Radisson Blu Hotel Nanjing South New Town Announced for 2024

Radisson Hotel Group continues to expand in China with the signing of its first property in Nanjing, the country's ancient capital city, the current capital of Jiangsu province and a thriving modern metropolis.

Scheduled to open its doors in 2024, Radisson Blu Hotel Nanjing South New Town will feature 300 contemporary rooms and suites, an indoor swimming pool, a fitness center, a lobby lounge and three restaurants.

With an array of amenities and facilities, this new hotel will become a hub of the community, creating meaningful guest experiences that are underpinned by Radisson Blu's unique "Yes I Can!" service philosophy. The property is being developed by Nanjing South New Town Exhibition Centre Development Co., Ltd

The new hotel will be located just 3.3km from Nanjing South Station and easy access to Nanjing Lukou International Airport, which offers connections to many major cities including Bangkok, Frankfurt, Hong Kong, Singapore and Tokyo.

How to Get More Bookings With a Full Funnel Marketing Strategy

Whether you’re at a Hotel, Resort, Vacation Rental Management Company or a B&B, getting to full occupancy doesn’t happen overnight. There are thousands of businesses vying for travelers so your business needs to stand out from the rest. With changes to Google, OTA competition, Airbnb, and buyer behavior it can be a challenge to know how to market your property. In today’s travel landscape it’s essential to have a full funnel marketing strategy and be seen from traveler’s first Google search to creating a reservation at your property. This overview of how to get more bookings with a full funnel marketing Strategy will go over:

• Top of Funnel: Awareness

• Middle of Funnel: Engagement

• Bottom of Funnel: Conversion

  Top of Funnel

  Top of funnel marketing involves getting your property found by travelers that are just starting their search. They may be going to Google and searching general keywords such as Wisconsin dells resorts or NY hotels. Others may start their search on an OTA or Metasearch site. These travelers are just starting their search, so how do you stand out from all of the travel businesses and be seen? Here are a few strategies on how to get more bookings by bringing in travelers at the top of the funnel:

  • Travel Blog

  • Paid Search: Top of funnel keywords

  • Marketplace Listings

  Middle of Funnel

  Congratulations! A traveler found your property online. Whether you’re marketing to a traveler who has merely seen your property online or who has booked through you previously they are now in the middle of your marketing funnel. With an average buying cycle of 80 days for travel, it is paramount to stay in front of them. Don’t let them forget about you! Here are some strategies on how to get more bookings by staying in front of travelers for the full buying cycle:

  • Email capture and email marketing

  • Social Media Retargeting Ads

  • Paid Search: Brand Protection

    Bottom of Funnel

    Now the traveler has found you AND is ready to buy! This is where you need to work to close the sale and get them to book direct. If they’re looking at your property on Metasearch you want them to pick your site so they can book direct. Once they’re on your site you want to keep them there to close the sale. Here are some strategies on how to get more bookings and close the sale.

    • Competitive pricing

    • Cart Abandonment

Recommendations for Hoteliers on Digital Communications and Advertising Updates - By Nick Hopkins

We are immersed in a difficult and unprecedented time in the travel and hospitality industry. However, there are some steps you can take when it comes to your digital marketing to make the most of what you have available. Here are our recommendations:

Adjust your advertising:

1. Add negative keywords.
   Add “coronavirus” and “COVID-19” related keywords to your negative keywords within the paid search channel to prevent your ads from showing up for related searches.

2. Highlight key verbiage in ads and social.
   Verbiage like “flexible cancellations” or “daily housekeeping” should be highlighted in your ad copy or social media posts to put customers at ease with completing a booking at your properties. We are working with Google to get a callout extension approved for the meta channel that says “Flexible Cancellations.” If you are a current customer and would like to add this to your meta campaign, please contact your Business Development Manager.

3. Advertise ancillary.
   Advertise ancillary outlets to the immediate local market in order to try to capture some revenue through these channels even if bookings for the industry are currently down.

4. Maximize your low funnel channels.
   Do this to capture as many direct bookings as possible. While prospecting is important for the long-term, protecting direct bookings is vital at this time. Your direct bookings are still more cost-effective than an OTA commission.

Communicate with customers:

1. Email your customers.
   If you haven’t done so already, send an email out to your email distribution list addressing COVID-19 and the steps you’re taking on property to keep your guests and employees safe.

2. Get more social.
   Communicate to your customers on what is happening on property, future opportunities, thoughts from staff. It’s important to stay connected with your existing customer base.

Take a look at your data:

1. Ensure you have reporting dashboards.
   You need dashboards that allow you to view daily visitor volumes and what content they are engaged with: conversion rates, booking window, campaign performance, cancellation rates, etc.

2. Follow your booking window data closely.Leisure travelers are looking out to summer. Data shows an increase in flights purchased more than 90 days in advance so hotel reservations will follow.

What your short- and long-term strategy should look like:

1. Short-term strategy
   Target drive markets with local packages. Ensure your campaigns are geo-fenced for efficient spend and engagement. It is imperative that all targeting and content are relevant and carefully messaged. Continually….refresh….content on your website and in your ads.

2. Long-term strategy

   Target advance offers, summer packages or even holiday type specials. After a significant disruption like this, people will be looking for reasons to celebrate throughout the remainder of 2020 after taking a deep breath.

Fuel Hotel Marketing Podcast: Episode 138 - Adjustments To Consider For Your Hotel Advertising Right Now

These are unprecedented times and they call for us to rethink our advertising approach. In this episode, we discuss some simple considerations that you should be thinking about when updating your hotel advertising.

At Fuel, we think a little differently. We believe that we’re making the world just a little bit better by connecting people with the right products and services. “Travel Marketing…Simplified.” That’s our motto and our commitment. Headquartered in the heart of the travel and tourism industry in Myrtle Beach, S.C., Fuel provides all digital services in-house through a team of experts who understand the potential of well-executed, effective online marketing

For more information please visit below mention website:

http://www.fueltravel.com/?utm_source=Hotel+News+Resource

RLH Corporation Provides COVID-19 Update

Red Lion Hotels Corporation (NYSE: RLH) yesterday announced a series of organizational changes and cost cutting measures including changes to senior management, a reduction in force and the closing of the Company’s Spokane office.  These initiatives accelerate cost-cutting measures begun at the end of 2019 and broaden the scope of cost reductions in light of the COVID-19 pandemic.

The Company announced the following organizational changes:

• Nate Troup was promoted to Chief Financial Officer effective April 1, 2020; previously Mr. Troup was the Company’s Chief Accounting Officer.  

• Paul Moerner was promoted to Chief Accounting Officer; previously Mr. Moerner was Senior Director, Technical Accounting and Reporting. 

• Julie Shiflett, existing Chief Financial Officer is leaving the Company to pursue other interests.

• The Board of Directors has also suspended the Company’s search for a permanent Chief Executive Officer at this time.  John Russell, as interim CEO, will continue to lead the organization through this economic challenge.

The Company has implemented the following additional measures as part of an accelerated cost-cutting program:

• A reduction in force.  RLHC will be reducing its corporate workforce by roughly 40% to approximately 100 full-time equivalent employees.  After this reduction, the Company has reduced 48% of the corporate workforce on a quarter-to-date basis. The workforce reduction was part of the cost cutting measures begun in late 2019; the Board elected to accelerate these measures in response to the impact of the COVID-19 pandemic.  Severance expense of approximately $0.6 million will be recorded related to this reduction in force.

• Company-wide compensation reductions. Virtually all associates will be taking salary reductions.  John Russell, interim CEO will be taking a 25% reduction in compensation.  Most remaining staff from EVP to more junior staff levels will be subject to compensation cuts between  5% and 25%.  The Board has also agreed to a 25% reduction in their base retainer for the second quarter.  

• A reduction in capital spend. The Company is reducing its 2020 capital expenditures to include only essential projects for an estimated savings of $2.9 million. Furthermore, additional key money commitments for franchisees will be reduced during this challenging economic time.

  Operational Update Related to COVID-19

  “The safety of our guests and team members around the country is a top priority,” said John Russell, Interim Chief Executive Officer.  “We have provided our franchisees guidelines and safety recommendations by the U.S. Centers for Disease Control and Prevention (CDC) detailing how to identify COVID-19 symptoms and mitigate its transmission.

  Measures taken to support our franchisees include:

  • Royalty and Marketing Fee deferral program for all brands

  • Temporary fee reductions for review responses, guest relations fees, and certain other fees

  • Delay capital intensive brand standards

  • Providing information on new legislative relief that may be available to them       Suspending New Contract Signings Guidance

    Prior to the escalation of the pandemic, the Company was seeing a resurgence in interest for its franchise agreements that has slowed in the last several weeks.   Given the lack of visibility on how long travel restrictions and social distancing may remain in place, which is having a disproportionate unfavorable impact on the lodging sector, the Company has decided to suspend its guidance on new location contract signings.

Condor Hospitality Trust Provides Update on Its Response To COVID-19

Condor Hospitality Trust, Inc. (NYSE American: CDOR), a hotel-focused real estate investment trust (REIT) headquartered and incorporated in the state of Maryland, provided an update today on its response to COVID-19.

J. William Blackham, Chief Executive Officer said, “There have been significant changes in business and economic conditions generally in the United States and in the lodging industry in particular as the COVID-19 crisis continues. As many others in the lodging industry have determined, the Company has determined that it is advisable and in the best business practice for the Company to cause temporary closures of 30 to 90 days of two of its hotels located in Solomons, MD and Leawood, KS, and the Company is evaluating on a daily basis similar temporary closures of hotels located in Lake Mary, FL, San Antonio, TX and Round Rock, TX. We will continue to assess reopenings of these hotels, and potential temporary closings of other Company hotels, based on specific market trends.”

The Company is taking these additional actions to address operating costs and to better position the Company in the current lodging environment.

What Makes Your Guest Unhappy?

In a world spoiled for choice, reviews are a priority to decision making. Bad reviews have a lasting impact on reputation and can be disastrous for business. The use of the latest software makes the management and functionality of hotels more seamless and efficient. 

Below are listed a few common, but important reasons, that affect guest satisfaction in hotels:

Unhygienic Rooms :Hygienic rooms are a necessity and not a luxury. Spotless rooms, fresh linen and well- maintained upholstery are very important to create a positive guest experience. Ensure that the guests check-in to a clean room with well-arranged beds, fresh toiletries, dust-free furnishings and a pest-free environment.

A robust property management software, like the Hotelogix PMS, will help you manage the status of your room from both the frontdesk and from the housekeeping modules. And the best part? Room status can be configured to update automatically every night. You can also assign employees to rooms that need attention. With Hotelogix, you can make sure that a guest will never check into a messy room ever again.

Untrained Staff

The hotel staff are the representatives of the hotel’s values and brand image. They are the main connection between your customer and your hotel.

Hotelogix Automated Coaching Engine — A.C.E. is another innovative AI-powered module that would change the way your hotel staff is trained. Loaded with intuitively created tasks, A.C.E. trains your staff effortlessly on all the aspects of the Hotelogix PMS.  Whether you are learning the system from scratch, or stuck during a task, A.C.E. is always there by your side, making guest handling in hotel easy.

Absence of Basic Amenities

Offer some basic amenities to make your guests feel more at home. It doesn’t have to be an expensive gift bag a few everyday necessities will do. Personalised soaps, shampoos, or shaving kit, for example, leave your guests feeling like you care about their comforts. Make sure that the amenities offered with the room are all present and in a good working condition. A faulty air conditioner or a badly maintained minifridge all contribute to bad customer experience. The in-room perks which you provide should always be clean and ready for use for guest handling in hotels.

Poor Quality Food

A very important part of positive customer experience is the food. Guests look for healthy, hygienic and wholesome food. Guests want to experience the comforts of your hotel- and ordering room service is one of them. Providing food that is fresh and warm, in clean plates with clean cutlery is just the basic of what you can do for your guests.

Craft a well -rounded menu to make sure there’s something for everyone. Ensure that your kitchen and your buffet is well stocked and that the guests are aware of the timings of kitchen operations or the buffet. As they say, “the way to a person’s heart is through their stomach”.

Conclusion

A positive way to handle guest reviews is collecting and managing guest feedback while they stay in your hotel. Train staff to handle requests and guest complaints in the front office promptly so that the guest’s discomfort soon changes into a positive experience by showing them that you care. Offer apologies and be sincere with your approach to their problems, this is the best approach to dealing with guest complaints in hotels.

Hotelogix helps you manage all guest reviews within one system. With our review manager, you can now view, respond to and manage all guest reviews- not only on your booking engine but also on all your registered OTAs.

Hilton Garden Inn Monterrey Obispado Opens in Mexico

Hilton announced the opening of its new Hilton Garden Inn in Mexico — Hilton Garden Inn Monterrey Obispado. Owned by Real State Agency ALORA and developed by Promotora DEVI SA de CV, the 176-room hotel is located within Torre TOP, a new mixed-use project with LEED Gold Certification for sustainable buildings. Upon completion, Torre TOP will be recognized as Mexico’s tallest skyscraper.

Located two miles away from San Pedro Garza Garcia, Hilton Garden Inn Monterrey Obispado boasts 176 guestrooms that offer panoramic views of the Monterrey mountain range. The rooms also feature the brand’s signature bedding, which includes fresh, white duvets and crisp linens; a spacious and clutter-free work desk with an ergonomic desk chair; and an in-room “hospitality center” with a mini fridge as well as a coffee maker. 

Situated in front of the San Pedro corporate and financial area and surrounded by important medical establishments such as Christus Muguerza Hospital and Sierra Madre Hospital, the hotel boasts convenient access to downtown tourist attractions, such as Macroplaza, Santa Lucia walkway, Metropolitan Cathedral, Mirador del Obispado, Fundidora Park and Museo del Acero Horno 3. Guests can take advantage of a complimentary shuttle service to reach destinations within five miles of the property. 

Hilton currently has a portfolio of nearly 160 hotels and resorts across 25 countries in the Caribbean and Latin America, including just about 70 properties in Mexico. The company is actively pursuing additional Caribbean and Latin American growth opportunities and currently has a robust pipeline of more than 100 hotels throughout the region, including 30 hotels in the pipeline in Mexico.

SureStay Hotel by Best Western Fairfield Napa Valley Makes Its Debut in California

The SureStay Hotel by Best Western Fairfield Napa Valley has opened its doors in Fairfield, California.

The SureStay Hotel by Best Western Fairfield Napa Valley will provide guests with an experience they can count on and the amenities today's travelers have come to expect. The SureStay service promise reflects the brand and the hotel's commitment to providing quality service and value to its guests.

Located at 3331 N. Texas St. in Fairfield, California, the hotel features 100 guest rooms

The property's location near world-class wineries and delicious restaurants makes it an optimal place to call home base when visiting Napa Valley. Also nearby is the Anheuser-Busch Budweiser beer brewery with a tasting room and tours and the Vacaville Premium Outlets which boasts 120 stores.

For more family fun, the Six Flags Discovery Kingdom theme park and Six Flags Hurricane Harbor Concord water park are also in the area. Also nearby is the Travis Air Force Base, home to the site of the largest military aerial port in the United States.

"It has been a pleasure working alongside Sona Sales & Management to introduce SureStay Hotel Group to Fairfield," adds Daniel Knuckles, Regional Manager of SureStay Hotel Group. "We are confident that David Chin and his team will deliver on our service promise."

India Daily Hotel Occupancy Drops to 11%

As COVID-19 concerns and restrictions have intensified in India, the country’s daily hotel occupancy dropped to 11% during 23-29 March, according to preliminary data from STR.

. “The story was different in March, especially during the later portion of the month with year-over-year occupancy declines in excess of 80% for the last nine days we have processed

Along with a steep downward trend in occupancy, average daily rate (ADR) and revenue per available room (RevPAR) have also dropped significantly in India. ADR, which has decreased year over year by roughly 20% or more for eight consecutive days, went as low as INR4,924.18 on 28 March. RevPAR reached its lowest absolute level (INR537.54) on 22 March.

For more information click on below mention link :

https://str.com/data-insights-blog/coronavirus-hotel-industry-data-news

CHART Announces Membership Access Program to Support Hospitality Trainers During the COVID-19 Pandemic

To support hospitality trainers in the COVID-19 pandemic, the Council of Hotel and Restaurant Trainers (CHART, www.chart.org) is providing free membership through a newly created Membership Access Program to new members, and is providing pay-what-you-can renewal for current members who are unable to renew their membership due to the crisis.

“Hospitality training professionals are at the forefront of helping the restaurant, foodservice, and lodging industries get back on their feet and get employees ready to serve guests again in the coming weeks,” said Serah Morrissey, CHART President 

CHART membership includes access to:

• Ask My Peers – a private, members-only online discussion group that actively shares solutions and best practices

• Virtual Training Forums – newly-created to address timely and critical COVID-19 topics

• Regional Training Forums – in-person and virtual meetings across the U.S.

• Hospitality Training Magazine – articles and member blogs with practical training content

• Hospitality Trainer Toolbox – an arsenal of research, publications, and ideas

• Member Directory – contact information for the nation’s top hospitality trainers

APPLICATION INFORMATION: New members must meet the eligibility criteria of being in (or recently in) a hospitality training position for an operator business. Free membership will be offered through May 31, 2020 and will last for a period of one year.

DONATE: CHART, a non-profit association, is accepting donations to offset the cost of this program.

The hashtag for this program is #BetterTogetherCHART.

Sweetgreen Joins Forces with World Central Kitchen to Feed Heroes on the Front Line

Sweetgreen, announces the launch of the Sweetgreen Impact Outpost Fund. The fund -- the first of its kind for the fast-casual company - was created in partnership with World Central Kitchen (WCK), the international not-for-profit organization founded by chef José Andrés that uses the power of food to heal and strengthen communities in times of crisis.

Through the fund, corporations, sponsors and customers are able to join sweetgreen and WCK’s efforts to feed more front-line medical personnel working in hospitals

"To be able to help share not just nourishing meals with the tireless and brave medical professionals working on the front lines of this crisis, but also the hope, dignity, comfort and care that a delicious and fresh bowl of food represents is an honor, and we are proud to partner with sweetgreen on this mission," said Nate Mook, CEO of World Central Kitchen.

100% of the money raised will be dedicated to providing free sweetgreen meals to hospital workers, expanding the program's reach. In the midst of the current crisis, sweetgreen dedicated their Outpost operations and teams to support those on the front lines by creating Impact Outpost, a program that delivers free salads and grain bowls to hospital workers. To date, sweetgreen has delivered over 10,000 meals to hospitals across the country and together with World Central Kitchen they have a goal of serving over 100,000.

“We’re so grateful for the hospital workers and medical personnel who are putting others before themselves during this critical time,”

Restaurants Get Tax Breaks, Deferments from CARES Act

The CARES Act signed into law by President Trump postpones but doesn’t eliminate the inevitable — taxes. But the temporary changes in tax law can help ease the burden restaurants face during the uncertainty of the coronavirus crisis. Here’s a summary of some of the changes.

• Delays in tax filings/payments. The tax filing deadline will be extended from April 15 to July 15, and you can postpone estimated tax payments (both personal and business) due until October 15, 2020, with no cap on the amount of the payment you postpone. Social Security taxes also are deferred, with half due on Dec. 31, 2021, and the remaining half at the end of 2022.

• Employee Retention Tax Credit. Restaurants that closed or whose business declined 50% or more due to the coronavirus – compared with the same quarter last year – get a refundable payroll tax credit for 50% of wages paid to employees during the crisis. The credit applies to the first $10,000 of compensation paid, including health care benefits, from March 13, 2020 through December 31, 2020. What wages qualify vary somewhat depending on whether you have more or fewer than 100 employees.

• Tipped employee wage adjustment. Since table service has been discontinued in most states, and servers are no longer able to earn tips, you can base your payroll costs on the wages you’re currently paying waitstaff for the jobs they’re doing now, instead of the wages plus gratuities they collected prior to the COVID-19 pandemic. You can use these wages when you compute loan forgiveness.

• Cap on sick leave expenses. Your sick leave expenses are capped at $200 per day and $10,000 in the aggregate for each employee. Outlays for paid family leave are capped at $200 a day or $2,000 in the aggregate for employees attending to a quarantined child or family member.

• Modifications for Net Operating Losses (NOL). This provides that a loss from 2018, 2019, or 2020 can be carried back five years, and temporarily removes the taxable income limitation to allow a NOL you incurred to fully offset income.

Home2 Suites by Hilton Clovis Fresno Airport Opens in California

Home2 Suites by Hilton, part of Hilton's All Suites portfolio, opened on March 27th, its newest property, Home2 Suites by Hilton Clovis Fresno Airport. Designed for travelers who want to maintain their normal routine, the hotel features 111 suites and a range of value, tech-focused and eco-conscious amenities. Home2 Suites by Hilton Clovis Fresno is situated conveniently located 90 minutes away from 3 National Parks; Yosemite, Kings Canyon and Sequoia. In the Central Valley, visitors spend $4.5 billion on tourism and hospitality which supports 46,600 jobs generating $258 million in State and local tax revenues in 2018.

“Clovis’ proximity remains a destination to visit for both international and domestic traveler’s and we are excited to bring our modern extended stay accommodations to Clovis,” said Stephanie Rodriguez, General Manager, Home2 Suites by Hilton. “Guests enjoying the area will love our convenient location and customizable suites that fit the needs of every unique traveler.”

Located at 810 Santa Ava Avenue, just 4 miles north of the Fresno Yosemite International Airport, Home2 Suites by Hilton Clovis Fresno Airport offers guests convenient access to California State University, Lamonica Stadium and variety of eateries and wineries.

Restaurant Career-Enhancing Training Available Free During April

The National Restaurant Association's ServSuccess program, in partnership with the American Hotel & Lodging Foundation (AHLA Foundation), today announced five popular, career-advancing training classes will be available free of charge to industry employees throughout April. The available courses include the ServSuccess Restaurant Professional and Restaurant Supervisor learning suites and the American Hotel & Lodging Educational Institute (AHLEI) Supervisory Skill Builders, Hospitality Manager: Leadership, and Certified Hotel Administrator (CHA) Review courses

The Restaurant Professional Learning Suite takes approximately 4 hours to complete and covers:

• Front-of-the-House Service & Communication

• Front-of-the-House Basic Operations

• Back-of-the-House Pre-Production

• Back-of-the-House Production

• Basic Business Operations

The Restaurant Supervisor Learning Suite takes approximately 5 hours to complete and covers:

• Managing Daily Operations

• Leadership & Communication

• Safety & Regulations

• Cost Control Fundamentals

• Controlling Costs

The AHLEI Supervisory Skill Builders course covers essential skills to help supervisors contribute to the success of a hospitality establishment. The nine modules develop skills in key areas including

• Conflict management

• Staffing and scheduling

• Communication

• Team building

The AHLEI Hospitality Manager: Leadership class teaches how to lead a team including:

• Building a positive workplace culture

• Aligning day-to-day operations with organizational goals

• Using emotional intelligence to connect with employees

The CHA Review covers the necessary knowledge essential to overseeing all functional areas of a hospitality establishment as a general manager or operations executive including:

• Rooms management

• Human resources

• Financial management

• Marketing and sales

  For more information or to register for one of the free courses, go to servsafe.com/freecourses.

OYO CEO and the Executive Leadership Team to Take Voluntary Salary Cuts

COVID-19 has impacted the global hospitality industry significantly with occupancies of various hotel chains being affected drastically. In this unprecedented and difficult period, Ritesh Agarwal, the Founder & Group CEO, OYO Hotels & Homes, has decided to forego 100% of his salary for the rest of the year. The company’s entire executive leadership team has taken a voluntary pay cut starting at 25%, with many opting for an additional uncapped amount, and some going up to 50% to enable building the runway for the company. This would be effective April 2020 and the entire company is standing together to tide over these times.

It has been a matter of pride for OYO Hotels & Homes that it has retained each and every single leader in the CXO group in the history of the company, and in a difficult time like this, the executive leadership has come together as one strong entity as true partners of the company.

Commenting on the development, Ritesh Agarwal, Founder & Group CEO said, “The current situation the world over is deeply concerning to each and every one of us. OYO is doing everything to support the world with its limited resources in this pandemic from making isolation centers to finding a safe place for first responders. Given the current business situation, which is unprecedented for our industry globally

LEGOLAND New York Resort Opening Delayed to 2021 In Response To Coronavirus

In adherence to the guidance of the Centers for Disease Control and Prevention and evolving restrictions from state and local governments in response to the coronavirus pandemic, LEGOLAND New York Resort and parent company Merlin Entertainments regret to announce the postponement of the Resort opening until 2021. The measure is consistent with the closure of venues and postponement of events worldwide.

"Nothing is more important to us than the health, safety and security of our team, the partners we work with, and the communities we serve,”

All previously purchased annual passes or single-day tickets will be honored when the Resort opens in 2021. Those who have booked vacation packages through LEGOLAND Vacations will be given the opportunity to be the first to book for the 2021 season.

Resort officials still plan to hire more than 1,000 Model Citizens (employees) to staff the theme park and hotel, and all hourly employees who received an offer to work for the 2020 season will be invited to join the team in 2021.

Canadian Hotel Occupany Drops to 21.4 Percent for Week Ending 21 March 2020

COVID-19 impact, the Canadian hotel industry recorded negative year-over-year results in the three key performance metrics during the week of 15-21 March 2020, according to data from STR.

In comparison with the week of 17-23 March 2019, the industry reported the following:

• Occupancy: -65.0% to 21.4%
• Average daily rate (ADR): -16.9% to CAD120.82
• Revenue per available room (RevPAR): -70.9% to CAD25.84

Quebec experienced the largest decline in occupancy (-75.5% to 15.0%) and the steepest drop in RevPAR (-77.8% to CAD19.94).

Prince Edward Island posted the largest decrease in ADR (-24.3% to CAD87.39).

Ontario saw double-digit declines across the three key performance metrics: occupancy (-65.1% to 21.7%), ADR (-18.1% to CAD120.77) and RevPAR (-71.4% to CAD26.22).

 Montreal recorded the steepest drop in RevPAR (-77.3% to CAD21.67), due to the largest decrease in occupancy (-75.6% to 15.3%).

Ottawa registered the largest decline in ADR (-20.6% to CAD129.49).

Daily Hotel Occupancy Falls to As Low As 12.9% in Lima, Peru

As the impact of COVID-19 broadens in South America, Lima’s daily hotel occupancy fell to as low as 12.9% on 19 March, according to preliminary data from STR.

That occupancy level came one day after the Peruvian government imposed a nightly curfew to combat the spread of COVID-19. STR’s most recent data for 22 March showed that just 13 of 100 rooms on average were occupied in the city.

“Despite the fact that corporate tourism is not strong during January and February, daily occupancy in Lima was as high as 70.1% on 19 February,” said Patricia Boo, STR’s area director for Central/South America. “The market’s daily occupancy was above 40% as late as the 12th of March, with the exception of 29 February and 8 March when occupancy was roughly 38%, but has been declining recently by more than 70% in year-over-year comparisons.”

STR provides premium data benchmarking, analytics and marketplace insights for global hospitality sectors. For more information, please visit str.com.

Sabre Honored with Multiple Interactive Media Awards Recognizing Best-in-class Website Design for Hotels

Sabre Corporation , a leading software and technology company that powers the global travel industry, is thrilled to announce that it was awarded multiple HSMAI (Hospitality Sales & Marketing Association International) Adrian Awards for its SynXis Digital Experience Web Design solutions.

Winning entries included work for The Farmhouse Ojai’s website (gold), the Meritage Collection’s website redesign (gold) and the Setai Hotels’ website redesign (bronze).

Sabre is honored to be recognized by the HSMAI for delivering innovative web solutions that can improve user experiences, increase conversions and drive direct bookings for hoteliers across the globe,” said Justin Ricketts, iInterim President, Sabre Hospitality Solutions.

Selected out of more than 1,100 entries submitted this year, Sabre’s work was judged to have exemplified outstanding advertising, digital marketing, public relations, and integrated marketing in hospitality.