, leveraging insights fromBHPeople can not only boost customer loyalty but also cultivate a thriving community around the brand, paving the way for long-term success and growth.

These examples illustrate how going beyond just names can create new opportunities for growth and guest satisfaction.

Imagine having a tool that quietly scans your upcoming reservations and highlights guests who could potentially become your hotel’s strongest advocates. While all guests have influence, some guests possess more sway than others in shaping perceptions and driving word-of-mouth recommendations. Wouldn't you want to identify these influential guests?

BHPeople an innovative app in development uses artificial intelligence to analyse open-source information and identify VIPs or influential visitors before they even arrive. By understanding which guests have greater influence, you can tailor your service to create memorable experiences that turn them into ambassadors for your brand. This enhances guest satisfaction and significantly increases your sales potential.

Improving Service by Understanding Guests

As hotel operators, wouldn't you want to know more about the guests that stay with you? Gaining insights into their preferences and behaviours allows you to offer the right service tailored to their needs. Furthermore, knowing your guests can also help you identify opportunities for additional sales, and foster lasting relationships that contribute to your hotel's growth. By leveraging the insights provided by this tool, you can not only enhance the guest experience but also strategically position your hotel for future success. Understanding your guests is key to building a loyal clientele and maximising your revenue potential. With these insights, let's explore how AI can help identify influential guests.

This blog explores how AI can transform guest recognition, the benefits of stealth service, and practical steps for hoteliers to implement this technology effectively.

Why Identifying Influential Guests Matters

Hotels thrive on reputation and word-of-mouth. Guests who have influence, whether through social circles, business networks, or public profiles, can bring significant value beyond their stay. They might:

• Share positive experiences with their followers or contacts
• Return frequently, boosting loyalty
• Recommend the hotel to peers or clients

Yet, many hotels miss these opportunities because they don’t know who these guests are until it’s too late. Traditional methods rely on manual research or chance encounters, which are time-consuming and inconsistent.

Using AI to analyse reservation details alongside publicly available data can reveal guests’ profiles, interests, and potential influence. This insight allows hotels to prepare personalised, discreet services that impress without overwhelming.

How AI Can Identify VIPs and Influencers

AI-powered apps can scan reservation data such as names, company affiliations, and travel patterns. Then, they cross-reference this information with open-source databases, news articles, social media profiles, and event attendance lists. The process includes:

• Name recognition: Matching guest names with public figures, industry leaders, or frequent travelers
• Contextual analysis: Understanding guest interests, professions, and social reach
• Opportunity scoring: Assigning a potential value score based on influence and fit with the hotel’s brand

For example, if a guest is a well-known author attending a nearby conference, the app might flag them as a VIP with influence. The hotel can then prepare a welcome gift related to their work or offer a quiet workspace tailored to their needs, complimentary upgrade if available with fruit platter and personal GM welcome letter, and other additional extra touches including recognition by the team at every touch point.

Benefits of Stealth Service for Influential Guests

Stealth service means delivering exceptional, personalised experiences without making the guest feel singled out or uncomfortable. It’s about subtlety and respect, which builds trust and loyalty. Benefits include:

• Enhanced guest satisfaction: Personalised touches show attention to detail
• Increased loyalty: Guests feel valued, understood and seen
• Positive word-of-mouth: Happy guests share their experiences naturally
• Competitive advantage: Hotels that anticipate needs stand out in a crowded market

For instance, a hotel might discreetly upgrade a VIP’s room or arrange a private dining experience without announcing it publicly. These gestures create memorable moments that guests appreciate and remember.

Practical Steps to Implement AI Guest Identification

1. Choose the right app: Look for solutions that integrate smoothly with your reservation system and respect privacy laws.
2. Train your team: Educate staff on how to use the insights and deliver stealth service without being intrusive.
3. Set clear privacy guidelines: Ensure guest data is handled ethically and transparently.
4. Start small: Pilot the app with select properties or guest segments to measure impact.
5. Gather feedback: Ask guests about their experience to refine your approach.

Potential Benefits of an AI-Driven Guest Recognition App

The advantages it could offer to the hospitality industry are significant. Here are some potential benefits:

Enhanced Guest Experience

Personalised Services: Hotels could leverage AI to recognise returning guests and tailor services to their preferences, such as room temperature, pillow type, and favorite snacks.

Proactive Communication: An AI-driven app could send personalised messages or offers to guests based on their previous stays, enhancing their overall experience.

Increased Guest Satisfaction

Higher Satisfaction Scores: Hotels that adopt AI-driven guest recognition may see an increase in guest satisfaction scores, as personalised experiences lead to happier guests.

Positive Reviews: Establishments could benefit from an increase in positive reviews that highlight personalised service.

Boosted Repeat Bookings

Loyalty Programs: The app could facilitate the implementation of loyalty programs that reward repeat guests with tailored offers, encouraging them to return.

Targeted Promotions: By identifying guests' preferences and behaviours, hotels could send targeted promotions that appeal to their interests, increasing the likelihood of repeat bookings.

Operational Efficiency

Streamlined Check-In: AI could expedite the check-in process by recognising guests upon arrival, reducing wait times and improving operational efficiency.

Data-Driven Insights: The app could provide hotels with valuable insights into guest preferences, helping them to refine their services and marketing strategies.

In conclusion, an AI-driven guest recognition app has the potential to transform the guest experience, improve hotel operations and build brand awareness is immense. The hospitality industry could greatly benefit from such innovative technology, leading to enhanced satisfaction and loyalty among guests.

Challenges and Considerations

While AI offers exciting possibilities, hoteliers should be aware of potential challenges:

• Data accuracy: AI depends on quality data; errors can lead to wrong assumptions.
• Privacy concerns: Guests may feel uneasy if they know their information is analysed.
• Staff adaptation: Teams must balance technology with genuine human interaction.
• Cost: Implementing AI tools requires investment and ongoing support.

Addressing these challenges involves transparency with guests, continuous staff training, and choosing technology partners committed to ethical data use.

Looking Ahead: The Future of Guest Experience

AI will continue to evolve, offering deeper insights and more seamless integration with hotel operations. This is merely automation of a manual process that some hotels currently undertake. Combining AI with human intuition can create guest experiences that feel both personal and effortless.

Hotels that embrace this technology early will build stronger relationships with influential guests, turning stays into lasting partnerships.

As a hotel operator or general manager, knowing who your guests are goes beyond just checking them in and out. Imagine if you could tap into the full potential each guest brings, not only as a guest but as a source of influence and future sales. Understanding your guests deeply can open doors to new revenue streams, stronger brand loyalty, and a more personalised guest experience that sets your hotel apart.

Why Guest Insights Matter More Than Ever

Hotels today face fierce competition. Travelers expect more than just a clean room and friendly service. They want experiences tailored to their preferences and needs. To deliver this, you need detailed knowledge about your guests:

• Preferences and habits: What kind of room do they prefer? Do they dine in or order room service? Are they business travelers or vacationers?
• Spending patterns: How much do they typically spend on extras like spa treatments, dining, or tours?
• Influence potential: Are they social media influencers, frequent travelers, or part of a large network that could bring referrals?

Knowing these details helps you create targeted offers, improve guest satisfaction, and increase revenue. For example, a guest who regularly books spa treatments could receive exclusive spa packages or early access to promotions.

How to Collect and Use Guest Data Effectively

Collecting guest data is only useful if you can analyse and apply it. Here are practical steps to unlock the value of guest insights:

1. Use Technology to Gather Data

Modern property management systems (PMS) and customer relationship management (CRM) tools can track guest behaviour across stays. These systems collect data such as:

• Booking history
• Service usage
• Feedback and reviews
• Special requests

Integrating these platforms with your website and mobile apps can capture even more data points, like browsing behaviour with preferences and work status.

2. Segment Your Guests

Not all guests are the same. Group them into segments based on shared characteristics such as:

• Purpose of visit (business, leisure, family)
• Spending level (budget, mid-range, luxury)
• Loyalty status (first-time, repeat, VIP)

Segmentation allows you to tailor marketing messages and offers that resonate with each group.

3. Personalise Guest Experiences

Use the insights to customise the guest journey. Examples include:

• Greeting returning guests by name and offering their preferred room type
• Sending personalised pre-arrival emails with relevant offers
• Creating packages based on past spending habits

Personalisation builds emotional connections and encourages repeat visits.

Unlocking Influence and Referral Opportunities

Guests with strong social networks or industry influence can become powerful advocates for your hotel. Here’s how to identify and engage them:

• Track social media presence: Some PMS and CRM tools can flag guests with large followings or frequent posts about travel.
• Encourage reviews and sharing: Offer incentives for guests to share their experiences online.
• Create ambassador programs: Invite influential guests to exclusive events or offer perks in exchange for promotion.

For example, a travel blogger staying at your hotel might share photos and reviews that reach thousands of potential customers. Recognising and rewarding such guests can turn them into long-term partners.

Several hotels have transformed their business by focusing on guest potential:

Examples of Successful Hotel Strategies

• LTIMindtree (with a global hotel group)
  • Strategy: Unified guest data from PMS, CRM, bookings, and past stays to build a 360° guest view; personalised offers, upsells, and targeted campaigns.
  • Results: 6–8% growth in online revenue, improved margins from upselling, and enhanced guest experience through personalisation.
• LuxStay (boutique hotel group)
  • Strategy: Integrated PMS, CRM, and guest survey tools; sent personalised pre-arrival messages and automated services (housekeeping, amenity recommendations) based on guest data.
  • Results: +25% in guest satisfaction, +15% revenue from targeted upsells, 40% increase in team efficiency.
• Marriott International
  • Strategy: Used guest history, loyalty data, booking patterns, and preferences to tailor stays, offers, and marketing.
  • Results: Higher guest loyalty and repeat bookings; personalised experiences increased likelihood of returning guests.
• Hilton Hotels & Resorts
  • Strategy: Leveraged app and loyalty program data to provide customised services (in-app check-in/check-out, recommendations, dynamic offers) based on guest behaviour.
  • Results: Improved guest engagement, higher spend during stays, better satisfaction, and stronger loyalty outcomes.

While technology and data analytics play a crucial role in enabling hotels to understand guest preferences and deliver personalised experiences, it is ultimately the team’s human touch and engagement that drives lasting loyalty. Systems like CRM, PMS, and apps can provide insights, suggest tailored offers, and automate services, but the way staff interpret these insights, anticipate guest needs, and respond with genuine care and attention has an even greater impact. From personalised greetings to thoughtful problem-solving and proactive service, the team’s ability to translate guest data into meaningful interactions ensures not just satisfaction, but trust, emotional connection, and repeat visits, turning insights into enduring loyalty. These examples show how understanding guests beyond their stay can drive measurable business growth.

Building a Culture Around Guest Knowledge

To make the most of guest insights, your entire team should value and use this information. Train staff to:

• Collect guest preferences during interactions
• Use guest data to anticipate needs
• Communicate personalised offers clearly

Encourage feedback loops where front desk, housekeeping, and food and beverage teams share observations that enrich guest profiles. This culture creates a seamless, guest-focused experience.

Final Thoughts

Knowing your guests well is no longer optional; it’s essential for a thriving hotel business. By unlocking the potential each guest brings, you can create personalised experiences, increase revenue, and build lasting relationships. Start by collecting meaningful data, segmenting your audience, and using insights to tailor your services. Recognise guests who can influence others and engage them thoughtfully. This approach turns every stay into an opportunity for growth and connection.