Insights Type: Articles

Key Drivers of Change in the Hotel Industry for 2025

Insights from across HSMAI’s Advisory Boards highlight several influential forces shaping the year ahead in hospitality. By learning from these innovators, hotel professionals across all commercial functions can adopt strategies that enhance guest experiences, leverage advanced technology, and adapt to evolving market dynamics. 

Major Hotel Brands are investing in commercial strategy, personalized experiences, robust loyalty programs, and dynamic pricing models. By focusing on guest-centric innovations, seamless technology adoption, and leveraging scale for strategic advantage. 

Alternative Accommodation Models are redefining travel experiences with their focus on personalization, flexibility, and unique offerings. By curating local partnerships and distinctive experiences, these providers appeal to modern travelers seeking more than just a place to stay. Hotels can differentiate themselves by incorporating local culture and offering bespoke experiences that cater to evolving traveler desires. 

Tech Giants are offering technology that is transforming hotels at all levels. From AI-powered advertising and data analytics to enhanced customer engagement tools, embracing these technologies allows hotels to harness data effectively, personalize guest interactions, and improve overall efficiency.  

Boutique and Lifestyle Brands are setting themselves apart through compelling narratives and personalized service offerings. Developing a strong brand identity not only attracts niche markets but also fosters loyalty among guests.  

Hotel Technology Providers are advancing AI/ML capabilities to enhance revenue optimization and data-driven decision-making within the industry. Hotels that embrace these tools can better predict market trends, optimize pricing strategies, and make informed marketing and operational decisions.  

OTAs partnerships can offer substantial benefits, including extensive marketing budgets and sophisticated booking systems, it’s crucial for hotels to enhance direct booking channels. To balance OTA partnerships, it’s important to improve direct booking channels through improved user experiences. 

Consumer-Driven Innovation from industries beyond hospitality, such as retail and entertainment, are influencing hotel strategies with their edge in personalization, data-driven insights, and seamless customer journeys. By learning from adopting best practices from these sectors, hotels can inspire new ways to engage guests, create strong brand connections, and deliver tailored experiences.  

Rising Independent and Hybrid Brands are offering innovative urban and niche accommodations with a focus on flexibility and modern guest preferences. To keep pace, hotels can explore agile models and creative offerings to cater to emerging travel trends. 

Forward Thinking Leaders emphasize the importance of a flexible approach to anticipate and lead industry shifts. Cultivating a culture that embraces change and encourages continuous learning ensures that all commercial functions remain relevant and effective in a changing market. 

Cross-Industry Influences such as airlines, theme parks, and even retail, are innovating with their loyalty programs packaging experiences, and creating strong brand connections. Learning from these sectors can inspire us to reimagine guest engagement, unbundling strategies, and brand positioning. 

By understanding and learning from these key drivers of change, you can navigate the complexities of 2025 with confidence.  

8 Revenue Optimization Trends and Challenges for 2025

Revenue Optimization is poised for significant transformation in 2025, as insights from HSMAI’s Revenue Optimization Advisory Board highlight emerging trends and pressing challenges. Hotel revenue leaders are tasked with embracing advanced strategies and technologies to maintain competitiveness in an increasingly dynamic business environment. Below, we explore the critical trends and challenges shaping revenue optimization over the next few years.

1. AI and Machine Learning

AI and machine learning (ML) are revolutionizing dynamic pricing, demand forecasting, and decision-making. However, practical adoption remains a challenge as leaders strive to balance automation with essential human oversight.

2. Personalization and Guest Expectations

Guests increasingly expect personalized pricing and booking experiences. Revenue strategies must also adapt to emerging traveler demands for hyper-localized and experiential offerings, which require seamless pre-arrival and post-reservation interactions.

3. Total Revenue Optimization

Expanding beyond room revenue, hotels are focusing on ancillary services such as food and beverage, spas, and curated experiences to maximize overall profitability. This holistic approach mirrors strategies employed by other industries like airlines.

4. Evolving Distribution Landscape

The proliferation of online travel agencies (OTAs), affiliate networks, and omnichannel distribution creates challenges in managing channel costs and maintaining rate parity. Optimizing channel profitability while improving direct booking experiences is critical.

5. Economic Pressures and Rising Costs

Inflation and labor cost increases are narrowing profit margins, necessitating a shift from revenue growth to profitability-focused strategies. Simultaneously, fluctuating economic conditions and uneven demand patterns complicate forecasting and budgeting.

6. Workforce and Talent Gaps

Recruiting, retaining, and upskilling skilled professionals in revenue management remain significant challenges. Workforce shortages and evolving expectations around work-life balance further intensify the issue.

7. Technology Integration and Data Fragmentation

Revenue management systems are advancing but often struggle with integrating alternative data sources and consolidating fragmented information. Hotels need to adopt platforms that enable seamless connectivity and actionable insights.

8. Regulatory and Ethical Considerations

New regulations on fee transparency and data privacy laws are reshaping pricing strategies. Additionally, ethical concerns surrounding AI usage and data management demand responsible implementation. 

Underlying all the trends is the fact that revenue optimization is no longer a siloed function but a critical component of a hotel’s overall commercial strategy.  

Clickworthy: Apps Our Marketing Advisory Board Can’t Live Without

These favorite apps, curated by our Marketing Advisory Board, reflect a diverse range of tools and platforms that support productivity, entertainment, and daily living. From knowledge management to travel solutions, this list highlights the apps and tech* our experts rely on. 

Knowledge Management 

  1. Me.bot – A personal assistant app for knowledge management, helping you organize and access information efficiently. 
  2. Roam Research – A note-taking tool designed for networked thought, ideal for managing complex ideas and research. 
  3. Gemini – A collaborative knowledge management platform to streamline idea sharing and organization. 
  4. Tactiq – A tool for transcribing and organizing meeting notes, helping teams stay aligned. 
  5. Crouton – A recipe management app that lets you organize and share culinary ideas effortlessly. 

Shopping 

  1. Product Hunt – A platform to discover new and trending products in tech, lifestyle, and more. 
  2. Amazon – The go-to e-commerce platform for shopping a wide variety of products. 
  3. Dupe.com – A shopping app specializing in finding affordable alternatives and deals. 

Entertainment and Discovery 

  1. TikTok – A video-sharing app featuring a mix of educational and entertaining content. 
  2. Spotify – A music and podcast streaming platform offering a mix of entertainment and learning opportunities.
  3. Crayola App – A creative app offering digital drawing and coloring activities for all ages. 
  4. INaturalist – A nature observation app for identifying plants and animals and contributing to global research. 

Travel 

  1. SpotHero – A parking reservation app to help you find and book spots in advance. 
  2. United Airlines – The official app for United Airlines, enabling booking, check-in, and travel updates. 
  3. PlaneAware – A flight-tracking app providing real-time updates on flights worldwide. 

Food & Beverage (F&B) 

  1. Starbucks – Manage orders, rewards, and payment with this official app from Starbucks. 

Personal Finance 

  1. Splitwise – A bill-splitting app to simplify sharing expenses with friends and family. 
  2. Empower – A personal finance app that helps you budget, save, and manage your money effectively. 

Career 

  1. LinkedIn – A professional networking app for career development, job searching, and industry news. 

Health 

  1. ClassPass – A subscription-based app offering access to fitness classes and wellness appointments. 
  2. Apple Fitness – Tracks fitness activities, health metrics, and workouts through the Apple ecosystem. 
  1. Garmin Watch – A health and fitness wearable with apps for tracking exercise, sleep, and more. 

Sports 

  1. Gamechanger – A sports management app designed for tracking scores, stats, and live updates. 
  2. ESPN – A sports app for live scores, news, and updates across major leagues. 

*Please be advised that HSMAI does not provide any endorsement or recommendation for the products listed.  

Top 5 Takeaways from Curate 2024, Beyond the Buzz: Turning AI Hype into Results

HSMAI’s 2024 Curate brought together industry leaders to explore the transformative potential of artificial intelligence (AI) and how to move beyond the hype to achieve meaningful results. In her role as emcee, Staci Mellman set the stage for thought-provoking discussions and expertly guided the day’s sessions.  

Staci also curated these top five takeaways, offering a clear and actionable roadmap for integrating AI into your organization with purpose, responsibility, and impact. From strategic planning to addressing ethical concerns, these insights ensure you’re prepared to turn AI buzz into tangible results. A special thanks to Staci for her leadership, energy, and thoughtful contributions to this inspiring event! 

1. Strategic AI Implementation is Key 

Most of our businesses aren’t AI-native, so successful implementation and adoption will take work. Like any transformational decision, rushing AI implementation is not the answer. Start by clarifying your goals, identifying who you aim to serve, and building stakeholder support across the organization to ensure alignment and collaboration. 

2. Plan Ahead for GenAI Success 

GenAI can revolutionize several business dimensions, but strategic planning is critical. First, educate your organization about what GenAI is, how it works, and the value it brings—engagement grows when people feel the impact. Second, plan for scalability, but start small. Build a centralized AI hub and roll out projects one by one, demonstrating success to build momentum and gain support. 

3. Address AI’s Paradigm Shift Thoughtfully 

AI represents a major shift, bringing both opportunity and responsibility. Key concerns to manage include ethical bias, regulatory compliance, transparency, human oversight, workforce changes, accuracy, environmental impact, and dependency on providers. These challenges will evolve as AI does, so staying informed and proactive is essential for responsible implementation. 

4. Cut Through the AI Noise 

With AI projected to reach $826 billion by 2030 and tens of thousands of startups in the space, the options can be overwhelming. Focus on tools that align with your business goals. Build a coalition to research and test solutions, lean on trusted sources for insights, and prioritize what delivers real value to your organization. 

5. Integrate AI With Your Data to Stay Competitive 

To unlock AI’s full potential, connect it with your organization’s internal and external data. Break down silos and create a centralized system that aggregates and enriches data for better customer insights. Leverage tools like RAG AI and Vector databases to store and analyze information effectively. By doing this, you’ll not only meet but exceed customer expectations, fostering loyalty and gaining a competitive edge. 

Curate is an exclusive benefit for Organizational Member companies of HSMAI.

Thinking Like an AI Native

Thinking Like an AI Native

Hari Abburi, CEO The Fast Future Executive, helped attendees reimagine business to be AI first – across customers, enterprise and ecosystem. He asked the question, what if your business was born in 2030? This talk will gave attendees a framework to build specific use cases of technology and focused us on how value is created with an AI centric business approach. 

SLIDES: Thinking Like and AI Native Slides

Case Studies

Case Studies

  • Dhiren Fonseca, Advisor, GetPica: “Capture the World, Share the Experience” 
    • SLIDES:  coming soon
  • David Evans, GVP Media, Agile Solutinos, ZetaGlobal:“ Red Roof Case Study” 
  • Jason Noronha, CEO, D3x: “Automating Customer Service with AI” 
  • Dawn Briggs, Senior Director, Global Strategic Partnerships, Sojern: “Group Posadas and AI Concierge” 

Travel in the Age of AI

Travel in the Age of AI

In this session, McKinsey’s Alex Gersovitz and Bryce Hall discussed the transformative potential of gen AI in travel.

Slides unavailable.  

Sales Effectiveness at Scale

Sales Effectiveness at Scale 

Sean Moran, partner at ZS, explored how companies can multiply their field force resourcing by four times, without adding headcount. By leveraging generative AI, we can give each field role their own analyst, assistant and coach to help them stay customer-relevant and successful in their engagements. 

SLIDES: AI Enabled Field Effectiveness at Scale HSMAI Curate

State of Generative AI in Talent Management - HSMAI Foundation

State of Generative AI in Talent Management – HSMAI Foundation

Michael Goldrich, Vivander Advisors and HSMAI Foundation Board member, presents on insights gathered from key industry leaders as part of research on GenAI applications in talent management undertaken for the HSMAI Foundation. 

SLIDES: Curate Vivander State of Generative AI Slides

AI Success Stories in Hospitality

AI Success Stories in Hospitality

AI Marketers Guild founder David Berkowitz presented AI Success Stories in Hospitality.  

SLIDES: AI Success Stories in Hospitality Slides

Understanding the Changing Dynamics of Business Travel

Dorothy Dowling, Managing Director, Horwath HTL, HSMAI Foundation Strategic Advisor 

Breffni Noone, Associate Professor, The Pennsylvania State University, HSMAI Foundation Board Member, Revenue Optimization Advisory Board Member 

Last month, HSMAI hosted its first Commercial Futures Forum, Understanding the Changing Dynamics of Business Travel, in San Antonio TX. Industry experts shared insights on the evolving business travel landscape and outlined opportunities to capture a greater share of the business travel market. Here are some of the key takeaways:

1. Business Travel Recovery

  • 2024 forecast: Expected value of business travel in 2024 is $1.48 trillion in 2024, up over 6% from 2019 (GBTA). U.S. business travel is expected to be $472 billion (+13.4% vs. 2019; WTTC) 
  • Regional breakdown: APAC leads with the largest share of global business travel, followed by North America and Europe.  
  • Group travel recovery: Group travel has rebounded to 2019 levels in terms of value and RFP volume, with an 8% growth over 2023.  
  • Meeting planner expectations: Meeting planners expect to spend more in 2025, with a preference for face-to-face meetings (60% F2F, 20% virtual and 20% hybrid) 

2. Market segment opportunities

  • SME market: Small and medium-sized accounts are at 130% of 2019 levels, indicating substantial growth. The competition for capturing SME business is intense, with various players like Expedia, Booking.com, and brand.com platforms vying for this segment. Because SMEs often lack the resources and expertise of larger corporations, partnerships with technology providers and intermediaries are central to reaching and servicing the SME market effectively. Hotel companies need to develop more comprehensive and user-friendly platforms that can handle the diverse requirements of SME travelers, from booking to expense management. Hotels also need to consider developing specific strategies and offerings to cater to the unique needs of SMEs.  
  • Workforce travel: This segment includes workforce crews (e.g., construction, transportation and logistics), with a market size of $23 billion (global annual spend). Workforce travel primarily occurs in tertiary markets, where hotels are less likely to be at full capacity, making this segment valuable for driving volume. There is also a growing importance of loyalty programs among workforce travelers. 95% of workforce travelers are members of at least one loyalty program, with 65% being members of two to three programs. This indicates a significant opportunity for hotels to engage with this segment through loyalty initiatives. 

3. Corporate Travel Trends

  • Travel managers are pulling double duty: 90% of travel managers are involved in sourcing hotels and venues for their meetings and events program, in addition to sourcing hotels and venues for employee travel. 
  • Fresh blood: 65% of organizations sending group RFPs through Cvent are new, with a significant portion of planners being Millennials and Gen Z. These younger planners are optimistic and eager to spend on travel. 
  • Pricing model preferences: Hotels are pushing for non-last room availability (NLRA) and dynamic agreements, but corporate travel managers need to see clear value in these arrangements. The RFP cycle is also being rethought, with some companies considering longer-term agreements.  
  • Focus on costs: Corporate travel managers are focusing on demand-side savings by nudging employees to make better travel decisions. 
  • Booking platforms: There is a shift in how corporate travel bookings are sourced, with some coming through OTAs rather than traditional TMCs. Other types of companies are also offering alternative ways to capture corporate travel demand (e.g., partnerships with financial services). There is also a rise of bookings through platforms like Agoda, which can obscure the true nature of corporate bookings. This trend poses challenges for tracking, managing, and capturing corporate travel effectively. 
  • Blended travel: There has been a significant increase in blended travel, with a 4X increase year-to-date in travelers adding personal days to business trips (vs. 2023). Companies are formalizing travel policies to accommodate blended travel, specifying when and how employees can add personal days to business trips. This includes functionalities like split payments and extending stays within the business travel booking experience. Innovations like AI-driven booking tools, direct folio billing, continuous rate monitoring, and small meeting technology are emerging as key differentiators. 
  • Sustainability: Companies are increasingly mandating stays at sustainable properties. Properties need to actively engage in sustainability programs, and measure and report their sustainability efforts. 
  • Customization: Companies are increasingly looking for customization and unique preferences in their travel programs. The ability to meet these customization needs is critical, especially with the shift in generations. Properties need to think about collaborating with clients to enable them to curate their experience. For example, tools like AI-generated 3D event designers are being used to allow planners to design their own events within set parameters, enhancing collaboration and customization. 

4. Loyalty Programs

  • Credit card competition: Credit card companies are innovating in the loyalty space, posing a potential challenge to traditional hotel loyalty programs. 
  • Loyalty evolution: Loyalty programs need to evolve to meet the changing expectations of travelers, particularly younger generations. This includes offering more personalized rewards and experiences that go beyond traditional points-based systems.  
  • On-property execution: Loyalty programs have to be effectively executed on-property. This involves recognizing and rewarding loyal customers in meaningful ways, whether through simple gestures or more significant experiences. 
  • Speed to market: There is an increasing need for speed in leveraging digital opportunities to reward customers quickly and build strong customer profiles. Instant gratification and timely rewards are becoming essential in customer engagement. 
  • Nimbleness and personal touch: Independent brands have the advantage of being more nimble and able to offer personalized touches that larger brands might struggle with. This can include unique loyalty programs tailored to individual properties, and/or operationalizing loyalty in ways that highlight their unique attributes and create memorable experiences for guests. 

5. Retailing: 

  • Retailing attracts more bookings and revenue: A case study from Sabre demonstrates the power of a modern retailing platform. A midscale chain with 21 properties had 10 of those properties use SynXis Retailing. The remaining 11 did not. The properties using SynXis Retailing saw a 2.7% increase in YTD (i.e., Jan. to Sept. 2024) net bookings, while properties not using SynXis Retailing saw a 6.9% decrease, a 9.6-point difference. The properties using SynXis Retailing also saw a 3.9% increase in YTD net revenue, while properties not using SynXis Retailing saw a 5.6% decrease, a 9.5-point difference.  
  • Retailing accelerates TREVPAR growth: A luxury property using Sabre’s retailing platform earned $670K in ancillary revenue YTD (Jan. to Sept. 2024), and a TRevPAR lift of 12% (i.e., % total revenue increase from retailing above “traditional” RevPAR calculated as ancillary revenue divided by non-ancillary revenue). 
  • Operational challenges: While the previous examples demonstrate the potential of retailing to drive direct bookings and improve TRevPAR performance, there are challenges in operationalizing new technologies and ensuring that systems (e.g., CRSs) can support innovations like day-use bookings and attribute-based pricing.  New connectivity solutions facilitate connectivity between traditional CRSs to power these solutions and allow hoteliers to sell a full book of experiences to their guests. 

The recovery of business travel, significant growth in blended travel, and the opportunities associated with SMEs, workforce and group travel, present new opportunities for capturing share of the business travel market. The increasing importance of sustainability and customization highlight the need for hoteliers to adapt and innovate. The evolution of loyalty programs and the integration of advanced retailing technologies are crucial for enhancing customer engagement and driving revenue. The development and application of AI-powered tools will be key to success: facilitating the development of booking tools to provide personalized recommendations and streamline the booking process, enabling management of blended travel by supporting functionalities like split payments and extending stays within the business travel booking experience, and enhancing operational efficiency.  

 

HSMAI Perspective: Building Momentum from AI to Dubai

Brain Hicks, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)   

Over the past few weeks, I’ve had the pleasure of attending several events that highlight the vibrancy and dedication of our HSMAI community. From Curate and the Sales Leader Forum (SLF) to the Americas Board Meeting and Executive Roundtables, these gatherings have not only been opportunities to meet members, partners, committed staff and leadership but also a chance to witness firsthand the passion and innovation driving our industry. Each conversation I had with old friends and new, …deepened my understanding of our collective challenges and aspirations, and reinforced my excitement to be leading this dynamic organization.   

My visit to Dubai for the Commercial Strategy Middle East Conference offered a unique global perspective and allowed me to get to know our global staff better. It was great to see how our work resonates across regions, fostering collaboration and innovation. The event highlighted the critical role we play in connecting industry leaders to share best practices and move the industry forward. Experiences like these reaffirm the importance of our mission and the opportunities ahead as we strengthen ties within our global network. 

As we look to the future, I’m energized and motivated to continue the amazing work the association has established over the past few years.  The experiences and engaging discussions have reinforced my passion and excitement for the Commercial discipline and highlighted the need for more human connection.   

I’m grateful for the warm welcome I’ve received from all of you and look forward to building on this momentum as we continue our work to educate, innovate, and lead together. 

Improving the Budgeting & Forecasting Process

Nick Doble, Area Manager Partner Services at Booking.com, Revenue Optimization Advisory Board Member 

We’ve all struggled with budgeting and forecasting. From misaligned industry predictions to unrealistic owner expectations, this resource-intensive process poses many challenges. I brought this topic to the Revenue Optimization Advisory Board to discuss strategies to make the budgeting and forecasting process more efficient, realistic, and aligned with both industry trends and stakeholder expectations. 

Identified Challenges: 

  1. Misalignment of Industry Predictions: Industry predictions often do not coincide with the budgeting timeline, leading to discrepancies and unrealistic forecasts. 
  2. Resource Intensive: The budgeting process ties up significant resources, diverting attention from revenue-generating activities. 
  3. Owner Expectations: Misaligned expectations between hotel management and owners can lead to last-minute changes and inefficiencies that could be avoided. 
  4. Inflexible Forecasting: Fixed revenue targets based on current forecasts can lead to unrealistic budget expectations, especially if initial forecasts are overly optimistic.

Potential Solutions: 

  1. Frequent Updates: Industry predictions should be updated more frequently to align better with the budgeting process, ensuring more accurate forecasts. 
  2. Streamlined Meetings: Breaking the budgeting process into shorter, more frequent meetings can reduce the time spent on revisions and ensure continuous alignment among stakeholders. As well as ensuring all relevant stakeholders are at the table.  
  3. Year-over-Year Growth: Focusing on year-over-year growth percentages rather than fixed revenue numbers can provide a more flexible and realistic approach to budgeting. 
  4. Early Owner Engagement: Engaging owners early and frequently in the budgeting process can help align expectations and reduce the need for extensive revisions later on. 

Further Reading
Five Tips to Improve Hotel Forecasting
What are the best ways to streamline the budgeting process?
How do you use your influence to drive change? 

Questions for Your Team 

  1. What are the key issues? 
  2. How can we influence change to streamline/ fix the budgeting and forecasting process? 

Case Study: Enhanicng Sun Outdoors Brand and Digital Performance

Excerpt from the HSMAI & Milestone Whitepaper  Top Digital Trends for Hospitality C-Suite to Future Proof Your Digital Footprint.

Background 

Sun Outdoors, a leader in outdoor hospitality, includes a portfolio of over 150 parks. Unlike typical hospitality businesses, Sun Outdoors offers both transient mobile home and long-term RV rentals, with an impressive average rental tenure of over eight years. This requires a specialized approach to support the diverse outdoor experiences their parks offer, which are crucial for rental tenure and guest satisfaction. The comprehensive digital strategy they implemented includes a cohesive brand story integration across all platforms, performance-driven solutions that support brand storytelling while boosting key metrics like annual and monthly rentals and website conversions, and decentralized content management that allows parks to update their events and experiences in real time. 

Solution 

Milestone addressed these challenges through a multi-faceted approach using their Cloud Platform, which includes a comprehensive CMS, Milestone Local for centralized location information, Milestone Insights and Analytics, and integrated native SEO. Milestone developed a digital strategy to communicate Sun Outdoors’ brand story across all touchpoints. The new website design emphasized both aesthetic appeal and functionality, driving user engagement and facilitating seamless customer journeys from browsing to booking. Milestone deployed a CMS to streamline processes and improve efficiency, allowing easy content updates by park managers, empowering individual parks to showcase their unique events and experiences to support guest engagement. 

Outcome 

Following the launch of their enhanced web platforms, Sun Outdoors experienced a notable increase in online revenue, underpinned by several key metrics. Improved search engine rankings and increased organic traffic led to more site visits and a higher average session duration. Additionally, there was an increase in ‘add to cart’ sessions, which points to greater customer engagement and intent to purchase. Alongside these improvements, Sun Outdoors also saw a decrease in bounce rates, indicating that visitors found the site more relevant and engaging, further contributing to the overall success in their digital strategy.  

Summary 

Since the launch of the platform, Sun Outdoors has expanded their partnership with Milestone to support other divisions including manufactured homes. This co-innovative partnership leverages Milestone’s expertise as a renowned eCommerce martech platform company, resulting in significant successes through mutual value creation and innovative digital solutions.  

Building Sales Hunters’ Prospecting Skills

HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies.  

Here we share excerpts from Chapter 5 – Managing the Sales Function – of the CHSL study guide, The Hotel Sales Playbook: Winning Strategies for Success, contributed by Bob Anderson and Chris Hardy, CRME.

Building Sales Hunters’ Prospecting Skills 

 1. Hunters have industry knowledge. 

  • Stay current in your knowledge of major customer segments. 
  • Read major industry publications and attend professional association meetings. 
  • Keep current with trends in the market. 
  • Participate in live and virtual industry events locally (and regionally/nationally/globally as appropriate). 
  • Attend local tourist promotion agency or convention and visitors bureau meetings. 
  • Join the closest chapter of HSMAI, MPI, PCMA, GBTA, or other customer organizations. Take it up a notch and volunteer to join or lead a committee. 
  • Make sure you’re on the mailing list for your state tourism office. 

2. Hunters demonstrate business acumen. 

  • Understand the business of hotels — how all the operations and functions of the hotel or company work together to make money and achieve goals and objectives. 
  • Appreciate which metrics reflect how each function contributes to the overall enterprise. 
  • Leaders who develop sound business acumen can sort through the noise to focus on key priorities and find solutions for business problems, and then lead their team to goal achievement. 
  • Earn your Certified in Hospitality Business Acumen (CHBA) certification from HSMAI. The online program places participants in the seat of a general manager to make decisions on pricing, marketing, advertising, staffing, and capital investment in a live simulated competitive set over a 12-month business cycle. 

3. Hunters are consultative and innovative problem solvers. 

  • Understand customers’ needs and challenges, and devise and demonstrate solutions that the hotel can offer. 
  • In your discussions with customers, take excellent notes and do not offer any solutions that you may not be able to follow through with. Do not “sell the dream” so that others must “service the nightmare.” 
  • Collaborate with your GM, DOS, and/or regional DOS to develop a game plan. 

4. Hunters are analytical thinkers. 

  • Systematically and logically tackle tasks and problems by breaking them down into manageable parts and anticipating consequences of situations. 
  • When confronting a problem or issue, look at each piece separately and think through what solutions make sense for each aspect of the issue. 
  • Utilize data intelligence tools to evaluate the hotel against the competitive set, uncover opportunities, and create a strategic action plan. 

5. Hunters are brand ambassadors. 

  • Do you reflect your hotel’s and/or company’s identity in appearance, demeanor, values, and ethics? 
  • Volunteer and participate in your community (both your geographic community and your industry community) to become a brand ambassador. 
  • Participate in business associations and events that will help you promote your hotel, even if they are not tourism related. Look for opportunities to showcase your property and what you can contribute as a community partner. 

6. Hunters are good communicators and presenters. 

  • Hunters are proficient in presenting information to groups — large and small — with clarity and confidence. 
  • Practice is what makes the difference between an amateur and an expert communicator and presenter. Never forgo your practice. 

7. Hunters have a formal prospecting plan. 

  • Schedule your time. 
  • Target your messages — whether voice calls, emails, social media outreach, or other. 
  • Know the best times to make connection attempts. 
  • Don’t give up after three attempts — try at least six. 
  • Have a cadence for your outreach (every three business days, once a week, etc.). 

 

HSMAI Global’s Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies.     

The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.      

Approved applicants will receive a digital copy of the study guide, The Hotel Sales Playbook: Winning Strategies for Success, and complete an online examination covering essential functions of hospitality sales.  

HSMAI Perspective: Insights from HSMAI’s New CEO and President, Brian Hicks

HSMAI recently announced Brian Hicks as its new CEO and President. Hicks will lead HSMAI with over 30 years of experience across various commercial, operational, and strategic roles in the hospitality industry. As he takes the helm, staff chatted with Hicks about his background, his top priorities for the organization, and his vision for advancing the hospitality industry’s commercial disciplines. 

Q: Can you share a bit about your background and what drew you to the role? 

I knew from an early age that I wanted to go into the hotel industry. I enjoyed the service aspect of hospitality and wanted a career that allowed me to travel and work in different locations. About 20 years ago, I found my passion for the commercial side of the business, and I’ve never looked back.  

It’s this passion for the industry, the uniqueness of Commercial, and the amazing people that I will now have the pleasure of working with that really drew me to this role with HSMAI. 

Q: What’s one thing people might be surprised to learn about you? 

Many people thought it was surprising when I moved from working in London at IHG to Fargo, ND. But what most don’t know is that Fargo is where I grew up, and I still have family and friends there. So, it was a great move personally and professionally. Also, I hold dual citizenship—I gained British citizenship after living in the UK for over seven years. 

Q: As you step into the role of CEO, what are your top priorities for HSMAI? 

Capturing insights from our members and advisory boards and converting them into useful, impactful content is essential in ensuring that HSMAI’s content remains relevant to our industry’s needs.  I’m also interested in exploring partnerships with content providers in other industries or verticals that can broaden our perspectives.  

Education and mentoring will be central, too—especially through initiatives like the Executive Roundtable discussions and the Rising Leaders’ Councils. I’m passionate about attracting the next generation of talent. I got the “travel bug” at a young age, and I want future hospitality professionals to know that this industry welcomes everyone and offers fulfilling career paths. 

Q: What excites you most about taking on this role with HSMAI? 

I’m really motivated by the opportunity to make an impact on HSMAI members and partners, as well as to facilitate connections that will benefit them throughout their careers. Bob Gilbert had an incredible influence on so many in the industry, and his legacy will be felt for years. I hope to carry that torch forward and see our members thrive. 

Q: Outside of work, how do you unwind and stay balanced? 

I love music and the outdoors. This past year, I saw Adele and Ed Sheeran in concert, and I also attended Austin City Limits and the Shakey Knees Festival in Atlanta. I’m looking forward to catching Oasis on tour next year, assuming they don’t break up before the tour makes it stateside.  

I also enjoy spending time on the water, whether it’s towing the kids on the pontoon, jet skiing, or stand-up paddleboarding. 

Q: As you begin this journey as CEO, what would you like to say to HSMAI members about your vision and approach for the future? 

To all members, I’m truly honored to step into this role and am humbled by the legacy of the leaders who have guided HSMAI. In my first 90 days, my priority will be to listen to your insights, build on the existing relationships, and lay the foundation for HSMAI’s future growth.  

Thank you for your continued engagement and involvement—you make this organization stronger.