Are you looking for an inexpensive place to have a baby shower?
Surprise your favorite mom-to-be with a baby shower at one of San Diego’s most affordable — and fun — locations. Experience comfortable accommodations, friendly service, lovely surroundings and low rates when you book one of our well-appointed meeting rooms available in a variety of sizes. We’re conveniently located in Mission Valley Resort on Hotel Circle, making it easy to get everyone together for your event.
When it comes to details, we think of everything! Whether you invite 10 or 100 guests, trust our experienced, attentive staff to provide each and every one with an amazing experience. From planning unique themed events to ensuring that you never run out of snacks or beverages, we’ll make sure your baby shower goes off without a hitch.
We can satisfy any kind of food craving your guest of honor can conjure up, and there’s plenty of delicious food to satisfy the other guests as well. Larger groups can enjoy a variety of dining options, from our brunch buffet to dinner and drinks. We offer a mouthwatering selection of tasty menu items to suit every palate. Themed buffets make for a memorable experience, and our creative staff will be happy to coordinate all the details.
If the mother-to-be has an odd candy craving or you need something for a headache, our on-site convenience store is here to save the day. If you’re planning an early shower but decide to keep the fun going, our Valley Kitchen Restaurant and The Valley Tavern Sports Bar make great places to catch up over food and drinks. Audio-visual equipment is available for music and movies at reasonable rates.
You’ll enjoy a private setting with all the amenities you’d expect from a professionally operated San Diego hotel. Out-of-town guests will love the convenience of staying on-site, and you’ll appreciate having one easy locale to use as a home base for visiting guests and locals who want to spend an extra day or two reconnecting with old friends. Mission Valley Resort offers free parking, including spaces for the disabled, and our large facility is wheelchair-accessible throughout.
Create a fantastic experience filled with wonderful memories for the soon-to-be-mom and her friends and family. Contact Mission Valley Resort today to begin planning an affordable, fun-packed baby shower your guests won’t soon forget — for all the right reasons.
Fall is the time to reflect on the events of the year and to look ahead toward what may occur in the coming year. For many companies, their business year ends as the last quarter of the calendar year begins. As we leave September behind and head into October, let’s take a closer look at the 2014 growth of the worldwide hotel industry and what that growth might look like in 2015.
Growth and performance in the worldwide hotel industry is highly correlated to the health of the economy. When parts of the world are in turmoil (war and political unrest), the industry suffers. During the first nine months of 2014, the world witnessed wars in the Middle East, an outbreak of the Ebola virus in Africa, two Malaysian passenger jet flight tragedies, and many countries reporting weak economies. Despite all of this bleak news, the standard of living is rising in China and India — two of the most populous countries in the world.
In 2014, as the rich got richer and corporate profits were strong, both business and leisure travel grew. Tourism and travel contributed to the growth of GDP in the United States and other countries around the globe. According to the World Travel & Tourism Council, in 2014 tourism and travel accounted for 9.6 percent of world GDP. By 2024, it is forecasted that this figure will rise to 10.3 percent.
A Few Words about Business Travel
The World Travel & Tourism Council (WTTC) has noted that worldwide leisure travel spending generated about 75 percent of global direct travel and tourism GDP, while the remaining 25 percent was attributed to business travel and tourism. According to the Global Business Travel Association, China and the Asia-Pacific region will lead global business spending to an all-time record high in 2014. The forecast is for global business spending to increase by nearly 7 percent over 2013 figures to $1.18 trillion.
Growth Rates: Jan-Aug 2013 vs. Jan-Aug 2014
STR Global provides some of the most current information about the worldwide hotel industry. In their August 2014 Global Performance Report, occupancy, ADR and RevPAR are broken down into four main regions of the world – Asia Pacific, Americas, Europe, and Middle East/Africa. In year-over-year comparisons between the first 8 months of 2013 and the first 8 months of 2014, here are the results:
This region includes Central and South Asia, Northeastern Asia, Southeastern Asia, Australia and Oceania. It represents 45 countries and among the group of countries are India, China, Japan, Indonesia, Malaysia and the Philippines. RevPAR was down 1.6 percent, ADR was down 2.4 percent, and occupancy rates managed to post a small gain of 0.8 percent. Pricing pressure was the primary reason for the weaker 2014 y-t-d statistics.
This region includes North America, Central America, South America, and the Caribbean. Boosted by a stronger U.S. economy and an infusion of visitors to Brazil for the World Cup, the numbers were strong for the first 8 months of 2014. Compared to the same period in 2013, RevPAR in 2014 grew by 7.5 percent, ADR grew by 4.1 percent, and occupancy grew by 3.4 percent.
This region includes all of the European countries ranging from the Ukraine in Eastern Europe and the United Kingdom in Northern Europe to Italy in Southern Europe and France in Western Europe. Aside from Eastern Europe, which posted negative growth numbers in all three metrics, the rest of Europe did quite well. Even after averaging in struggling Eastern Europe, Europe as a whole reported positive growth in RevPAR of 9.0 percent; a 7.0 percent increase in ADR; and a 1.9 percent increase in occupancy.
This region includes oil-rich countries such as Iraq, Iran, and Saudi Arabia as well as African nations such as Egypt, Libya, Kenya, Nigeria, and South Africa. RevPAR increased by 4.9 percent; ADR was up 2.2 percent; and occupancy was up 2.7 percent.
In looking at all of the regions, RevPAR was highest in the Middle East/Africa region ($102.46) followed by Europe ($97.41), Asia Pacific ($79.31), and the Americas ($77.39). ADR ($163.80) was also highest in the Middle East/Africa region, but occupancy was highest in Europe (68.2 percent).
In the Pipeline
STR Global August 2014 pipeline reports show hotel development projects in various stages of completion. They categorize some of the world’s regions slightly differently than they do RevPAR, ADR and occupancy. Here is a brief summary:
• Caribbean/Mexico – Adding 164 hotels totaling 27,621 rooms
• Central/South America – Adding 429 hotels totaling 70,560 rooms
• United States – 3,246 hotels (new construction & expansion) will be adding 391,402 rooms to inventory
• Asia/Pacific – 2,352 hotels are under contract to provide 528,109 rooms
• Europe – Adding 894 hotels for 142,704 new rooms
• Middle East/Africa – 628 new hotels under contract totaling 147,454 rooms
Growth by Hotel Group
Most of the growth in the worldwide hotel industry in 2014 and beyond will come from major hotel groups. According to MKG Hospitality’s 2014 Global Hotel Rankings, branded hotels grew by 3.2 percent in 2013 while non-branded hotel growth contracted, netting a 1.2 percent overall increase in the global supply of rooms (+200,000). In 2014, most major hotel groups are expected to grow between one and three percent. However, Chinese hotel group Home Inns is projecting growth of close to 20 percent as it capitalizes on the growing wealth of the population and its desire to travel.
• IHG, based in Great Britain, added 95 new hotels in 2014 and has 4,697 properties around the world
• Hilton Worldwide, based in the US grew by 2.8 percent, y-o-y, to have 4,115 properties in 2014
• Marriott International now has 3,783 hotels and 653,719 rooms after growing its inventory by 2.3 percent
Stabilization in Growth Trends Allows for More Environmental Conservation
- Top Trends For 2015: Will Your Hotel Be Ready To Welcome The Savvy Traveler?
- 2014 Outlook on Travel, Hospitality and Leisure
Articles/Photos/Graphics Copyright ©2014 Hotel Managers Group – All Rights Reserved Worldwide.
The hospitality industry is thriving, but with that success comes responsibility. Hotel and restaurant owners need good management practices in order to remain relevant and realize sustained profits. Effective management includes overseeing employee satisfaction. Research has shown that there is a direct connection between employee contentment and customer loyalty. This is why it is important to take an interest in each staff member’s happiness.
In an accommodation industry, the key to customer satisfaction is high-quality service. However, employees who are unhappy often lack the motivation to provide such service, which results in disgruntled customers. This trickle-down effect can adversely affect a company’s revenue. Studies have proven that the attitude of an employee is directly related to a customer’s spending. Essentially, happy employees create happy customers.
Online review sites and social networks have made it possible for travelers to instantly research hotels, resorts, restaurants and vacation hot spots. This on-the-spot reviewing can make or break a business. Find enough people ranting about slow, unfriendly or inexperienced staff members, and you will find a company struggling to prosper. The best weapon anyone in the travel industry has is employee engagement.
Encouraging employees to be connected to the process is the first step toward creating a long-lasting relationship between a business and its clientele. Customers seek authenticity, so employees should show genuine concern regarding customer satisfaction. Each team member should also understand the brand and its value. This will make it easier to represent the company on a day-to-day basis.
How can a business owner persuade employees to become engaged and authentic? The trick is to open communications so that team members can candidly discuss their gripes or praises. Managers should make the necessary adjustments to improve employee behavior. This may translate into a better understanding and delivery of the brand value, which can result in overall customer satisfaction.
The employee is the face of the business. With the ultimate goal being financial growth using responsible environmental practices, managers within this industry should focus on the employee-patron relationship. There is no denying that employee attitude, brand knowledge and productivity impact client satisfaction. A happy customer base is the gateway to security and longevity.
Customers often base their spending behaviors solely on their perception of the service. This is particularly true in the travel industry. Quick and efficient check-ins, a welcoming and accommodating staff, honesty and brand reliability are essential. When combined, these ingredients create the ultimate recipe for profitability.
Tourism is booming because it meets a need in society. As long as there is a hunger and need for travel, the hospitality industry will flourish. This does not mean that businesses can rest on their laurels. Competition is tough, and meeting the expectations of the customers is becoming more and more difficult. Hoteliers and other business owners must rely on personnel to provide superior service. The best way to support this goal is to keep staff members motivated, engaged and content.
When you hire a general manager to run your hotel, you expect them to do everything within their power to make your operation successful. In their role as supervisor, they are responsible for everything that goes on in your hotel. While they may not be the one who failed to fix the air-conditioner in room 201, they need to be aware that there is a problem and resolve it expeditiously. Ultimately, the general manager is held responsible for making sure that every problem, no matter how small or large, is resolved. Here are 10 constructive coaching tips for your new general manager:
1. Be Prepared – GMs should regularly prepare for meetings and be familiar with their clientele, employees and property.
2. Communicate Effectively with Employees – It is imperative that every employee clearly understands what they should be doing. A GM should not hide behind a desk, but instead be visible and available to all employees. It is a good idea to publicly praise an employee for doing a good job and a GM should never criticize an employee in front of others or on a group email thread.
3. Listen to Employees – There is no better feedback about what is really going on in your hotel than what can be heard from the women and men who do the hard work that keeps a hotel running. If a GM discourages employees from bringing up complaints from guests, or from making suggestions on how the hotel can do things better, it makes it harder for a hotel to shine. Employees are a hotel’s greatest asset. Encourage GMs to listen carefully to employees and hotel guests so that every hotel stay is optimized for greatest satisfaction.
4. Management Through Encouragement – Stressing out employees by placing unrealistic demands on them is a sure way to decrease morale and can lead to a high employee turnover rate. When training general managers, be sure to recommend a management style that includes regular positive reinforcement for all employees. Compliments may be delivered in person, on the phone or in a supportive email.
5. Delegate Work – No one can do it all and there are always people who can do a job as well or better than you. Make sure that the GM empowers the entire hospitality team by letting each member shine according to their professional talents.
6. Blaming Weak Top-Line Revenues for Not Making a Profit – A GM who does not take some responsibility for improving sales (top-line revenue), and instead blames the marketing or other departments for not attracting more paying customers, is shirking responsibility. A well-trained GM should regularly consult with the sales team and the sales team should coordinate efforts with the marketing team. Revenue generation cannot be separated from the role of the GM. When RevPAR and occupancy go up, your GM will take credit. The GM should also accept responsibility when revenues are down and take prompt professional steps to improve sales.
7. Be Decisive – Work with a GM who has no trouble running a team whose principles are transparent, whose operations are consistent, whose communications are positive and prompt, and whose motives are the good of the company where the customer comes first.
8. Always Have the Best Interest of the Hotel in Mind – Work with GMs who believe in the company they work for and who take pride in being a team player for that company at all times.
9. Motivate Employees – Employees can be motivated by kind and supportive words, an increase in pay, a company picnic, emplyee-of-the-month recognition or numerous other rewards that make them feel valued and an important asset to the team.
10. Projecting the Right Image for the Hotel – A friendly and personable GM who regularly walks through the lobby and talks to guests can do wonders for business. In the hospitality industry, friendly smiles and fabulous customer service are everything.
If your GM is excelling at their job and responsibly handles the work that comes with hotel management, then reward them generously with praise and let them know that they are leading by example, making your hotel a success. A confident GM will in turn encourage their own employees and create a hospitality culture of kindness that is contagious and rewarding for all.
Reports from a number of well-respected companies that gather and analyze data for the hotel industry all seem to have come to the same conclusion: hotels all across the United States have been doing well in 2014 and they will do even better in 2015. There is unanimous consent in the most recent reports issued by Smith Travel Reports (STR), PricewaterhouseCoopers (PWC) and TravelClick’s North American Hospitality Review (NAHR) that RevPAR, Average Daily Rates and Occupancy, will all show improvement in 2015.
According to the latest statistics reported by STR and STR Global, all three of the key data-points that are used to assess hotel performance were up in year-over-year comparisons. The July of 2014 occupancy rate was 73.6%, an increase of 3.9% over the July of 2013 occupancy rate. The ADR in July of 2014 was $117.81, bettering the prior year’s ADR by 4.8%. RevPAR showed the biggest year-over-year gains, surging by 8.8% in July of 2014.
PricewaterhouseCoopers concluded in an August 2014 report that U.S. hotel occupancy rates will reach their highest levels in 20 years, during calendar year 2015.They noted that companies are increasing their travel spending budgets which leads to more group reservations. With the supply of hotel rooms remaining almost unchanged, added demand allows hotel managers the flexibility to raise rates without hurting occupancy rates. The PwC report predicts that continued strong group travel, as well as a strong summer travel season, will push hotel occupancy rates up about 2 percentage points, to 64.1% for the year ending December 31, 2014. For 2015, the momentum is expected to continue with occupancy rates rising to a 20-year high of 64.8%. PwC also predicts that RevPAR for 2014 will increase by 7.6% over 2013 RevPAR, and in 2015, RevPAR will be up 6.9% over the 2014 figure.
The August 2014 TravelClick North American Hospitality Review was quite optimistic about the immediate future prospects for the hotel industry. John Hach, Senior Vice President for Global Product Management at TravelClick said “While summer may be coming to an end, the hotel market has a hot outlook for the winter months.” Traditionally, summer is always a good time to be in the hotel business as the kids are home from school and families use the time to take vacations. In 2014, business travel has done surprisingly well and is expected to stay strong through 2015. Over the next 12 months (August 2014 through July 2015), committed occupancy is up 3.7% over the same 12-month period a year ago. Committed occupancy includes both group commitments and individual room reservations. The NAHP data also showed that in year-over-year comparisons, bookings for the transient leisure segment are up 4% and bookings for the transient business segment are up is up 5%.
The hotel industry is one of the most economically sensitive sectors of our economy. A strong hotel market is a solid indicator of the strength of the overall economy. When times are good, there is more economic activity and business executives travel for meetings, conferences and trade shows. When people have more money in their pockets, they go on vacations, book more hotel rooms, and inject money into the economy.
There are few industries that rely more on compiling and analyzing data than the hotel industry. RevPAR, occupancy, ADR and other metrics are used to measure a hotel’s performance. Once numbers and the latest economic data (GDP, unemployment rates, disposable income etc.) are analyzed, they can be used to guide managers to deploy the best pricing, marketing, and other strategies to maximize a hotel’s future revenues.
Running a successful hotel in an industry where profit margins have been historically thin is a challenge. It takes competent management to control costs while still offering the amenities and true value that attract paying guests.
Adapting to the New Way of Marketing Hotel Rooms
In previous generations, before the digital age, traditional travel agents, brochures and hotel travel guides were used by travelers to find and book hotel rooms. Most often, travelers chose their accommodations based on the brand and not on reviews posted on social media sites. Having a strong brand is still very important because it tells guests what to expect when they visit a branded hotel in any city around the country or around the world. The way people are booking their travels today however – researching hotels online, reading reviews and reserving rooms through their smartphones – is forcing hoteliers to step up their digital marketing strategies.
Hoteliers Now Have to Work Harder and Smarter
It is no longer enough to simply have a website for your hotel. Your website must be robust and allow visitors to interact with the site when they arrive. Since the depths of the recession five-rears ago, the hotel industry has bounced back and is now posting positive numbers. Broadly speaking, Revenue per Available Room (RevPAR), occupancy, and the average daily rate are all up from 2009. While the country was digging its way out of the recession, hotels have been steadily prospering. Currently however, many hotels are finding it difficult to continue to beat the previous year’s key numbers.
Margins are Being Squeezed by Online Travel Agencies
Customers love the transparency afforded them by the various online travel agencies, hotel booking sites, and array of ways they can find out more about hotels before they actually book a room. As evidenced by the enormous growth of companies like Priceline and Expedia, people want low prices and value when they search for accommodations. While great for customers, the competition is squeezing the profit margin for hotel operators.
- Google gets five percent of its total revenue from Priceline and Expedia and only financial services and retail generate more sales than the travel sector.
- TripAdvisor ($13.9 billion) and Airbnb ($10 billion) both have higher market values than industry stalwarts Hyatt Hotels ($9.55 billion) and the InterContinental Hotel Group ($9.97 billion).
- • In the first quarter of 2014, hotel brand sites accounted for 27.1 percent of all bookings while OTA sites booked 13.2 percent of all hotel rooms. At first sight, this sounds like good news for the major hotels, but looking more closely, the OTA share has grown by 9.2 percent from year-to-year as compared to a growth rate of only 6.1 percent for branded sites.
- Use of metasearch engines (search tools that aggregate information from several search engines at once) to decide on which hotel room to book is becoming more prevalent in the industry. In 2013, millennial travelers in the key 18-36 age group used search engines 39 percent of the time when booking hotel rooms.
The Savvy Hotelier
Industry analysts and experts in digital marketing almost unanimously agree that hotel owners and managers must incorporate enhanced websites, a strong social media strategy, as well as innovative apps that make booking rooms from a smartphone, or other digital device, a snap. Although it may be difficult for traditional operators to change from what has worked well in the past, in today’s hotel industry, hoteliers must either adapt to the current environment or watch the competition steadily pull ahead.