Feature


Exhibitions & Conferences Change things up


to make a real splash


With ever increasing competition in the UK’s hospitality industry, it is imperative that hoteliers find the solution to differentiate themselves from the crowd. Emma Cooper, Group Marketing Manager at The Abbey Hotel and Lea Marston Hotel explains how their strategies have evolved in a bid to ensure they stay ahead of the competition.


Located in the Midlands, just outside of Birmingham, are the family-owned four star Abbey Hotel in Worcestershire and Lea Marston Hotel in Warwickshire. As a family-run hotel group we pride ourselves on


our traditional family owned heritage, quality of service and excellent facilities. Offering ‘more than just rooms’, at each hotel we also offer conferencing suites, first class spas, award winning dinning and golf courses.


Rebrand It goes without saying that the marketplace and its customers are constantly changing. Perceptions and opinions are constantly evolving too, and what was once considered desirable and classic can start to feel old and dated. Increased competition is a daily threat. A rebranding strategy could help you regain a foothold in your market and give you the facelift you need to effectively strike back. We have a vision to be the best family-owned hotels


in the Midlands and our mission is to create great experiences and lasting memories for all our guests. Our new brand now complements our vision and promotes our personality and warmth as a leading family business at the heart of the community, offering great personable service in a friendly atmosphere. This is further strengthened through our unique strap line “Discover a warm welcome”. Branding should both precede and underlie any


marketing messages. Branding is not a push tactic, but pull. Branding is the expression of the truth or value of an organisation, product, or service. It’s the communication of our characteristics, values, and vision.


Your Team Rebranding can also have a rejuvenating effect on the internal culture as it calls for new levels of employee support, knowledge and feedback. It gives staff the chance to get involved in creating a new, positive business culture. We actively reward our team on achieving a great


customer experience and create opportunities to allow our team to be their very best. Our efforts to invest in our staff is shown through


our recent success in achieving Investors in People Gold status. This is such a coveted award and shows just how hard we work to create a happy working environment. Our people are at the heart of our organisation and satisfied employees also translates into satisfied customers. We are like one big family.


44 CHAMBERLINK April 2017


People Buy People We often hear the phrase “people buy people”. Achieving excellent customer satisfaction is imperative and a key importance to stay ahead of the competition. A lovely example my parents experienced was from


a small bed and breakfast they booked in North Wales to meet the impending arrival of their new granddaughter. Their last day of their stay on their breakfast table was a lovely card from the hotel congratulating them on becoming grandparents – such a thoughtful touch. Now every time my parents are visiting North Wales they will always book this little bed and breakfast. Find the USPs (celebrities) in your team and market


these effectively. Perhaps the chef has a great reputation or the barman can create amazing cocktails or maybe everyone in the hotel is really friendly and caring. Your hotel marketing strategy needs to focus on deciding the factors that make your hotel different from your competitors and then communicate these factors effectively. You also need to have the team of people and processes to consistently deliver on your marketing promise.


‘We have a vision to be the best family- owned hotels in the Midlands and our mission is to create great experiences and lasting memories for all our guests’


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