Creating cultural connections to ensure success

Global hospitality conglomerate, BWH Hotels, encompasses three distinct hotel brands: WorldHotels™, Best Western® Hotels & Resorts and SureStay Hotels®. This amalgamation forms an expansive global network spanning across all chain scale segments, operating in over 100 countries and territories worldwide. Acting as the overarching parent organisation for each hotel brand, BWH Hotels offers a comprehensive array of options for travellers and developers, all while preserving the distinctive identity of each individual brand. As a result, this network boasts of around 4,300 hotels, catering to diverse needs and preferences across the globe.

In an exclusive interview, Tajinder Singh, Senior Area Director of Worldwide Sales for India & South Asia at BWH Hotel Group, delves into the Group’s strategic sales approach, adeptly catering to both corporate clients and leisure travellers in the region, the exciting prospects for expansion within India and South Asia and sheds light on emerging trends poised to shape sales and revenue management practices in the hospitality industry.

DRIVING SALES GROWTH AND MAXIMISING REVENUE 
Singh shares that he employs a comprehensive strategy to boost revenue, customised for their diverse market segments. He underscores the importance of continuous investment in training programmes for the sales team, highlighting the value of cultural awareness to enhance performance across various markets.

He stresses on the significance of expanding into new markets and forming strategic partnerships, noting that these endeavours are supported by data-driven decision-making to refine resource allocation and sales strategies. “By nurturing a culture of innovation and adaptability,” he adds, “our goal is not only to maximise revenue but also to cultivate lasting customer relationships,” thereby reinforcing BWH Hotel’s leadership position in the hospitality sector.

TAILORING SALES APPROACH TO TARGET CORPORATE AND LEISURE TRAVELLERS 
“Our approach involves tailoring our services to meet the diverse needs of corporate clients and leisure travellers in India and South Asia. Understanding their distinct requirements, we offer various portfolios to cater to their preferences,” explains Singh.
For corporate clients, convenience and efficiency are paramount. BWH Hotel Group ensures its properties provide convenient amenities and services suitable for business meetings and conferences. “We recognise the importance of creating spaces where business can thrive,” Singh remarks, emphasising on the Group’s dedication to facilitating productive environments for its corporate clientele. However, the Group’s commitment to tailored hospitality extends far beyond the boardroom. “Our leisure traveller portfolio lays stress on leisure facilities and local experiences,” Singh elaborates. From luxurious spas to curated local excursions, BWH Hotel Group strives to create unforgettable experiences that resonate with leisure travellers exploring the vibrant tapestry of India and South Asia.

Central to the Group’s success is its approach to sales and marketing. “Through careful market research, we create targetted sales strategies that resonate with each group,” Singh reveals. By leveraging data-driven insights, the Group ensures its offerings remain relevant and compelling in an ever-evolving market landscape. Moreover, BWH Hotel Group places a strong emphasis on cultural sensitivity and localisation. “We respect the diverse cultures in these regions, ensuring our approach is culturally sensitive and localised across all portfolios,” Singh says, Adaptability is another cornerstone. “Constant feedback helps us adapt our strategies to meet evolving preferences,” Singh notes. 

In today’s digital age, technology plays a crucial role in enhancing guest experiences. “Digital tools facilitate easy booking and connection with clients,” Singh observes. From seamless online booking platforms to personalised communication channels, BWH Hotel Group leverages technology to streamline the guest experience and foster meaningful connections with its clientele.

DATA-DRIVEN INSIGHTS 
The role of data and analytics has become increasingly pivotal in the world of hospitality lately. “We rely on data-driven insights to guide our expansion efforts and enhance guest satisfaction,” he says. For Singh and his team, data is not merely numbers on a spreadsheet; it’s a powerful tool for understanding the intricate dynamics of the market. “By meticulously analysing market trends, customer preferences and competitor activities, we uncover opportunities for growth and differentiation,” he explains. Segmentation and predictive analytics play a crucial role in this process, allowing the team to tailor strategies to meet the needs of different guest segments. “Through segmentation and predictive analytics,” Singh elaborates, “we fine-tune our revenue management strategies and ensure personalised guest experiences.” But the use of data doesn’t stop there. When it comes to expansion plans, every decision is meticulously crafted based on data-driven insights. Competitive intelligence also plays a significant role in this strategy. “It’s integral,” Singh emphasises, “allowing us to stay ahead by differentiating effectively.”

SUCCESSFUL PARTNERSHIPS AND COLLABORATIONS 
“In my experience,” Singh begins, “successful partnerships in the hospitality industry stem from a foundation of clear communication, strategic alignment and mutual benefit.” His emphasis on open dialogue with travel agencies, corporate clients and stakeholders sets the stage for collaborative success, ensuring that goals and expectations are understood from the outset. But in an industry as dynamic as hospitality, adaptability is paramount. “Flexibility is also the key,” he notes. This adaptability enables swift responses to market changes, allowing for tailored offerings that meet the diverse needs of partners and clients alike.

Yet Singh’s vision extends beyond mere transactions. “We strive to provide added value at every opportunity,” he asserts. Whether through exclusive deals, personalised services or innovative experiences, Singh aims to exceed expectations, setting their brand apart in a crowded marketplace. Ultimately, it all boils down to exceptional service. By prioritising client needs and satisfaction, BWH Hotel Group not only fosters loyalty but lays the groundwork for sustained success and growth in the ever-evolving landscape of hospitality.

INNOVATIVE SALES INITIATIVES OR CAMPAIGNS 
Over the past year, BWH’s success in India and South Asian markets can be attributed to several innovative sales strategies. “We localised our marketing efforts, tailoring campaigns to resonate with diverse regional cultures. Strategic partnerships with travel agencies and online platforms expanded our reach. These efforts, coupled with our sales team’s dedication, drove revenue growth and solidified our brand presence in India and South Asia. We remain committed to innovation and customer-centricity as we navigate the evolving hospitality landscape,” he informs.

CHALLENGES AND OPPORTUNITIES 
Singh opines that amidst challenges lie significant opportunities. “Rising affluence and increasing travel demand present avenues for sales professionals to tap into a growing market by offering personalised experiences. Key opportunity for hotel sales professionals in the Indian and South Asian markets lies in the integration of technology,” he says.
Embracing digital tools, data analytics and online booking platforms can streamline sales processes. “Leveraging social media and online review platforms can also amplify brand visibility and reputation management. By embracing technology-driven solutions, sales professionals can not only optimise operational efficiency but also deliver exceptional guest experiences, thereby gaining a competitive edge in the market,” adds Singh.

CUSTOMER FEEDBACK AND SATISFACTION
“Customer feedback and satisfaction are paramount,” Singh asserts, his words echoing the ethos of BWH Hotel Group. “They provide crucial insights into market needs, allowing us to tailor offerings accordingly.” For Singh and his team, understanding the intricacies of guests / experiences is not just a task but a mission. “By understanding guests’ experiences and preferences,” Singh elaborates, “we enhance our product and service offerings to meet their expectations.”

But it’s not just about basking in the glow of positive feedback; constructive criticism serves as a catalyst for growth. “Positive feedback informs us of strengths to capitalise on,” Singh acknowledges, “while constructive criticism highlights areas for improvement, enabling us to refine our strategies effectively.” 

Incorporating customer feedback into the decision-making process is not just a strategy; it’s a philosophy embraced by BWH Hotel Group. “Therefore, incorporating customer feedback into our decision-making processes ensures that our sales strategies are not only relevant but also aligned with delivering exceptional experiences,” Singh shares.

SALES & REVENUE MANAGEMENT PRACTICES 
As the hospitality industry undergoes a period of unprecedented change, Singh sheds light on the multifaceted factors shaping sales and revenue management strategies at BWH Hotel Group. His insights offer a glimpse into the dynamic landscape of hospitality, where adaptability and innovation reign supreme. “In addition to the mentioned trends,” Singh says, “another significant factor influencing sales and revenue management is the emergence of new business models and distribution channels.” His words underscore the seismic shifts brought about by the rise of online travel agencies (OTAs), meta-search engines and sharing economy platforms, which have ushered in increased competition and pricing pressures.

Yet, amidst these challenges, Singh remains resolute in his vision for the brand. “To address these changes,” he reveals, “our brand is focussing on enhancing direct booking channels through loyalty programmes and website optimisation.” It’s a strategic pivot aimed at strengthening the brand’s foothold in an increasingly digital landscape.

But the winds of change blow beyond the realm of technology; they also bring with them a heightened focus on sustainability. “Additionally, sustainability concerns are becoming more prominent, influencing consumer choices and requiring brands to adopt eco-friendly practices,” Singh notes. He also acknowledges the transformative power of digital platforms and mobile technology. “The rise of digital platforms and mobile technology is transforming booking processes and customer interactions, necessitating a shift towards omni-channel sales approaches,” he observes. 

Finally, Singh addresses the lingering effects of the pandemic on travel patterns and demand fluctuations. “Post-pandemic recovery efforts are likely to continue impacting travel patterns,” he predicts, “requiring agile revenue management strategies.” It’s a testament to the brand’s resilience and adaptability in the face of adversity.